HomeMy WebLinkAboutAgenda_GEDCO_01.16.2018Notice of Meeting for the
Georgetown Economic Dev elopment Corporation
of the City of Georgetown
January 16, 2018 at 4:00 PM
at the City Council Chambers, located at 101 E. 7th Street, Georgetown, TX 78626
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TH IS M EETING H AS BEEN CANCELLED DUE TO INCLEM ENT
WEATH E R
Regular Session
(This Regular S es s io n may, at any time, b e rec es s ed to convene an Exec utive S es s io n fo r any p urpose
authorized b y the Op en Meetings Act, Texas Go vernment Co d e 551.)
A Co nsideration and approval of the minutes fo r Georgetown Ec o nomic Develo p ment Co rp o ration for the
Meetings held Mo nday, December 4 and F rid ay, Dec emb er 15, 2017--Bill Mateja, Sec retary
B Co nsideration and possible actio n to approve funding fo r repairs to the s tuc c o exterior o f the b uilding
at 101 W 7th S t, Georgetown, TX 78626 - Mic haela Dollar, Direc tor of Ec o nomic Development
C Co nsideration of the No vember and Dec ember 2017 financ ial reports . Leigh Wallac e, Financ e Manager,
GEDCO, F inance Direc tor, COG
D Dis cus s ion and pos s ible actio n regarding the Staff Rep o rt —David Morgan, C ity Manager
-P erformance Agreement Report
-Strategic Plan
-Activity Report
-Other Staff Items
E Actio n o ut o f Exec utive Session.
Executiv e Session
In compliance with the Op en Meetings Act, C hapter 551, Go vernment Code, Vernon's Texas Codes,
Annotated, the items lis ted below will be d is c us s ed in closed s es s io n and are s ubjec t to actio n in the regular
s es s io n.
F Sec. 551.071: CONSULTATION WITH ATTORNEY
Co nsultation with attorney regarding legal is s ues related to agenda items and other matters in whic h (1)
when the go vernmental body seeks the advic e o f its attorney ab o ut: (A) p ending o r c o ntemp lated
litigatio n; o r (B) a s ettlement o ffer; o r (2) o n a matter in which the d uty of the attorney to the go vernmental
body under the Texas Dis ciplinary Rules o f P ro fes s io nal Cond uc t o f the S tate Bar o f Texas clearly
c o nflic ts with this chap ter - Charlie McNabb, C ity Attorney
G Section 551.072. DELIBERATIONREGARDING REAL PROPERTY
Page 1 of 65
Dis cus s ion and pos s ible actio n to d elib erate the p urc hase,exc hange, leas e or value of real property for
purp o s es authorized b y the Development C o rp o ration Ac t which disc us s io n in o p en s es s io n would have a
detrimental effect on negotiations with third pers ons .
H Section 551.087. DELIBERATION REGARDING ECONOMIC DEVELOPMENT
NEGOTIATIONS.
Delib eratio n regarding commerc ial or financ ial info rmation that the corp o ration has rec eived fro m a
bus iness pros pec t that the Georgetown Ec ono mic Develo p ment Co rp oratio n s eeks to have loc ate, stay, or
exp and in or near the territory of the City o f Georgetown and with whic h the C o rp o ration is cond uc ting
ec o nomic d evelopment nego tiatio ns; and/o r deliberatio n regarding the o ffer of a financ ial or o ther
incentive to a bus iness p ro s p ect that the C o rp o ration seeks to have lo cate, s tay, o r exp and in o r near the
territory o f the City o f Georgetown.
- Projec t F is h
- Projec t Ollie
- Projec t P ilates
CERTIFICATE OF POSTING
I, Shelley No wling, C ity S ecretary fo r the C ity of Geo rgeto wn, Texas , d o hereby c ertify that this Notice of
Meeting was p o s ted at City Hall, 113 E. 8th Street, a p lace read ily acc es s ible to the general p ublic at all times ,
on the ______ d ay o f __________________, 2018, at __________, and remained so p o s ted fo r at leas t 72
c o ntinuo us ho urs p receding the sc heduled time o f s aid meeting.
____________________________________
S helley No wling, City Sec retary
Page 2 of 65
City of Georgetown, Texas
Georgetown Economic Development Corporation
January 16, 2018
SUBJECT:
Cons id eration and ap p ro val o f the minutes for Geo rgeto wn Econo mic Development Corporatio n fo r the
Meetings held Mond ay, Dec emb er 4 and Friday, December 15, 2017--Bill Mateja, S ecretary
ITEM SUMMARY:
ATTACHMENTS:
1. Draft Minutes
FINANCIAL IMPACT:
None
SUBMITTED BY:
Bill Mateja, C o rp o rate Sec retary
ATTACHMENTS:
Description Type
12-4 Cover Memo
12-15 Cover Memo
Page 3 of 65
GEDCO Minutes
December 4, 2017
Page 1 of 1
Minutes of the Meeting of the
Georgetown Economic Development Corporation
City of Georgetown, Texas
December 4, 2017
The Georgetown Economic Development Corporation of the City of Georgetown, Texas, met on
Monday, December 4, 2017.
Members
Present:
Members
Absent:
Jeff Parker, Steve Klein, Bill Mateja, Hugh Brown, Steve Fought, Valerie Nicholson
Kevin Kelly
Staff
Present:
David Morgan, City Manager/General Manager; Michaela Dollar, Director of Economic
Development; Wayne Reed; Assistant City Manager; Conchita Gusman, Economic
Development Program Manager; Elaine Wilson, Controller; Paul Diaz, Budget Analyst; Tina
Dunbar, Marketing Coordinator; Debbie Mitchell,
MINUTES
Call to Order at 4:00 pm
A Consideration and approval of the minutes for Georgetown Economic Development Corporation for
the Regular Meeting held Monday, October 16, 2017--Bill Mateja, Secretary
Motion by Fought, second by Klein to approve the October 16, 2017 Minutes. (Approved 6-0)
B Consideration of the October, 2017 financial reports. Leigh Wallace, Finance Manager, GEDCO, Finance
Director, COG
Wilson presented the report and answered questions from the board.
C Discussion and possible action regarding the Staff Report —David Morgan, City Manager
- Performance Agreement Report
- Activity Report
- Other Staff Items
Dollar went over the Activity Report and answered questions from the Board.
The Board entered into Executive Session at 4:17 and returned to regular session at 4:35.
D Action out of Executive Session.
No Action
Motion by Nicholson, Second by Klein to adjourn.
Adjourn at 4:42
Page 4 of 65
GEDCO Minutes
December 15, 2017
Page 1 of 1
Minutes of the Special Meeting of the
Georgetown Economic Development Corporation
City of Georgetown, Texas
December 15, 2017
The Georgetown Economic Development Corporation of the City of Georgetown, Texas, met on
Monday, December 15, 2017.
