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HomeMy WebLinkAbout11-11-15 Meeting of the La Porte Development Corporation Board of Directors RICHARD WARREN, PRESIDENTRICHARD WARREN, PRESIDENTMIKE CLAUSEN, BOARD MEMBERMIKE CLAUSEN, BOARD MEMBER MIKE COOKSLEY, VICEMIKE COOKSLEY, VICE--PRESIDENTPRESIDENTRANDY WOODARD, BOARD MEMBERRANDY WOODARD, BOARD MEMBER JAY MARTIN, BOARD MEMBERJAY MARTIN, BOARD MEMBERNANCY OJEDA, BOARD MEMBERNANCY OJEDA, BOARD MEMBER CHUCK ENGELKEN, BOARD MEMBERCHUCK ENGELKEN, BOARD MEMBER CITY OF LA PORTE DEVELOPMENT CORPORATION MEETING AGENDACITY OF LA PORTE DEVELOPMENT CORPORATION MEETING AGENDA Notice is hereby given of a meeting of the City of La Porte Development Corporation to be held on Notice is hereby given of a meeting of the City of La Porte Development Corporation to be held on November 11, 2015November 11, 2015, at the City Hall Council Chambers, 604 W. Fairmont Parkway, La Porte, Texas, , at the City Hall Council Chambers, 604 W. Fairmont Parkway, La Porte, Texas, beginning at 5:00 PM to consider the following items of business:beginning at 5:00 PM to consider the following items of business: 1.CALL TO ORDERCALL TO ORDER 2.CONSENT AGENDACONSENT AGENDA (All consent agenda items are considered routine by the La Porte (All consent agenda items are considered routine by the La Porte Development Corporation Board and will be enacted by one motion. There will be no separate Development Corporation Board and will be enacted by one motion. There will be no separate discussion of these items unless a Board member requests an item be removed and considered discussion of these items unless a Board member requests an item be removed and considered separately)separately) Consider approval or other action regarding minutes of the meeting of the La Porte Consider approval or other action regarding minutes of the meeting of the La Porte (a) Development Corporation Board held on October 28, 2015 Development Corporation Board held on October 28, 2015 -- S. Harris S. Harris 3.STAFF REPORTSSTAFF REPORTS Receive Financial Report Receive Financial Report -- S. Livingston S. Livingston (a) 4.PUBLIC HEARING AND ASSOCIATED MATTERSPUBLIC HEARING AND ASSOCIATED MATTERS Public hearing to receive comments regarding proposed project of the La Porte Public hearing to receive comments regarding proposed project of the La Porte (a) Development Corporation in an amount not to exceed $250,000.00, to promote and develop Development Corporation in an amount not to exceed $250,000.00, to promote and develop a new and expanded business enterprise, through site improvements and other related a new and expanded business enterprise, through site improvements and other related improvements for infrastructure for property located at 1010 S. Broadway Street, La Porte, improvements for infrastructure for property located at 1010 S. Broadway Street, La Porte, TX TX -- S. Livingston S. Livingston Consider approval or other action authorizing project of the La Porte Development Consider approval or other action authorizing project of the La Porte Development (b) Corporation in an amount not to exceed $250,000.00, to promote and develop a new and Corporation in an amount not to exceed $250,000.00, to promote and develop a new and expanded business enterprise, through site improvements and other related improvements expanded business enterprise, through site improvements and other related improvements for infrastructure for property located at 1010 S. Broadway Street, La Porte, TX for infrastructure for property located at 1010 S. Broadway Street, La Porte, TX - S. LivingstonLivingston Public hearing to receive comments regarding proposed project of the La Porte Public hearing to receive comments regarding proposed project of the La Porte (c) Development Corporation in an amount not to exceed $400,000.00, to promote and develop Development Corporation in an amount not to exceed $400,000.00, to promote and develop a new and expanded business enterprise, through site improvements and other related a new and expanded business enterprise, through site improvements and other related improvements for infrastructure at the former Texas Parks & Wildlife building located at 102 improvements for infrastructure at the former Texas Parks & Wildlife building located at 102 E. Main Street and 105 San Jacinto Street, La Porte, TX E. Main Street and 105 San Jacinto Street, La Porte, TX -- S. Livingston S. Livingston Consider approval or other action authorizing project of the La Porte Development Consider approval or other action authorizing project of the La Porte Development (d) Corporation in an amount not to exceed $400,000.00, to promote and develop a new and Corporation in an amount not to exceed $400,000.00, to promote and develop a new and expanded business enterprise, through site improvements and other related improvements expanded business enterprise, through site improvements and other related improvements for infrastructure at the former Texas Parks & Wildlife building located at 102 E. Main Street for infrastructure at the former Texas Parks & Wildlife building located at 102 E. Main Street and 105 San Jacinto Street, La Porte, TX and 105 San Jacinto Street, La Porte, TX -- S. Livingston S. Livingston 5.PRESENTATIONSPRESENTATIONS Receive presentation regarding Certification as an Accredited Economic Development Receive presentation regarding Certification as an Accredited Economic Development (a) Organization (AEDO) Organization (AEDO) -- S. Livingston S. Livingston 6.DISCUSSION AND POSSIBLE ACTIONDISCUSSION AND POSSIBLE ACTION Discussion and possible action regarding a Request for Professional Services to formulate Discussion and possible action regarding a Request for Professional Services to formulate (a) an Economic Development Strategic Plan an Economic Development Strategic Plan -- S. Livingston S. Livingston Consider approval or other action to adopt the findings of the Economic Development Consider approval or other action to adopt the findings of the Economic Development (b) Incentives Committee and approve a new incentives policy for all new or expanding Incentives Committee and approve a new incentives policy for all new or expanding businesses in La Porte businesses in La Porte -- S. Livingston S. Livingston 7.SET DATE FOR NEXT MEETINGSET DATE FOR NEXT MEETING 8.Board member comments regarding matters appearing on agenda; Recognition of Board member comments regarding matters appearing on agenda; Recognition of community members, city employees, and upcoming events; inquiry of staff regarding community members, city employees, and upcoming events; inquiry of staff regarding specific factual information or existing policies.specific factual information or existing policies. 9.AdjournAdjourn The La Porte Development Corporation Board reserves the right to meet in closed session on any The La Porte Development Corporation Board reserves the right to meet in closed session on any agenda item should the need arise and if applicable pursuant to authorization by Title 5, Chapter 551, agenda item should the need arise and if applicable pursuant to authorization by Title 5, Chapter 551, of the Texas Government Code (the Texas open meetings laws).of the Texas Government Code (the Texas open meetings laws). In compliance with the Americans with Disabilities Act, the City of La Porte will provide for reasonable In compliance with the Americans with Disabilities Act, the City of La Porte will provide for reasonable accommodations for persons attending public meetings. To better serve attendees, requests should be received accommodations for persons attending public meetings. To better serve attendees, requests should be received 24 hours prior to the meetings. Please contact Patrice Fogarty, City Secretary, at 281.470.5019.24 hours prior to the meetings. Please contact Patrice Fogarty, City Secretary, at 281.470.5019. CERTIFICATIONCERTIFICATION I certify that a copy of the November 11, 2015, agenda of items to be considered by the Board of the La Porte Development I certify that a copy of the November 11, 2015, agenda of items to be considered by the Board of the La Porte Development Corporation was placed on the City Hall Bulletin Board on November 4, 2015.Corporation was placed on the City Hall Bulletin Board on November 4, 2015.        Patrice Fogarty, City SecretaryPatrice Fogarty, City Secretary   RICHARD WARREN, PRESIDENT MIKE CLAUSEN, BOARD MEMBER RANDY WOODARD, BOARD MEMBER MIKE COOKSLEY, VICE PRESIDENT CHUCK ENGELKEN, BOARD MEMBER NANCY OJEDA, BOARD MEMBER JAY MARTIN, BOARD MEMBER MINUTES OF LA PORTE DEVELOPMENT CORPORATION BOARD MEETING OF OCTOBER 28, 2015 October 28, 2015, The City of La Porte Development Corporation Board met on at the City Hall Council 5:00 p.m Chambers, 604 West Fairmont Parkway, La Porte, Texas, at . to consider the following items of business: 1. CALL TO ORDER President Richard Warren called the meeting to order at 5:10 p.m.The following members of the La Porte Development Corporation Board were present: Board members Martin, Ojeda and Woodard. Absent: Vice-President Cooksley, Board members Clausen and Engelken. Staff Present: Corby Alexander, Traci Leach, Michael Dolby, Sharon Harris, Scott Livingston, and Clark Askins. ( 2. CONSENT All consent agenda items are considered routine by the La Porte Development Corporation Board and will be enacted by one motion. There will be no separate discussion of these items unless a Board member requests an item be removed and considered separately.) (a) Consider approval of minutes of the meeting of La Porte Development Corporation Board held on September 30, 2015 – S. Harris Board member Woodard moved to approve minutes of the meeting of La Porte Development MOTION Corporation Board held on September 30, 2015. Board member Ojeda seconded. PASSED. Ayes: President Warren, Board members Ojeda, Martin and Woodard Nays: None Absent: Vice-President Cooksley, Board members Clausen and Engelken 3. STAFF REPORTS (a) Receive Financial Report – M. Dolby Finance Director Michael Dolby provided the Financial Report. 4. PUBLIC HEARING AND ASSOCIATED MATTERS (a) Public Hearing to receive comments regarding Staff recommendation to approve a proposed program by the La Porte Development Corporation in an amount not to exceed $250,000.00 to promote and develop new and expanded business enterprises, specifically for site improvements and other related improvements for infrastructure, for qualifying businesses throughout the City of La Porte participating in the 2015-2016 La Porte Enhancement Grant Program – S. Livingston Page 1 of 3 October 28, 2015, La Porte Development Corporation Board Minutes The public hearing opened at 5:13 p.m. Economic Development Coordinator Scott Livingston presented a summary. There being no public comments, the public hearing closed at 5:16 p.m. (b) Consider approval or other action to designate the La Porte Enhancement Grant Program as a project for FY 2016 to promote and develop new and expanded business enterprises, specifically for site improvements and other related improvements for infrastructure, for qualifying businesses throughout the City of La Porte – S. Livingston Economic Development Coordinator Scott Livingston presented a summary. Board member Martin moved to designate the La Porte Enhancement Grant Program as a project for MOTION PASSED. FY 2016 not to exceed $250,000.00. Board member Ojeda seconded. Ayes: President Warren, Board members Ojeda, Martin, and Woodard Nays: None Absent: Vice-President Cooksley and Board members Clausen and Engelken 5. DISCUSSION AND POSSIBLE ACTION (a) Discussion and possible action regarding a proposed Request for Proposal for professional services for a Multi-Use Civic Center in the City of La Porte – S. Livingston Economic Development Coordinator Scott Livingston presented a summary and provided information on a proposed 20-acre mixed-use development to be located north of the northeast corner of Wharton Weems Blvd., and Hwy-146, that is also proposed to include a full service hotel with a conference center. Mr. Livingston also advised the project will be presented to the Planning and Zoning Commission on Thursday, November 19, 2015 and can have an impact on the proposed Request for Proposal for professional services for a Multi-Use Civic Center in the City of La Porte. Mr. Livingston advised Board members they can consider sending out the proposed request for proposal; make revisions to the proposed request for proposal, or consider partnering with the developer of the proposed 20-acre mixed-use development to be located north of the northeast corner of Wharton Weems Blvd., and Hwy-146. Board member Woodard asked if the developer has land under contract. Mr. Livingston responded the 20-acres are under contract for purchase. Board member Martin suggested waiting until the proposed 20-acre mixed-use development is presented to the Planning and Zoning Commission on November 19, 2015. Board members agreed to bring the proposed Request for Proposal for professional services for a Multi-Use Civic Center back on December 14, 2015. 6. SET DATE FOR NEXT MEETING Board members set the next meeting date for Wednesday, November 11, 2015 at 5:00 p.m., and Monday, December 14, 2015. Page 2 of 3 October 28, 2015, La Porte Development Corporation Board Minutes 7. BOARD MEMBER COMMENTS regarding matters appearing on agenda; recognition of community members, city employees, and upcoming events; inquiry of staff regarding specific factual information or existing policies. Board member Martin asked for an update on Fischer’s Do-It Best Hardware. Economic Development Coordinator reported the project estimates have been revised and will be presented at the next on November 11, 2015. 8. EXECUTIVE SESSION – The La Porte Development Corporation reserves the right to meet in executive session on any agenda item should the need arise and if authorized by the Texas Open Meetings Act, Title 5, Chapter 551, of the Texas Government Code, including, but not limited to, the following: Texas Government Code, Section 551.072 – For the purpose of deliberating the purchase, exchange, lease or value of real property: Meet with Economic Development Coordinator to discuss possible purchase of real estate by the La Porte Development Corporation. Board members recessed the La Porte Development Corporation Board meeting to convene an executive session at 5:45 p.m. to m eet with Economic Development Coordinator to discuss possible purchase of real estate by the La Porte Development Corporation. 9. RECONVENE into regular session and consider action, if any, on items discussed in executive session. Board members reconvened into the La Porte Development Corporation Board meeting at 6:08 p.m. There was no action taken . 10. ADJOURN There being no further business, Board member Martin moved to adjourn the meeting at 6:08 p.m. MOTION PASSED Board member Ojeda seconded. . Respectfully submitted, ____________________________________ Sharon Harris, Assistant City Secretary Passed and approved on this 11 th day of November, 2015. ____________________________________ President Richard Warren Page 3 of 3 October 28, 2015, La Porte Development Corporation Board Minutes This is an Unaudited Statement. City of La Porte La Porte Development Corporation (038) Fund Summary (Section 4B Sales Tax) Previous ReportFY 2014-15FY 2013-14 Unaudited Beginning Fund Balance 9/30$ 3,322,635$ 3,322,635$ 2,768,155 Plus Year to Date Revenues: 1/2 Cent Sales Tax 1,268,726 2,097,221 1,892,561 Transfers-In 175,000 175,000 - Interest Income 5,003 7,734 5,565 Total Revenues 1,448,729 2,279,955 1,898,126 Equals Total Resources 4,771,364 5,602,590 4,666,281 Less Year to Date Expenditures: Payroll 65,010 103,544 69,790 Supplies 416 1,550 1,561 Services & Charges (Memberships, Training, Advertising, Legal, Utilities) 188,429 251,078 606,484 Capital Outlay - - 177,000 * Debt Service Transfer 722,545 1,083,817 948,545 Total Expenditures 976,400 1,439,989 1,803,380 Estimated Year to Date Fund Balance as of 9/30/2015$ 3,794,964$ 4,162,601$ 2,862,901 Commitments Pipeline Grill$ 300,000 Richard Industrial Group 10,000 ACT Independent Turbo Service, Inc. 426,000 Debt Service Reserve 1,083,817 $ 1,819,817 Adjusted Year to Date Fund Balance$ 2,342,784 Projection Through Year End Adjusted Year to Date Fund Balance$ 2,342,784 Plus: Estimated Sales Tax 277,779 Less: Estimated Operational Costs - Less: Debt Service Transfers - Projected Year End Fund Balance$ 2,620,563 Sales tax revenues for Fiscal Year 2015 are estimated to be $2,375,000. Previously Funded Projects (Funding in Fund 015 - General CIP Fund) BudgetExpendituresBalance Façade Grants 300,000 115,909 184,091 Total 300,000 115,909 184,091 *Debt Service Payments for Library, Bay Area Boulevard & Canada Road and Ballfields. REQUEST FOR LA PORTE DEVELOPMENT CORPORATION AGENDA REQUEST FOR LA PORTE DEVELOPMENT CORPORATION AGENDA ITEMITEM November 11, 2015November 11, 2015AppropriationAppropriation Agenda Date Requested:Agenda Date Requested: Source of Funds:Source of Funds: Scott D. LivingstonScott D. Livingston Requested By:Requested By: Account Number:Account Number: Economic Development/TourismEconomic Development/Tourism Department: Amount Budgeted:Amount Budgeted: Report:Resolution:Resolution:Ordinance:Ordinance: Amount Requested:Amount Requested: Exhibits: Budgeted Item:Budgeted Item:YESYESNONO SUMMARY & RECOMMENDATIONSSUMMARY & RECOMMENDATIONS Per the BoardPer the Board’’s vote and action taken on this project at the Board meeting on Wednesday, 26 August 2015, on 3 s vote and action taken on this project at the Board meeting on Wednesday, 26 August 2015, on 3 September 2015 (see enclosed) ED Staff published 60 day notice in the Bay Area Observer of a public hearing to September 2015 (see enclosed) ED Staff published 60 day notice in the Bay Area Observer of a public hearing to consider awarding an economic development incentive grant to Fischerconsider awarding an economic development incentive grant to Fischer’’s Do It Best Hardware for an amount not s Do It Best Hardware for an amount not to exceed $250,000.  Since the Board meeting in late August, ED Staff and City Attorney Clark Askins also to exceed $250,000.  Since the Board meeting in late August, ED Staff and City Attorney Clark Askins also crafted a proposed development agreement to facilitate the expansion of Fischercrafted a proposed development agreement to facilitate the expansion of Fischer’’s Hardware.   s Hardware.    During Fischer HardwareDuring Fischer Hardware’’s review of the proposed development agreement, staff learned that some of the project s review of the proposed development agreement, staff learned that some of the project estimates will be revised.  The principals of Fischerestimates will be revised.  The principals of Fischer’’s Hardware plan to undertake each of the projects shared and s Hardware plan to undertake each of the projects shared and discussed in previous presentations, but need to reduce the amount of money that will be spent on some of the discussed in previous presentations, but need to reduce the amount of money that will be spent on some of the projects.  Once revised information about the project is ready, staff will present it to the Board for consideration.  projects.  Once revised information about the project is ready, staff will present it to the Board for consideration.  Since the revised estimates for this project are unavailable, a proposed development agreement for this project is Since the revised estimates for this project are unavailable, a proposed development agreement for this project is not available at this time.   not available at this time.    While the project principals are not planning to request an economic development incentive grant greater than While the project principals are not planning to request an economic development incentive grant greater than $250,000, and the other primary parameters of the project remain unchanged, it would be understandable if the $250,000, and the other primary parameters of the project remain unchanged, it would be understandable if the $250,000, and the other primary parameters of the project remain unchanged, it would be understandable if the $250,000, and the other primary parameters of the project remain unchanged, it would be understandable if the Board preferred to wait until all components of the project were known.  Staff recommends that, at a minimum, Board preferred to wait until all components of the project were known.  Staff recommends that, at a minimum, the Board open the public hearing, as scheduled, to avoid rethe Board open the public hearing, as scheduled, to avoid re--publication of the public notice.  Once the public publication of the public notice.  Once the public hearing has been opened, the Board has wide discretion as to what type of action is taken.  Some options are listed hearing has been opened, the Board has wide discretion as to what type of action is taken.  Some options are listed below: Vote and take action on the incentive grant request for the proposed project as presented previously by the Vote and take action on the incentive grant request for the proposed project as presented previously by the applicant; orapplicant; or Discuss the proposed project and table the public hearing to a future date; orDiscuss the proposed project and table the public hearing to a future date; or Table the public hearing (without discussion) to a future date.Table the public hearing (without discussion) to a future date. Action Required by the La Porte Development Corporation:Action Required by the La Porte Development Corporation: Consider approval or other action to award an economic development incentive to the owners of FischerConsider approval or other action to award an economic development incentive to the owners of Fischer’’s Do It s Do It Best Hardware for an amount not to exceed $250,000.Best Hardware for an amount not to exceed $250,000. Approved for the La Porte Development Corporation AgendaApproved for the La Porte Development Corporation Agenda Corby D. Alexander, City ManagerCorby D. Alexander, City ManagerDateDate REQUEST FOR LA PORTE DEVELOPMENT CORPORATION AGENDA REQUEST FOR LA PORTE DEVELOPMENT CORPORATION AGENDA ITEMITEM November 11, 2015November 11, 2015AppropriationAppropriation Agenda Date Requested:Agenda Date Requested: Source of Funds:Source of Funds: Scott D. LivingstonScott D. Livingston Requested By:Requested By: Account Number:Account Number: Economic Development/TourismEconomic Development/Tourism Department: Amount Budgeted:Amount Budgeted: Report:Resolution:Resolution:Ordinance:Ordinance: Amount Requested:Amount Requested: Exhibits: Budgeted Item:Budgeted Item:YESYESNONO 1. Public Hearing Notice Public Hearing Notice SUMMARY & RECOMMENDATIONSSUMMARY & RECOMMENDATIONS Per the BoardPer the Board’’s vote and action taken on this project at the Board meeting on Wednesday, 26 August 2015, on 3 s vote and action taken on this project at the Board meeting on Wednesday, 26 August 2015, on 3 September 2015 (see enclosed) ED Staff published 60 day notice in the Bay Area Observer of a public hearing to September 2015 (see enclosed) ED Staff published 60 day notice in the Bay Area Observer of a public hearing to consider awarding an economic development incentive grant to Fischerconsider awarding an economic development incentive grant to Fischer’’s Do It Best Hardware for an amount not s Do It Best Hardware for an amount not to exceed $250,000.  Since the Board meeting in late August, ED Staff and City Attorney Clark Askins also to exceed $250,000.  Since the Board meeting in late August, ED Staff and City Attorney Clark Askins also crafted a proposed development agreement to facilitate the expansion of Fischercrafted a proposed development agreement to facilitate the expansion of Fischer’’s Hardware.   s Hardware.    During Fischer HardwareDuring Fischer Hardware’’s review of the proposed development agreement, staff learned that some of the project s review of the proposed development agreement, staff learned that some of the project estimates will be revised.  The principals of Fischerestimates will be revised.  The principals of Fischer’’s Hardware plan to undertake each of the projects shared and s Hardware plan to undertake each of the projects shared and discussed in previous presentations, but need to reduce the amount of money that will be spent on some of the discussed in previous presentations, but need to reduce the amount of money that will be spent on some of the projects.  