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Home My WebLink About05 - Economic DevelopmentEconomic Development 04 GEo$C�l, ED 1`% 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 will be responsible for implementation of the policies, strategies, and oversight of operations. Responsibilities will include business assistance (such as workforce training and development and retention issues), industrial recruitment and retention, and oversight of the Convention and Visitors Bureau. Economic Development Administration Page 44 Convention & Visitor's Bureau Page 46 Economic Development and Tourism Percent change of 01/02 Adopted from 00/01 Projected Actual Admin CVB Main Street Fagade Fund 0 100,000 200,000 300,000 400,000 43 ns 99/00 ACTUAL 00/01 BUDGET 00/01 - PROJECTED ACTUAL 01/02 ADOPTED % Chan e* .02/03 ESTIMATE BASE Administration 134,600 134,484 341,582 (154.o%) 341,582 Convention & Visitors Bureau 269,187 229,906 201,974 327,451 (62.1%) 327,451 Main Street Fagade SRF 0 1,200 7,000 1,471 (-79.o%) 1,200 Division Total 269.187 365.706 343.458 670.504 (95.2%) 670.233 Percent change of 01/02 Adopted from 00/01 Projected Actual Admin CVB Main Street Fagade Fund 0 100,000 200,000 300,000 400,000 43 ns Economic Development Administration DEPARTMENT DESCRIPTION Economic Development Administration oversees the Convention and Visitors Bureau (CVB) and Main Street Programs for the purposes of increasing the City of Georgetown's economic base. In addition, the Economic Development Division coordinates and leads the community's economic development efforts, 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 and development and retention issues, and industrial recruitment and retention program. MAJOR DEPARTMENT GOALS • Develop economic development programs that highlight and promote the elements commonly held as the most important contributors to quality of life of our community. • Fully integrate tourism and retail business development into.an overall economic development initiative. • Increase cooperation with private sector developers, regional economic development organizations, and economic development allies to expand and diversify the City's tax base. • Encourage dialogue and promote positive relationships with local industries for business retention within the community. • 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 2000/2001 Hired Economic Development Division Director and support staff to begin implementation of the City's economic development strategy. Worked with the EDC to develop and implement a process to identify and adopt a clear and detailed community -embraced vision of economic development goals and strategies. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 • Work with EDC to fine-tune the Georgetown Overall Strategic Economic Development Plan to include benchmarking techniques for the targeted industries. • Work with CVB to streamline the City's Visitor's Center operations, moving toward a "one-stop" information center. • Establish economic indicators on the City's website to provide additional information to prospective businesses. • Work with EDC and CVB to establish a communications device to keep City Council, citizens, board members, and City departments apprised of the Divisions activities. • Assist developers with any difficulties that may occur in the development process to ensure compliance with City ordinances. 44 99/00 00/01 00/01 01/02 02/03 ADMINISTRATION ACTUAL BUDGET ACTUAL ADOPTED PROJECTED Division Director 0 1 1 1 1 Administrative Assistant 0 1 1 1 1 Total 0 2 2 2 2 44 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED WORKLOAD MEASURES FY 98/99 FY 99/00 FY 00/01 FY 00/01 FY 01/02 1. # of inquires N/A N/A N/A 2 6 2. # of prospects N/A N/A N/A 10 15 3. # of newsletters produced N/A N/A N/A 1 3 PERFORMANCE MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. # of jobs created N/A N/A N/A 50 80 2. # of business retention assistance N/A N/A N/A 1 5 3. # of articles in local, regional, and state N/A N/A N/A 3 10 newspapers and magazines 4. Economic Development site visits I N/A I N/A I N/A 3 7 DEPARTMENTAL BUDGET: JOINT SERVICES FUND 00/01 99/00 00/01 PROJECTED ACTUAL BUDGET ACTUAL 44,039 43,931 90,561 90,553 0 134,600 134,484 MAJOR BUDGET CHANGES/ISSUES: 02/03 01/02 ESTIMATED ADOPTED BASE Personnel 130,437 130,437 Operations 211,145 211,145 341,582 341,582 This department was created during the 2001 budget process and 2002 represents the first full year of operating expenses. In 2001/02, funding for industrial recruitment contract is included to assist with economic development efforts, with costs allocated to the Electric, Water and Wastewater funds. 