Members
Present:
Members
Absent:
Jeff Parker, Hugh Brown, Steve Fought, Valerie Nicholson, Kevin Kelly
Steve Klein, Bill Mateja
Staff
Present:
David Morgan, City Manager/General Manager; Michaela Dollar, Director of Economic
Development; Wayne Reed; Assistant City Manager; Tina Dunbar, Marketing Coordinator
MINUTES
Call to Order at 9:00 a.m.
A. Discussion and possible action to approve the agreement with Texas Life Sciences Collaboration Center
- Michaela Dollar, Director of Economic Development
Reed presented the agreement explaining that it is the final agreement between the City, GEDCO and
TLCC.
Motion by Fought, second by Brown to approve the agreement with the Texas Life-sciences
Collaboration Center as described. (Approved 4-5 with Parker Against)
Motion by Nicholson, second by Kelly to adjourn. (Approved 5-0)
Adjourn at 9:05 a.m.
______________________________ ___________________________________
Bill Mateja, Corporate Secretary Jeff Parker, President
Page 5 of 65
City of Georgetown, Texas
Georgetown Economic Development Corporation
January 16, 2018
SUBJECT:
Cons id eration and p o s s ib le ac tion to approve fund ing for rep airs to the s tuc c o exterio r of the build ing
at 101 W 7th St, Geo rgeto wn, TX 78626 - Mic haela Do llar, Directo r of Ec ono mic Develo p ment
ITEM SUMMARY:
Grap e Creek Winery, the tenant in GEDCO's b uilding at 101 W 7th Street, has reques ted rep air of an is s ue
with the stuc c o on the Main Street s id e of the b uilding. Staff has rec eived es timates that range from
$10,000.00 to $20,000.00 for the repair o f the s tuc co. Onc e the wall is repaired , there may be ad d itional
costs assoc iated with the recreatio n o f the mural.
FINANCIAL IMPACT:
Stuc co rep air - $10,000.00+/-
SUBMITTED BY:
Michaela Dollar, Direc tor o f Econo mic Development
Page 6 of 65
City of Georgetown, Texas
Georgetown Economic Development Corporation
January 16, 2018
SUBJECT:
Cons id eration o f the Novemb er and Decemb er 2017 financial rep o rts. Leigh Wallace, F inance Manager,
GEDCO, Financ e Directo r, COG
ITEM SUMMARY:
See Attachments
FINANCIAL IMPACT:
None
SUBMITTED BY:
Leigh Wallace, Financ e Manager, GEDCO F inanc e Direc tor, COG
ATTACHMENTS:
Description Type
nov & Dec Cover Memo
Page 7 of 65
GEDCO Board Meeting Date: January 16, 2018 Item No. __________
GEORGETOWN ECONOMIC DEVELOPMENT CORPORATION
AGENDA ITEM COVER SHEET
_________________________________________________________________
SUBJECT:
Consideration of the November 30, 2017 and December 31, 2017 financial reports. Leigh
Wallace, Finance Manager, GEDCO, Finance Director, COG.
_________________________________________________________________
ITEM SUMMARY:
The corporate bylaws require the Finance Manager to present the monthly financial
reports to the Board. Included in these reports will be:
• Financial reports
• Sales Tax revenues
• Monthly expenditures
• Any other relevant financial information
Sales tax revenue is two months in arrears. Included in this report is the sales tax revenue
collected in December for sales in October. Payments made to vendors in the months of
November and December are also included.
ATTACHMENTS:
Monthly Financial Reports
Sales Tax History
SUBMITTED BY:
Leigh Wallace
Finance Manager, GEDCO
Finance Director, COG
Page 8 of 65
APPROVED BUDGET CURRENT PERIOD
YEAR YO DATE
(W/ENCUMB)
YEAR-END
PROJECTION
BEGINNING FUND BALANCE 5,902,863 5,902,863
OPERATING REVENUES -
Interest 25,400 6,730 18,189 25,400
Lease Revenue (Grape Creek)24,000 4,000 16,000 24,000
Miscellaneous Revenue 61,100 10,991 10,991 61,100
Sales Tax 1,643,750 118,491 129,741 1,643,750
OPERATING REVENUES Total 1,754,250 140,212 174,921 1,754,250
OPERATING EXPENDITURES -
Debt Service 116,613 - - 116,613
Interest Expense 87,569 - - 87,569
Joint Services Allocation 221,328 18,444 55,332 221,328
Miscellaneous Expense 11,108 10,991 10,991 11,108
Principal Reduction 125,000 - - 125,000
Promotional & Marketing Program 81,000 1,050 14,045 81,000
Special Services 27,500 - 12,500 27,500
Supplies 300 - - 300
Travel & Training 1,500 - - 1,500
OPERATING EXPENDITURES Total 671,918 30,485 92,868 671,918
TOTAL NET OPERATIONS 1,082,332 109,727 82,053 1,082,332
NON-OPERATING EXPENDITURES -
Catalyst 36,000 2,833 30,172 36,000
DisperSol 60,000 - - 60,000
Economic Development Projects -Undetermined 6,338,518 - - 6,338,518
Texas Life Sciences 139,740 139,740 139,740 139,740
NON-OPERATING EXPENDITURES Total 6,574,258 142,573 169,912 6,574,258
TOTAL NET NON-OPERATIONS (6,574,258) (142,573) (169,912) (6,574,258)
EXCESS (DEFICIENCY) OF TOTAL REVENUE OVER TOTAL
REQUIREMENTS (5,491,926) (32,846) (87,859) (5,491,926)
ENDING FUND BALANCE 410,938 410,938
RESERVES
Contingency 410,938 410,938
RESERVES Total 410,938 - - 410,938
AVAILABLE FUND BALANCE - -
Georgetown Economic Development Corporation Fund
Year End Projection to Approved as of December 2018
Page 9 of 65
• Economic Development Projects:
- Avalanche Consulting, Inc.
- Catalyst Commerical, Inc.