Once revised information about the project is ready, staff will present it to the Board for consideration.  projects.  Once revised information about the project is ready, staff will present it to the Board for consideration.  Since the revised estimates for this project are unavailable, a proposed development agreement for this project is Since the revised estimates for this project are unavailable, a proposed development agreement for this project is not available at this time.   not available at this time.    While the project principals are not planning to request an economic development incentive grant greater than While the project principals are not planning to request an economic development incentive grant greater than While the project principals are not planning to request an economic development incentive grant greater than While the project principals are not planning to request an economic development incentive grant greater than $250,000, and the other primary parameters of the project remain unchanged, it would be understandable if the $250,000, and the other primary parameters of the project remain unchanged, it would be understandable if the Board preferred to wait until all components of the project were known.  Staff recommends that, at a minimum, Board preferred to wait until all components of the project were known.  Staff recommends that, at a minimum, the Board open the public hearing, as scheduled, to avoid rethe Board open the public hearing, as scheduled, to avoid re--publication of the public notice.  Once the public publication of the public notice.  Once the public hearing has been opened, the Board has wide discretion as to what type of action is taken.  Some options are listed hearing has been opened, the Board has wide discretion as to what type of action is taken.  Some options are listed below: Vote and take action on the incentive grant request for the proposed project as presented previously by the Vote and take action on the incentive grant request for the proposed project as presented previously by the applicant; orapplicant; or Discuss the proposed project and table the public hearing to a future date; orDiscuss the proposed project and table the public hearing to a future date; or Table the public hearing (without discussion) to a future date.Table the public hearing (without discussion) to a future date. Action Required by the La Porte Development Corporation:Action Required by the La Porte Development Corporation: Consider approval or other action to award an economic development incentive to the owners of FischerConsider approval or other action to award an economic development incentive to the owners of Fischer’’s Do It s Do It Best Hardware for an amount not to exceed $250,000.Best Hardware for an amount not to exceed $250,000. Approved for the La Porte Development Corporation AgendaApproved for the La Porte Development Corporation Agenda Corby D. Alexander, City ManagerCorby D. Alexander, City ManagerDateDate PAGE 6 THE BAY AREA OBSERVER THURSDAY, SEPTEMBER 3, 2015 LEGAL/PUBLIC NOTICES To Place Legal and Public Notices: Email editor@bayareaobserver.com or Call 281-907-3140 PUBLIC NOTICE 2015 Property Tax Rates in City of Morgan’s Point This notice concerns the 2015 property tax rates for City of Morgan’s Point. It presents information about three tax rates. Last year’s tax rate is the ac - - tual tax rate the taxing unit used to determine property taxes last year. This dard, and is in violation of the City of La Porte Code of Ordinances # 82-476. year’s effective tax rate would impose the same total taxes as last year if you On August 24, 2015 the City of La Porte City Council convened at a Public Hearing and compare properties taxed in both years. This year’s rollback tax rate is the issued Condemnation Ordinances for the below listed properties: highest tax rate the taxing unit can set before taxpayers start rollback pro - cedures. In each case these rates are found by dividing the total amount of 1. 204 N. Forrest Ave. TWO STRUCTURES ON SITE taxes by the tax base (the total value of taxable property) with adjustments as (Single Family Dwelling in an R-1, Low-Density Residential Zone) HCAD: #035-208-005-0018 required by state law. The rates are given per $100 of property value. Blk. 5; Lot 8; Sylvan Beach First Subdivision Legal Description: Legal Description: $ 31,942.00 Improvements: Last year’s tax rate: Taxes Owed: $ 0 $1,396,366 Last year’s operating taxes 2. 514 N. 5th St ONE STRUCTURE ON SITE Last year’s debt taxes $150,044 (Single Family Dwelling in an R-1, Low-Density Residential Zone) HCAD: #023-216-004-0009 $1,546,410 Last year’s total taxes Legal Description: Blk. 104; Lots 9 & 10; La Porte – Harris County Legal Description: Last year’s tax base $188,788,958 $ 39,495.00 Improvements: $ 0 Taxes Owed: $0.819121/$100 Last year’s total tax rate This year’s effective tax rate: 3. 626 N. 1st St. ONE STRUCTURE ON SITE (Single Family Dwelling in an R-1, Low-Density Residential Zone) Last year’s adjusted taxes HCAD: #024-037-027-0003 $1,546,335 (after subtracting taxes on lost property) Blk. 327; Lots 3-4; Town of La Porte- Harris County Legal Description: Legal Description: $ 17,803.00 Improvements: ÷ This year’s adjusted tax base Taxes Owed: $ 0 (after subtracting value of new property) $180,311,019 4. 330 S. 5th St. sONE STRUCTURE ON SITE (Single Family Dwelling in an R-1, Low-Density Residential Zone) =This year’s effective tax rate $0.857593/$100 HCAD: #023-162-018-0017 (Maximum rate unless unit publishes notices and holds hearings.) Legal Description: Blk. 18; Lots 17, 18, & 19; La Porte Legal Description:This year’s rollback tax rate: $ 13,614.00 Improvements: $ 0 Taxes Owed: Last year’s adjusted operating taxes $1,396,289 (after subtracting taxes on lost property and adjusting for any transferred function, tax City of La Porte, 604 W. Fairmont Parkway, La Porte, TX 77571 and/or enhanced indigent healthcare expenditures) CITY OF LA PORTE Patrice Fogarty, City Secretary $180,311,019 ÷ This year’s adjusted tax base In compliance with the Americans with Disabilities Act, the City of La Porte will provide =This year’s effective operating rate $0.774378/$100 for reasonable accommodation for persons attending public meetings. To better serve at - tendees, requests should be received 24 hours prior to the meetings. Please contact Patrice =this year’s maximum operating rate $0.836328/$100 x 1.08 Fogarty, City Secretary, at 281.470.5019. + This year’s debt rate $0.182076/$100 NOTICE OF PUBLIC HEARING = This year’s total rollback rate $1.018404/$100 Notice is hereby given that the City Council of the City of La Porte will hold a Public Hearing on the 14th day of September 2015, in the Council Chambers of the City Hall, 604 Statement of Increase/Decrease West Fairmont Parkway, La Porte, Texas, beginning at 6:00 P.M. The purpose of this hear If City of Morgan’s Point adopts a 2015 tax rate equal to the effective tax - ing is to provide citizens the opportunity to comment on the overall budget. rate of $0.857593 per $100 of value, taxes would increase compared to 2014 taxes by $6,582. This budget will raise more total property taxes than last year’s bud - get by $1,209,600.00, or 7.08%; and of that amount, $167,401.27 is tax Schedule A - Unencumbered Fund Balance revenue to be raised from new property added to the tax roll this year. The following estimated balances will be left in the unit’s property tax ac - corresponding debt obligation. 30, 2015. Copies of the adopted budget will be available for public inspection and copying Type of Property Tax Fund Balance and the La Porte Community Library, 600 South Broadway, La Porte, Texas, during normal General Fund 1,307,320 business hours. Copies will also be made available on the City’s website. Debit Service Fund 154,108 CITY OF LA PORTE Schedule B - 2015 Debt Service The unit plans to pay the following amounts for long-term debts that are Patrice Fogarty, TRMC, MMC secured by property taxes. These amounts will be paid from property tax City Secretary revenues (or additional sales tax revenues, if applicable). Interest Principal Other NOTICE OF PUBLIC HEARING Total Description of Debtto be Paid or Contract Amounts Payment LA PORTE DEVELOPMENT CORPORATION BOARD (TYPE B BOARD) from Payment to to be Paid Property be Paid from Notice is hereby given that the La Porte Development Corporation Board (Type B Board) Taxes of the City of La Porte, Texas will conduct a public hearing at on the 5:00 p.m.11th day Property Taxes in the Council Chambers at City Hall, 604 West Fairmont Parkway, of November, 2015, La Porte, Texas. The purpose of the public hearing is to receive public input on a proposed project by the La Porte Development Corporation in an amount not to exceed $400,000.00, Obligation to promote and develop a new and expanded business enterprise, through site improve - ments and other related improvements for infrastructure at the former Texas Parks & Wild - Obligation life building located at 102 E. Main Street and 105 San Jacinto Street, La Porte, TX 77571. Persons wishing to address the Board pro or con shall be required to sign in before the meet - Obligation ing is convened. CITY OF LA PORTE $329,717 Total required for 2015 debt service $0 - Amount (if any) paid from Schedule A Patrice Fogarty, TRMC City Secretary $0 - Amount (if any) paid from other resources $0 - Excess collections last year A quorum of City Council members may be present and participate in discussions during this meeting, $329,717 however, no action will be taken by Council.= Total to be paid from taxes in 2015 + Amount added in anticipation that the unit will This facility has disability accommodations available. Requests for accommodations or interpretive services at meetings should be made 48 hours prior to the meeting. Please contact the City Secretary’s $0 collect only 100.00% of its taxes in 2015 $329,717 = Total debt levy This notice contains a summary of actual effective and rollback tax rates’ NOTICE OF PUBLIC HEARING calculations. You can inspect a copy of the full calculations at 604 West LA PORTE DEVELOPMENT CORPORATION BOARD (TYPE B BOARD) Fairmont Parkway, La Porte, Texas 77571. Name of person preparing this notice: Katherine R Powell Notice is hereby given that the La Porte Development Corporation Board (Type B Board) Notice is hereby given that the La Porte Development Corporation Board (Type B Board) of the City of La Porte, Texas will conduct a public hearing at 5:00 p.m. on the 11th day Title: Revenue Manager of the City of La Porte, Texas will conduct a public hearing at 5:00 p.m.11th day of November, 2015, in the Council Chambers at City Hall, 604 West Fairmont Parkway, Date Prepared: 08/27/2015 of November, 2015, in the Council Chambers at City Hall, 604 West Fairmont Parkway, La Porte, Texas. The purpose of the public hearing is to receive public input on a proposed La Porte, Texas. The purpose of the public hearing is to receive public input on a proposed project by the La Porte Development Corporation in an amount not to exceed $250,000.00, project by the La Porte Development Corporation in an amount not to exceed $250,000.00, to promote and develop an expanded business enterprise, through site improvements and to promote and develop an expanded business enterprise, through site improvements and other related improvements for infrastructure at property located at 1010 S. Broadway other related improvements for infrastructure at property located at 1010 S. Broadway Street, La Porte, TX 77571. Persons wishing to address the Board pro or con shall be required to sign in before the meet - Persons wishing to address the Board pro or con shall be required to sign in before the meet ing is convened. CITY OF LA PORTE Patrice Fogarty, TRMC Patrice Fogarty, TRMC City Secretary Houston, TX 77024 A quorum of City Council members may be present and participate in discussions during this meeting, A quorum of City Council members may be present and participate in discussions during this meeting, however, no action will be taken by Council. 713-861-9453 This facility has disability accommodations available. Requests for accommodations or interpretive This facility has disability accommodations available. Requests for accommodations or interpretive wildlifecenteroftexas.org services at meetings should be made 48 hours prior to the meeting. Please contact the City Secretary’s services at meetings should be made 48 hours prior to the meeting. Please contact the City Secretary’s REQUEST FOR LA PORTE DEVELOPMENT CORPORATION AGENDA REQUEST FOR LA PORTE DEVELOPMENT CORPORATION AGENDA ITEMITEM November 11, 2015November 11, 2015AppropriationAppropriation Agenda Date Requested:Agenda Date Requested: Source of Funds:Source of Funds: Scott D. LivingstonScott D. Livingston Requested By:Requested By: Account Number:Account Number: Economic Development/TourismEconomic Development/Tourism Department: Amount Budgeted:Amount Budgeted: Report:Resolution:Resolution:Ordinance:Ordinance: Amount Requested:Amount Requested: Exhibits: Budgeted Item:Budgeted Item:YESYESNONO SUMMARY & RECOMMENDATIONSSUMMARY & RECOMMENDATIONS Per the BoardPer the Board’’s vote and action taken on this project at the Board meeting on Wednesday, 26 August 2015, on 3 s vote and action taken on this project at the Board meeting on Wednesday, 26 August 2015, on 3 September 2015 (see enclosed) ED Staff published at least 60 day public notice in the Bay Area Observer of a September 2015 (see enclosed) ED Staff published at least 60 day public notice in the Bay Area Observer of a public hearing to consider committing up to $400,000 to renovate the citypublic hearing to consider committing up to $400,000 to renovate the city--owned TPW building and attract the owned TPW building and attract the Brigadoon Brewery to the site.  Brigadoon Brewery to the site.   Due to the lack of a required financial guarantee by the Brigadoon Brewery, staff recommends that this item be Due to the lack of a required financial guarantee by the Brigadoon Brewery, staff recommends that this item be addressed with no further action. addressed with no further action.  If/when the proposed project finds another suitable location, besides the TPW building, in La Porte, staff will bring If/when the proposed project finds another suitable location, besides the TPW building, in La Porte, staff will bring the new, proposed project back to the Board for consideration.the new, proposed project back to the Board for consideration. Action Required by the La Porte Development Corporation:Action Required by the La Porte Development Corporation: None. Approved for the La Porte Development Corporation AgendaApproved for the La Porte Development Corporation Agenda Corby D. Alexander, City ManagerCorby D. Alexander, City ManagerDateDate REQUEST FOR LA PORTE DEVELOPMENT CORPORATION AGENDA REQUEST FOR LA PORTE DEVELOPMENT CORPORATION AGENDA ITEMITEM November 11, 2015November 11, 2015AppropriationAppropriation Agenda Date Requested:Agenda Date Requested: Source of Funds:Source of Funds: Scott D. LivningstonScott D. Livningston Requested By:Requested By: Account Number:Account Number: Economic Development/TourismEconomic Development/Tourism Department: Amount Budgeted:Amount Budgeted: Report:Resolution:Resolution:Ordinance:Ordinance: Amount Requested:Amount Requested: Exhibits: Budgeted Item:Budgeted Item:YESYESNONO 1. Public Hearing Notice Public Hearing Notice SUMMARY & RECOMMENDATIONSSUMMARY & RECOMMENDATIONS Per the BoardPer the Board’’s vote and action taken on this project at the Board meeting on Wednesday, 26 August 2015, on 3 s vote and action taken on this project at the Board meeting on Wednesday, 26 August 2015, on 3 September 2015 (see enclosed) ED Staff published at least 60 day public notice in the Bay Area Observer of a September 2015 (see enclosed) ED Staff published at least 60 day public notice in the Bay Area Observer of a public hearing to consider committing up to $400,000 to renovate the citypublic hearing to consider committing up to $400,000 to renovate the city--owned TPW building and attract the owned TPW building and attract the Brigadoon Brewery to the site.  Brigadoon Brewery to the site.   Due to the lack of a required financial guarantee by the Brigadoon Brewery, staff recommends that this item be Due to the lack of a required financial guarantee by the Brigadoon Brewery, staff recommends that this item be addressed with no further action. addressed with no further action.  If/when the proposed project finds another suitable location, besides the TPW building, in La Porte, staff will bring If/when the proposed project finds another suitable location, besides the TPW building, in La Porte, staff will bring the new, proposed project back to the Board for consideration.the new, proposed project back to the Board for consideration. Action Required by the La Porte Development Corporation:Action Required by the La Porte Development Corporation: None. Approved for the La Porte Development Corporation AgendaApproved for the La Porte Development Corporation AgendaApproved for the La Porte Development Corporation AgendaApproved for the La Porte Development Corporation Agenda Corby D. Alexander, City ManagerCorby D. Alexander, City ManagerDateDate PAGE 6 THE BAY AREA OBSERVER THURSDAY, SEPTEMBER 3, 2015 LEGAL/PUBLIC NOTICES To Place Legal and Public Notices: Email editor@bayareaobserver.com or Call 281-907-3140 PUBLIC NOTICE 2015 Property Tax Rates in City of Morgan’s Point This notice concerns the 2015 property tax rates for City of Morgan’s Point. It presents information about three tax rates. Last year’s tax rate is the ac - - tual tax rate the taxing unit used to determine property taxes last year. This dard, and is in violation of the City of La Porte Code of Ordinances # 82-476. year’s effective tax rate would impose the same total taxes as last year if you On August 24, 2015 the City of La Porte City Council convened at a Public Hearing and compare properties taxed in both years. This year’s rollback tax rate is the issued Condemnation Ordinances for the below listed properties: highest tax rate the taxing unit can set before taxpayers start rollback pro - cedures. In each case these rates are found by dividing the total amount of 1. 204 N. Forrest Ave. TWO STRUCTURES ON SITE taxes by the tax base (the total value of taxable property) with adjustments as (Single Family Dwelling in an R-1, Low-Density Residential Zone) HCAD: #035-208-005-0018 required by state law. The rates are given per $100 of property value. Blk. 5; Lot 8; Sylvan Beach First Subdivision Legal Description: Legal Description: $ 31,942.00 Improvements: Last year’s tax rate: Taxes Owed: $ 0 $1,396,366 Last year’s operating taxes 2. 514 N. 5th St ONE STRUCTURE ON SITE Last year’s debt taxes $150,044 (Single Family Dwelling in an R-1, Low-Density Residential Zone) HCAD: #023-216-004-0009 $1,546,410 Last year’s total taxes Legal Description: Blk. 104; Lots 9 & 10; La Porte – Harris County Legal Description: Last year’s tax base $188,788,958 $ 39,495.00 Improvements: $ 0 Taxes Owed: $0.819121/$100 Last year’s total tax rate This year’s effective tax rate: 3. 626 N. 1st St. ONE STRUCTURE ON SITE (Single Family Dwelling in an R-1, Low-Density Residential Zone) Last year’s adjusted taxes HCAD: #024-037-027-0003 $1,546,335 (after subtracting taxes on lost property) Blk. 327; Lots 3-4; Town of La Porte- Harris County Legal Description: Legal Description: $ 17,803.00 Improvements: ÷ This year’s adjusted tax base Taxes Owed: $ 0 (after subtracting value of new property) $180,311,019 4. 330 S. 5th St. sONE STRUCTURE ON SITE (Single Family Dwelling in an R-1, Low-Density Residential Zone) =This year’s effective tax rate $0.857593/$100 HCAD: #023-162-018-0017 (Maximum rate unless unit publishes notices and holds hearings.) Legal Description: Blk. 18; Lots 17, 18, & 19; La Porte Legal Description:This year’s rollback tax rate: $ 13,614.00 Improvements: $ 0 Taxes Owed: Last year’s adjusted operating taxes $1,396,289 (after subtracting taxes on lost property and adjusting for any transferred function, tax City of La Porte, 604 W. Fairmont Parkway, La Porte, TX 77571 and/or enhanced indigent healthcare expenditures) CITY OF LA PORTE Patrice Fogarty, City Secretary $180,311,019 ÷ This year’s adjusted tax base In compliance with the Americans with Disabilities Act, the City of La Porte will provide =This year’s effective operating rate $0.774378/$100 for reasonable accommodation for persons attending public meetings. To better serve at - tendees, requests should be received 24 hours prior to the meetings. Please contact Patrice =this year’s maximum operating rate $0.836328/$100 x 1.08 Fogarty, City Secretary, at 281.470.5019. + This year’s debt rate $0.182076/$100 NOTICE OF PUBLIC HEARING = This year’s total rollback rate $1.018404/$100 Notice is hereby given that the City Council of the City of La Porte will hold a Public Hearing on the 14th day of September 2015, in the Council Chambers of the City Hall, 604 Statement of Increase/Decrease West Fairmont Parkway, La Porte, Texas, beginning at 6:00 P.M. The purpose of this hear If City of Morgan’s Point adopts a 2015 tax rate equal to the effective tax - ing is to provide citizens the opportunity to comment on the overall budget. rate of $0.857593 per $100 of value, taxes would increase compared to 2014 taxes by $6,582. This budget will raise more total property taxes than last year’s bud - get by $1,209,600.00, or 7.08%; and of that amount, $167,401.27 is tax Schedule A - Unencumbered Fund Balance revenue to be raised from new property added to the tax roll this year. The following estimated balances will be left in the unit’s property tax ac - corresponding debt obligation. 30, 2015. Copies of the adopted budget will be available for public inspection and copying Type of Property Tax Fund Balance and the La Porte Community Library, 600 South Broadway, La Porte, Texas, during normal General Fund 1,307,320 business hours. Copies will also be made available on the City’s website. Debit Service Fund 154,108 CITY OF LA PORTE Schedule B - 2015 Debt Service The unit plans to pay the following amounts for long-term debts that are Patrice Fogarty, TRMC, MMC secured by property taxes. These amounts will be paid from property tax City Secretary revenues (or additional sales tax revenues, if applicable). Interest Principal Other NOTICE OF PUBLIC HEARING Total Description of Debtto be Paid or Contract Amounts Payment LA PORTE DEVELOPMENT CORPORATION BOARD (TYPE B BOARD) from Payment to to be Paid Property be Paid from Notice is hereby given that the La Porte Development Corporation Board (Type B Board) Notice is hereby given that the La Porte Development Corporation Board (Type B Board) Taxes on the of the City of La Porte, Texas will conduct a public hearing at 5:00 p.m.11th day Property Taxes of the City of La Porte, Texas will conduct a public hearing at 5:00 p.m.11th day of November, 2015, in the Council Chambers at City Hall, 604 West Fairmont Parkway, of November, 2015, in the Council Chambers at City Hall, 604 West Fairmont Parkway, La Porte, Texas. The purpose of the public hearing is to receive public input on a proposed La Porte, Texas. The purpose of the public hearing is to receive public input on a proposed project by the La Porte Development Corporation in an amount not to exceed $400,000.00, Obligation project by the La Porte Development Corporation in an amount not to exceed $400,000.00, to promote and develop a new and expanded business enterprise, through site improve - to promote and develop a new and expanded business enterprise, through site improve ments and other related improvements for infrastructure at the former Texas Parks & Wild - ments and other related improvements for infrastructure at the former Texas Parks & Wild Obligation life building located at 102 E. Main Street and 105 San Jacinto Street, La Porte, TX 77571. Persons wishing to address the Board pro or con shall be required to sign in before the meet - Obligation Persons wishing to address the Board pro or con shall be required to sign in before the meet ing is convened. CITY OF LA PORTE $329,717 Total required for 2015 debt service $0 - Amount (if any) paid from Schedule A Patrice Fogarty, TRMC Patrice Fogarty, TRMC City Secretary $0 - Amount (if any) paid from other resources $0 - Excess collections last year A quorum of City Council members may be present and participate in discussions during this meeting, A quorum of City Council members may be present and participate in discussions during this meeting, $329,717 however, no action will be taken by Council.