45 Economic Development Convention & Visitor's Bureau DEPARTMENT DESCRIPTION The Georgetown Convention and Visitor's Bureau (CVB) is in charge of attracting 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 the advertising, promotion, and solicitation efforts to market the City of Georgetown as a place for regional meetings, state conventions, tourists, and day -trip shoppers. The department provides a positive economic impact on the community by bringing visitor dollars into our city, increasing the total revenue of local businesses and improving the overall economic climate of Georgetown. MAJOR DEPARTMENT GOALS Promote the area's cultural, recreational, historical, and educational attractions to a wide audience. Assist visitors and potential guests to the area by offering comprehensive visitor information and promotional services. Encourage and participate in the further development of attractions throughout Williamson County. MAJOR DEPARTMENT ACCOMPLISHMENTS FOR FISCAL YEAR 2000/2001 Targeted travel writers to further increase media exposure of Georgetown as a tourist destination. Created an occupancy allocation (Cooperative Advertising Program) for organizations to request hotel/motel occupancy tax for legally allowed promotional projects. Recruited additional volunteers to help operate the visitor's center, hence saving the City over $35,000 a year. MAJOR DEPARTMENT STRATEGIES FOR FISCAL YEAR 2001/2002 • Modernize City of Georgetown promotional brochure(s) - moving towards a more "one stop" approach for economical and efficiency savings. • Expand the CVB web site to include more services to travelers and citizens. • Establish an information specialist recognition program to increase the number of volunteers utilized at the center. • Use the Cooperative Advertising Program to further expand our community relations' efforts and increase allowed promotional projects for the City. • Work with other City departments to establish special events that promote an intangible sense of community for residents and visitors and increases retail sales. 46 99/00 00/01 00/01 01/02 02/03 CONVENTION & VISITOR'S BUREAU ACTUAL BUDGET ACTUAL ADOPTED PROJECTED CVB Manager 1 1 1 1 1 1 0 1 0 Main Street Manager 1 .5 Staff Assistant (PT) Total (Fr/PT) .5 2/.5 .5 21.5 .5 2/.5 .5 1/.5 1/.5 46 PERFORMANCE MEASURES ACTUAL ACTUAL BUDGETED PROJECTED PROPOSED WORKLOAD MEASURES FY 98/99 FY 99/00 FY 00/01 FY 00/01 FY 01/02 1. # of special events N/A N/A N/A 4 7 2. # of visitor inquiries N/A N/A N/A 250 380 3. # of 1-800 phone calls N/A N/A N/A 75 150 4. # of newsletters produced N/A N/A I N/A 1 1 1 4 PERFORMANCE MEASURES ACTUAL FY 98/99 ACTUAL FY 99/00 BUDGETED FY 00/01 PROJECTED FY 00/01 PROPOSED FY 01/02 1. Special event attendance N/A N/A N/A 5,000 9,000 2. Special event participant feedback N/A N/A N/A 100 250 3. Increase in gross sales tax for N/A N/A N/A T 18 T 139 downtown business district N/A N/A N/A 20 65 4. # of volunteer man-hours increased 5. # of information requests from web N/A N/A N/A 224 292 site 6. Occupancy rate N/A N/A N/A T.08 T 16 DEPARTMENTAL BUDGET: TOURISM FUND 00/01 99/00 00/01 PROJECTED ACTUAL BUDGET ACTUAL 110,503 96,015 91,743 158,684 133,891 110,231 269,187 229,906 201,974 MAJOR BUDGET CHANGES/ISSUES: 02/03 01/02 ESTIMATED ADOPTED BASE Personnel 92,800 92,800 Operations 234,651 234,651 327,451 327,451 A one time Council approved contribution of hotel/motel tax revenue to the local Palace Theatre was included in this department in 2001. Personnel costs increase in 2002 because of vacancies in the CVB in 2001. The Main Street Manager position was eliminated in the 2001/02 budget process. 47 Tourism Fund 48 00/01 01/02 02/03 99/00 00/01 Projected Adopted Projected Actual Budget Actual Budget Budget BEGINNING FUND BALANCE 58,888 70,178 109,221 247,537 275,786 REVENUES: Operating 306,674 279,878 347,000 350,000 350,000 Interest & other 12,847 3,500 59,824 5,700 5,700 Transfers In 67,950 67,950 Total Revenues 319,521 351,328 474,774 355,700 355,700 EXPENDITURES: Economic Development Admin 134,600 134,484 19,565 19,565 Convention & Visitors Bureau 269,188 229,906 201,974 307,886 307,886 Total Expenditures 269,188 364,506 336,458 327,451 327,451 ENDING FUND BALANCE 109,221 57,000 247,537 275,786 304,035 RESERVATIONS: Contingency 57,000 57,000 57,000 60,000 60,000 AVAILABLE FUND BALANCE 52,221 0 190,537 215,786 244,035 48