- Texas Life Sciences Collaboration
• Promotions & Marketing Program:
- Jerry Walker
Page 10 of 65
APPROVED BUDGET CURRENT PERIOD
YEAR YO DATE
(W/ENCUMB)
YEAR-END
PROJECTION
BEGINNING FUND BALANCE 5,902,863 5,902,863
OPERATING REVENUES -
Interest 25,400 5,788 11,459 25,400
Lease Revenue (Grape Creek)24,000 4,000 12,000 24,000
Miscellaneous Revenue 61,100 - - 61,100
Sales Tax 1,643,750 - 5,987 1,643,750
OPERATING REVENUES Total 1,754,250 9,788 29,446 1,754,250
OPERATING EXPENDITURES -
Debt Service 116,613 - - 116,613
Interest Expense 87,569 - - 87,569
Joint Services Allocation 221,328 18,444 36,888 221,328
Miscellaneous Expense 11,108 - - 11,108
Principal Reduction 125,000 - - 125,000
Promotional & Marketing Program 81,000 3,495 6,495 81,000
Special Services 27,500 - - 27,500
Supplies 300 - - 300
Travel & Training 1,500 - - 1,500
OPERATING EXPENDITURES Total 671,918 21,939 43,383 671,918
TOTAL NET OPERATIONS 1,082,332 (12,151) (13,937) 1,082,332
NON-OPERATING EXPENDITURES -
Catalyst 36,000 - 1,839 36,000
DisperSol 60,000 - - 60,000
Economic Development Projects -Undetermined 6,478,258 - - 6,478,258
NON-OPERATING EXPENDITURES Total 6,574,258 - 1,839 6,574,258
TOTAL NET NON-OPERATIONS (6,574,258) - (1,839) (6,574,258)
EXCESS (DEFICIENCY) OF TOTAL REVENUE OVER TOTAL
REQUIREMENTS (5,491,926) (12,151) (15,776) (5,491,926)
ENDING FUND BALANCE 410,938 410,938
RESERVES
Contingency 410,938 410,938
RESERVES Total 410,938 - - 410,938
AVAILABLE FUND BALANCE - -
Georgetown Economic Development Corporation Fund
Year End Projection to Approved as of November 2017
Page 11 of 65
• Economic Development Projects:
- Catalyst Commerical, Inc.
• Promotions & Marketing Program:
- SUCO Investments II, Inc.
Page 12 of 65
As of December 31, 2017
Georgetown Economic Development Corporation
Sales Tax History
Variance % Var.
MONTH [a]2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 To FY 17 To FY 17
October 86,324$ 91,863$ 98,094$ 106,050$ 114,748$ 124,478$ 9,730$ 8.48%
November 82,083 99,552 102,891 112,766 125,214
December 117,582 134,682 143,774 148,200 160,542
January 82,714 89,357 87,695 96,563 110,006
February 77,890 86,901 89,107 108,117 105,556
March 115,564 114,355 123,951 133,492 137,301
April 84,420 106,002 102,671 108,977 117,261
May 94,412 112,572 95,699 120,418 125,188
June 114,132 123,306 130,589 142,767 151,484
July 92,765 102,435 108,994 119,534 154,889
August 92,735 98,015 102,888 132,582 122,847
September 125,197 119,473 125,201 135,378 143,897
Total 1,165,819$ 1,278,513$ 1,311,554$ 1,464,844$ 1,568,933$ 124,478$
YTD 168,407 191,415 200,985 218,816 239,962 124,478 9,730 4.45%
Notes:
[a]Sales tax revenue from the State Comptroller is received two months in arrears.
Sales tax for October is actually received in December.
$-
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
$180,000
Re
v
e
n
u
e
s
Sales Tax 3 Year Trend
2015-16
2016-17
2017-18
Page 13 of 65
City of Georgetown, Texas
Georgetown Economic Development Corporation
January 16, 2018
SUBJECT:
Disc ussion and p o s s ib le ac tion regard ing the S taff Report —David Morgan, City Manager
-P erformance Agreement Report
-Strategic Plan
-Activity Report
-Other Staff Items
ITEM SUMMARY:
The GEDCO Board has req uested that staff p ro vide a projec t p ro gress and s tatus report at eac h meeting
o n all of the ac tive p ro jects disc ussed b y the Bo ard .
FINANCIAL IMPACT:
N/A
SUBMITTED BY:
David S. Morgan, C ity Manager
ATTACHMENTS:
Description Type
report Cover Memo
SP final Cover Memo
Activity Cover Memo
s p pres Cover Memo
Page 14 of 65
Name Description
Start Date (Council
Approved)End Date $ Encumbered $ Expended
Citigroup
Grant for wastewater infrastructure for
construction of datacenter. 12/12/2006 12/31/2018 $ 1,300,000 $ 1,300,000
DisperSol
Grant for job creation related to expansion
of manufacturing facilities.10/16/2014 2/15/2019 250,000$ $ 80,000
Grape Creek
Grant for reimbursement of Qualified
Expenditures for the lease/purchase and
future site improvements at 101 E. 7th
Street and 614 Main Street for the
operation of a winery on the Downtown
Square. 8/23/2011 3/1/2018 280,000$ 280,000$
Grape Creek
GEDCO purchase of building. GCV
currently under lease/purchase agreement
with right to exercise purchase at end of PA
for $447K.8/23/2011 3/1/2018 447,000$ 447,000$
Lone Star Circle of Care
Grant for Qualified Expenditures for future
site improvements at 205 East University
Avenue, Georgetown, Texas. Loan
Agreement and Promissory Note have
been executed. Closed out in compliance
with the terms of the agreement 11/30/17.6/28/2011 11/30/2017 387,000$ $ 387,000
Radiation Detection Corporation
Grant for Qualified Expenditures and job
creation related to the relocation of the
corporate offices to Georgetown. 7/23/2013 12/31/2021 320,000$ 320,000$
Radix BioSolutions, Ltd.
Provided grant to assist with the work and
future plans of Radix BioSolutions at the
TLCC. Radix paid back $47K on 3/15/15.
Radix paid back $50K 3/10/16. Radix paid
back $50K on 3/10/2017 .3/9/2010 3/31/2018 250,000$ $ 103,000
GEDCO - ACTIVE PERFORMANCE AGREEMENTS STATUS REPORT
January 16, 2018
Over Page 15 of 65
Georgetown, Texas
Economic Development
Strategic Plan 2018
Page 16 of 65
A special thanks to through groups involved in the creation of this strategic plan.
Community engagement was a critical element and involved multiple groups of local
leaders that were integral in its development including:
Georgetown City Council
Georgetown Economic Development Corporation
Georgetown Main Street Advisory Board
Georgetown City Manager’s Office
Georgetown Department Directors
Georgetown Economic Development Staff
Georgetown Chamber of Commerce Board
Georgetown Development Alliance
Georgetown Active Retiree Focus Group
Page 17 of 65
Page 1
Background
The City of Georgetown, Texas has experienced phenomenal growth in recent years.
Among cities with a population over 50,000, Georgetown has ranked among the top fastest
growing cities for three consecutive years (according to the U.S. Census Bureau). The City’s
population growth, combined with an availability of land, access to Interstate 35, and
proximity to Austin, competitively position Georgetown as a location for the next wave of
commercial development.
With this growth, the City has become more attractive to young professionals and young
families looking for a place to call home outside of the urban city environment. Retail and
restaurants have followed rooftops, complementing the City’s existing lifestyle amenities.
The historic downtown continues to thrive, providing an authentic, non-replicable sense of
place for people of all ages. The next phase of growth for Georgetown will undoubtedly
leverage these qualities to foster further commercial growth and job creation across a
diverse mix of industries.