= Total to be paid from taxes in 2015 + Amount added in anticipation that the unit will This facility has disability accommodations available. Requests for accommodations or interpretive This facility has disability accommodations available. Requests for accommodations or interpretive services at meetings should be made 48 hours prior to the meeting. Please contact the City Secretary’s $0 collect only 100.00% of its taxes in 2015 services at meetings should be made 48 hours prior to the meeting. Please contact the City Secretary’s $329,717 = Total debt levy This notice contains a summary of actual effective and rollback tax rates’ NOTICE OF PUBLIC HEARING calculations. You can inspect a copy of the full calculations at 604 West LA PORTE DEVELOPMENT CORPORATION BOARD (TYPE B BOARD) Fairmont Parkway, La Porte, Texas 77571. Name of person preparing this notice: Katherine R Powell Notice is hereby given that the La Porte Development Corporation Board (Type B Board) of the City of La Porte, Texas will conduct a public hearing at 5:00 p.m. on the 11th day Title: Revenue Manager in the Council Chambers at City Hall, 604 West Fairmont Parkway, of November, 2015, Date Prepared: 08/27/2015 La Porte, Texas. The purpose of the public hearing is to receive public input on a proposed project by the La Porte Development Corporation in an amount not to exceed $250,000.00, to promote and develop an expanded business enterprise, through site improvements and other related improvements for infrastructure at property located at 1010 S. Broadway Street, La Porte, TX 77571. Persons wishing to address the Board pro or con shall be required to sign in before the meet - ing is convened. CITY OF LA PORTE Patrice Fogarty, TRMC City Secretary Houston, TX 77024 A quorum of City Council members may be present and participate in discussions during this meeting, however, no action will be taken by Council. 713-861-9453 This facility has disability accommodations available. Requests for accommodations or interpretive wildlifecenteroftexas.org services at meetings should be made 48 hours prior to the meeting. Please contact the City Secretary’s REQUEST FOR LA PORTE DEVELOPMENT CORPORATION AGENDA REQUEST FOR LA PORTE DEVELOPMENT CORPORATION AGENDA ITEMITEM November 11, 2015November 11, 2015AppropriationAppropriation Agenda Date Requested:Agenda Date Requested: N/AN/A Scott D. LivingstonScott D. LivingstonSource of Funds:Source of Funds: Requested By:Requested By: Account Number:Account Number: Economic Development/TourismEconomic Development/Tourism Department: Amount Budgeted:Amount Budgeted: Report:Resolution:Resolution:Ordinance:Ordinance: Amount Requested:Amount Requested: Exhibits: Budgeted Item:Budgeted Item:YESYESNONO 1. IEDC AEDO Presentation IEDC AEDO Presentation 2. IEDC AEDO Brochure IEDC AEDO Brochure 3. IEDC AEDO Guide IEDC AEDO Guide SUMMARY & RECOMMENDATIONSSUMMARY & RECOMMENDATIONS John Cook, who is a member of the local AEDO Certification Committee for the Greater Houston Area,  the John Cook, who is a member of the local AEDO Certification Committee for the Greater Houston Area,  the Manager of Economic Development at CenterPoint Energy, and former Chairman of the Texas Economic Manager of Economic Development at CenterPoint Energy, and former Chairman of the Texas Economic Development Council will be prepared to give a presentation to the Board about the following regarding Development Council will be prepared to give a presentation to the Board about the following regarding Certification as an Accredited Economic Development Organization (AEDO): Certification as an Accredited Economic Development Organization (AEDO):  AEDO Program Goals,AEDO Program Goals, AEDO Program Benefits,AEDO Program Benefits, The Accreditation Process,The Accreditation Process, The Cost of Accreditation, andThe Cost of Accreditation, and Examples of Recently Accredited Economic Development Organizations Examples of Recently Accredited Economic Development Organizations  Following the presentation, John will be available to address any questions the Board may have about the AEDO Following the presentation, John will be available to address any questions the Board may have about the AEDO Certification process.Certification process.   Action Required by the La Porte Development Corporation:Action Required by the La Porte Development Corporation: None Approved for the La Porte Development Corporation AgendaApproved for the La Porte Development Corporation Agenda Corby D. Alexander, City ManagerCorby D. Alexander, City ManagerDateDate Heightened recognition as a leading EDO sector investment Enhanced authority on economic Celebrated in the community development issues - Increased private Provides prospects with confidence that you have capable leadership and active Demonstrates your mechanisms and Differentiates you from competitors community support resources organizations promote their achievement of AEDO status in the IEDC will help accredited Participation in the Annual Meeting of AEDO Plaque to display your Conference : Documentation Review Phase 1 Team Visit - : Site Phase 2 The Advisory Committee that oversees the Program is composed of: Airfare), Meals, and Accommodations 3 Person Sliding Scale: Fee Based on - Reimbursement for the 2 Organizational Budget Application Fee: $275 Over the past year, the AEDO committee : accredit voted to Over the past year, the AEDO committee : reaccredit voted to www.iedconline.org/?p=AEDO Liz Thorstensen Accredited Economic Development Organization (AEDO) Organizational Accreditation Recognizing Professional Excellence in Economic Development Organizations IEDC’s Accredited Economic Development Organization (AEDO) Program is a means of recognizing the professional excellence of economic development entities. The AEDO Program provides economic development organizations with independent feedback on their operations, structure, and procedures. To date, more than 30 organizations have gone through the accreditation process. An Elite Network the opportunity to be part of an elite network that is the “best of the best” in the profession. In today’s competitive and challenging economic environment, it is vital to show that Organizations that achieve the AEDO status become part of a distinguished network in professional excellence heightens the visibility of your organization in the community and validates your commitment to higher achievement. “The AEDO designation is a statement to our community, clients and stakeholders that we take economic development seriously and that we are committed to strategic planning, organizational performance and excellent customer service. It is not just a designation; it is a description of the way we operate as one of the best!” cD, PRESIDENT & CEO, ECONOMIC DEVELOPMENT CORPORATION, SEQUOIA VALLEY/TULARE COUNTY, CA Benchmarking Who Achieves New! ExcellenceAccreditation?Accreditation for Utilities State and Local Government the unique partnership between Economic Development IEDC and the Georgia Tech Departments economic development Enterprise Innovation Institute to Regional Public-Private departments of utilities benchmark excellence in quality Economic Development management among AEDOs the unique opportunity Partnerships located across North America. to go through the The AEDO Program has informed Associations AEDO accreditation other economic development Utility Economic organizations (EDOs) about process. The process Development Departments the attributes needed to be a is the same, but gives high-performing organization in economic development, as to the industry’s for continual improvement. It unique responsibilities has provided a set of often-cited and objectives. benchmarks. “St. Louis County is very proud of the Economic Council’s AEDO accreditation. We strive to deliver the best professional services and programs in all our economic development endeavors, and this special recognition reinforces our credibility, knowledge and expertise to clients and community leaders.” AEDO Communities The Beacon Council, Fond du Lac County North Carolina’s Eastern Miami, FLEconomic Development Region, Kinston, NC Corporation, Fond du Lac, WI Berks Economic Ponca City Development Partnership, Reading, PA Greater Conroe Economic Authority, Ponca City, OK Development Council, Brooks Development Research Triangle Regional Conroe, TX Authority, Brooks City Partnership, Morrisville, NC Base, San Antonio, TX Greater Houston Roanoke County Partnership, Houston, TX Business Development Board Department of Economic of Palm Beach County, Hampton Roads Development, Roanoke, VA West Palm Beach, FLEconomic Development Roanoke Valley Economic Alliance, Norfolk, VA Cabarrus Economic Development Partnership, Development, Kannapolis, NC Huntington Area Development Roanoke, VA Council, Huntington, WV City of Virginia Sacramento Area Commerce Beach Department of Hutto Economic Development and Trade Organization, Economic Development, Corporation, Hutto, TXSacramento, CA Virginia Beach, VA St. Louis County Economic Coordinating and Development Commission, Council, St. Louis, MO Development Corporation, Metairie, LA Tulare County Economic Shreveport, LA Laredo Development Development Corporation, Cornerstone Alliance, Foundation, Laredo, TXTulare, CA Benton Harbor, MI Muncie-Delaware County Tyler Economic Development Delaware Economic Indiana Economic Council, Inc., Tyler, TX Development Alliance, Dover, DEMuncie, IN Accreditation Critical Issues for Why Accreditation?From beginning to Accreditation end, the entire AEDO Successful accreditation adds value accreditation process to your organization! The designation recognizes the is an excellent way professional excellence of EDOs Increases the credibility of your to benchmark your and provides independent feedback on their operations, structures, organization and with local leaders, investors, and procedures. The AEDO clients, and other stakeholders. develop sustainable review team assesses each applicant best practices. Provides mentoring and organization based on four critical networking with experts in the issues for accreditation: Mission, Vision, and Gives your organization Strategic Plan the distinction of being Professional Leadership an authority on economic development. Budget and Resources Promotes accountability to local leadership and key Relationships with stakeholders. Community Stakeholders development organization from competitors. Enhances team awareness. Accreditation Process Phase 1: Phase 2: The AEDO accreditation process is a voluntary procedure undertaken Documentation Site Team Visit by economic development Review An on-site visit is scheduled organizations that are striving for with an expert team of Candidates submit professional excellence. economic development peers. documentation demonstrating that the organization has The AEDO team assesses the This peer review process is the systems, policies, and operations of the organization unmatched and consists of two procedures in place to during a 1.5 day site visit. successfully achieve its mission. information about the candidate organization. Transitioning from The AEDO review team will one phase of the process to the then meticulously review the next is contingent upon a rigorous documents before making its decision as to whether the Developers (CEcDs) and economic applicant organization is suited development leaders. to go on to the second phase. If questions arise, the review team will follow up directly with the applicant organization. Successful demonstration is necessary before the applicant moves on to the second phase. Maintenance Maintaining “As President & CEO of AEDO StatusAccreditation the San Antonio Hispanic Exclusive use of the Organizations that become Chamber of Commerce, I AEDO logoaccredited must go through was pleased to be asked a review and reaccreditation Economic to participate in the process every three years by Development Now, IEDC’s AEDO peer review process the AEDO committee. The bi-monthly newsletter reaccreditation process provides on behalf of the Brooks Assistance with the media an opportunity to regularly Development Authority announcement of your assess areas where improvements AEDO accreditation (BDA). The Hispanic A link to your organization’s Chamber recently received homepage on IEDC’s website its four-star accreditation A plaque to proudly from the U.S. Chamber display your organization’s of Commerce, and we achievement understand the importance Participation in the of such a distinguished Annual Meeting of AEDO Communities at IEDC’s professional designation Annual Conference in terms of both organizational excellence and in attracting private investment!” RAMIRO A. CAVAZOS, Getting Started — Take the Next Step PRESIDENT & CEO, SAN Download the Guide to Becoming an AEDO at ANTONIO HISPANIC CHAMBER OF COMMERCE, SAN ANTONIO, TX International Economic Development Council 734 15th Street NW, Suite 900 Washington, DC 20005 (202) 223-7800 The International Economic Development Council economic development professionals in the world. IEDC provides a diverse range of services, including members, IEDC represents the largest network of (IEDC) is the premier membership organization of life in their regions. Serving more than 4,500 professionals create high-quality jobs, develop vibrant communities, and improve the quality dedicated to helping economic development publications, research, advisory services, and legislative tracking. About IEDC Guide to Becoming an Accredited Economic Development Organization International Economic Development Council th 734 15 Street, NW, Suite 900 Washington, DC 20005 Tel: (202) 223-7800 - Fax: (202) 223-4745 Web site: www.iedconline.org UPDATED February 2013 Table of Contents INTRODUCTION ........................................................................................................................... 3 PROGRAM SUMMARY ................................................................................................................ 4 PROGRAM OUTLINE ................................................................................................................... 6 DOCUMENTATION REVIEW ................................................................................................... 10 DOCUMENTATION REVIEW FOR UTILITY ECONOMIC DEVELOPMENT ORGANIZATIONS........................................................................................................... 11 CRITICAL ISSUES FOR ACCREDITATION ............................................................................ 13 SITE VISIT CRITERIA ................................................................................................................ 14 AEDO FEE SCHEDULE .............................................................................................................. 16 BASIC CRITERIA FOR PROCESSING APPLICATION ........................................................... 17 GUIDELINES FOR SITE VISIT .................................................................................................. 18 SITE VISIT EXAMPLE FORMAT .............................................................................................. 19 COMMUNITY STAKEHOLDER INTERVIEWS ....................................................................... 20 SITE VISIT EVALUATION FORM ............................................................................................ 21 2 Accredited Economic Development Organization Program Description and Guidelines INTRODUCTION Volunteer commitment and peer networking are two hallmarks of the role of the International Economic Development Council (IEDC) in furthering the professional development of its members. These two factors have been combined to create the Accredited Economic Development Organization (AEDO) program, an exciting means of recognizing the professional excellence of economic development entities throughout North America. The role of a site visit is crucial to the success of this program. Only through objective review and analysis of the applicant l and constructive recommendations for improvement be made. The accreditation visits help to communicate time-tested standards and professional methods to candidate organizations. The leadership and guidance provided through the AEDO program will help candidate organizations forge new directions and sharpen their competitive edge. The nature of the AEDO program requires that all communications regarding the identity of candidate organizations remain confidential unless, or until, accreditation is achieved. All information divulged as part of the accreditation process is likewise considered to be confidential and may not be disclosed to sources external to the AEDO program. This document may not be reproduced in whole or in part, in any form, without the express written permission of the IEDC. 3 Accredited Economic Development Organization Program Description and Guidelines PROGRAM SUMMARY The primary goals of the Accredited Economic Development Organization program are: To assist economic development organizations with independent and authoritative feedback on their operation, structure, and procedures as a means of improving programs and enhancing business and community support; To recognize excellence in local economic development organizations and to heighten the visibility of the economic development process in the community; and, economic development process. The Accredited Economic Development Organization evaluation process consists of two stages: 1.Documentation Review; and, 2.Site Visit. Each is designed to elicit specific and verifiable information about the structure, organization, funding, programs, and staff of the candidate economic development organization. The documentation review serves as a screening stage for the program, whereby fledgling organizations can be informed that they have not yet reached the threshold for potentially successful completion of the accreditation review. On completion of the Documentation Review and Site Visit, the results of both stages are considered t the necessary steps to be implemented to attain accreditation. Each organization will receive information and guidance on the areas of the accreditation process that require further development. Application, accreditation, and reaccreditation fees are based on the budget of the candidate organization. All travel and lodging expenses of the Site Visit Team are reimbursed by the candidate organization. The entire application fee must be remitted prior to the site visit. 4 Accredited Economic Development Organization Program Description and Guidelines Given the nature of the information disclosed, and the sometimes sensitive workings of applicant economic development organizations, all documentation and proceedings relating to the AEDO accreditation process will remain confidential. Information on candidate organizations, irrespective of whether they obtain AEDO status, will not be disclosed to third parties. 5 Accredited Economic Development Organization Program Description and Guidelines PROGRAM OUTLINE I. Goals and Objectives a)To assist economic development organizations with independent and authoritative feedback on operations, structure, and procedures as a means of improving programs and enhancing business and community support. b)To recognize excellence in economic development organizations c)To heighten the visibility of the economic development process in the community d)To recognize the contribution of an the economic development process II. Program Components Application a)Each applicant organization must have a full-time economic development professional in a leadership or senior staff role. b)Each applicant organization must submit information regarding its structure, organization, funding, program, and staff to determine eligibility for participation (see Documentation Review Section). All such information will be considered confidential and will be reviewed only by appropriate members of the AEDO Committee and IEDC staff. c)Each applicant organization must pay a nonrefundable application fee (see Fee Schedule). d)IEDC staff will review applications for completeness and the AEDO Committee Chair/Co- Chairs will determine if the applicant is eligible for participation. e)Applications will be accepted or rejected within sixty days of receipt and a site visit will be scheduled on acceptance of the application documentation. 6 Accredited Economic Development Organization Program Description and Guidelines Determination of Eligibility Applicant organizations must be devoted, as stated in their bylaws or articles of incorporation, to economic development. Accreditation Review a)The Chair of the AEDO Committee will establish the Site Visit Team. One of the two selected team members will be appointed as the Site Visit Team leader. The Site Visit Team leader will review potential conflicts of interest and ensure transparency and probity with the selection of the team and the site visit. Applicant organizations should communicate any perceived conflict of interest. b)Documenta critical evaluation will be undertaken. c)A Site Visit Team will perform a review of the applicant organization and issue a critical evaluation, using the list of criteria (see Site Visit Criteria section). Visits will be scheduled within sixty days of completion of the Documentation Review. A written draft report of the on the second day of the visit. d)The Site Visit Team will submit its findings and make a recommendation to the AEDO Committee. e)The AEDO Committee will consider the findings and vote on whether to approve accreditation. f)The AEDO Committee will inform the applicant organization of its decision and will provide a detailed organizational critique. g)Site Visit Team members will not be permitted to seek, or take up employment, either on a consultant, part-time, or full-time basis, with an applicant organization for a period of one- year following the accreditation visit. Accreditation and Reaccreditation a)The initial accreditation period will be for three years, after which the accredited organization may seek reaccreditation. Reaccreditation will be for a period of three years, as 7 Accredited Economic Development Organization Program Description and Guidelines will successive periods of reaccreditation. Please note that effective September 1, 2011 every AEDO second b) reaccreditation application (e.g. sixth year as an AEDO organization) will automatically require a site visit regardless of whether or not there have been changes to mission, leadership, budget, or organizational structure. This will allow for detailed feedback and guidance to AEDOs, and increase the credibility of the accreditation program in general. Site visits may be required more frequently than every six years if there are major changes to mission, organizational structure, leadership, or budget. Please plan accordingly when formulating future reaccreditation budgets. c)IEDC will recognize accredited and reaccredited organizations by issuing a plaque and press release, conducting a presentation ceremony when able, and by any other means as agreed to by IEDC and the accredited organization. III. Structure a) The AEDO Committee reports to the Performance Oversight and Monitoring (POM) Committee. b)The AEDO Committee will appoint new Chairs or Co-Chairs of the committee. The current Chair or Co-Chairs of the AEDO Committee will nominate individuals to the committee. c)The Chair or Co-Chairs of the AEDO Committee will nominate and appoint individuals to the AEDO Committee. The AEDO Committee will consist of the Chair or Co-Chairs, the Vice Chair, and the members as appointed. d)The Chair or Co-Chairs, Vice Chair, and members of the AEDO Committee will be members of IEDC and must be Certified Economic Developers (CEcDs) or have at least 10 years of professional experience as an economic development practitioner. e)The Chair or Co-chair, Vice Chair, and members of the AEDO Committee will serve for terms of two years. IV. Program Costs 8 Accredited Economic Development Organization Program Description and Guidelines Fees a)Fees will reflect a sliding scale based on the size of applicant organizations budget (see Fee Schedule section). b)Invoicing and other fiscal procedures will conform to IEDC accounting practices. c)The Site Visit Ts, and transportation expenses will be paid by the applicant organization. 9 Accredited Economic Development Organization Program Description and Guidelines DOCUMENTATION REVIEW As part of the accreditation process, documentation relevant to the mission, goals, and activities of the applicant organization will be reviewed. Three (3) binders should be assembled and forwarded to IEDC in the order outlined below. Please do not leave any sections blank. If certain information is not applicable, please be sure to provide an explanation. Each application should include a Letter of Intent 1)Mission and goals statement; 2)Articles of incorporation and bylaws; 3)Last audited financial statement, compilation, review or equivalent financial disclosure; 4)Last annual report; 5)Minutes of last four Board of Directors meetings; 6)Roster and position descriptions of officers; 7)Organizational chart and job descriptions of employees; 8)Marketing plan (see specific Marketing Plan Criteria on p.12); 9)Strategic plan (see specific Strategic Plan Criteria on p.12); 10)Copies of all marketing materials currently in use; 11)Annual budget; 12)IRS Letter of Exemption; 13)Most recent IRS Form 990; 14)Staff Policy and Procedures Manual; 15)Commitment of Support (see specific Commitment of Support Criteria on p. 12) 16)Copies of organizational newsletters for the preceding year; 17)Copies of press releases issued within the past year; 18)One page review of between three and five of your most successful development projects over the past two years; and 19)Resumes for executive staff. IEDC staff will review all information when submitted, will request clarification or expansion if needed, and will forward information to the AEDO Committee in both summary and original form. 10 Accredited Economic Development Organization Program Description and Guidelines DOCUMENTATION REVIEW FOR UTILITY ECONOMIC DEVELOPMENT ORGANIZATIONS As part of the accreditation process, documentation relevant to the mission, goals, and activities of the applicant organization will be reviewed. Three (3) binders should be assembled and forwarded to IEDC in the order outlined below. Please do not leave any sections blank. If certain information is not applicable, please be sure to provide an explanation. 1.Mission and goals statement 2.Internally or externally audited financial statement 3.Last economic development annual report (internal or external) 4.Organizational chart and job descriptions for economic development department. Where does economic development fit into the utility chain of command? 5.Marketing plan (see specific Marketing Plan Criteria on p.12) 6.Strategic plan (see specific Strategic Plan Criteria on p.12) 7.Copies of all marketing materials currently in use 8.Contact list of key economic development partners 9.Annual economic development budget 10.Copies of press releases issued within the past year 11.One page review of between three and five of your most successful development projects over the past two years. 12.Clearly defined asset management goals. Identified regions that can be most easily served 13.Clearly articulated description of what is needed from ED partners to effectively respond to service inquiries. 14.Line extension requirements and incentives 15.ED Partnership Program manual (description of programs with information on how to apply and the requirements for approval. Select one from the following Communication Plan 11 Accredited Economic Development Organization Program Description and Guidelines Economic Development Policy and Procedures Manual Letters of support for the economic development program from within the utility and from partners. IEDC staff will review all information when submitted, will request clarification or expansion if needed, and will forward information to the AEDO Committee in both summary and original form. Commitment of Support Criteria Commitment of Support documentation shall provide evidence of multiyear commitment to the organization from funders, cosponsors, and partner agencies. Also required is a listing of the Nonprofit or public-private organizations are required to provide at least one letter of each commitment from type of funding sector. Governmental organizations funded solely through governmental appropriations are required to provide a letter of commitment from the chief elected official. 1 AEDO Economic Development Organization Strategic Plan Criteria An economic development organization strategic plan includes the following: Mission Statement; Achievable goals and objectives; A realistic appraisal of available resources, constraints, and opportunities; and, Project action plans to reach goals, including the identification of responsibility, timelines, and project or program prioritization. 2 AEDO Marketing Plan Criteria Goalsshould be specific enough to lead to logical objectives. Objectives are the specific targets to be achieved in realizing the goal. Marketingstrategies should describe how to achieve the goals and objectives identified. The strategy asks the questions what programs, procedures, and activities will enable us to reach our marketing goals. Both short-term and long-term strategies should be developed. Monitoringof established goals, objectives, and strategies should be an ongoing process. 1 Based on the IEDC Professional Development Manual, Economic Development Strategic Planning. January, 2006 2 Based on the IEDC Professional Development Manual, Introduction to Economic Development. January, 2006 12 Accredited Economic Development Organization Program Description and Guidelines CRITICAL ISSUES FOR ACCREDITATION Site Visit Team reviews. 1.Does the organization have professional leadership and staffing adequate to its mission? This means that people qualified to do the work are in place and have defined roles that they understand, and that these people work together as a team. Individual certifications may be in place but they are not the primary issue with regard to this question. 2.Does the organization have the budget and resources adequate to its job? Most professionals adequate budget or staff. Offices and equipment need not be fancy or highly technical, but they must be adequate to the job. 3.Does the organization have the respect and support of a community base with active commitment and participation appropriate to its mission? This means that there is stakeholder support from business community, political leadership, neighborhood, or other groups that are essential to the mission. 4.Does the organization have a strategic plan that it follows, allocating resources based on its mission and the opportunities that it has identified? The plan must be adequate and fit the organization and its mission. 13 Accredited Economic Development Organization Program Description and Guidelines SITE VISIT CRITERIA The Site Visit Team will review and evaluate conditions at the offices of the applicant organization with respect to the following matters: I.Internal Environment A.Office 1.Professional appearance 2.Privacy for conferences 3.Computer, network, and phone resources 4.Security a.Personnel b.Records B.Chief Executive Officer / Manager 1.Professional experience 2.Professional credentials 3.Commitment and compensation 4.Continuing professional development C.Staff 1.Professional experience 2.Professional credentials 3.Compensation 4.Division of duties and responsibilities 5.Current job descriptions 6.Continuing professional development 7.Turnover II.Leadership A.Volunteers 14 Accredited Economic Development Organization Program Description and Guidelines 1.Orientation 2.Regular meetings 3.Structure of volunteer leadership B.Direction and Vision 1.Goal-setting process (e.g., strategic plan) 2.Budgeting process 3.Commitment over time to strategic plan 4.Linkage between strategic plan and ongoing operations III.External Environment A.Liaison with public officials B.Marketing to outside agencies C.Relations with news media, community, other organizations IV.Financial Resources A.Budget B.Sources of income 15 Accredited Economic Development Organization Program Description and Guidelines AEDO FEE SCHEDULE Organizational Application Accreditation Fee* Re-accreditation Fee* Budget Fee Member (Non-member) Member (Non-member) Under $150,000 $275 $1100 ($1440) $700 ($1080) $150,000 $299,999 $275 $1210 ($1560) $800 ($1200) $300,000 $499,999 $275 $1430 ($1920) $900 ($1440) $500,000 $749,000 $275 $1725 ($2600) $1100 ($1680) $750,000 $999,999 $275 $2070 ($3100) $1200 ($1800) $1 mil $1, 999,999 mil $275 $2415 ($3630) $1400 ($2160) $2 mil $2, 999,999 mil $275 $4600 ($6900) $3000 ($4200) $3 mil $3, 999,999 mil $275 $5750 ($8630) $3500 ($4800) $4 mil $4,999,999 mil $275 $6325 ($9500) $4000 ($5400) Above $5 million $275 $6900 ($10,350) $4500 ($6000) --------------------------------------------------------------------------------------------------------------------------- State Agency Small $300 $7,000 (10,500) $4550 ($6050) (Population: up to 3,000,000) Medium $300 $9,000 (13,500) $5850 ($7800) (Population: 3, 000,001 to 10,000,000) Large $300 $11,000 (16,500) $7,300 ($9500) (Population: 10, 000,001 and over) *Fee based on 3-Year Period 16 Accredited Economic Development Organization Program Description and Guidelines BASIC CRITERIA FOR PROCESSING APPLICATION IEDC staff will use the following criteria to process the initial application for accreditation status. a)Does the applicant organization employ a full-time economic development professional? b)Does the applicant organization devote at least 50% of its time to economic development activities? c)Is the applicant organization a local or regional economic development organization (vs. state, federal, railroad, utility, consultant practice, etc.)? d)Does the applicant organization have an IEDC member on staff (for purposes of computing the appropriate fee)? e)What is the organization's annual operating budget and/or departmental budget for economic development? If these basic criteria are met, the economic development organization will be invited to apply for accreditation. If doubt exists as to the eligibility of the organization for participation in the AEDO Program, the Chair of the AEDO Committee will be asked to review the information supplied and to make a determination. 17 Accredited Economic Development Organization Program Description and Guidelines GUIDELINES FOR SITE VISIT Site visits are a key element in the success of the AEDO program and provide important feedback as to whether the organization merits AEDO status. The goals of the site visit are to: a) b)Evaluate the operations by means of the site visit criteria; and c)File a written report on the findings of the site team visit. The Site Visit Team comprises two or three volunteers. Team members must be Certified Economic Developers (CEcDs) and/or have at least ten years experience in the economic development profession. Site Visit Team members will be drawn from a pool of volunteers that represent regional diversity as well as a mix of experience in small, medium, and large economic development organizations. The President and CEO of IEDC, along with staff involved with the AEDO Program, are encouraged to undertake a site visit in order to understand and familiarize themselves with the process. Site Visit Team members will be asked to commit to no more than two visits per twelve month period, totaling six days (including travel time). All travel, meals, and accommodation costs will be reimbursed by the applicant organization. Prior to being assigned to an AEDO application, all Site Visit Team members will receive an orientation on the rules and requirements of the AEDO program. 18 Accredited Economic Development Organization Program Description and Guidelines SITE VISIT EXAMPLE FORMAT Site Visit Team members should arrive in the applicant community on the night prior to start of the site visit. Team members coming from nearby areas can arrive the day of the site visit but should abide by the following sample site visit agenda/schedule. Day One 9:00 am Team Welcome Breakfast Meeting with Host Organization 10:00 am 10: 30 am Evaluations of Host Organization 1.Office, equipment, facilities, etc. 2.Interview staff 3.Review internal operations; 4.Community tour 12:00 noon Lunch with Community Stakeholder (to be determined by host organization) 1:30 pm More Community Stakeholder Interviews (public/private) 5:00 pm Break (team meeting if necessary) 6:00 p.m. Day Two 8:00 a.m. Breakfast Meeting with Community Leaders 10:00 a.m. More Community Stakeholder Interviews 12:00 noon Team Debriefing Luncheon with Host Organization Leadership 1:30 p.m. Draft Preliminary Report 3:00 p.m. Departure 19 Accredited Economic Development Organization Program Description and Guidelines COMMUNITY STAKEHOLDER INTERVIEWS An important facet of the site visit is for the Site Visit Team to meet with prominent community leaders who are stakeholders in the local economic development process. To achieve this, nine categories of community leaders have been identified. Each candidate organization is asked to select four categories for the visiting team to meet with, each for no more than one hour. Categories include: 1.Chief operating officer of a recently-located or recently assisted business; 2.Typical development ally; 3.Industrial/commercial real estate professional; 4.Representative of local/regional financial institution; 5.Key elected official; 6.Head of local planning agency; 7.Representative of state agency; 8.Representative of local/regional utility; and, 9.Open category (any individual not included in any of the above). 20 Accredited Economic Development Organization Program Description and Guidelines SITE VISIT EVALUATION FORM I.IE: NTERNAL NVIRONMENT A.Office Resources a)Appropriate offices for economic development organization; b)Functional, well maintained, orderly and accessible; c)Privacy for conferences. Comments: ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ B.Computer Resources (Describe: CPU, Hard-Disk, Monitor, Number and Type) a)Adequate hardware (terminal, printers, scanner, handheld smart phones when appropriate) b)Adequate software (database, membership, word processing, virus protection, communication, spreadsheet, contact management, graphics, real estate availability) c)24/7 secure remote internet and phone access whenever, wherever needed d)Local area network (LAN), Sufficient broadband capacity e)Reliable Email and Internet access f)Web site, Web support, Social networks g)E-mail, color copiers, LED projector Comments: ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ 21 Accredited Economic Development Organization Program Description and Guidelines D.Chief Executive Officer a)Professional experience i.Prior economic development experience Comments: ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ b)Professional credentials i.CEcD ii.Other Comments ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ c)Commitment and range of compensation i.Contract/letter of agreement ii.Comparability of salary/perks Comments: ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ 22 Accredited Economic Development Organization Program Description and Guidelines d)Continuing professional development i.IEDC membership ii.Regional/state economic development organization membership iii.Resources to attend seminars, courses iv.EDC graduate v.EDI graduate vi.Other Comments: ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ E. Management and Support Staff a)Professional experience i.Prior economic development experience Comments: ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ _________________________________________________________________ b)Professional credentials i.CEcD ii.Other Comments: ___________________________________________________________________________ ___________________________________________________________________________ 23 Accredited Economic Development Organization Program Description and Guidelines ___________________________________________________________________________ ___________________________________________________________________________ _________________________________________________________________ c)Compensation i.Comparability ii.Personnel policies Comments: ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ d)Division of duties and responsibilities i.Current job descriptions ii.Clear reporting relationships Comments: ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ __________________________________________________________________ e)Continuing professional development i.IEDC membership ii.Regional/state economic development organization membership iii.Resources to attend seminars, courses iv.EDC graduates v.EDI graduate vi.Other 24 Accredited Economic Development Organization Program Description and Guidelines Comments: ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ _________________________________________________________________ f)Turnover history i.For past three years ii.Has staff focus or emphasis changed as a result of staffing changes? Please describe. Comments: ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ II.LEADERSHIP: A.Volunteers a)Orientation i.Formal session ii.Orientation materials iii.Word of mouth Comments: ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ b)Regular meetings i.Agenda and minute ii.Ongoing schedule 25 Accredited Economic Development Organization Program Description and Guidelines Comments: ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ c)Structure of volunteer leadership i.Continuity ii.Clear delegation of duties iii.Appointed/elected board iv.Appointed/elected officers v.Term limits vi.Leadership development vii.Community representation (gender, age, race, orientation, etc.) Comments: ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ B.Direction and Vision: a)Goal-setting process i.Existence of strategic plan ii.Date of last update iii.How implemented iv.Involvement of leadership/volunteers in process v.Evaluation of outcomes (measurement metrics, tracking system, review schedule) Comments: ___________________________________________________________________________ 26 Accredited Economic Development Organization Program Description and Guidelines ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ b)Budget process i.One year or multi-year ii.Reflects strategic plan/goals and objectives iii.Reflects leadership input iv.Presentation of budget Comments: ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ c)Commitment to strategic plan i.Year-to-year continuity ii.Periodic updates iii.Evaluation of results/method of measurement Comments: ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ d)Linkage between strategic plan and program of work i.Periodic review ii.Review versus budget iii.Comparison with staff distribution and priorities Comments: ___________________________________________________________________________ 27 Accredited Economic Development Organization Program Description and Guidelines ___________________________________________________________________________ _____________________________________________________________________ III.EXTERNAL ENVIRONMENT: A.Liaison with Public Officials i.Methods of communication with public officials ii.Representation by public officials on board of directors iii.Utilization of public officials, key leaders, and resource providers in prospect tours, etc. Comments: ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ _________________________________________________________________ B. Marketing i.Timely marketing plan ii.Identify target audiences iii.Adequate resources committed iv.Marketing mix v.Marketing goals tied into overall strategic plan vi.Measures of success vii.Examples Comments: ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ _________________________________________________________________ 28 Accredited Economic Development Organization Program Description and Guidelines C.Relations with Community Opinion Leaders i.Means of communication ii.Liaison/access when appropriate iii.Participation in decision-making Comments: ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________ D. Prospect Handling i.Identification of prospects ii.Qualification of prospects iii.Identification of customer communities iv.Confidentiality issues v.Follow-up procedures and custom tracking process vi. Comments: ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ _________________________________________________________________ IV.FINANCIAL RESOURCES A. Budget i.Linkage with strategic plan ii.Involves volunteer leaders 29 Accredited Economic Development Organization Program Description and Guidelines iii.Re-evaluated as fiscal year progresses iv.Includes appropriate fiscal controls Comments: ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ _________________________________________________________________ B. Organizational Budget i.Keep pace with growth of organization ii.Numbers and type of sources iii.Annual or other commitments iv.Fund-raising programs Comments: ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ _________________________________________________________________ V.SPECIAL ISSUES ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ __________________________________________________________________________ 30 Accredited Economic Development Organization Program Description and Guidelines REQUEST FOR LA PORTE DEVELOPMENT CORPORATION AGENDA REQUEST FOR LA PORTE DEVELOPMENT CORPORATION AGENDA ITEMITEM November 11, 2015November 11, 2015AppropriationAppropriation Agenda Date Requested:Agenda Date Requested: Source of Funds:Source of Funds: Scott D. LivingstonScott D. Livingston Requested By:Requested By: Account Number:Account Number: Economic Development/TourismEconomic Development/Tourism Department: Amount Budgeted:Amount Budgeted: Report:Resolution:Resolution:Ordinance:Ordinance: Amount Requested:Amount Requested: Exhibits: Budgeted Item:Budgeted Item:YESYESNONO 1. Request for Professional Services Request for Professional Services 2. Analysis of Initial Bids Analysis of Initial Bids 3. La Porte's ED Strategic Plan, May 2009 La Porte's ED Strategic Plan, May 2009 4. La Porte's ED Stategic Plan, PowerPoint La Porte's ED Stategic Plan, PowerPoint PresentationPresentation SUMMARY & RECOMMENDATIONSSUMMARY & RECOMMENDATIONS An Economic Development Strategic Plan is an important cornerstone of any professional economic development An Economic Development Strategic Plan is an important cornerstone of any professional economic development organization, and it is a necessary tool to acquire certification as an Accredited Economic Development organization, and it is a necessary tool to acquire certification as an Accredited Economic Development Organization (AEDO).   Organization (AEDO).    Staff recommends pursuing the following steps to formulate and implement a new ED Strategic Plan: Staff recommends pursuing the following steps to formulate and implement a new ED Strategic Plan:  1.Community Visioning Community Visioning ---- Seek input from the ED Board, other city boards and commissions, City Council, Seek input from the ED Board, other city boards and commissions, City Council, business community, and citizens regarding desired projects.business community, and citizens regarding desired projects. 2.Identify the communityIdentify the community’’s strengths, weaknesses, opportunities, and threats,s strengths, weaknesses, opportunities, and threats, 3.Community Assessment (i.e. Where are we now?  What resources do we have to accomplish our vision? Community Assessment (i.e. Where are we now?  What resources do we have to accomplish our vision?  What do we need to accomplish our vision?) What do we need to accomplish our vision?) 