With this transition in the City’s growth cycle, the time is right to develop a comprehensive
economic development strategy. The foundational elements include a reassessment of
Georgetown’s opportunities and challenges, an in-depth workforce analysis, and
purposeful identification of targeted industries. The 2017 Workforce and Target Industry
Analysis completed by Avalanche Consulting serves as the basis of the strategic plan, along
with a 2016 Retail Analysis and 2013 Downtown Master Plan.
The goal of this strategic planning process is to create a comprehensive strategic plan for
the Georgetown Economic Development Program for the next three to five years. It is
intended to align with the City’s vision and direct the goals and objectives of the economic
development department.
Georgetown is part of a dynamically growing metropolitan region. It will be important to
continue to build and sustain partnerships with other organizations and institutions to
obtain the identified strategic goals. Throughout the strategic plan the value of these
partnerships is recognized.
Page 18 of 65
Page 2
Strategic Plan Summary
City Council Vision
Georgetown: A caring community honoring our past
and innovating for the future
Economic Development Mission
To purposefully support a business friendly environment
where companies can and want to grow
Our Strategy
Tell our story to a broader local audience.
Strategic Goal 3: Diversify workforce
development and recruitment
initiatives.
Strategic Goal 1: Support existing
businesses and industries.
Strategic Goal 4: Encourage
speculative development.
Strategic Goal 2: Enhance targeted
recruitment of identified industries.
Page 19 of 65
Page 3
Georgetown’s Opportunities
(Source: Georgetown Target Industry Analysis, Avalanche Consulting, 2017)
Business Climate
• In recent years, the City has seen rapid job and population growth. As central Austin
and the inner ring of metropolitan area communities became highly developed,
Georgetown is increasingly viewed as an attractive and affordable location for
a range of industries.
• Local elected leaders and City staff are proactively supportive of growing new
businesses in the City.
• Georgetown has a relatively large manufacturing sector for a community of its
size. Alongside this employment base, the City also has a surprisingly strong
maker culture (entrepreneurs producing goods) that encourages experimentation
and development in skilled manufacturing.
• Georgetown Electric Utility’s commitment to renewable energy resources is
attractive to many businesses – especially in clean energy.
Workforce
• Georgetown is home to a wealth of talent. Residents are highly educated – with
44% holding a bachelor’s degree or higher – but a majority (75%) of working
residents commute out of the City to their jobs each day.
• In addition to out-commuting residents, employers in Georgetown are able to draw
from a labor force of 700,000 workers spread across the City’s North and South
labor sheds. Each labor shed has unique characteristics – including high
concentrations of Medical and Construction occupations in the North and a high
concentration of Computer occupations in the South.
• Georgetown is home to a large veteran population, and the North labor shed
encompasses Fort Hood.
• Education is a major strength for Georgetown. Southwestern University is located
in the City, and an Austin Community College campus is located in Round Rock.
The East Williamson County Higher Education Center has campuses in Hutto and
Taylor. In recent years, the Georgetown Independent School District has also
made significant gains in STEM education and Career & Technical Education
programs.
• Retired residents of Georgetown are highly active in the community and regularly
volunteer their time and skills. This large population is highly educated and many
have retired from successful business careers. They can offer tremendous benefit to
local companies and entrepreneurs as part-time employees, advisors, and
mentors.
Page 20 of 65
Page 4
Location
• Georgetown’s proximity to Austin and location along Interstate 35 and Toll 130
provides easy-access to workforce as well as distribution and transportation
facilities. Austin Bergstrom International Airport and Downtown Austin are a quick
25 minutes away from Georgetown.
Quality of Life
• Georgetown offers a high quality of life, and employers report high success
recruiting workers from outside the region to live in the City. Employers generally
reported that finding skilled trade workers was relatively easy, but some worry that
rising cost of living and traffic congestion are making it harder to find lower-skilled
workers.
Georgetown’s Challenges
Growth
• Georgetown’s extremely low unemployment rate (below 4%) may force
employers to compete for a smaller pool of available employees. In entry-level and
low skill positions in the manufacturing and services industries, local employers
voiced concern about a workforce stretched thin.
• Strong business growth during the past decade has resulted in low vacancy rates
(below 5%) for buildings across all industries, limiting options for companies
looking for existing space.
Perception
• Although the perception of Georgetown as solely a retirement community is
changing, some of that reputation remains in the region among business people.
• Despite its proximity to Austin and the ease of access on Interstate 35, Georgetown
can still be viewed as being “too far north” by some businesses and commercial
brokers that stay within the urban center of the Austin metro area.
Page 21 of 65
Page 5
Our Vision & Mission
The City Council’s Vision is “Georgetown: A caring community preserving our past and
innovating for the future.” Councilmembers developed this statement as part of a visioning
process for the City in 2017 and have adopted it to signify their goal as a council for the City
of Georgetown.
The mission of the Georgetown Economic Development Department is to purposefully support a
business-friendly environment where companies can and want to grow.
What does business-friendly mean in Georgetown?
A “business friendly” environment can mean varying things to different people. In
Georgetown, “business friendly” is often described as predictable and solution-oriented.
It is a culture of consistency, collaboration, and problem-solving. It does not mean
saying “yes” to every request, but rather seeking to understand what makes a project
successful and looking for ways to align the goals of the business and the City’s Vision and
long range plans.
When a community is seen as being “business-friendly” it becomes a destination for
organizations and workforce. The collaborative culture extends outside of City staff,
through elected and appointed officials, and into the business community and workforce.
By seeking to be “business-friendly,” Georgetown seeks to be a unique destination for
companies and their employees.
Page 22 of 65
Page 6
Our Strategy
Georgetown’s strategic four strategic goals that are identified and a final, over-arching
objective. These strategic goals describe major themes from the findings of the planning
process for which specific improvements and innovative practices have been identified. In
addition to the strategic goals, best practices in each area have been identified as a way to
spur creation of new initiatives and action items in Georgetown.
The Economic Development Department will focus its resources to achieve these goals in
the coming years, while continuously tracking and evaluating the action items in each
strategic goal. The strategy will be revisited each year and action items may be updated
and changed to be more effective.
Strategic Goal 1: Support Existing Businesses and Industries.
An effective economic development program starts with a strong business retention
program. Without understanding the local business climate, it is difficult to identify the
needs and assets of a community for future growth. Georgetown’s business retention and
expansion program provides an opportunity to partner with the Georgetown Chamber of
Commerce to utilize the strengths of both organizations to build relationships with and
assist Georgetown businesses.
1.1 Build strong relationships with businesses through the business retention and expansion
program visits.
Identify and contact Georgetown businesses for formal business retention visits to
build relationships and collect information on the business climate. Target major
employers, businesses within the identified target industries, and businesses
located in the Historic Downtown Overlay District. Partner with chamber volunteers
and Main Street Advisory Board members, when appropriate, for business visits.