4.Formulate Realistic Goals, Objectives, and Strategies to Accomplish Our VisionFormulate Realistic Goals, Objectives, and Strategies to Accomplish Our Vision 5.Identify and Prioritize Projects to Accomplish Our VisionIdentify and Prioritize Projects to Accomplish Our Vision 6.Report Project Plans to Accomplish Our Vision to the Public and Request FeedbackReport Project Plans to Accomplish Our Vision to the Public and Request Feedback 7.Develop Plans of Action with PerformanceDevelop Plans of Action with Performance--Based Metrics to Accomplish Our VisionBased Metrics to Accomplish Our Vision 8.Implement the Plans of Action to Accomplish Our VisionImplement the Plans of Action to Accomplish Our Vision 9.Monitor and Evaluate the Plans of Action against the Performance MetricsMonitor and Evaluate the Plans of Action against the Performance Metrics 10.Annually ReAnnually Re--tool and Adjust the ED Strategic Plantool and Adjust the ED Strategic Plan 11.Annually Report Accomplishments to the Public Annually Report Accomplishments to the Public  Steps in bold above identify those for which the Board may wish to consider soliciting the professional assistance Steps in bold above identify those for which the Board may wish to consider soliciting the professional assistance of an ED Consultant to work with ED Staff. of an ED Consultant to work with ED Staff.  Staff’s objective from the beginning of this discussion to formulate an ED Strategic Plan was to create one that s objective from the beginning of this discussion to formulate an ED Strategic Plan was to create one that was cost-effective, lean (i.e. not having a lot of fluff), mean (i.e. having a lot of substance), realistic (i.e. based effective, lean (i.e. not having a lot of fluff), mean (i.e. having a lot of substance), realistic (i.e. based upon available resources and existing constraints), able to implemented, able to be monitored on an annual basis. upon available resources and existing constraints), able to implemented, able to be monitored on an annual basis.  In preparation for the budget for FY 2015In preparation for the budget for FY 2015--2016, staff assumed that existing reports and plans, most notably the 2016, staff assumed that existing reports and plans, most notably the City of La PorteCity of La Porte’’s 2009 ED Strategic Plan (enclosed), 2030 Comprehensive Plan, 2009 Buxton Report, and 2013 s 2009 ED Strategic Plan (enclosed), 2030 Comprehensive Plan, 2009 Buxton Report, and 2013 Catalyst Retail Study, plus new discussions with the Board, City Council, community stakeholders, and citizens in Catalyst Retail Study, plus new discussions with the Board, City Council, community stakeholders, and citizens in regularly scheduled public meetings, could be used to address items #1regularly scheduled public meetings, could be used to address items #1--3.  Therefore, staff drafted an Initial Scope 3.  Therefore, staff drafted an Initial Scope of Services (enclosed) that included only items #4 and 5 on the previous page, and used it to survey ten ED of Services (enclosed) that included only items #4 and 5 on the previous page, and used it to survey ten ED consultants in Texas that have experience in creating ED Strategic Plans.  The results of that survey (see Analysis consultants in Texas that have experience in creating ED Strategic Plans.  The results of that survey (see Analysis of Initial Bids) are also enclosed.  For the initial scope of services, three of the consultants initially bid less than of Initial Bids) are also enclosed.  For the initial scope of services, three of the consultants initially bid less than $40,000, while two consultants bid less than $25,000.  Based upon initial feedback from the consultants during the $40,000, while two consultants bid less than $25,000.  Based upon initial feedback from the consultants during the initial survey, staff requested that the Board allocate $20,000 during this fiscal year to formulate an ED Strategic initial survey, staff requested that the Board allocate $20,000 during this fiscal year to formulate an ED Strategic Plan.    Based upon additional, more recent conversations with ED consultants, ED partners in the Greater Houston Area, Based upon additional, more recent conversations with ED consultants, ED partners in the Greater Houston Area, and John Cook, who is a member of the local AEDO Certification Committee for the Greater Houston Area, the and John Cook, who is a member of the local AEDO Certification Committee for the Greater Houston Area, the Board may wish to consider slightly broadening the scope of professional services to hire outside, professional Board may wish to consider slightly broadening the scope of professional services to hire outside, professional expertise for items #1, 2, and 3 on the previous page, which may impact the proposed cost of the Strategic Plan.  expertise for items #1, 2, and 3 on the previous page, which may impact the proposed cost of the Strategic Plan.  Since the City Council approved the expenditure of $20,000 for an ED Strategic plan (as included in the FY16 Since the City Council approved the expenditure of $20,000 for an ED Strategic plan (as included in the FY16 Budget), any expenditure over this sum will require additional City Council approval.  Budget), any expenditure over this sum will require additional City Council approval.   According to the CityAccording to the City’’s Purchasing Department, staff has already complied with all the bidding requirements to s Purchasing Department, staff has already complied with all the bidding requirements to select a consultant to assist in formulating the ED Strategic Plan.  Therefore, based upon the wishes of the Board, select a consultant to assist in formulating the ED Strategic Plan.  Therefore, based upon the wishes of the Board, staff will revise the proposed Request for Proposal.  Once the Board has approved the proposed Request for staff will revise the proposed Request for Proposal.  Once the Board has approved the proposed Request for Proposal, staff will work with the Purchasing Department to publicize the request for professional services.  In Proposal, staff will work with the Purchasing Department to publicize the request for professional services.  In order to review the various proposals submitted by the ED consultants, the Board may wish to create a Selection order to review the various proposals submitted by the ED consultants, the Board may wish to create a Selection Committee, which would be comprised of both insiders and a few outside ED experts, to review the proposals and Committee, which would be comprised of both insiders and a few outside ED experts, to review the proposals and submit recommendations to the Board for consideration.  The Board will have an opportunity to review all the submit recommendations to the Board for consideration.  The Board will have an opportunity to review all the proposals submitted by the ED consultants, consider the recommendations of the Selection Committee, negotiate proposals submitted by the ED consultants, consider the recommendations of the Selection Committee, negotiate with one or more ED consultants, and then select an ED consultant to assist us with formulating an ED Strategic with one or more ED consultants, and then select an ED consultant to assist us with formulating an ED Strategic Plan. Action Required by the La Porte Development Corporation:Action Required by the La Porte Development Corporation:Action Required by the La Porte Development Corporation:Action Required by the La Porte Development Corporation: Discussion and possible action to approve a Request for Professional Services to formulate an Economic Discussion and possible action to approve a Request for Professional Services to formulate an Economic Development Strategic Plan.Development Strategic Plan. Approved for the La Porte Development Corporation AgendaApproved for the La Porte Development Corporation Agenda Corby D. Alexander, City ManagerCorby D. Alexander, City ManagerDateDate Request for Proposal: Economic Development Five-Year Strategic Plan This is included to provide the Board with a general idea as to the Scope of Services that will be included in the overall RFP packet, as prepared by the Purchasing Department. The final packet will include all other required documents, such as Conflict of Interest Questionnaire, insurance requirements, directions/timeline for submittals, etc. The Board of the La Porte Development Corporation desires to hire professional expertise to assist it in formulating a five year Economic Development Strategic Plan for the City of La Porte. Primary Services The chosen ED consultant will have experience in, and perform, each of the following task as describe below. Please note the amount of time to be expended on each particular task is shown as a percentage of the total project: Consult and work with ED Staff at each step in the strategic planning process Structure and guide the ED Strategic Planning Process Create a basic Community Assessment (20%) (Cost Saving Option: Outline the info needed for ED Staff to create a basic Community Assessment, plus use info from the 2009 ED Strategic Plan and other available reports) Conduct Community Visioning (20%) (Cost Saving Option: Outline the process and questions, and direct staff to execute, plus use info from the 2009 ED Strategic Plan and other available reports) Guide the Community thru SWOT Identification (20%) (Cost Saving Option: Outline the process and questions, and direct staff to execute, plus use info from the 2009 ED Strategic Plan and other available reports) Guide the ED Board and staff to formulate realistic goals, objectives, and strategies (20%) Formulate a 5 Year Implementation Plan (20%) Guide the ED Board and staff to identify and prioritize projects o Guide the ED Board and staff to develop plans of action o Guide the ED Board and staff to develop measurable metrics in support of the outlined plans of o action Methodology Samples completed for other communities and/or economic development organizations. 1 Budget Does the Board want to include a budget in this request, or leave it open-ended? Notes The consultant will not be asked to identify industries that the City of La Porte can or should attract. The ED Consultant will be encouraged to use readily available data and information from the following reports and plans: Future Land Use Plan, Dec. 2014 Zoning Map, Jan. 2013 Catalyst Commercial Retail Study, 2013 La Porte's Economic Development Strategic Plan, May 2009 Buxton Retail Study, June 2009 2 Analysis of Initial Bids Earlier this year, in preparation for the new budget, staff contacted ten economic development consultants in Texas that are known for offering services in strategic planning. Of the ten consultants surveyed, eight of them offered initial quotes for services. These estimates were used to formulate a reasonable amount for inclusion in the Fiscal Year 2016 budget. It is not a formal request for proposal. ED Consultants Less than $40,000 Alysia A. Cook, Opportunity Strategies, LLC $15,000 - $18,000 Greg Last, EDT Best Practices, LLC $20,000 or Less Mike Barnes, Mike Barnes Group, Inc$25,000 or Less . Kent Dussair, Community Development Strategies, Inc. $30,000 - $40,000 (Note: Partners w/Avalanche Consulting) Amy Holloway, Avalanche Consulting $30,000 - $40,000 (Note: Partners w/Community Development Strategies) ED Consultants Greater than $40,000 Sue Darcy, Marsh Darcy Partners, Inc. $50,000 - $60,000 Angelos Angelou, Angelou Economics $50,000 - $70,000 Patti Knudson, Knudson LP $80,000 - $100,000 Consultants Not Being Considered Ron Cox, Ron Cox Consulting Did not reply, but may still be included Tom Stellman, TIP Strategies Did not reply, but may still be included Chapter 1: Economic Assessment ECONOMIC DEVELOPMENT STRATEGIC PLAN CITY OF LA PORTE, TEXAS January 2009 1601 D West 6th Street Austin, Texas 78703 (512) 472-1 555 www.avalancheconsulting.com ListofFigures Figure1:CityofLaPorteStudyAreaΑZipCodes......................................................................3 Figure2:CityofLaPortePeerCommunities..............................................................................4 Figure3:LaPortePopulationTrends&Forecast.......................................................................5 Figure4:PeerCommunityPopulationGrowthRate(2000to2007).........................................5 Figure5:MedianAges(2005to2007Average).........................................................................6 Figure6:WhereEmployedLaPorteResidentsWork.............................................................12 Figure7:WhereWorkersLivewhoareEmployedbyLaPorteBusinesses.............................13 Figure8:LaPorteUnemploymentRate...................................................................................17 Figure9:RegionalUnemployment(November2008).............................................................18 Figure10:LaPorteAverageWageperJob...............................................................................19 Figure11:VisitorDestinationSpending(2008)........................................................................20 Figure12:AnnualLaPorteTotalSalesTaxRebates.................................................................21 Figure13:LaPorteSingleFamilyBuildingPermitActivity.......................................................22 Figure14:LaPorteAverageValueperSingleFamilyDwellingUnit($)...................................23 Figure15:AverageValueperSingleFamilyDwelling(2007)...................................................23 Figure16:HowsatisfiedareyouwiththefollowingaspectsofLaPorte?ͶͶͶͶͶͶͶͶͶͶ26 Figure17:Whatarethecity'stopthreeeconomicdevelopmentpriorities?ͶͶͶͶͶͶͶͶ26 ListofTables Table1:RegionalPopulationTrends..........................................................................................6 Table2:CityofLaPorteStudyAreaEmploymentTrends..........................................................7 Table3:EstimatedRegionalEmploymentTrends(2006)..........................................................8 Table4:LaPorteStudyAreaResidentIndustrySectorEmploymentProfile.............................9 Table5:LaPorteStudyAreaResidentLaborForceProfileversusIndustryBase(2006)........10 Table6:WhereEmployedLaPorteResidentsWork................................................................11 Table7:WhereLaPortebasedBusinessEmployeesLive........................................................12 Table8:ClusterIndustryMicrofoundations.............................................................................14 Table9:LaPorteStudyAreaIndustryConcentrations............................................................16 Table10:RegionalPerCapitaIncomeandAverageWageTrends..........................................19 Table11:AnnualEconomicImpactofLaPorteVisitorSpending............................................20 Table12:PerCapitaRetailSalesSubjecttoSalesTax..............................................................21 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 SummaryofEconomicTrends&KeyFindings LaPortehasgrownsteadilyoverthepasttwodecadesbyweatheringstatewideeconomic downturnsinnaturalresourceindustries,thehightechsectorcollapse,andrealestate bubbles.TheĭźƷǤ͸ƭstrongmanufacturingbase,proximitytothePortofHouston,andshort commutetoIƚǒƭƷƚƓ͸ƭcentralbusinessdistricthavehelpedbufferthesedownturns.The highpercentofresidentswhoworkthroughoutgreaterHoustonandbringwagesbacktoLa Portealsomitigatetheeffectsoflocalemploymentforces.Thecurrenteconomicrecession, however,willhavenegativeconsequencesforLaPorte.Reducedinternationaltradeand plummetingoilpriceswillinfluencelocalbusinessdecisions.TXPbelievesanumberofkey factorswillhelpshapetheğƩĻğ͸ƭeconomiclandscapeandfutureeconomicdevelopment strategies: Overthenextfiveyears,LaPortebasedemploymentwillstruggletogrowaslocal firmsadjusttothenationalrecession.LatƚƩƷĻ͸ƭindustrialbaseisheavilydependent onthesectorshithardduringthiseconomicdownturn:oilrefineries,petrochemical manufacturers,andtheconstructionbusiness. Despiterecentfluctuations,theoilandgassectorwillremainthedominantforcein theLaPorteeconomy.Thissectorisresponsiblefor30to40percentoftotalLaPorte businessesoutput.Foranumberofreasonsincludingexistingcapitalinvestment, difficultyinrelocatingoperations,andlongtermconsumerdemand,themajorityof thesefirmswillreboundoncethenationaleconomystartstogrow. LatƚƩƷĻ͸ƭproximitytothePortofHoustonandtransportationinfrastructurewill causefuturegrowthinthewarehousingsector.ThesuccessfulbuildoutofthePort CrossingCommerceCenteroverthenext10yearswillbeamajordriverofthelocal economy.Thispropertyalonecouldsupport4millionsquarefeetofbuildingspace whenfullydeveloped.Increasedtrafficcongestionmightcreateissues,butthis ƭĻĭƷƚƩ͸ƭgrowthwillhelpdiversifythelocaleconomy. Limitedretailtradeopportunitiesresultinsalestaxleakagestosurrounding communities.LaPorteisseverelyunderservedwhenitcomestoretailopportunities. Cityleadersandcommunitystakeholdersareworkinghardtoaddressthisissue.La tƚƩƷĻ͸ƭlimitedretailsectoralsomeansitsgeneralfundwillnotdeclineasmuchas communitiesdependentonhouseholdspendingfortaxrevenue.Thisprovidesthe citytimetorefineitsrecruitmentstrategywhileretailersmodifybusinessplansto adjusttotheslowingeconomy. 1 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 EconomicdiversificationrequiresattractingbusinessesthatcantakeadvantageofLa tƚƩƷĻ͸ƭdiverselaborforce.LaPorteresidentscompriseonly11.7percentoftotal localemployment,withthebalanceofworkerscommutingfromsurroundingcities. GiventheheavyconcentrationofmanufacturingandconstructionfirmsinLaPorte, itisimportanttodiversifytheĭźƷǤ͸ƭemploymentbasetolimittheeffectsofa downturninthesetwosectors.Therefore,futureeconomicdevelopment recruitmentstrategiesshouldlinktheskillssetofcurrentLaPorteresidentswith industrytargets. QualityofplaceshouldbethecornerstoneofLaPortelongtermeconomic developmentefforts.LaPortehasarobusteconomywithlocalbusinessesemploying moreworkersthanlocalresidentsinthelaborforce.Limitedlandavailablefor developmenthindersmajorprojectslookingforagreenfieldsite.LatƚƩƷĻ͸ƭmost underutilizedresourcesareitsdowntown,historicbeach,andwaterfront.Thelackof amasterplanoroverarchingstrategytounitetheseelementsisanissue.Enhancing SylvanBeach,redevelopingdowntown,andimprovingMainStreetservesnotonlyto encourageeconomicgrowth,buttheseinitiativesdirectlyimprovethequalityoflife forcityresidents. 2 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 CityofLaPorteStudyArea LatƚƩƷĻ͸ƭtwoindustrialzones(BattlegroundIndustrialDistrictandBayportIndustrial District)arenotwithinitscitylimits.Asaresult,datasetsspecifictothecitylimitsofLaPorte undercountlocalbusinessactivity.Becausefirmslocatedintheindustrialdistrictspaidover $10.0millionͻźƓlieuofƷğǣĻƭͼin2008andemploythousandsofworkers,anyanalysisofLa Porteshouldincludetheseareas.Toaddressthisissue,TXPdefinedtheLaPorteͻ{ƷǒķǤ !ƩĻğͼbasedontwozipcodes:77571and77507(outlinedinredinFigure1).Whilenota perfectfitforLaPorteandtheindustrialzones,theStudyAreaboundariesprovidean appropriaterepresentationoftheĭźƷǤ͸ƭbusinessprofile.UnlessdenotedastheStudyArea, theinformationpresentedislimitedtoLatƚƩƷĻ͸ƭcitylimits(ex.populationestimates) highlightedingreeninFigure1. Figure1:CityofLaPorteStudyAreaΑZipCodes 3 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 TXPselectedanumberofLaPorteregionalpeercommunitiesbasedonemploymentand populationsize,geographiclocation,industrialmix,andresidentcommutingpatterns.The longtermdamagecausedbyHurricaneIkecreatedchallengesintheselection.TheCityof Galveston,forexample,wouldhavebeenanappropriatepeercommunityforassessingLa tƚƩƷĻ͸ƭtourismsector,butthemassivestormdamagehasdramaticallyalteredDğƌǝĻƭƷƚƓ͸ƭ future.BecauseLaPorteislandlockedandsurroundedbylargeindustrialcomplexes, suburbancommunitiestothenorthandwestofHoustonwerenotappropriate.The followingpeercommunitieswerechosen: CityofBaytown CityofDeerPark CityofLeagueCity CityofTexasCity Figure2:CityofLaPortePeerCommunities 4 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 PopulationGrowthTrends LatƚƩƷĻ͸ƭpopulationhasbeenslowlyincreasingoverthepastdecade.Thecurrent populationestimateforLaPorteisapproximately34,300residents.Since2000,thecityhas added2,200residents,anincreaseof6.9percent.LatƚƩƷĻ͸ƭmodestgrowthstandsinstark contrasttosignificantpopulationgrowthinpeercommunitiesandtheHoustonMSA.The TexasWaterDevelopmentBoardforecaststheĭźƷǤ͸ƭpopulationwillsurpass42,000by2030. Figure3:LaPortePopulationTrends&Forecast 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 20002001200220032004200520062007201020202030 Source:U.S.CensusBureau,TexasWaterDevelopmentBoard Figure4:PeerCommunityPopulationGrowthRate(2000to2007) 60% 50% 49% 40% 30% 20% 15% 14% 10% 7% 7% 5%7% 0% BaytownDeerParLaPorteLeagueCitTexasCitHarrisCountyStateofTexas kyy Source:U.S.CensusBureau 5 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 Table1:RegionalPopulationTrends BaytownDeerParkLaPorteLeagueCityTexasCityHoustonMSA Year 200066,56428,54632,04145,88241,7004,740,423 200166,96928,75832,84548,10242,5114,855,878 200267,68629,04933,38851,15842,6554,988,369 200368,05529,03333,67354,40342,6905,098,375 200468,04628,96233,66657,69443,2745,208,977 200569,31329,42433,62260,91743,9025,321,501 200670,01330,36634,54464,41044,4565,507,557 200770,13530,62834,26168,17844,4155,628,101 CAGR0.75%1.01%0.96%5.82%0.91%2.48% Source:U.S.CensusBureau Areviewofpopulationcomponentsuncoveredanumberofusefulfactorsrelatedtolabor forceavailability.First,themedianageofLaPorte(34.7yearsofage)ismuchhigherthanthe HarrisCountyaverageof32.6yearsofage.Second,over63.0percentoftheĭźƷǤ͸ƭcurrent populationiscomprisedofworkingagedresidentsdefinedbetweentheagesof18and65. Last,thepercentageofschoolagedchildren(betweentheagesof6and17)islowerinLa Portethanpeercommunities.Onaverage,LaPorteishometoalargepercentageof workingageadultsoryoungchildren.Thecombinationofthesetrends,isputtingupward pressureonLatƚƩƷĻ͸ƭmedianage,butoffersrelocatingandexpandingbusinessesa proximatelaborforce. Figure5:MedianAges(2005to2007Average) 35.5 35.0 35.0 34.5 34.7 34.0 34.2 33.5 33.0 33.1 33.0 32.5 32.632.6 32.0 31.5 31.0 BaytownDeerParkLaPorteLeagueCityTexasCityHarrisCountyStateofTexas Source:U.S.CensusBureauAmericanCommunitySurvey 6 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 EconomicBase&JobCreation LatƚƩƷĻ͸ƭemploymentbaseexpandedbetween2005and2006(thelastyeardatais availableatthesubcountylevel),adding3,200newjobsora10.8percentincreaseintotal employment.In2006,therewereapproximately29,300LaPortebasedbusinessemployees. TheManufacturing,Construction,andTransportation&Warehousingsectorsplayalarge roleintheLaPorteeconomy.Thesethreesectorsaccountformorethan60.0percentofLa tƚƩƷĻ͸ƭcurrenttotalemployment,comparedto21.6percentfortheHoustonMSAand51.5 percentDeerPark.Overthepasttwoyears,LatƚƩƷĻ͸ƭemploymentbasehaslikely contractedbecauseofdecliningnaturalresourceprices,fallinginternationaltrade,andthe nationalrecession.ContinuedgrowthatthePortCrossingCommerceCenterand redevelopmentactivityassociatedwithSylvanBeachParkrepresentthemostlikely opportunitiesforgrowthoverthenextfewyears.Overthelongterm,fillingretailtradegaps andexpandingtourismrelatedactivity(ex.MainStreetredevelopmentandBayportCruise Terminal)shouldhelpdiversifythelocaleconomy. Table2:CityofLaPorteStudyAreaEmploymentTrends Description20022003200420052006 Agriculture,Fishing&Hunting10716510 Mining,&OilandGasExtraction546543496869908 Utilities136105173175203 Construction3,9263,8724,5116,2107,555 Manufacturing8,0046,5686,9907,3227,703 WholesaleTrade1,5371,5881,4271,8162,108 RetailTrade1,078922919880829 Transportation&Warehousing2,2422,2992,2572,2772,366 Information3340313226 Finance&Insurance213197209199263 RealEstate,Rental&Leasing284258240240307 Professional&ScientificServices9661,1821,1721,2241,445 ManagementofCompanies1532791691319 Administration&Support7066727511,0181,316 EducationalServices1,3821,4471,4981,2371,622 HealthCare&SocialAssistance443339401414434 Arts,Entertainment,&Recreation157164163168152 Accommodation&FoodServices7977849201,006968 OtherServices533680776749805 PublicAdministration344348322336335 Total23,49022,29423,44126,19029,374 Source:TXP,U.S.CensusBureauLEHDProgram 7 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 Duetodatalimitations,specificcitylevelemploymentvaluesarenotavailable.Basedon industrialdistricts,zipcodes,ETJs,andcitylimits,TXPcreatedestimatesofemploymentby majorsector.Thepurposeofthisdatasetistohighlightwhichsectorsarestrongineachcity, notactualemploymentfigures. Table3:EstimatedRegionalEmploymentTrends(2006) LaPorteLeagueTexas BaytownDeerParkStudyAreaCityCity Description Agriculture,Fishing&Hunting19181012 Mining,&OilandGasExtraction3,3548779084022 Utilities27214720358188 Construction2,1725,2047,5551,206817 Manufacturing6,6084,1847,7031783,777 WholesaleTrade9119502,108434305 RetailTrade4,4879938291,2442,102 Transportation&Warehousing8174042,366251229 Information3564126225136 Finance&Insurance669305263503428 