Monitor trends and issues that come from the visits and look for ways the City can
assist with needs.
1.2 Enhance industry cluster groups.
Look to extend industry cluster groups into other industries within Georgetown, in
addition to the Georgetown Manufacturers Alliance. Explore creating a life science
industry group as well as other industries where clusters exist within Georgetown.
Use the group to maintain contact with local businesses, identify industry trends,
and bring in relevant guest speakers.
Page 23 of 65
Page 7
1.3 Continue to develop and refine the Breakfast Bites event for downtown stakeholders.
Look for ways to increase attendance and value for the events. Combining Breakfast
Bites and Downtown Lowdown increases the reach of both events, but stakeholders
must be kept engaged. Seek out speakers and topics that are relevant to the
audience and provide economic value to businesses and developers.
1.4 Grow the Annual Business Appreciation event.
Continue hosting an Annual Business Appreciation event to serve as an outlet to
connect with businesses and maintain relationships. Look for creative ways to
encourage attendance and promote the event (i.e. tournaments or competitions).
1.5 Create a resource for small businesses and entrepreneurs.
Work with the Georgetown Chamber of Commerce and other agencies to create an
all-inclusive resource event and/or directory for small businesses and
entrepreneurs. Explore speakers for specific programs.
Work with the Georgetown Public Library to cross-promote small business
resources including public computer access and meeting rooms.
Best Practice Example: Kansas City, MO -KCBizcare
The Kansas City Business Customer Service Center or “KCBizcare” opened
June 1, 2009, and was established as a separate entity under the City Manager’s
Office to provide enhanced services to new and existing small businesses in the
community.
KCBizcare, with a staff of three, provides business-specific “roadmaps” for
opening a business; public access to city computers to look up property and
zoning information, access city records, and submit applications online;
referrals to city departments, agencies, and partner organizations involved in
regulation or business assistance; and guidance and assistance in navigating
the city’s licensing, permitting, and approval processes. This information has
also been compiled into a Business Resource Guide by KCBizcare to help
reduce obstacles to starting and operating a business within the community.
Ultimately, KCBizcare makes it easier for businesses to understand and
comply with city, state, and federal regulations regarding opening and
operating a small business.
(Source: Avalanche Consulting, 2017)
Page 24 of 65
Page 8
1.6 Enhance the program’s online presence and develop a printed marketing piece.
Outline the purpose of the Business Retention and Expansion Program and improve
the online information and collateral materials to help promote the program and
answer the question “why would I want to meet with the City?” Utilize testimonials to
show examples of the program’s needs and prior successes. Use the materials to
promote the program at events and meet with Georgetown companies.
Best Practice Example: Richmond, VA -Business First
Recognizing a need to better support businesses already operating within
the region, the Greater Richmond Partnership created a premier BR&E
program. Greater Richmond Partnership developed their Business First
Program as a collaboration between the regional Partnership, economic
development organizations, local governments, and chambers of commerce.
Business First is funded by public and private investors, and most Business
First services are provided at little to no cost to the region’s businesses.
The Business First Program places a strong emphasis on customer service.
Business First has a dedicated, professional staff that meets with local
companies on a regular schedule and provides training options. Primary
business retention visits are conducted by the Partnership staff, but they share
their survey with local partners and train them to conduct independent visits
with primary employers to maintain relationships and show appreciation.
Ultimately, the Greater Richmond Partnership uses information gathered
through their company visits to identify interventions for companies and
inform and update their strategic plan.
(Source: Avalanche Consulting, 2017)
Page 25 of 65
Page 9
Strategic Goal 2: Enhance targeted recruitment of identified industries.
2.1 Work to grow and locate companies in Georgetown to create jobs.
Responding to leads and directly targeting businesses within the identified
industries of advanced manufacturing, life sciences, professional development, and
destination retail. Use targeted recruitment techniques to pinpoint potential
companies within the City’s target industries in areas that are favorable for
relocation or expansion into Georgetown.
2.2 Continue developing and maintaining relationships with businesses, site selectors,
brokers, developers, and land owners.
Continuously work to identify ways to maintain relationships and “tell our story” to
people that have roles in the development and recruitment process, such as
businesses, site selectors, brokers, developers, and land owners. Keep them
updated on activity and opportunities in Georgetown.
2.3 Create a signature commercial broker event.
Create an event that attracts commercial brokers and developers to Georgetown for
a unique experience to expose them to the opportunities the City can provide for
their clients. This event, or events, could take the form of a VIP table at the annual
Red Poppy Festival and/or “Fam Tours” for brokerage offices.
2.4 Enhance our online presence.
With the majority of site selection performed online by businesses and site
selectors, it is vital for the City’s online presence to be clear, concise, and readily
available. Work to regularly refresh the City’s economic development online
materials to maintain up-to-date information in a dynamic and user-friendly
interface. Look for new and innovative ways to display information and showcase
Georgetown’s unique identity.
Page 26 of 65
Page 10
Strategic Goal 3: Diversify workforce development and recruitment initiatives.
3.1 Develop stronger relationships with educational institutions that serve Georgetown’s
workforce.
Explore workforce training, internship, and project opportunities through
partnership with the Georgetown Chamber of Commerce Workforce Alliance. Seek
to utilize the Georgetown Independent School District and regional colleges,
including Southwestern University, Texas State Technical College, Texas State
University Round Rock, Texas A&M Health Science Center, Austin Community
College, and the University of Texas.
Best Practice Example: Miami, FL -Academic Leaders Council
In 2012 regional leaders in Miami launched the One Community One Goal
initiative to reinvigorate Miami’s economy. The initiative identified 7 specific
target industries—aviation, creative design, hospitality & tourism, information
technology, international banking & finance, life sciences & health care, and
trade & logistics. The availability of an enhanced workforce development
pipeline across each of these industries was critical to the project’s success.
Only by embracing a regional approach to talent production could Miami’s
colleges and universities meet the needs of local employers. Historically,
however, the region’s many colleges and universities were defined more by
fierce competition than close collaboration.
The creation of an Academic Leaders Council helped usher in a new climate
of cooperation within the community. The Council is comprised of the
Presidents of six local institutions of higher learning, including Barry
University, Florida International University, Florida Memorial University, Miami
Dade College, St. Thomas University and the University of Miami. The
Superintendent of Miami-Dade County Public School is also a member.
Together, the Council works to ensure that academic programs at
participating schools are aligned with employer needs and support target
industry growth. Members also meet regularly with industry representatives
to identify areas of strength, as well as potential weaknesses. The Council has
also helped launch a regional talent development network that provides
internships to students in target industries.
(Source: Avalanche Consulting, 2017)
Page 27 of 65
Page 11
3.2 Tap into the veteran population in Georgetown’s northern labor shed.
Partner with the Texas Workforce Commission’s veteran’s program to look for ways
to engage with the veteran population outside of Georgetown and expose them to
opportunities within the City. Explore local and on-site job fairs, job placement
programs, and available incentives for businesses that hire veterans.