RealEstate,Rental&Leasing894229307196308 Professional&ScientificServices1,8599271,445977349 ManagementofCompanies27171985 Administration&Support1,6587701,316602709 EducationalServices4,4972,2441,6226,3771,483 HealthCare&SocialAssistance3,6294594341,2152,595 Arts,Entertainment,&Recreation3219152372157 Accommodation&FoodServices2,6915799681,4591,484 OtherServices1,140489805570344 PublicAdministration705176335307503 Total37,33019,01229,37416,22315,943 Source:TXP,U.S.CensusBureauLEHDProgram 8 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 LaborForceProfile Consistentwithaslowgrowingpopulation,LatƚƩƷĻ͸ƭemployedlaborforce(residentswho haveajobregardlessoflocation)hasheldsteadyoverthepast5to10years.In2006, roughly19,000LaPorteresidentswereemployed.Themanufacturingandconstruction sectorscapturethelargestpercentageofworkingLaPorteresidents.Eventhoughthecityis notstronginretailtrade,healthcare,oreducationoccupations,nearly1in4LaPorte residentsworkinthesesectors.ThedisconnectbetweenLaPorteresidentoccupationsand localjobsavailableindicatesalargenumberofresidentscommutetosurroundingcitiesfor workeachday. Table4:LaPorteStudyAreaResidentIndustrySectorEmploymentProfile Description20022003200420052006 Agriculture,Fishing&Hunting2732373832 Mining,&OilandGasExtraction652573536546559 Utilities208196208165144 Construction2,2822,0271,7851,9452,156 Manufacturing2,7762,4782,5882,3912,572 WholesaleTrade9439209311,0721,049 RetailTrade1,7781,6741,7031,7521,814 Transportation&Warehousing974967971955986 Information226207232198176 Finance&Insurance455395485486516 RealEstate,Rental&Leasing327335333343392 Professional&ScientificServices1,1871,2201,2391,2431,394 ManagementofCompanies1001351217686 Administration&Support1,0048989841,1081,231 EducationalServices1,8121,8861,9281,7161,833 HealthCare&SocialAssistance1,3121,3691,3881,3871,356 Arts,Entertainment,&Recreation201180222211173 Accommodation&FoodServices1,2901,2361,3991,3861,443 OtherServices586573642603598 PublicAdministration438438445414478 Total18,57817,73918,17718,03518,988 Source:TXP,U.S.CensusBureauLEHDProgram 9 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 Table5:LaPorteStudyAreaResidentLaborForceProfileversusIndustryBase(2006) LaPorte ResidentLaPorte DescriptionEmploymentBusinesses Agriculture,Fishing&Hunting0.2%0.0% Mining,&OilandGasExtraction2.9%3.1% Utilities0.8%0.7% Construction11.4%25.7% Manufacturing13.5%26.2% WholesaleTrade5.5%7.2% RetailTrade9.6%2.8% Transportation&Warehousing5.2%8.1% Information0.9%0.1% Finance&Insurance2.7%0.9% RealEstate,Rental&Leasing2.1%1.0% Professional&ScientificServices7.3%4.9% ManagementofCompanies0.5%0.1% Administration&Support6.5%4.5% EducationalServices9.7%5.5% HealthCare&SocialAssistance7.1%1.5% Arts,Entertainment,&Recreation0.9%0.5% Accommodation&FoodServices7.6%3.3% OtherServices3.1%2.7% PublicAdministration2.5%1.1% Total100.0%100.0% Source:TXP,U.S.CensusBureauLEHDProgram 10 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 LaborShedAnalysis Usingpubliclyavailabledataitispossibletoperformalaborshedanalysis.Thepurposeof thisanalysisistohighlight:1)whereLaPorteresidentsworkand2)whereLaPortebased businessemployeeslive.Theresultsareusefulinidentifyingfutureeconomicdevelopment targets,determiningworkforcegaps,andguidingfuturepublicsectorinvestment. In2006,approximately19,000cityresidentswereemployed.Atthesametime,LaPorte basedbusinessesemployed29,000workers.Hypothetically,ifallLaPortebasedjobswere firstfilledbylocalresidents,thenapproximately10,000workerswouldneedtocommuteto thecityeachday.However,datafromtheCensusBureauLEHDProgrampaintadifferent picture. In2006,only13.4percentofLaPorteresidentsworkedinthecity.OveronethirdofLaPorte workingresidentscommutedtoHoustoneachday.Otherlargeemploymentcenterswere Pasadena,DeerPark,andBaytown. ThesefindingscreatepositiveandnegativeimplicationsforLaPorte.BecauseLaPorte residentsworkthroughouttheregioninabroadrangeofindustries,thiscanhelpoffsetthe negativeeffectsofaslowdownintheĭźƷǤ͸ƭenergysector.ThedownsideisthatLaPorte basedbusinessespayhighwagestononlocalresidents.However,thefactthatworkerswill commutetoLaPorteforworkisagoodindicatorthatfuturetourismandqualityofplace projects(SylvanBeachandDowntown)wouldattractvisitorsfromneighboringcommunities. Table6:WhereEmployedLaPorteResidentsWork Description20022003200420052006 Houston39.2%38.8%38.1%38.3%37.2% LaPorte14.0%13.5%13.1%13.4%13.4% Pasadena9.8%10.2%9.4%9.1%9.4% DeerPark7.1%7.1%6.8%6.6%6.7% Baytown3.1%2.7%3.4%3.1%3.0% Webster1.4%1.6%1.6%1.8%1.5% LeagueCity1.0%0.9%1.1%1.3%1.3% Austin0.7%0.7%0.8%0.8%0.9% Seabrook0.5%0.8%0.8%0.9%0.8% Pearland0.6%0.8%0.9%0.7%0.8% AllOtherLocations22.5%22.8%24.1%24.0%25.0% Source:TXP,U.S.CensusBureauLEHDProgram 11 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 Figure6:WhereEmployedLaPorteResidentsWork Source:TXP,U.S.CensusBureauLEHDProgram Table7:WhereLaPortebasedBusinessEmployeesLive Description20022003200420052006 Houston18.1%18.0%17.5%17.2%18.1% LaPorte14.7%14.4%13.6%12.8%11.7% Pasadena10.6%10.3%10.2%10.0%10.2% Baytown6.4%5.9%6.2%6.0%6.3% DeerPark6.4%6.0%5.8%5.7%5.6% LeagueCity2.8%2.9%3.1%2.8%2.4% Pearland1.4%1.4%1.6%1.7%1.6% TexasCity0.9%1.4%1.2%1.5%1.5% Channelview1.3%1.4%1.3%1.2%1.3% Friendswood1.3%1.3%1.2%1.0%1.2% AllOtherLocations36.1%37.0%38.1%40.1%40.0% Source:TXP,U.S.CensusBureauLEHDProgram 12 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 Figure7:WhereWorkersLivewhoareEmployedbyLaPorteBusinesses Source:TXP,U.S.CensusBureauLEHDProgram 13 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 IndustryClusterAnalysis Industryclusteranalysisisacommonapproachusedineconomicdevelopmenttoevaluate theeconomicbaseofaregion,usuallyatthecountyormulticountylevel.Clustersarehighly integratedgroupsofbusinesseswithstrongverticalandhorizontallinkages.Notonlydoes industryclusteranalysisdescribethecurrentstate,butthistechniqueisoftenusedto identifyareasofrecruitmentopportunity.Industryclusteranalysis,however,isabroad conceptratherthanapreciseterm.Thereisnotaunifieddefinitionofindustryclustersor theirsubcomponents. Ingeneral,aclusterconsistsoffirmsandrelatedeconomicactorsandinstitutionsthatdraw productiveadvantagefromtheirmutualproximityandconnections.First,linkagesare establishedinwhichbusinessesbuildrelationshipswithexistingspecializedsupplierfirms throughoutaregion.Second,thesedevelopingclustersattractadditionalsupplierfirmsand supportingbusinessfromoutsideofthearea.Finally,bycreatingacriticalmassof production,labor,andinformation,relatedmanufacturersandsupplierfirmsareattractedto thesedevelopingclusterregionstotakeadvantageoftheexistinghumanandphysical infrastructure. Acomprehensiveanalysisofindustryclustertechniquesreleasedby TheBrookingsInstitute (MakingSenseofClusters:RegionalCompetitivenessandEconomicDevelopment,2006) highlightssevenclusterdriverscalledͻƒźĭƩƚŅƚǒƓķğƷźƚƓƭͼofclustering: Table8:ClusterIndustryMicrofoundations MicrofoundationsDescription LaborMarketPoolingStrongmarket/supplyforthedistinctiveskilledlaborneeded SupplierSpecializationLargenumberofindustrialcustomersinthenearbyarea createsufficientdemandtoenablesupplierstoacquireand operateexpensivespecializedmachinery KnowledgeSpilloversConcentrationofmanypeopleworkingonasimilarsetof economicproblemsproducesawidelysharedunderstanding ofanindustryanditsworkings EntrepreneurshipEntrepreneurshipincludesboththewillingnessofindividuals toformnewbusinessesandthewillingnessofownersof existingbusinessestoundertakenewideas PathDependenceandLockInSetofopportunitiesavailabletoanyparticularplacewillbe shapedbytheeconomicactivitiesithasalreadyestablished CultureCulturemaybeparticularlyimportantinhelpinglocal economiesandclustersadapttochangeovertime LocalDemandDemandinglocalconsumerscanpressurefirmstoinnovate andtomaintainandimproveproductquality,whichinturn improvestheircompetitivenessinothermarkets 14 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 TheBrookingsstudyconcludes,ͻLƷisdifficultforpublicpolicytocreatenewclusters deliberately.Instead,policymakersandpractitionersshouldpromoteandmaintainthe economicconditionsthatenablenewclusterstoemerge.Suchanenvironment,forexample, mightsupportknowledgecreation,entrepreneurship,newfirmformation,andthe availabilityofĭğƦźƷğƌ͵ͼ Thereporthighlightstherolethepublicsectorcanplayinclusterdevelopmentby microfoundation: LaborMarketPooling:labormarketinformation,specializedtraining SupplierSpecialization:brokering,recruiting,entrepreneurship,credit Knowledgespillovers:networking,publicsectorresearchanddevelopmentsupport Entrepreneurship:assistanceforstartups,spinoffs xtend,refine,andrecombineexistingdistinctivespecializations LockIn:worktoe Culture:acknowledgeandsupportclusterorganization LocalDemand:aggregateandstrengthenlocaldemand. ApplicationofIndustryClusterAnalysistoLaPorte Toassessthestrengthofaclusterinaregionaleconomy,thelocationfactorsarecalculated bycomparingtheclǒƭƷĻƩ͸ƭshareoftotallocalemploymenttotheĭƌǒƭƷĻƩ͸ƭnationalshare. Thisquotientwillyieldavaluegenerallybetween0.00and2.00,where1.00demonstratesan equalsharepercentagebetweenthelocalandnationaleconomies.Clusterlocationfactors greaterthan2.00indicateastrongclusteragglomeration,whilethoselessthan0.50indicate extremelyweakclusters. ThebiggestchallengeforperformingaclusteranalysisonLaPorteisdataavailability. Clustersaretypicallydefinedusing6digitNAICS(abusinessclassificationsystem).Giventhe employmentbasesizeofLaPorteandlinkagestoneighboringcities,detaileddataisnot readilyavailablebecausegovernmentagenciesͻƭǒƦƦƩĻƭƭͼdatatoprotecttheconfidentiality ofthebusinesses.Forexample,detailedemploymentandpayrolldataforthepetrochemical sectorisnotreleasedforLaPortebecauseitmightrevealspecificinformationaboutlocal firms.Therefore,TXPperformedaclusteranalysisusinglocationquotientsatthemajor NAICSlevel. 15 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 Table9:LaPorteStudyAreaIndustryConcentrations DeerLeagueTexas BaytownParkLaPorteCityCity Description Agriculture,Fishing&Hunting0.320.600.220.040.08 Mining,&OilandGasExtraction2.701.390.930.070.04 Utilities0.981.040.930.481.58 Construction0.753.553.330.960.66 Manufacturing1.872.332.770.122.51 WholesaleTrade0.420.861.230.460.33 RetailTrade1.110.480.260.711.22 Transportation&Warehousing0.490.481.800.350.32 Information0.590.130.050.860.53 Finance&Insurance0.470.420.240.810.70 RealEstate,Rental&Leasing1.120.560.490.570.90 Professional&ScientificServices0.690.680.680.840.30 ManagementofCompanies1.200.060.110.080.05 Administration&Support0.610.560.620.510.61 EducationalServices1.131.110.523.680.87 HealthCare&SocialAssistance0.970.240.150.741.62 Arts,Entertainment,&Recreation0.760.040.462.020.87 Accommodation&FoodServices0.920.390.421.141.18 OtherServices1.090.910.971.250.77 PublicAdministration0.810.400.490.811.35 Total 0.320.600.220.040.08 Source:TXP,U.S.CensusBureauLEHDProgram LaPortehassizeableconcentrationsofManufacturing,Construction,and Transportation&WarehousingclustersrelativetotheHoustonMSA.In2006,La Portewashometoover225establishmentsforthesethreesectorscombined. LaPortehasabelowaverageretailtradeclusterforacommunityofitssize.A2006 retailtradestudyperformedbyBuxtondeterminedthatLaPortedoeshavethe potentialtoattractnewretailersandrestaurants. KeyindustryclusterslessdevelopedinLaPortethantheHoustonMSAasawhole areHealthCare&SocialAssistance,EducationalServices,Accommodation&Food Services,andArts,Entertainment,&Recreation.TheproximitytotheGreater Houstonareawithalreadystrongclusters(ex.Kemah)aswellasgeographiclocation onthefareasternedgeoftheregionmightlimitgrowthinsomeofthesesectors. 16 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 UnemploymentRate Consistentwithastablepopulationbaseandlargenumberofresidentsworkingoutsideof thecity,LatƚƩƷĻ͸ƭunemploymentratehasfluctuatedbasedonregionaleconomictrends.In 2000,theunemploymentrateinLaPorteregistered3.2percent.By2005,the unemploymentratehadrisento4.4percent.Theresurgenceoftheoilandgassector createdaneconomicsurgeforthearea.Asaresult,theunemploymentratedroppedto3.6 percentin2007.Thecurrentnationaleconomicrecessionandfallingenergyprices,however havereversedsomeofthesejobgains.ThecurrentunemploymentrateinLaPorteis6.0 percent,abovetheHarrisCountyaverageforthefirsttimethisdecade. Figure8:LaPorteUnemploymentRate 8% LaPorteHarrisCountyStateofTexas 7% 6% 5% 4% 3% 2% 1% 0% 200020012002200320042005200620072008(Nov) Source:TexasWorkforceCommission Comparedtoitspeercommunities,LatƚƩƷĻ͸ƭrisingunemploymentrateisconsistentwith regionaltrends.InNovember2008,Texas/źƷǤ͸ƭunemploymentrateclimbedto9.3percent, or50.0percentgreaterthantheLaPortevalue.DeerParkandLeagueCityhavethelowest unemploymentratesat5.1percent5.3percentrespectively. 17 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 Figure9:RegionalUnemployment(November2008) 10% 9% 8% 7% 6% 5% 4% 3% 2% 1% 0% BaytownDeerParkLaPorteLeagueCityTexasCityHarrisCountyStateofTexas Source:TexasWorkforceCommission PerCapitaIncome&WageLevels WhileLatƚƩƷĻ͸ƭpopulationhasbeenslowlyincreasing,whencomparedtothestateasa whole,itsresidents'percapitaincomehaskeptup.LatƚƩƷĻ͸ƭpercapitapersonalincomeis 3.7percentabovetheTexasaverage,but4.7percentbelowtheHarrisCountyAverage.The 20052007averagepercapitaincomeforLaPorteis$24,176versustheHarrisCounty averageof$25,364.(Note,AmericanCommunitySurveyestimatesareusedtoproducethe percapitaincomestatisticsandarebasedondatacollectedovera3yeartimeperiod.The estimatesrepresenttheaveragecharacteristicsofpopulationbetweenJanuary2005and December2007anddonotrepresentasinglepointintime.) WagespaidtoLaPortebasedworkers,however,arewellabovestateandregionallevels.In 2006,theaveragesalarywas$57,195versustheHarrisCountyaverageof$51,932.LaPorte isalsooutperformingallofitspeercommunities. ItisnotpossibletoproducewageestimatesforLaPorteresidentswhoworkoutsideofthe city.BasedonananalysisofLaPorteresidentoccupations(Table4)andaveragewageand percapitaincometrends(Table11),however,itislikelythatresidentsearnlessthantheLa Portebasedaveragewage.LaPorteregistersthegreatestdisparitybetweenpercapita income(basedonplaceofresidence)andaveragewageperjob(basedonthelocationofthe firm).Thisindicatesmillionsofwagesareleakingtosurroundingcities. 18 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 Figure10:LaPorteAverageWageperJob $70,000 $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $0 2000200120022003200420052006 Source:U.S.CensusBureau,EconomicPlanningandCoordinationDivision Table10:RegionalPerCapitaIncomeandAverageWageTrends PerCapitaIncomeAverageWageperJob 2005to2007 2000Average20002006 AustinCounty$18,140$24,232$29,532$36,678 BrazoriaCounty$20,021$25,946$33,561$39,859 ChambersCounty$19,863$24,784$35,037$42,439 FortBendCounty$24,985$29,005$34,833$43,701 GalvestonCounty$21,568$26,204$29,333$38,170 HarrisCounty$21,435$25,364$41,339$51,932 LibertyCounty$15,539$17,720$24,435$30,355 MontgomeryCounty$24,544$29,279$31,563$39,429 SanJacintoCounty$16,144$17,900$21,187$24,887 WallerCounty$16,338$20,490$24,708$33,126 Baytown$17,641$20,165$35,734$41,169 DeerPark$24,440$27,313$49,964$56,881 LaPorte$21,178$24,176$46,135$57,195 LeagueCity$27,170$32,668$24,263$30,304 TexasCity$17,057$19,070$37,450$42,504 Source:TXP,U.S.CensusBureau,U.S.BureauofEconomicAnalysis 19 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 TourismSector TourismrelatedactivityisnotasignificantcomponentoftheLaPorteeconomy,butthecity doeshavealonghistoryofattractingvisitorstoSylvanBeach.Inrecentyears,SylvanBeach remainedapopulardestinationforfamilyoutingsandthePavilionhostedlocaleventsbefore itsclosingafterHurricaneIke.Currently,effortsareunderwaytoincreasetourismactivityin thearea.HarrisCounty,forexample,hascompletedaSylvanBeachParkMasterPlanandhas allocatedfundsforbeachreclamation.A2007hotelfeasibilitystudybyPKFconsultingfound thattheSylvanBeachareacouldsupporta250roomfullservicehotel,thoughnohotelhas yetexpressedinterestintheproperty.LaPorteisalsoexploringstrategiestolinkMain Street,the5PointsDevelopment,andSylvanBeach.Outoftownvisitorsstillspendmillions ofdollarsatlocalhotelsandshopseachyear.In2006,the$45.1millionindirectspendingby LaPortevisitorssupported400localjobsandgenerated$1.1millionintaxrevenue. Table11:AnnualEconomicImpactofLaPorteVisitorSpending DestinationStateTaxLocalTax SpendingEarningsReceiptsReceipts Year(millions)(millions)Employment(millions)(millions) $34.8$10.0400$0.9$2.4 2002 $35.5$9.9400$0.9$2.4 2003 $36.0$9.8380$0.8$2.4 2004 $42.2$11.1420$1.0$2.7 2005 $45.1$11.4410$1.1$2.8 2006 Source:OfficeoftheGovernor,EconomicDevelopmentandTourism Figure11:VisitorDestinationSpending(2008) $120 $100 $80 $60 $40 $20 N/A $0 BaytownDeerParkLaPorteLeagueCityTexasCity Source:OfficeoftheGovernor,EconomicDevelopmentandTourism 20 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 RetailTradeSector AreviewofarearetailsalesbytradesectorrevealsthatLaPorteisnotcapturingitsfullshare ofresidentspending.Thisfindingisconsistentwithstakeholderinputthatmanyresidents drivetosurroundingcommunitiestoshopineconomictermstheregionisͻƌĻğƉźƓŭͼretail salesdollars.Forexample,LaPortetaxableretailsalespercapitaarewellbelowpeer communities.In2007,LaPorteregistered$1,850taxableretailsalespercapitacomparedto $5,938forHarrisCounty.ThishasimportantimplicationsforLatƚƩƷĻ͸ƭoveralltaxbase becausethecitygeneratesclosetohalfofitsrevenuefrompropertytaxesorindustrial payments.AreviewofLatƚƩƷĻ͸ƭtotalsalestaxcollectionsoverthepast20yearsrevealsthat bigupticksincollectionsarecloselyrelatedanincreaseinthesalestaxrate(ex.economic developmentsalestaxorconstructionspendingbybusinesses),butnotnewretailactivity. Table12:PerCapitaRetailSalesSubjecttoSalesTax BaytownDeerParkLaPorteLeagueCityTexasCityHarrisCounty Year 2002$5,619$1,607$1,487$2,382$4,988$4,941 2003$5,381$1,655$1,494$2,288$4,473$4,825 2004$5,466$1,752$2,356$2,644$4,321$4,949 2005$5,844$2,751$2,492$3,130$4,371$5,281 2006$6,528$4,122$1,591$2,432$4,366$5,629 2007$7,024$4,220$1,844$3,176$4,561$5,938 Source:TXP,TexasComptrollerofPublicAccounts Figure12:AnnualLaPorteTotalSalesTaxRebates $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 Source:TXP,TexasComptrollerofPublicAccounts 21 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 RealEstateSector SinglefamilybuildingpermitactivityhasbeenhealthyinLaPorteoverthepastdecade.Data providedbytheTexasA&MRealEstateCenterandU.S.CensusBureau,however,indicates thatLaPortesinglefamilybuildingspermitslagtherapidgrowthinsomepeercommunities. Thisisnotasurprisegiventhelimitedamountoflandavailablefordevelopment.Future developmentwilllikelytakeplaceneartheBayForestgolfcourseoraslargelotsinthe westernportionofthecityaresubdivided.Overthepastfewyears,approximately100 singlefamilybuildingpermitswereissued. Figure13:LaPorteSingleFamilyBuildingPermitActivity 350 300 250 200 150 100 50 0 Source:U.S.CensusBureau Theaveragevalueofanewsinglefamilyhomein2007was$136,321.Usinganindustry standardof28percentofgrossincome,themaximumpercentageofmonthlygrossincome thatalenderallowsforhousingexpensesplusrecurringdebt,anewhomebuyerwouldneed toearn$40,000peryeartoqualifyforatraditionalloan.Comparedtopeercommunities,La Porteoffersoneofthelowestpricesforanewsinglefamilyhome.Themostexpensivepeer communitywasDeerParkat$181,123pernewhome.ItisworthnotingevenwithLatƚƩƷĻ͸ƭ relativelylowhousingcosts,themajorityofLaPortebusinessworkersdonotliveinthecity. 22 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 Figure14:LaPorteAverageValueperSingleFamilyDwellingUnit($) $160,000 $140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $0 20002001200220032004200520062007 Source:U.S.CensusBureau Figure15:AverageValueperSingleFamilyDwelling(2007) $200,000 $180,000 $160,000 $140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $0 BaytownDeerParkLaPorteLeagueCityTexasCityHarrisCountyStateofTexas Source:U.S.CensusBureau 23 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 Appendix:SurveyResults AvalancheConsultingispleasedtopresenttheresultsoftheForwardLaPorteEconomic DevelopmentSurvey.ThesurveywasconductedbetweenDecember2008andJanuary2009 togaininsightintolocalresidentsandĬǒƭźƓĻƭƭĻƭ͸opinionsabouteconomicdevelopment.A totalof301surveyswerecompleted. Acrosstheboard,surveyresponsesreflectedaconsistentthinkingamongLaPorteresidents. Citybeautification,MainStreetrevitalization,andSylvanBeachrevitalizationtopped ƩĻƭźķĻƓƷƭ͸economicdevelopmentpriorities.LatƚƩƷĻ͸ƭtopstrengthsareperceivedasbeing (1)publicsafety,(2)costofliving,(3)accesstohighereducation,and(4)qualityofK12 education.TheĭźƷǤ͸ƭperceivedweaknessesincludedretailshopping,downtown,artsand culture,andtheĭźƷǤ͸ƭappearance.ManyresidentsencouragedtheCitytoconcentrateon balancinggrowththroughcommunitydevelopmentversusindustrialrecruitment,revivingLa tƚƩƷĻ͸ƭhistoriccore,andofferingfamiliesenhancedentertainmentandrecreational opportunities. Methodology AvalancheConsultingkickedofftheprojectbydevelopinganonlinesurveyandthen presentedthedraftquestionstotheForwardLaPorteSteeringCommitteeforreview.After receivingtheirfeedback,AvalanchefinalizedthesurveyandlauncheditonDecember8, 2008.(AcopyofthesurveyisprovidedattheendofthisAppendix.) Toencourageresidentstoparticipateinthesurvey,Avalancheinitiatedamultifaceted promotionalcampaign: AvalanchedevelopedtheonlinesurveyutilizingQuestionProsoftware.Anonline formatwaschosentosavetimeandcost. Avalanchedevelopedasurveywebpagewhichcontainedalinktothesurvey. TheǞĻĬƭźƷĻ͸ƭURLwasprovidedtoSteeringCommitteemembersandothercivic leaders,andtheyinturnshareditwiththeircontacts. The BayshoreSun and HoustonChronicle wrotearticlesabouttheƭǒƩǝĻǤ͸ƭlaunch. Avalancheandthe BayshoreSun createdanadvertisementtoremindresidentsto takethesurvey.TheadswerepublishedintheJanuary18andJanuary21editions. Thesurveywasviewedby497people.Avalanchereceived301completesurvey questionnaires.Onaverage,ittookparticipants10minutestofinishthesurvey. ThesurveywascompletedonJanuary23,2009. SurveyDemographics Ofthe301residentswhocompletedthesurvey,60percenthadlivedinLaPortefor11years orlonger. 76percentofallrespondentswerecurrentlyemployed,withexactlyonehalfemployedbya companylocatedinLaPorteandtheotheronehalfworkingoutsideofthecity.Alarge majorityofsurveyparticipants(65.8percent)were45yearsoldorolder. 24 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 ThedemographicmixofsurveyrespondentscloselymatchedtheĭźƷǤ͸ƭpopulation demographics. AgeRange%ofSurveyParticipants 1824years2.8% 2534years10.4% 3544years21.0% 4554years31.6% 5564years20.2% 65+years14.0% EconomicDevelopmentQuestions Tokickofftheeconomicdevelopmentportionofthesurvey,Avalanchewantedto understandlocalƩĻƭźķĻƓƷƭ͸definitionofͻǞŷğƷcountsasƭǒĭĭĻƭƭͪͼineconomic development.84%ofthemsaidthattheyagreewiththefollowingdefinition: ͻ9ƓŷğƓĭĻķprosperityandqualityoflifeforLatƚƩƷĻ͸ƭresidentsandĬǒƭźƓĻƭƭĻƭ͵ͼ Next,weaskedrespondentstoratetheirsatisfactionlevelonavarietyofeconomic developmenttopics,fromeducationtoqualityoflifetocitygovernment.Participantsscored eachtopiconascaleof1(notsatisfied)to4(verysatisfied).Tohighlightafewofthe findings: AmajorityofrespondentswereeitherͻƭğƷźƭŅźĻķͼorͻǝĻƩǤƭğƷźƭŅźĻķͼwiththefollowing topics: Publicsafety(75.9%) Costofliving(75.8%) Highereducationopportunitiesinthearea(62.8%) Publiceducation(54.5%) Incontrast,amajorityofrespondentsindicatedthattheywereͻƓƚƷƭğƷźƭŅźĻķͼwiththe following: Retailshoppingandrestaurants(67.1%) Downtowndevelopment(63.4%) /źƷǤ͸ƭappearance(60.7%) Entertainmentandrecreation(60.0%) Artsandculture(56.3%) ExternalperceptionofLaPorte(54.1%) Transportationaccess(44.1%) Ontheremainingtopics,mostrespondentsfeltneutralontheavailabilityofvolunteer opportunitiesandlocalcooperation/sharedvision. 25 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 Figure16:HowsatisfiedareyouwiththefollowingaspectsofLaPorte? Not SatisfiedVery Satisfied Theabovefigureillustratestheaveragescoreforeachoption.Optionsreceivingascoreof 2.5orgreateraresatisfactoryforamajorityofLaPorteresidents,whilescoreslowerthan 2.5areareasinwhichresidentsseeneedforimprovement. RespondentswerealsoaskedtoratewhattheybelievetobeLatƚƩƷĻ͸ƭtopeconomic developmentpriorities.Qualityofplacetopicssuchasbeautification,downtown revitalization,andSylvanBeachstronglyrosetothetop.Interestingly,traditionaleconomic developmentroles,suchasbusinessrecruitment,localbusinessexpansion,andexternal marketingratedmuchlower. Figure17:WhataretheĭźƷǤ͸ƭtopthreeeconomicdevelopmentpriorities? 26 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 Thesurveycontainedseveralopenendedquestionsthatallowedparticipantstocomment ontheirviewoftheĭźƷǤ͸ƭgreateststrengthsandchallenges.Theywerealsoaskedtoprovide asinglewordorphrasethattheywouldliketobeusedtodescribeLaPorte20yearsfrom now. Alistofselectcommentsisprovidedattheendofthisdocument.Wealsosortedcomments accordingtosubjectmatter,andhavelistedtheresultsbelow.