3.3 Work to make Georgetown more desirable and well-known to young professionals.
Support the creation of a young professionals association that can be used to
expose participants to employment and leadership possibilities in Georgetown. Use
the association as a resource for new initiatives and to promote Georgetown
outside of the community to reach a larger audience.
Best Practice Example: Nashville, TN -WorkIT Nashville
WorkIT Nashville is a multi-pronged approach toward talent recruitment.
WorkIT Nashville is a collaborative community initiative managed by the
Nashville Area Chamber of Commerce. Partners include the Chamber, the
Nashville Technology Council, the Metropolitan Government of Nashville and
Davidson County, and Williamson County. WorkIT Nashville helps recruit
skilled professionals to fill the growing number of positions in the IT industry
and thus advance the local economy.
Attracting talent to the region is as much about livability amenities and
community culture as it is about having a thriving industry sector and job
opportunities. The WorkIT Nashville campaign employs an omnichannel
strategy to communicate its message to job seekers and their families across
multiple mediums. An online job-matching portal, The WorkIT Nashville
Guidebook: A Guide for Recruiting Tech Talent provides a comprehensive
guide to the Nashville region and its abundant livability offerings. Social media
messaging, including Facebook, Twitter, LinkedIn, and Google+, helps reinforce
this message.
In its first year, the WorkIT Nashville campaign reached over 3,600 cities and
130 countries. Over 200 businesses posted jobs on the site and over 180,000
job searches were conducted. Nearly 2,000 people across 42 states and 45
countries registered on the site.
(Source: Avalanche Consulting, 2017)
Page 28 of 65
Page 12
3.4 Utilize partnerships to aid in the creation apprenticeship program framework.
Work with the Georgetown Chamber of Commerce Manufacturers and Workforce
Alliances to bring together manufacturers in Georgetown that have expressed the
desire for an apprenticeship program. Partner with workforce organizations that
have experience in this area to work with the manufacturers to create an
apprenticeship framework that they can take advantage of. The program would aid
in filling vacant entry-level positions in the Georgetown manufacturing sector.
3.5 Create an executive relocation portal.
Collaborate with local businesses, real estate agents, and title companies to develop
a comprehensive executive relocation portal on the economic development with a
robust index of information designed to recruit employees and assist with
relocation. Provide information in an electronic portal that can be accessed by
multiple parties and updated regularly.
3.6 Better engage active retirees in existing programs.
The City will continue to seek out opportunities to engage active retirees in existing
programs including the manufacturers or workforce alliances, as well as others that
have yet to be developed. Typically, the people that attend these are currently
working in the industry, but attendance by knowledgeable retirees when their
availability allows would be beneficial to the group for advice on issues that they
have experience with.
Best Practice Example: Broward County, FL –Re-engage for Good
Broward County, Florida is home to a sizable population of retirees. Too often,
however, retirees and baby boomers nearing retirement are disconnected from
the broader community. Recognizing that seniors have a lot to offer, including
years of professional experience and plentiful free time, the Community
Foundation of Broward County, Florida developed a program to help seniors
engage in new opportunities after retiring.
To promote part-time jobs and volunteer opportunities available to seniors in
the community, the Foundation created a community plan of action. Dubbed “Re-
engage for Good,” the initiative helps coordinate funding and community efforts
towards engaging retirees or soon-to-be retirees with professional, civic, and
volunteer opportunities in Broward County. The plan emphasizes opportunities
for seniors planning to pursue “encore careers,” flexible, part-time positions that
provide a continuing source of income and personal fulfillment, as well as
creating opportunities for seniors to volunteer. The plan includes strategies to
help seniors and retirees transition from full time employment to retirement,
while encouraging them to be an active member of the community.
(Source: Avalanche Consulting, 2017)
Page 29 of 65
Page 13
Strategic Goal 4: Encourage speculative development.
4.1 Evaluate incentive programs for speculative development.
Approach speculative development incentives creatively, without relying on initial
job creation. Look for appropriate mechanisms to assist with and encourage
speculative development across all industry sectors in Georgetown.
4.2 Identify and vet available land favorable for development.
Work in partnership with landowners and developers to identify favorable land sites
in Georgetown. Complete due diligence and assist in preparing sites for potential
development projects. Highlight development-ready sites on the economic
development website.
Best Practice Example: The Woodlands, TX
The Woodlands is a master planned community located 45-minutes from
downtown Houston. Since its initial development more than 40 years ago, the
Woodlands has carefully and intentionally adhered to a master plan to create a
quality location for people to live, work, and recreate.
Notably, the Woodlands has achieved it vision while also remaining flexible
and responsive to economic changes during the past several decades. When
the Lone Star Community College was developed, for example, the Woodlands
renamed the surrounding area College Park to provide a cohesive brand
identity to adjacent education and residential facilities.
Similarly, over time the Woodlands has shifted its economic development
focus towards encouraging more commercial and office development to
complement existing residential development. With changing market demand,
it is now also focusing on creating a Town Center with mixed-use residential,
commercial, and office.
Throughout the 40 years of development, one constant has been the
careful planning of road, water, and sewer infrastructure to serve the existing
population growth and encourage commercial and office development in
preferred areas.
(Source: Avalanche Consulting, 2017)
Page 30 of 65
Page 14
Tell our story to a broader local audience.
The most recurring theme with the community leaders in the strategic planning sessions
was that residents and outsiders alike were often unaware of the Economic Development
Department’s initiatives and the opportunities available to the City of Georgetown. To
combat this, one of the over-arching objectives through all of the strategic goals for the
economic development strategy will be to effectively “tell our story” to a broader local and
regional audience. While prospective and existing businesses may have heard
Georgetown’s opportunities promoted, that same message has not been effectively
broadcasted to the broader local and regional audience. There are several ways this can be
accomplished, including the action items below.
A.1 Continue to grow the Annual Economic Development Symposium.
Increase the reach of the audience by scheduling national speakers with a regional
pull on timely topics. Seek out ways to continue to add value to the program and
present the Georgetown story in unique and innovative ways.
A.2 Grow the quarterly Twelve@12 roundtable program.
Hold quarterly small-group, diverse, invite-only, roundtable discussions with specific
groups including downtown property owners, commercial developers, residential
developers, large property owners, major employers. Create a setting where candid
conversations can take place and their needs can be addressed to enable future
development in Georgetown.
A.3 Utilize the annual Swirl event to promote Georgetown.
Look for ways to add elements to the annual Swirl wine walk event in Downtown
Georgetown. This event has the potential to be a draw for young professionals and
brokers. Utilize VIP tickets for prospects and brokers to continue building
relationships and exposing people to Georgetown’s character.
A.4 Continue to participate in regional partnerships.