(Note,noteveryparticipant commented.) WhatisLatƚƩƷĻ͸ƭsinglegreateststrength? TopicNumberofResponses WaterfrontLocation/SylvanBeach95 Smalltowncharm58 LocationrelativetoGreaterHouston42 PeopleΛͻǞğƩƒͲͼͻŅƩźĻƓķƌǤͼΜ41 Petrochemicalandportindustries25 Publicsafety10 Cityleadership7 History6 LaPorteK12schools5 WhatisLatƚƩƷĻ͸ƭsinglegreatestweakness? TopicNumberofResponses Balancinggrowth/preservingĭźƷǤ͸ƭcharacter63 Appearanceofthecity60 AppearanceofMainStreet,specifically15 Newbusinessattraction,retailandentertainment47 Petrochemicalandportindustries39 Pollutionrelatedtoindustry,specifically12 Trafficrelatedtoindustry,specifically13 Externalperception/reputation17 Localpolitics/statusquothinking13 Flooding/hurricanes8 27 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 WhatisLatƚƩƷĻ͸ƭsinglegreateststrength?(sampleanswers) ͻDƚƚķdownhomeŅĻĻƌźƓŭͼ ͻ{ƒğƌƌtownattitudeandğƒĬźğƓĭĻͼ ͻ‘ğƷĻƩŅƩƚƓƷlocationanddiversityofŷƚƒĻƭͼ ͻŷĻplantsandƩĻŅźƓĻƩźĻƭͼ ͻ{ǤƌǝğƓ.Ļğĭŷͼ ͻtƩƚǣźƒźƷǤtoGalvestonBayandhistoricalroleintheBattleofSanWğĭźƓƷƚͼ ͻtƚƷĻƓƷźğƌforgrowth,notnecessarilyinsizebutinƨǒğƌźƷǤͼ ͻ{ƦğĭĻfordevelopmentthatwillbringintourismandĬǒƭźƓĻƭƭͼ ͻ{ǤƌǝğƓBeachPavilion,źƷ͸ƭreputationfromyearsofŷźƭƷƚƩǤͼ ͻtƩƚǣźƒźƷǤtoHouston,massiveemploymentbase,vitaltransportationƭǤƭƷĻƒƭͼ ͻЌ͵ЌmilesofGalvestonBayŅƩƚƓƷͼ ͻŷĻthingthatIhaveheardfromHurricanesupportworkersisthatwehavegreatdiƓĻƩƭͧͼ ͻCƩźĻƓķƌźƓĻƭƭͼ ͻ{ĻĭǒƩźƷǤandƷƩğƓƨǒźƌźƷǤͼ ͻtĻƷƩƚĭŷĻƒźĭğƌĬǒƭźƓĻƭƭͼ ͻLƷƭƦĻƚƦƌĻͧͼ ͻ{ƒğƌƌtownqualitieswhilebeingnexttoalargeĭźƷǤͼ ͻ\[ƚĭğƷĻķonacornerofamajorhighwaywithplentyoflandforķĻǝĻƌƚƦƒĻƓƷͼ ͻtƚƩƷofHouston,LPISD,andtheCityarefineexamplesofthestrengthofLatƚƩƷĻͼ eĭƚƒƒǒƓźƷǤͼ ͻ/ğƒğƩğķĻƩźĻofth ͻCƩźĻƓķƌǤpeopleincludingstoreandrestaurantƚǞƓĻƩƭͼ ͻhǒƩtownhasafinegroupofcitizens,manyofwhomIamproudtocallŅƩźĻƓķƭͼ ͻ!ŅŅƚƩķğĬźƌźƷǤofŷƚƒĻƚǞƓĻƩƭŷźƦͼ ͻWƚĬƭͲindustryandrecreationofGalveston.ğǤͼ ͻtğƩĻƓƷğƌinvolvementinschoolğĭƷźǝźƷźĻƭͼ ͻ{ƒğƌƌcitywithindustrytaxĬğƭĻͼ ͻIźƭƷƚƩźĭğƌsignificanceofthecityandtheğƩĻğͼ ͻ‘ğƷĻƩŅƩƚƓƷparksandhomes,olderneighborhoodswithŷźƭƷƚƩǤͼ ͻ{ŷźƦĭŷğƓƓĻƌͼ ͻŷĻhistoryofthedowntownarea/oldbuildings,thebayΑifcleanedǒƦͼ ͻ\[ƚǞĭƩźƒĻͼ ͻ/ğƩźƓŭĭƚƒƒǒƓźƷǤͼ 28 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 WhatisLatƚƩƷĻ͸ƭsinglegreatestchallenge?(sampleanswers) ͻtĻƚƦƌĻnotwantingƦƩƚŭƩĻƭƭͼ ͻ\[ğĭƉźƓŭinbeautification,nolocalƩĻƷğźƌͼ ͻ.ƌźŭŷƷͼ ͻ!ƷƷƩğĭƷźƓŭretailcustomersforLatƚƩƷĻ͸ƭĬǒƭźƓĻƭƭĻƭͼ ͻhƌķinğƦƦĻğƩğƓĭĻͶandmaybeinƭƦźƩźƷͪͼ ͻDĻƷƷźƓŭpeopleheretoappreciatetheĭźƷǤͼ ͻwĻƒğźƓźƓŭagoodplacetoraiseafamilywithoutsuccumbingtotheindustryandtƚƩƷͼ ͻwĻƭƷƚƩğƷźƚƓandredevelopmentofolddowntownwhilemaintainingtheoriginalƌƚƚƉͼ ͻhǝĻƩĭƚƒźƓŭthecurrentperceptionfrompeoplenotlivingorentertainingŷĻƩĻͼ ͻtƩƚƷĻĭƷźƓŭcitizenrightsagainstźƓķǒƭƷƩǤͼ ͻ.ƩźƓŭźƓŭmoretouristactivitytoLatƚƩƷĻͼ ͻCźŭŷƷźƓŭtheͷźƓķǒƭƷƩźğƌƒƚƓźƉĻƩ͸ͼ ͻLƒƦƩƚǝźƓŭschools.ResistingcontinuedindustrialŭƩƚǞƷŷͼ ͻvǒğƌźƷǤretaildevelopƒĻƓƷͼ ͻCƌƚƚķźƓŭźƭƭǒĻƭͼ ͻ!źƩqualitycausedbylocalźƓķǒƭƷƩǤͼ ͻYĻĻƦźƓŭussafefromtrafficproblemsandchemicalƌĻğƉƭͼ ͻ5ƚźƓŭsomethingwithSylvan.Ļğĭŷͼ ͻtğƷźĻƓĭĻ͵Realgrowthandqualityoflifecomesfromtime,perseverance,andhardǞƚƩƉͼ ͻDĻƷƷźƓŭmorepeopletotheĭźƷǤͼ ͻŷĻoverwhelmingpresenceofźƓķǒƭƷƩǤͼ ͻ!ĬźƌƷǤtoattracthigherendretail/diningĭĻƓƷĻƩƭͼ ͻDĻƷƷźƓŭcitizenstonotbeafraidtosupportĭŷğƓŭĻͧͼ ͻCĻǞactivities,nooutdoortrailsdespitetheĬğǤͼ ͻ\[źƒźƷĻķƭŷƚƦƦźƓŭͼ ͻ!ŭĻofinfrastructureandlackofrecreationalactivitiesthatwoulddrawƓƚƓƩĻƭźķĻƓƷƭͼ ͻ/ŷĻƒźĭğƌplantsandtheresultingƦƚƌƌǒƷźƚƓͼ ͻYĻĻƦźƓŭoursmalltownŅĻĻƌźƓŭͼ ͻ.ƌźŭŷƷĻķƓĻźŭŷĬƚƩŷƚƚķƭͼ ͻ5ƚǞƓƷƚǞƓshouldbedevelopedwithtourisminminķͼ ͻIƚƩƩźĬƌĻportƷƩğŅŅźĭͼ ͻtǒƷƷźƓŭpoliticalagendasğƭźķĻͼ ͻ5źǝźƭźƚƓͼ ͻLƓķǒƭƷƩźğƌĻƓĭƩƚğĭŷƒĻƓƷͼ ͻŷĻageofthecityandthefactthatitisinneedofafaceƌźŅƷͼ ͻwĻƭźƭƷğƓĭĻtogrowthandĭŷğƓŭĻͼ ͻƩǒĭƉƷƩğŅŅźĭͼ ͻbƚƷverymanyprogramsofferedforĭŷźƌķƩĻƓͼ ilapidatedbuildings,particularlyinķƚǞƓƷƚǞƓͼ ͻbǒƒĬĻƩofd ͻbƚtallpalmtreesorlushlandscapingtowelcomevisitorsandƩĻƭźķĻƓƷƭͼ 29 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 Inanidealworld,whatwordorphrasewillbeusedtodescribeLaPorte20yearsfrom now?(sampleanswers) ͻaƚƭƷbeautifulportcityintheǞƚƩƌķͼ ͻYĻǤinboostingcommerceoftheHoustonƩĻŭźƚƓͼ ͻ!greatplacetoliveandƦƌğǤͼ ͻ!ƓartisticĭƚƒƒǒƓźƷǤͼ ͻwĻǝźǝĻķͼ ͻ5ƚƚƩǞğǤtotheǞƚƩƌķͼ ͻCƩźĻƓķƌǤͲdynamicsmallĭźƷǤͼ ͻ/ƚğƭƷğƌcommunitybytheBaytolive,work,andƦƌğǤͼ ͻźĬƩğƓƷͲƩĻƓĻǞĻķͼ ͻaƚķĻƩƓandǝźğĬƌĻͼ ͻ!historiccitythathasgreatƒĻƒƚƩźĻƭͼ ͻ\[ğPorte,Yourportofğƌƌͧͼ ͻŷĻmostprosperoussmalltownintheƓğƷźƚƓͼ ͻ!ķĻƭƷźƓğƷźƚƓͼ ͻ!jewelonGalveston.ğǤͼ ͻ\[ğPorte,weareŅğƒźƌǤͼ ğŷͼ ͻŷĻnewKem ͻ!ƓoasisfromtheratraceofƌźŅĻͼ ͻ\[ğPorte:TheGulfCoastķĻƭƷźƓğƷźƚƓͼ ͻLƓǝźƷźƓŭandLƓķǒƭƷƩźƚǒƭͼ ͻ!modelportĭźƷǤͼ ͻ!walkable,mixedusecommunitywithmultipleincomesandhousingƷǤƦĻƭͼ ͻCǒƓbutĭƚǩǤͼ ͻŷĻͷƒğƭƷĻƩ͸ofbedroomĭƚƒƒǒƓźƷźĻƭͼ ͻ‘ĻfinallyhaveunderwearforƭğƌĻͧͼ ͻCğƒźƌǤfriendlyandprospĻƩƚǒƭͼ ͻ{ĻƌŅƭǒŅŅźĭźĻƓƷͼ ͻ/źƷǤontheƭǒƓƩźƭĻͼ ͻ/ƌĻğƓͲgreen,andƭğŅĻͼ ͻ!port,warehouse,andtransportationcenter~notaŷƚƒĻƷƚǞƓͼ ͻDğƷĻǞğǤtoIƚǒƭƷƚƓͼ ͻ{ĻƷyoursailsonLatƚƩƷĻͼ ͻtƌğǤŭƩƚǒƓķͼ ͻ/ƚƓƷĻƒƦƚƩğƩǤsuburbanƒĻƷƩƚƦƚƌźƭͼ ͻ.ĻğĭƚƓofǞƚƓķĻƩƒĻƓƷͼ ͻCƚƩǞğƩķƷŷźƓƉźƓŭͼ ͻ/ŷźƓğ͸ƭǞğƩĻŷƚǒƭĻͼ ͻ{ĻğƭźķĻƓƚƭƷğƌŭźĭͼ ͻ/ƚğƭƷğƌƩĻƌğǣğƷźƚƓͼ ͻ/źƷǤofHopeͼ ͻŷƩźǝźƓŭͼ 30 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 LegalDisclaimer TXPandAvalancheConsultingreservetherighttomakechanges,corrections,and/or improvementsatanytimeandwithoutnotice.Inaddition,TXPandAvalancheConsulting disclaimanyandallliabilityfordamagesincurreddirectlyorindirectlyasaresultoferrors, omissions,ordiscrepancies.TXPandAvalancheConsutlingdisclaimanyliabilityduetoerrors, omissions,ordiscrepanciesmadebythirdpartieswhosematerialTXPandAvalanche Consutlingreliedoningoodfaithtoproducethereport. Anystatementsinvolvingmattersofopinionorestimates,whetherornotsoexpressly stated,aresetforthassuchandnotasrepresentationsoffact,andnorepresentationis madethatsuchopinionsorestimateswillberealized.Theinformationandexpressionsof opinioncontainedhereinaresubjecttochangewithoutnotice,andshallnot,underany circumstances,createanyimplicationsthattherehasbeennochangeorupdates. 31 | City of La Porte, Texas - Economic & Demographic Assessment January 2009 Chapter 2: SWOT Analysis ECONOMIC DEVELOPMENT STRATEGIC PLAN CITY OF LA PORTE, TEXAS February 2009 1601 D West 6th Street Austin, Texas 78703 (512) 472-1555 info@avalancheconsulting.net TableofContents SWOT!ƓğƌǤƭźƭͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶ͵2 SWOTLƌƌǒƭƷƩğƷźƚƓͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶ͵͵3 {ƷƩĻƓŭƷŷƭͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶ͵4 ‘ĻğƉƓĻƭƭĻƭͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶ͵͵8 hƦƦƚƩƷǒƓźƷźĻƭͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶ͵͵10 ThreatsͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶ͵13 Target!ǒķźĻƓĭĻƭͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶͶ͵͵15 | City of La Porte, Texas – SWOT and Target Audience Analysis February 2009 SWOTAnalysis Aͻ{‘hͼanalysisevaluatesaĭƚƒƒǒƓźƷǤ͸ƭstrengths,weaknesses,opportunities,and threats.PerformingaSWOTAnalysisisasimplebutexcellenttooltohelpfocusaneconomic developmentstrategyanddevelopanactionplan. TheinformationpresentedinReport1,EconomicAssessment,providesananalysisofthe trendsimpactingtheCityofLaPorte.ThisSWOTAnalysistakestheinvestigationonestep further.Italsoconsidershowcloselythosetrendsalignwithinputreceivedthroughthe communitysurveyandinterviewsconductedforLatƚƩƷĻ͸ƭStrategicPlan.Contrasting quantitativeandqualitativeinformationrevealswhereLatƚƩƷĻ͸ƭtruestrengthsand weaknessesexist. StrengthsarethoseuniqueattributesofLaPortethatshouldbemarketedandbuiltupon. Thecityhasaremarkablenumberofassetsforacommunityofitssize.Itsbayfrontlocation, SylvanBeach,andhistoricMainStreetDistricttopthelist.Alsoincludedisthestrong industrialbasethatgeneratessubstantialtaxrevenueandhelpsLaPorteendureeconomic downturns.AlowcostoflivingandcloseproximitytoGreaterIƚǒƭƷƚƓ͸ƭworldclass educational,business,andculturalamenitiesareadditionalstrengths. WeaknessesarecharacteristicsthatcurrentlyhinderLatƚƩƷĻ͸ƭeconomicdevelopment. ToponthelististheĭźƷǤ͸ƭphysicalappearance,whichstemsfromaheavyindustrial presence.Localresidentsaredispleasedwiththeavailabilityofretailwithinthecitylimits, andLaPorteratesthelowestofitsneighborsinpercapitasalestaxgeneration.Whilethe bayfrontandMainStreetareassets,theircurrentdisconnectfromaplanningperspectiveis aweakness.Ashortsupplyofundevelopedlandcouldlimitfuturegrowth,whetheritcomes fromnewindustry,retail,orresidentialconstruction. OpportunitiesandthreatsarefactorsthataffectLatƚƩƷĻ͸ƭeconomicdevelopment potential.Thehighconcentrationofoilandgascompaniesinthecityisastrength,butalso posesathreatshouldtheindustrysufferadownturn.Increasingtrucktrafficfromindustry andportactivitythreatensLatƚƩƷĻ͸ƭqualityoflife.LatƚƩƷĻ͸ƭgreatestopportunitiesrevolve aroundimprovingqualityoflife.RevitalizingdowntownandSylvanBeach,connectingMain Streettothebayfront,beautifyingtheĭźƷǤ͸ƭphysicalappearance,andcontinuedinvestment inparksandtrailsarealltremendousopportunitiesthatwillpleaseresidentsandencourage thegrowthofamorediversemixofbusinesses. ThefollowingpagesprovideanillustrationofLatƚƩƷĻ͸ƭSWOTanalysisandadescriptionof eachtopic.Themarketingandeconomicdevelopmentrecommendationsthatwillbe 1 | City of La Porte, Texas – SWOT and Target Audience Analysis February 2009 includedinthefinalEconomicDevelopmentStrategywillaimtoaddresstheĭƚƒƒǒƓźƷǤ͸ƭ threatsandbuilduponitsopportunities. 2 | City of La Porte, Texas – SWOT and Target Audience Analysis February 2009 SWOTIllustration 3 | City of La Porte, Texas – SWOT and Target Audience Analysis February 2009 LatƚƩƷĻ͸ƭStrengths SylvanBeach/BayFront TheForwardLaPortesurveyaskedparticipantsto commentonLatƚƩƷĻ͸ƭsinglegreateststrength.The largestresponsecenteredontheĭźƷǤ͸ƭwaterfront locationandSylvanBeach.Theyaretrulyuniqueassets thatdistinguishLaPortefrommanyotherTexastowns. Abayfrontlocationhasallowedthegrowthofboth commercialandrecreationalamenities.LaPorteis locatedbetweenthePortofIƚǒƭƷƚƓ͸ƭtwoterminal WhatisLatƚƩƷĻ͸ƭsingle complexes:therecentlyopenedBayportIndustrial greateststrength? Complex,whichcontainstwoportterminalsanda TopicResponses cruiseterminal,andthe.ğƩĬƚǒƩ͸ƭCutContainer WaterfrontLocation95 Terminal.Together,thetwocomplexeshandle /SylvanBeach around1.6missionTEUs(twentyfootequivalent Smalltowncharm58 units)ofgoodsannually,whichrepresentsan estimated72percentofallcontainerizedcargointhe Locationrelative U.S.Gulf.ThecommerceflowingthroughPortof toGreaterHouston42 HoustonfacilitiesΑtheǞƚƩƌķ͸ƭsixthlargestportis Friendlypeople41 aneconomicengineandstrengthofthecity. Petrochemicaland portindustries25 RecreationalopportunitiesaboundatLatƚƩƷĻ͸ƭ historicSylvanBeach,waterfrontparks,neighboring Publicsafety10 HoustonYachtClub,andhomesites.SylvanBeachis Cityleadership7 thestarofLatƚƩƷĻ͸ƭbayfrontamenities.The32 acreparkwasafamousresortintheearlypartofthe History6 1900sandistheclosestbeachaccesstoGalveston LaPorteK12schools5 BayfromdowntownHouston.Locatedonthe propertyistheSylvanBeachPavilion,whichhosted Source:ForwardLaPortepublicsurvey, countlessdancesandothercommunityeventsover January2009 theyears.WhileЋЉЉБ͸ƭHurricaneIkeseverely damagedthe1,100footpierandPavilion,HarrisCountyandtheCityofLaPorteareworking onplanstorevitalizethepark.Thefirststepinthatprogressisthereconstructionofthe beach,whichisscheduledtobeginin2009. 4 | City of La Porte, Texas – SWOT and Target Audience Analysis February 2009 HistoricMainStreetDistrict Whenonenewresidentwasasked LatƚƩƷĻ͸ƭMainStreetisoneofonly59Texascitiesto howshechoseLaPorte,shesaid berecognizedbytheNationalTrustforHistoric thatsheconductedanational PreservationandtheTexasHistoricalCommission. searchbasedonthefollowing The/źƷǤ͸ƭMainStreetProgramaimstohelpMain criteria,andLaPortecameouton StreetLaPorteͻƩĻemergeasathrivingdowntown top: communityencompassinganappealinghometown atmosphereinauniquehistoricalbayfrontƭĻƷƷźƓŭ͵ͼ (1)Lowcostofliving ThetƩƚŭƩğƒ͸ƭAdvisoryBoardaddressesbuilding design,economicrestructuring,promotions,and (2)Lowcrime volunteerorganization. (3)Lowunemployment TheCityhasconcentratedonrevivingdowntown commercethroughtwogatewaydevelopments.The (4)Warmclimate firstwillanchortheHighway146entrancetoMain Streetwithanarchitecturalelementandanew restaurant.Thesecondinvolvesapublicplaza (5)Closetomajorcitywith locatedatthefivepointsintersection.Bothprojects culturalamenities havebeenfunded,anddesignandconstructionare slatedtobeginin2009. Asoneresidentstatedduringhisinterviewwith!ǝğƌğƓĭŷĻ͸ƭprojectteam,ͻ5ƚǞƓƷƚǞƓLa Portehasneverlookedsoŭƚƚķ͵ͼWhileimprovementswillcontinuewellintothefuture,the foundationforathrivingdowntownisinplace. StrongindustryBase Themanufacturing,construction,andtransportation/warehousingsectorsplayalargerole intheLaPorteeconomy.Thesethreesectorsaccountformorethan60percentofLatƚƩƷĻ͸ƭ currenttotalemployment,comparedto21.6percentfortheHoustonMSA.LatƚƩƷĻ͸ƭoil andgasindustryisresponsiblefor30to40percentoftheĭźƷǤ͸ƭoutput.Locationquotient analysisshowsthatLaPortehas3.3timesHoustona{!͸ƭconcentrationofconstructionjobs, 2.8timestheconcentrationofmanufacturingjobs,and1.8timestheconcentrationof warehousingandtransportationjobs.SalariespaidbyLaPortebusinessesaverage$57,200 peryear,higherthanneighboringcitiesandHarrisCounty. Eventhoughpopulationgrowthhasbeenslow,LatƚƩƷĻ͸ƭresidentsremainsteadily employed.ͻLŅyouwanttowork,youcanfindaƆƚĬͲͼtoutedoneresident.LatƚƩƷĻ͸ƭ industrybaseisastrengthforCitycoffersaswell.TheCityofLaPortehas118industrial districtcontracts,eachpaying$.62perdollarwithouttheCityprovidingservices.This 5 | City of La Porte, Texas – SWOT and Target Audience Analysis February 2009 significantincomestreamprovidestheCityfiscalcomfortandcapacitytoreinvestinthe community. LowCostofLiving LaPorteisanaffordableplacetolive.TheaveragevaluepersinglefamilydwellinginLa PorteislowerthanneighboringDeerPark,LeagueCity,ClearLake,aswellastheHarris CountyandTexasaverage.Propertytaxratesarelowerthanaveragecomparedtoother HarrisCountycities. LocationwithinGreaterHouston LaPorteislocatedwithintheƓğƷźƚƓ͸ƭfourthlargestmetropolitanareaandwithin20 minutesofdowntownHouston.Itsstrategicpositionallowsthebestofbothworlds,asmall townatmospheresituatedinsideofaninternationalhub. GreaterIƚǒƭƷƚƓ͸ƭassetsaretoomanytoname.Theareaishometomorethan60 universities,colleges,andotherdegreegrantinginstitutionswithacombinedenrollmentof 360,000.TwentysixFortune500companiesareheadquarteredinGreaterHouston.Ofthe ǞƚƩƌķ͸ƭ100largestnonU.S.basedcompanies,halfhaveoperationsintheregion.2.7million workersliveinthemetroarea.Inaddition,theareaishometoawidespectrumof internationallyrenownedperformingandvisualartsorganizations,culturalactivities,and recreationalamenities. CurrentandPlannedParks TheCityofLatƚƩƷĻ͸ƭparkssystemisastrength,andtheCityhasplanstomakeiteven better.Thesystemcurrentlyincludes18parkstotalingmorethan115acresofland. In2009,theCityiscommitting$250,000infundingforimprovementstoLittleCedarBayou Park,includingentranceimprovementsandclearinglandonthesouthtomakespacefor picnictables.TheParkisapopularspotwithabayfrontlocation,athleticfacilities,andwave poolthatdrawspeoplefromsurroundingcities. TheCityplanstospend$2$3millionconstructinga33acresportscomplexonCanada Road.Theparkwillincludetenbaseballdiamonds,andhasthepotentialtoattractgames andtournamentsfromacrosstheHoustonarea. LatƚƩƷĻ͸ƭimprovedtrailsystemiscurrentlyintheworks.In2009,theCitywillleta$1.8 millioncontracttoconstructa5.2milepavedpedestrianandbicycletrailthatconnects PasadenatoLaPorte.Inthenextfewyears,thePortofHoustonwillbebuildingbikepaths alongthewaterfrontthroughaƚƩŭğƓ͸ƭPoint.Thiscreatesanopportunitytoextendthe pathwaythroughtoSylvanBeach,LittleCedarBayou,ParkandtheHoustonYachtClub. 6 | City of La Porte, Texas – SWOT and Target Audience Analysis February 2009 Longerterm,theCityenvisionsthetrailconnectingthejuniorhighandhighschoolstothe waterfront. LowmaxArenarepresentsanotherassetintheCityofLatƚƩƷĻ͸ƭrecreationalamenities.The facility,builtintheearly1990s,hosts4Hclubactivities,equestrianevents,barrelracingand teamropingcompetitions.Itisopenforfreeridingonunscheduleddays.Recently,theCity installedlightingintheArena. 7 | City of La Porte, Texas – SWOT and Target Audience Analysis February 2009 Weaknesses PhysicalAppearance AccordingtotheForwardLaPortesurvey,60.7percentof residentsarenotsatisfiedwiththeĭźƷǤ͸ƭphysical appearance.Inaddition,whenaskedwhatthe/źƷǤ͸ƭtop economicdevelopmentprioritiesshouldbe,beautifyingthe ĭźƷǤ͸ƭappearancereceivedthehighestpercentageof responses. SalesTaxLeakage LaPorteisseverelyunderservedwhenitcomestoretailopportunitiesandisnotcapturingits fullshareofresidentspending.Duringinterviewsandsurveysconductedforthisstrategic planningprocess,manyresidentscomplainedaboutthelackofretailshoppingoptionswithin LaPorte.Datasupportsthisbelief.TheĭźƷǤ͸ƭretailsalesarefarbelowthatofneighboring communities.In2007,LaPorteregistered$1,850taxableretailsalespercapitacontrasted against$7,024inBaytown,$4,220inDeerPark,and$4,561inTexasCity. AshortageofretailsaleshasimportantimplicationsforLatƚƩƷĻ͸ƭtaxbase.Almostonehalf oftheĭźƷǤ͸ƭrevenuecomesfromindustrialpaymentsandpropertytaxes.Whileasteady baseofindustrialtaxrevenueispositiveforthe/źƷǤ͸ƭgeneralfund,supplementalretailsale taxeswouldhelpbalanceLatƚƩƷĻ͸ƭrevenueagainstindustrydownturn. Thecurrenteconomicrecessionhasslowedretailexpansion,andseveralmajorretailershave declaredbankruptcy.ThisprovidesLaPortetimetoprepareforretaildevelopmentand refineitsrecruitmentstrategy. DisconnectedMainStreetandBayFront AccordingtoEmmaCƚǣǞƚƩƷŷ͸ƭ book ͻŷĻRomanceofOldSylvan LatƚƩƷĻ͸ƭhistoricMainStreetandSylvanBeachPark th .ĻğĭŷͲͼ inthelate19Century aretopstrengths.AlthoughSylvanBeachislocated ͻĬƚğƩķwalkswerebuiltfromthe lessthanonemilefromthefivepointsintersection, bayshoreareatoMainStreetalmost thereiscurrentlynopathway,signage,branding,or amileawaysothatlocalpeople cleartransportationrouteconnectingthetwo. couldhaveaccesstothepicnic groundsandhotelwithoutgetting IntraCityCommunication theirhightopshoesandlongskirts Interviewsandresidentsurveysrevealedadegreeof muddy.Woodenplanksservedas misinformationamongresidentsaboutthe/źƷǤ͸ƭ sidewalksformanyyearsinnew activities.Insomecases,residentsweresimply ƷƚǞƓƭ͵ͼ unawareofpositivethingsthattheCityisdoing.In 8 | City of La Porte, Texas – SWOT and Target Audience Analysis February 2009 otherinstances,residentsfeltfrustratedaboutsituationsthattheCityisactivelyremedying. ImprovedcommunicationbetweentheCitygovernmentandlocalresidentswouldbe beneficial. LimitedUndevelopedLand RedevelopmentopportunitiesaboundinLaPorte,butgreenfieldsitesavailablefornew constructionarelimited.Althoughretailisatargetofeconomicdevelopmentefforts,the ĭźƷǤ͸ƭonlymajorswathsoflandthatcouldbesuitableforlargescaleretaildevelopmentare theLakesofFairmontGreenandthePreserveatTaylorLakeproperties. EconomicDiversification FiftypercentofLaPortejobsareinthemanufacturingandconstructionsectors,asopposed to14percentforthestateofTexas.Industrypresenceisanimportantstrengthofthecity, butthelackofeconomicdiversificationisaweaknessandpotentialthreattosustaininglong termeconomichealth.Giventheheavyconcentrationofmanufacturingandconstruction firmsinLaPorte,itisimportanttodiversifytheĭźƷǤ͸ƭemploymentbasetolimittheeffectsof adownturninthesetwosectors.Therefore,futureeconomicdevelopmentrecruitment strategiesshouldlinktheskillssetofcurrentLaPorteresidentswithindustrytargets. Theheavyconcentrationofmanufacturingandconstructionjobsdoesnotmeanthata similarportionofresidentsworkinthosefields.Only11percentofLatƚƩƷĻ͸ƭlaborforce actuallyworksinthecity.Onequarterofresidentsareemployedintheeducation,retail, andhealthcaresectors.Overthelongterm,fillingretailtradegapsandexpandingtourism relatedactivityshouldhelpdiversifythelocaleconomyandbenefitresidentsbyproviding employmentopportunitiesclosertohome. 9 | City of La Porte, Texas – SWOT and Target Audience Analysis February 2009 Opportunities DowntownRedevelopment TheForwardLaPortesurveyrevealedthatresidents considerdowntownrevitalizationtobeoneoftheĭźƷǤ͸ƭ topthreeeconomicdevelopmentpriorities.The gatewayandfivepointsplazaprojectsareapositive start,ͻĬƚƚƉĻƓķźƓŭͼaredevelopmentopportunity alongMainStreet.Therecentlyapprovedfaçadegrant programisanotherstepintherightdirection.The programcovers50percentofcostsoffaçade improvementsupto$50,000. TheCityofLaPortehasatremendousopportunitytofurtherrampuptheredevelopmentof theMainStreetDistrict.AhealthydowntowniscriticallyimportanttotheĭźƷǤ͸ƭabilityto attracttouristsandretailers. SylvanBeachImprovement SylvanBeachisLatƚƩƷĻ͸ƭhistoriccornerstoneandisatrulyuniqueasset.Although communityopinionvariesaboutwhatexactlytodowiththePavilionbuilding,butonedesire ispervasiveacrossallresidents:SylvanBeachimprovementisapriority.The/źƷǤ͸ƭfirst stepsaretorestoreanderosionproofthebeach.TheStateprovidedLaPorte$3.5million fortheproject.Whencomplete,LaPortewillhavea1,000footsandbeach. Withintheyear,HarrisCountyisexpectedtodeliveritsassessmentoftheSylvanBeach WhataretheĭźƷǤ͸ƭtopthreeeconomicdevelopmentpriorities? 10 | City of La Porte, Texas – SWOT and Target Audience Analysis February 2009 Pavilionbuilding.The/źƷǤ͸ƭ courseofactioninpart dependsonthe/ƚǒƓƷǤ͸ƭ report.Otherfactorsareat playinthedecisionaswell, andtherearebothprosand consofremodelingthe currentbuilding.Onone hand,LaPortehasashortage ofeventandmeetingspace.ThePavilionhashistoricandemotionalsignificancetoLaPorte, anditsmidcenturyarchitectureisinteresting.Ontheotherhand,however,thePavilion coststheCityofLaPortearound$50,000eachyeartomaintain.Itsufferedsignificant hurricanedamagethatwillbecostlytorepair,andthespaceitselfwouldrequire reconfiguringifitweretofunctionasaneventcenter.Eitherway,successfulimprovement ofSylvanBeachhingesonsettingafirmdirectiononthefateofthePavilionandactingonit inatimelymanner. AnotheropportunityrelatedtotheimprovementofSylvanBeachisthereconstructionofthe pier.BadlydamagedbyhurricaneIke,theCityhasanopportunitytoeitherrebuildthepier initscurrentlocationormovethepiertothenorthendoftheparksothatthesandbeach canbecontiguous.Althoughapprovalformovingthepieraddstimetotheprocess,itcould beaworthwhilesteponbehalfofthelongtermappearanceofthepark. Beautification ImprovingtheĭźƷǤ͸ƭphysicalappearanceisapriorityofLatƚƩƷĻ͸ƭresidentsandrepresents anopportunityfortheCity.Beautificationinitiativesareavisiblerepresentationofthe/źƷǤ͸ƭ commitmenttomeetingƩĻƭźķĻƓƷƭ͸needs.LikedowntownandSylvanBeachimprovement, beautificationwillenhancetheĭźƷǤ͸ƭabilitytoattracttourists,retailers,andnewresidents. ͻ.ĻğǒƷźŅźĭğƷźƚƓͼencapsulatesavarietyofactivitiesfromgarbageremovaltocode enforcement,landscaping,publicart,andbuildingdesign.Theinitiativeshouldbeginwith the/źƷǤ͸ƭownbuildingsandproperties.Encourageresidentstopayattentiontoqualityby ensuringthatCityownedspacesareattractive. AttractingTourists Fromitsearliestdays,LaPortewasdestinedtoattracttourists.Thenameͻ\[ğtƚƩƷĻͼitselfis FrenchforͻƷŷĻķƚƚƩͲͼandthenamewaschoseninthe1800sasawelcometovisitors. Duringthe1920sand1930s,SylvanBeachrosetonationalprominenceasavoguevacation spot.ThegrowthoftheoilandgasindustryinLaPortewasaccompaniedinstepbyadecline 11 | City of La Porte, Texas – SWOT and Target Audience Analysis February 2009 inthetourismindustry.NownearlyacenturyaftertheheydaysofSylvanBeach,theCityof LaPorteonceagainseekstorolloutitswelcomemat. TourismrepresentsanopportunityforLaPortetodiversifyitseconomy,butitwillnotreach itsfullpotentialunlesstheCityinvestsinbeatification,downtownrevitalization,andSylvan Beachimprovements. Attractingacruiseshipcarriertoneighboring.ğƩĬƚǒƩ͸ƭCutorBayportTerminalswouldbea significantboosttourismgrowth,butnotcriticaltosuccess.Daytravelersandovernight travelerscomingfromtheGreaterHoustonandbeyondrepresentenormouspotentialas well.GoodhighwayaccessandtheLaPorteMunicipalAirportmakeiteasyfortravelersto gettothecity.AccordingtoTravelIndustryAmerica,weekendtravelisincreasingin popularity,andthenumberofvacationslastingoneweekorlongerisdiminishing.More than50%ofAmericanadultstakeatleastoneweekendtripeachyear,and30%takefiveor moreweekendtrips.Manyweekendtripsareplannedlessthantwoweeksbeforetravel. Citiesandsmalltownsaretopweekenddestinations(30%),followedbybeaches(16%), mountains(10%),lakes(4%)andamusementparks(3%). RetailReadiness Asdescribedintheͻ‘ĻğƉƓĻƭƭĻƭͼsectionofthisreport,LaPortegenerateslessthanone halfofpercapitaretailspendingcomparedtoothercitiesinthearea.Attractingretailersto thecityisanopportunity. Settingretailasaneconomicdevelopmenttargetisatrickyproposition.Mostnationaland regionalretailershavesophisticatedmodelstodeterminethelocationofnewstores. Populationnumbersarekeydriversinthedecisionmakingprocess. ThisdoesnotruleoutLaPorteforfutureretailgrowth.Ratherthanlaunchinganexternal marketingefforttorecruitretailers,LaPorteshouldutilizeitstimeandenergymakingsure retailershaveasitetobuildonshouldtheychoosetolocateinthecity.Anotheropportunity istoofferlocalresidentsagoodlevelofsupportforstartingtheirownbusinesses.Locally grown,nicheretailwillbeagoodcomplementtodowntownrevitalization. 