Continue participation in Opportunity Austin and the Williamson County Economic
Development Partnership to reach a larger audience.
A.5 Develop a quarterly newsletter.
Use the newsletter as a communication tool with existing companies, community
leaders, and site selectors. Highlight recent announcements, ground breakings,
programs, and business retention projects.
Page 31 of 65
Page 15
Economic Trend Metrics
Goal Area Performance
Metrics
Overall Strategy
Total employment
Annual new jobs
Ratio of Jobs per 10 Residents
Total new business establishments
Small business (<10 employees) establishments
Target industry employment
Advanced Manufacturing
Life Sciences
Professional Services
Total corporate investment by all target industries
Total announcements in target industries
Engagements through internal communication
campaign
Objective 1: Support Existing
Businesses and Industries.
Total annual BR&E visits with existing businesses
Tracking of jobs added/lost with existing
businesses
Attendance at industry cluster groups
Attendance at Breakfast Bites event
Attendance at Annual Business Appreciation
Event
Establishment of a small business and
entrepreneur resource
Number of requests for small business assistance
Tracking of hits to the small business program
website
Objective 2: Enhance targeted
recruitment of identified
industries.
Number of new firms in targets established in
Georgetown
Number of leads in the pipeline
Number of active prospects
Number of announcements
Number of direct contacts with site selectors
Number of target related conferences attended
Page 32 of 65
Page 16
Goal Area Performance
Metrics
Objective 3: Diversify workforce
development and recruitment
initiatives.
Number of students enrolled in local post-
secondary school programs
Post-secondary education institution expansion
and new program/facility establishment
Post-secondary educational attainment of
population
Number of internship and apprenticeship
participants
Students enrolled in CTE programs
Contacts with the veteran population
Establishment and size of young professionals
association
Creation of and hits to executive relocation portal
Objective 4: Encourage speculative
development.
Square footage of office space available
Square footage of office space under construction
Square footage of office space coming online
Square footage of industrial space available
Square footage of industrial space under
construction
Square footage of industrial space coming online
Tracking of incentives used and resulting footage
built
Tracking of available, appropriately zoned land for
development
New housing construction by type - i.e.
multifamily, single-family, mixed-use, executive
Page 33 of 65
Page 17
Goal Area Performance
Metrics
Tell our story to a broader local
audience.
Number of local events created or sponsored by
the City's economic development office
Attendance of Annual Economic Development
Symposium
Attendance of Twelve@12 roundtable
Social media posts
Tracking of website and social media visits
Number of earned media mentions and articles
Number of social media followers
Other marketing and business dev metrics currently
tracked by City
*Listing of the above metrics is intended to reflect potential measurements for each strategic
goal, but is not intended to suggest the Economic Development Department will collect or track
data on a monthly, quarterly or annual basis for publication.
Page 34 of 65
Economic Development
Activity Report &
Economic Indicators
January 2018
Page 35 of 65
0
2
4
6
8
10
12
14
16
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
Leads
FY17 FY18 Linear (FY17)
Page 36 of 65
0
2
4
6
8
10
12
14
16
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
Proposals Submitted
FY17 FY18 Linear (FY17)
Page 37 of 65
0
1
2
3
4
5
6
7
8
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
Site Visits
FY17 FY18 Linear (FY17)
Page 38 of 65
0
1
2
3
4
5
6
7
8
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
Development Meetings
FY17 FY18
Page 39 of 65
0
5
10
15
20
25
Dec
16
Jan
17
Feb
17
Mar
17
Apr
17
May
17
Jun
17
Jul 17 Aug
17
Sep
17
Oct
17
Nov
17
Dec
17
Business Retention Activity
Visits Assistance Requests Touches
Page 40 of 65
11
10
10
5
Active Projects
Development
Hot
Warm
Cold
Page 41 of 65
-
200
400
600
800
1,000
1,200
$-
$500.0
$1,000.0
$1,500.0
$2,000.0
$2,500.0
$3,000.0
No
v
1
6
De
c
1
6
Ja
n
1
7
Fe
b
1
7
Ma
r
1
7
Ap
r
1
7
Ma
y
1
7
Ju
n
1
7
Ju
l
1
7
Au
g
1
7
Se
p
1
7
Oc
t
1
7
No
v
1
7
De
c
1
7
Construction Permit Applications
Contract Value
(in millions)
Valuation
(in millions)
# of Permits
Page 42 of 65
0
2
4
6
8
10
12
14
16
De
c
1
6
Ja
n
1
7
Fe
b
1
7
Ma
r
1
7
Ap
r
1
7
Ma
y
1
7
Ju
n
1
7
Ju
l
1
7
Au
g
1
7
Se
p
1
7
Oc
t
1
7
No
v
1
7
De
c
1
7
Certificates of Occupancy Issued
Page 43 of 65
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
Oc
t
1
6
No
v
1
6
De
c
1
6
Ja
n
1
7
Fe
b
1
7
Ma
r
1
7
Ap
r
1
7
Ma
y
1
7
Ju
n
1
7
Ju
l
1
7
Au
g
1
7
Se
p
1
7
Oc
t
1
7
No
v
1
7
Sales Tax Collections
Page 44 of 65
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
3.5%
4.0%
4.5%
5.0%
No
v
1
6
De
c
1
6
Ja
n
1
7
Fe
b
1
7
Ma
r
1
7
Ap
r
1
7
Ma
y
1
7
Ju
n
1
7
Ju
l
1
7
Au
g
1
7
Se
p
1
7
Oc
t
1
7
No
v
1
7
Unemployment Rate
Page 45 of 65
$30,000
$35,000
$40,000
$45,000
$50,000
$55,000
20
1
3
Q
1
20
1
3
Q
2
20
1
3
Q
3
20
1
3
Q
4
20
1
4
Q
1
20
1
4
Q
2
20
1
4
Q
3
20
1
4
Q
4
20
1
5
Q
1
20
1
5
Q
2
20
1
5
Q
3
20
1
5
Q
4
20
1
6
Q
1
20
1
6
Q
2
20
1
6
Q
3
20
1
6
Q
4
20
1
7
Q
1
20
1
7
Q
2
20
1
7
Q
3
Average Annual Wage
Page 46 of 65
Economic
Development
STRATEGIC PLAN 2018
Page 47 of 65
Special Thanks
Georgetown City Council
Georgetown Economic Development Corporation
Georgetown Main Street Advisory Board
Georgetown City Manager’s Office
Georgetown Department Directors
Georgetown Economic Development Staff
Georgetown Chamber of Commerce Board
Georgetown Development Alliance
Georgetown Active Retiree Focus Group
Page 48 of 65
Summary
City Council Vision
Georgetown: A caring community honoring our past and innovating for the
future
Economic Development Mission
To purposefully support a business friendly environment where companies can
and want to grow
Our Strategy
Tell our story to a broader local audience.
Strategic Goal 3: Diversify workforce
development and recruitment initiatives.
Strategic Goal 1: Support existing
businesses and industries.
Strategic Goal 4: Encourage speculative
development.
Strategic Goal 2: Enhance targeted
recruitment of identified industries.
Page 49 of 65
Opportunities
Business Climate
Georgetown is increasingly viewed as an attractive and affordable location
Proactively supportive of growing new businesses
Large manufacturing sector
Surprisingly strong maker culture
Commitment to renewable energy resources
Workforce
Wealth of talent
A labor force of 700,000 workers
Large veteran population
Education
Retired residents
Others
Location along Interstate 35 and Toll 130
High quality of life
Page 50 of 65
Challenges
Growth
Extremely low unemployment rate
Low vacancy rates, limiting options for companies looking for existing space
Perception
Perception of Georgetown as solely a retirement community
Viewed as being “too far north”
Page 51 of 65
Our Vision & Mission
City Council’s Vision
Georgetown: A caring community preserving
our past and innovating for the future
Economic Development’s Mission
To purposefully support a business-friendly
environment where companies can and want
to grow
Page 52 of 65
What is business-friendly?
Predictable
Solution-oriented
Culture of consistency, collaboration, and
problem solving
Does NOT mean saying “yes” to every request
Page 53 of 65
Our Strategy
Four Strategic Goals
Best Practice Examples
One over-arching objective
Metrics
Page 54 of 65
Strategic Goal 1
Support existing businesses and industries
1.Build strong relationships with businesses through the
business retention and expansion program visits.
2.Enhance industry cluster groups.
3.Continue to develop and refine the Breakfast Bites
event for downtown stakeholders.
4.Grow the Annual Business Appreciation event.
5.Create a resource for small businesses and
entrepreneurs.
6.Enhance the program’s online presence and develop
a printed marketing piece.
Page 55 of 65
Strategic Goal 2
Enhance targeted recruitment of identified
industries
1.Work to grow and locate companies in Georgetown
to create jobs.
2.Continue developing and maintaining relationships
with businesses, site selectors, brokers, developers, and
land owners.
3.Create a signature commercial broker event.
4.Enhance our online presence.
Page 56 of 65
Strategic Goal 3
Diversify workforce development and
recruitment initiatives.
1.Develop a stronger relationships with educational
institutions that serve Georgetown’s workforce.
2.Tap into the veteran population in Georgetown’s
northern labor shed.
3.Work to make Georgetown more desirable and well-
known to young professionals.
4.Utilize partnerships to aid in the creation of an
apprenticeship program framework.
5.Create an executive relocation portal.
6.Better engage active retirees in existing programs.
Page 57 of 65
Strategic Goal 4
Encourage speculative development.
1.Evaluate incentive programs for speculative
development.
2.Identify and vet available land favorable for
development.
Page 58 of 65
Over-Arching Objective
Tell our story to a broader local audience.
1.Continue to grow the Annual Economic Development
Symposium.
2.Grow the quarterly Twelve@12 roundtable program.
3.Utilize the annual Swirl event to promote Georgetown.
4.Continue to participate in regional partnerships.
5.Develop a quarterly newsletter.
Page 59 of 65
Metrics
Goal Area Performance Metrics
Overall Strategy
Total employment
Annual new jobs
Ratio of Jobs per 10 Residents
Total new business establishments
Small business (<10 employees) establishments
Target industry employment
Advanced Manufacturing
Life Sciences
Professional Services
Total corporate investment by all target industries
Total announcements in target industries
Engagements through internal communication campaign
Objective 1: Support Existing
Businesses and Industries.
Total annual BR&E visits with existing businesses
Tracking of jobs added/lost with existing businesses
Attendance at industry cluster groups
Attendance at Breakfast Bites event
Attendance at Annual Business Appreciation Event
Establishment of a small business and entrepreneur resource
Number of requests for small business assistance
Tracking of hits to the small business program websitePage 60 of 65
Economic
Development
STRATEGIC PLAN 2018
Page 61 of 65
City of Georgetown, Texas
Georgetown Economic Development Corporation
January 16, 2018
SUBJECT:
Ac tion out of Exec utive S es s io n.
ITEM SUMMARY:
FINANCIAL IMPACT:
TBD
SUBMITTED BY:
Charlie Mc Nab b , City Atto rney
Page 62 of 65
City of Georgetown, Texas
Georgetown Economic Development Corporation
January 16, 2018
SUBJECT:
Sec. 551.071: CONSULTATION WITH ATTORNEY
Cons ultation with atto rney regard ing legal iss ues related to agend a items and o ther matters in which (1)
when the go vernmental b o d y s eeks the advic e of its atto rney about: (A) p end ing or contemplated litigation;
o r (B) a settlement offer; or (2) o n a matter in whic h the duty of the attorney to the governmental b o d y
und er the Texas Dis c ip linary Rules o f Pro fes s ional C o nduct of the State Bar of Texas c learly conflicts with
this c hapter - C harlie McNab b , City Atto rney
ITEM SUMMARY:
FINANCIAL IMPACT:
N/A
SUBMITTED BY:
Charlie Mc Nab b , City Atto rney
Page 63 of 65
City of Georgetown, Texas
Georgetown Economic Development Corporation
January 16, 2018
SUBJECT:
Section 551.072. DELIBERATIONREGARDING REAL PROPERTY
Disc ussion and p o s s ib le ac tion to deliberate the purchas e,exchange, leas e o r value o f real p ro p erty for
p urposes autho rized by the Develo p ment Corporatio n Act whic h d is cus s ion in open session wo uld have a
d etrimental effec t o n nego tiatio ns with third p ers o ns .
ITEM SUMMARY:
FINANCIAL IMPACT:
n/a
SUBMITTED BY:
Charlie Mc Nab b , City Atto rney
Page 64 of 65
City of Georgetown, Texas
Georgetown Economic Development Corporation
January 16, 2018
SUBJECT:
Section 551.087. DELIBERATION REGARDING ECONOMIC DEVELOPMENT
NEGOTIATIONS.
Deliberatio n regard ing c o mmercial o r financ ial informatio n that the c o rp o ratio n has received from a
b usines s pros p ec t that the Geo rgeto wn Economic Development Corporation s eeks to have lo cate, s tay, o r
expand in or near the territo ry o f the City o f Geo rgeto wn and with whic h the Corporatio n is c o nducting
econo mic d evelo p ment negotiations ; and/o r d elib eration regard ing the o ffer o f a financial o r other inc entive
to a bus iness pros pec t that the Co rp o ration s eeks to have loc ate, stay, o r expand in or near the territory of
the City of Georgetown.
- P ro ject Fis h
- P ro ject Ollie
- P ro ject Pilates
ITEM SUMMARY:
FINANCIAL IMPACT:
N/A
SUBMITTED BY:
Charlie Mc Nab b , City Atto rney
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