12 | City of La Porte, Texas – SWOT and Target Audience Analysis February 2009 Threats TruckTraffic Thesuccessofthepositivequalityoflifeopportunitiesin LaPortecouldbethreatenedshouldindustryandport relatedtrucktrafficcontinuetoheighten.Althougha necessarypartofcommerce,safetyandenvironmental issuesrelatedtotrucktrafficareofseriousconcernto localresidents.Toremedy,theCityneedstoactively planforroadwayimprovementsandtruckroutingaway fromlifestyleandtourismamenities. WhatisLatƚƩƷĻ͸ƭsingle greatestweakness? OilandGasIndustryDownturn TopicResponses Asdescribedintheͻ‘ĻğƉƓĻƭƭĻƭͼsectionofthisreport, Balancinggrowth/ LatƚƩƷĻ͸ƭconcentrationofindustrycloselytiesthe preservingĭźƷǤ͸ƭcharacter63 ĭźƷǤ͸ƭeconomytotheebbandflowoftheoilandgas industry.Thisposesapotentialthreattothe Appearanceofthecity60 communitythatcanbeaddressedbyattractingamore AppearanceofMain diverseeconomicmixintothecommunity. Street,specifically15 Newbusinessattraction, ExternalPerception retailandentertainment47 WhatdooutsidersthinkaboutLaPorte?Accordingto Petrochemicaland theForwardLaPortesurvey,aportionoflocalresidents portindustries39 believesthatLaPortehasapoorreputation.Anegative externalperceptionthreatensLatƚƩƷĻ͸ƭabilityto Pollutionrelatedto industry,specifically12 attractnewresidents,businesses,andtourists. Changinganexternalimagestartsathome.Internally, Trafficrelatedto industry,specifically13 howdoresidentstalkaboutthecity?Wordofmouth impressionsquicklyspreadoutsideofacommunity. Externalperception/ HowdoesthecityappeartopeopledrivingthroughLa reputation17 Porte?Aclean,consistentappearancespeaksvolumes Localpolitics/status aboutthequalityofacity. quothinking13 Flooding/hurricanes8 Flooding WhenaskedwhatresidentswouldsayisLatƚƩƷĻ͸ƭ Source:ForwardLaPortepublicsurvey, January2009 numberonepriority,severalintervieweesreplied, ͻŅƌƚƚķƦƩĻǝĻƓƷźƚƓ͵ͼPerhapsHurricaneLƉĻ͸ƭrecent 13 | City of La Porte, Texas – SWOT and Target Audience Analysis February 2009 damageinfluencedthecomment,butitisanaccurateassessment.Hurricanesareafactof lifeforGulfCoastcommunities,andthedamagetheycauseposeathreattocommunity improvements. GrowthManagement OneofLatƚƩƷĻ͸ƭgreatestchallengeswillbetomanagegrowthinawaythatpreservesthe ĭźƷǤ͸ƭcharacterandauthenticity.TheForwardLaPortesurveyrevealedthatresidents believegrowthmanagementistheĭƚƒƒǒƓźƷǤ͸ƭgreatestweakness.Thepetrochemical industrywillcontinuetoexpandinLaPorte,andbothportterminalswillcontinuetoup trafficvolumes.Developingandcommittingtoamasterplaniscriticaltoensuringthatthis growthdoesnotthreatenthe/źƷǤ͸ƭqualityoflife. 14 | City of La Porte, Texas – SWOT and Target Audience Analysis February 2009 TargetAudiences AstheSWOTAnalysisindicates,LaPorteisinauniquepositionrelativetoothercities.Most economicdevelopmentinitiativeshappeningintheU.S.todayconcentrateonrecruitinghigh wage,highcapitalinvestmentbusinessesintotheircommunities.LatƚƩƷĻ͸ƭenviable positionisthatithasawealthoftheseemployersalready. Instead,thefocusofeconomicdevelopmentinLaPorteisqualityoflife.Itsaudiencesare individualsandbusinessesthatenhancetheĭźƷǤ͸ƭlivabilityandareattractedtoLatƚƩƷĻ͸ƭ uniqueamenities.Theyinclude: Tourists.LaPorteshouldfocusonattractingdayvisitorsfromtheGreaterHouston area.Acruiseshiplinedockedat.ğƩĬƚǒƩ͸ƭCutorBayportopensopportunityto targetindividualstravelingfromotherpartsofTexasandneighboringstates.These individualsmightstayovernightintheareabeforeoraftertheircruise. Retailers.ͻ.ǒźƌķitandtheywillĭƚƒĻͲͼshouldbeLatƚƩƷĻ͸ƭmottoforrecruiting retailersintothecity.Ensurethatthecityhastheappropriateinfrastructureand policiesinplacetoattractretailers.Bigretailchainsanddevelopmentswillrequirea sizable,shovelreadyproperty.Nicheretailers,suchasthetypethatwouldlocatein theMainStreetDistrictorneighborhoodcenters,needattractivespace,quality control,andassuranceofadequatelocaldemand. HospitalityBusinesses.AsLaPorteinvestsinitstourismamenities,hospitality businessesbecomeanaturaltarget.Fullservicerestaurantsareaprimetarget immediately.Longterm,smallgrocers,wellnessbusinesses,artstudios,andbed andbreakfastswillfitwellinLaPorte.TheCitymightevenconsiderrecruitinga hospitalitytrainingacademyasananchorforthissector. RealEstateDevelopers.Severalofthelargerprojectsunderconsiderationbythe cityshouldinvolvearealestatedevelopmentcompany. LatƚƩƷĻ͸ƭEconomicDevelopmentStrategywillcontainspecificrecommendationsonwhat theCityshoulddotoprepareforandmarkettotheaboveaudiences. 15 | City of La Porte, Texas – SWOT and Target Audience Analysis February 2009 Chapter 3: Strategic Plan ECONOMIC DEVELOPMENT STRATEGIC PLAN CITY OF LA PORTE, TEXAS May 2009 1601 D West 6th Street Austin, Texas 78703 (512) 472-1555 info@avalancheconsulting.net Table of Contents Acknowledgements……………………………………………………. 2 Introduction…………………………………………………………….. 3 Section 1: Community Development Policy Review………………. 4 Section 2: Strategic Plan……………………………………………… 17 Appendix: Incentive Policy Example………………………………….. 35 1 Forward La Porte Economic Development Strategic Plan I 2009-2013 Acknowledgements Avalanche Consulting, TXP, and Gateway Planning would like to thank the City of La Porte’s City Council, staff, and Economic Development Board for their tireless support throughout the course of this project. We would also like to recognize the input and support of the members of the project Steering Committee for setting aside their time and providing invaluable insight during the creation of this Economic Development Strategic Plan. Members of the Steering Committee included: Stephen Barr – Parks and Recreation Manager, City of La Porte Ron Bottoms – City Manager, City of La Porte Martha Gillett – City Secretary, City of La Porte Karen Gregory – Economic Development Director, CenterPoint Energy Gary Huffman – Plant Manager, Invista John Joerns – Assistant City Manager, City of La Porte Susan Muha – San Jacinto College District Russell Plank – Principal, National Property Holdings Jeff Suggs – Emergency Management, City of La Porte Tim Tietjens – Planning Director, City of La Porte Debbie Westbeld – Economic Development Coordinator, City of La Porte In addition, the project team greatly appreciates the many other community leaders who contributed insight during interviews and focus groups. Their input helped shape this plan. These individuals included: Katherine Aguilar, Resident Ronda Lunsford, Main Street Advisory Board Margaret Anderson, Main Street Advisory Board Shar Lynch, Main Street Advisory Board Nick Barrera, Planning & Zoning Commission Georgia Malone, La Porte City Council Barry Beasley, La Porte EDC Board Member Bill Manning, Jr., Main Street Advisory Board John Black, La Porte City Council Ed Matuszak, Main Street Advisory Board Jerry Carpenter, Main Street Advisory Board J.J. Meza, TIRZ Board Member Mike Clausen, La Porte City Council Tommy Moser, La Porte EDC Board Member Chuck Dibala, Imperial Homes Mike Mosteit, La Porte City Council Dennis Dunham, Resident Fred Muston, La Porte Heritage Society Chuck Engelken, La Porte City Council Pat Muston, La Porte EDC Board Member Mark Follis, Main Street Advisory Board Bob Pizzitola Debra Gallington, Main Street Advisory Board Alton Porter, Mayor David Janda, Planning & Zoning Commission Louis Rigby, La Porte City Council Paul Larson, Main Street Advisory Board Garson Silvers, Silvers Development Co. Hal Lawler, Planning & Zoning Commission Adam Yanelli, Bayshore Sun Bill Love, La Porte EDC Board Member 2 Forward La Porte Economic Development Strategic Plan I 2009-2013 Introduction The economic development environment facing the City of La Porte and other Texas communities has changed significantly over the past twenty years. Economic development was once largely about corporate relocation and expansion, with cost considerations the driving force and the competition almost entirely domestic. Today, while competition from other communities has never been fiercer, there a variety of additional considerations shaping the overall competitive landscape. These factors include, but are not limited to: the influence that quality of place has on economic growth; the emerging role of the “creative class;” the convergence of retail, tourism, entrepreneurship, and industry in economic development planning; and globalization. La Porte has long been a center of commerce and industry, and its bayside location has attracted residents seeking a coastal lifestyle. The desire to refresh the city’s appearance, build on its core assets, and continue to increase leisure opportunities inspired this economic development strategy. Local leaders recognize that quality of life is critical to helping local businesses and residents thrive. La Porte is home to many unique assets. Currently, some of those assets are not well linked or leveraged. Better connecting La Porte’s historic downtown district, the renaissance of Sylvan Beach, and diversifying residents’ leisure and job options can transform La Porte into one of the most desired destinations in the Greater Houston Area. Success is dependent on a well executed planning effort that can be implemented and sustained long into the future. Planning Process Crafting La Porte’s economic development strategy involved large-scale community input. Through the course of this project, the consulting team interviewed 42 local leaders and surveyed more than 300 residents. Their input, combined with economic research, formed the platform on which the goals and recommendations in this plan were founded. The six-month planning process began in November 2008. Prior to this document, the consulting team provided city leaders with two reports that form the initial chapters of the strategy: a Community Assessment Report and a SWOT Analysis / Target Audience Report. Both reports were presented to the Steering Committee for review and finalized based on their comments. This final chapter of the strategy contains two sections. The first is a review of the City’s community development policies. The second contains La Porte’s economic development mission, vision, goals, and strategies. It is accompanied by an implementation calendar, estimated budget, and performance metrics. 3 Forward La Porte Economic Development Strategic Plan I 2009-2013 Section 1: Community Development Policy Review La PorteÔs New Opportunity Ï Place-Based Economic Development The Greater Downtown of La Porte offers a unique opportunity to link multiple destinations that serve a broad market. The prospects to grow synergistically two different kinds of retail markets (destination and local service), a tourism base and downtown living can establish La Porte as one of the best places in the Houston Region to live and visit. Sustainable development today means harnessing and coordinating real estate development, architecture, urban planning and public-private partnerships. The nature of economic development has changed, necessitating a review of current land use planning practices. Not so long ago, economic development was mostly focused on recruiting businesses to locate in your community. That is still important. But today, economic development has become firmly connected to place and the environment. “Quality of life” was once just a buzzword used as the calling card of the local neighborhood activist. As measured by the quality of our neighborhoods, our cities and our regions, quality of life has now become a bottom-line factor for many business decisions. Why? Business decisions continue to be driven by competition. And competition is more and more about recruiting the best talent—people who have the luxury of living and working wherever they desire. Accordingly, attracting the best and the brightest means that companies must also provide access to an attractive quality of life in addition to merely providing competitive compensation. Similarly, tourism has become a growing part of the economy, especially for those communities that can harness historical, local assets such as Sylvan Beach. The tendency towards more local spending because of the economy—rather than longer trips, and La Porte’s location in the Greater Houston Region, position La Porte to draw tourists out of its own community and from those living within the larger region. This strategy takes advantage of the fact that economic development now is inextricably tied to sustaining quality of life, fundamentally creating the concept of sustainable economic development. A planning approach that takes advantage of this opportunity is the New Urbanism. The goal of New Urbanism is to remarry real estate development, architecture and urban planning. New Urban projects can include downtown redevelopment, infill and large-scale new growth in suburban greenfield locations. Based on time-tested neighborhood design principles, the New Urban approach to growth and development gained some traction in 1991. That year, the Local Government Commission, a California-based non-profit promoting healthy, walkable and resource-efficient communities, invited a group of urban architects to develop a policy for planning sustainable communities. 4 Forward La Porte Economic Development Strategic Plan I 2009-2013 Named the “Ahwahnee Principles” after the location of their formal presentation to a group of public officials, these Principles include the supposition that “planning \[should\] form complete and integrated communities containing housing, shops, work places, schools, parks and civic facilities essential to the daily life of the residents.” The Principles also call for a diversity of housing types and transportation options within each neighborhood. The environment plays a central role, too, as the Principles call for respect for the natural site conditions and the environmental resources of areas to be developed. At the regional level, the Principles call for connected greenbelts, the locating of civic infrastructure in downtowns as well as transportation networks built around both roads and transit. In terms of implementation, the document calls for comprehensive planning that is community-based. These principles provide support for the strategy of Sustainable Economic Development for La Porte: Main Street is positioned to provide a community gathering place to anchor expanding residential urban living in the Greater Downtown. Downtown La Porte has the opportunity to link this expanding opportunity for urban living to the natural assets of the area including the waterfront and the watershed corridors, providing natural linkages for the planned system of trails that in turn will enhance the ability to attract and sustain high quality downtown neighborhoods. This sustained living environment will then make service retail for tourists and neighborhoods more viable on Main Street and on key locations on Fairmont Parkway, providing a competitive advantage to attract even higher potential destination retail at SH 146 5 Forward La Porte Economic Development Strategic Plan I 2009-2013 The “new” in the New Urbanism is really just a new appreciation for more sustainable approaches to planning and development recognized by prescient leaders of earlier generations. Developer J.C. Nichols, a founding member of the Urban Land Institute (ULI), was one of them. Wayne Nichols, grandson of J.C. Nichols, says that the goal of his grandfather and his peers in planning “was to create beautiful communities—not subdivisions, not shopping centers—but long-term, integrated planned communities. They saw themselves as building human environments. Today, Nichols’ strategies are used by those of us in town planning who recognize that place- making is the new frontline of economic development. When combined with the New Urbanism, the Community Builders’ approach creates opportunities for real estate value capture. Critical to sustaining all business, value capture is fundamental to economic development. In the context of town planning and development, value capture recognizes that with each infrastructure investment some marginal improvement or marginal decline occurs in the value of the surrounding land. A second form of value capture recognizes that planning and implementing development under the same vision and set of rules over multiple parcels creates adjacency predictability and thus increasing value. This additional value created in terms of property tax revenue and sales tax revenue can then be captured through an expanded Tax Increment Financing District (TIF), empowerment zone, chapter 380, or other vehicles to provide sustainable funding streams for capitalizing and maintaining the needed infrastructure for Greater Downtown La Porte. The utilization of an enhanced, well funded infrastructure system for Greater Downtown will provide the basis for linking the key opportunities and destinations. In this context, it is critical that the street network for Greater Downtown makes it convenient and inviting for people to walk from destination to destination. The power of linking the Main Street Gateway, Five- Points, Sylvan Beach and the emerging retail at SH 146 and Fairmont will provide economic and market leveraging necessary to create increases in tax base to energize value capture for infrastructure. 6 Forward La Porte Economic Development Strategic Plan I 2009-2013 A key linnk that can bee facilitated byy tax base vaalue capture wwill be reinvennting San Jaccinto Boulevaard. Reinventting the streett as a safe, innviting pedesttrian corridor wwill bring the emerginng trail systemm to and from Sylvan Beacch directly to the Main Streeet Corridor. TThe right-of-wway of San Jacinto and the predominannce of public ownership of adjacent parrcels on the westt side of the rroad can accoommodate a ddedicated traiil as part of a reinvented crross- section. The keyy to value capture to suppoort enhanced street infrastrructure and otther needed ppublic amenitiees will be the creation of a de facto masster developer environmennt across multtiple parcels controlled by different ownners within a ggiven area. This de facto mmaster develooper environmment is why ddowntowns crreate and susstain value oveer time. The cchart below shows the diffeerence betweeen conventionnal single-usee projects andd developmennt under valuee capture environmments. 7 Forward La Porte Econoomic Developmment Strategic Plan I 2009-22013 The termm “suburban ddevelopment”” (the red linee) does not reffer to the “whhere” but to the “how,” in termss of the type oof developmennt. These proojects are typiccally isolated and accessibble only by drivinng to them, suuch as strip-commercial ceenters or single-use office ccomplexes. In this TTeam’s experience with towwn planning, wwe are findingg that commuunities that booth (i) leveragee the infrastruucture and traansportation ssystems throuugh value cappture and (ii) uuse adjacency predictabillity through a de facto “maaster developeer” environmeent are realizing value curves ssuch as thosee depicted forrdowntowns ((the blue line)) in the chart above. “Empty-nesters” and young professsionals can bbecome key mmarket targetss for this strattegy. They tennd to have moore disposablle income andd put less preessure on the costs of servving communnities in termss of kids, social services, eetc.. Attractingg and maintaining empty-nesters is like attraacting touristss. Empty nestters like to speend money; aand their childdren only visitt, lesseninng burdens onn the local schhools. Moreovver, both emppty-nesters annd young professionals like to llive in smallerr lot homes, toownhomes annd lofts. Moree dense in dessign, those reesidences tend to be muchh more efficiennt in terms of community sservices such as police,ffire and the mmaintenance oof utility systemms. Accordinngly, empty-neesters and yooung professionals are an important target market foor any meaninngful economiic developmeent strategyy. Communities that attract empty-neesters and yooung professioonals are alsoo attractive locations for corpoorate investmment. People like “cool” commmunities. Soo if a suburbaan communityy can use good deesign and valuue capture to create great places to livee and work, thhose communnities will have a ccompetitive advantage in aattracting a claass of “knowledge workerss,” such as arrtists, 8 Forward La Porte Econoomic Developmment Strategic Plan I 2009-22013 scientists and engineers, university professors and architects. This “creative class,” the term Richard Florida—who penned two national bestsellers, The Rise of the Creative Class and The Flight of the Creative Class—coined, are the intellectual assets of the new economy. The mortgage crisis may be an early indication of why a New Urbanism strategy makes sense. Those communities that are not attractive to the broader market of living preferences are showing signs of potential long-term decline. In many locations around the country, those areas that offer only “cookie-cutter” housing (often times expensive, but homogenous) and only strip commercial at the major highway interchanges are facing higher foreclosure rates than mixed use centers and walkable downtowns. Accordingly, the key to La Porte sustaining its new economic development prospects will be a focus on the livability and sustainability of Greater Downtown. The key here will be activating a vision for downtown that will be embraced effectively by the market under a master plan implemented through responsive city policies and regulations. Some of the current policies and regulations support the recommended place-based economic development strategy, while others do not. Assessment of La Porte’s Comprehensive Plan and Regulations to Implement New Economic Development Plan Generally, the Comprehensive Plan sets up support for the recommended place-based economic development strategy. The current code, however, would need to build on substantially the Main Street Overlay and Design Guidelines in order to implement walkable urbanism in Greater Downtown, the key to the initiative. La Porte’s Comprehensive Plan provides support for the sustainable economic development strategy recommended herein. The City’s pronouncement of the following principle sets the stage: “We have the ability and the resources to shape a more positive future. We do not have to accept a declining quality of life. By planning for the future and involving the entire community, we can maintain the qualities and make La Porte even better.” The keys to utilizing walkable urbanism to anchor a new place-based economic development strategy are supported in the following comprehensive plan policies: ¤ “Encourage an active, vital downtown with a variety of uses” (Goal 4.4) ¤ “Provide an appropriate amount of land for various densities and types of residential uses and ensure the highest quality living environment” (Goal 4.5) ¤ “Develop a \[pedestrian\] network … through the La Porte area, including an interconnected system of paths, trails, lanes and routes (Goal 7.7) 9 Forward La Porte Economic Development Strategic Plan I 2009-2013 ¤ “Meet the future housing needs in La Porte by providing for a variety of housing options” (Goal 9.2) ¤ “Preserve the integrity of existing neighborhoods and create livable and safe neighborhood environments” (Goal 9.6) ¤ “Stabilize and improve the quality of neighborhoods and other areas of decline by attracting renewed private investment activity.” (Goal 12.1) ¤ “Revitalize the City’s historic downtown area” (Goal 12.2) ¤ “Revise existing ordinances and adopt new ordinances as necessary to implement the La Porte 2020 Comprehensive Plan Update.” (Goal 13.5) The select policies implicitly recognize that linking destinations and quality neighborhoods is necessary to sustain quality of life and to create the base for the recommended economic development strategy. However, the following policies set up a possible conflict in terms of being able to make it convenient by walking to link neighborhoods to improved downtown destinations. ¤ “Protect Neighborhoods from encroaching incompatible development” (Obj.9.6.d) - Amend the zoning ordinance to incorporate provisions regarding lot sizes, setbacks and buffering (Action 1) - Use the Land Use Plan to protect existing neighborhoods from adjacent incompatible land uses (Action 3) These policies of buffering uses from neighborhoods are depicted in the following schematic. 10 Forward La Porte Economic Development Strategic Plan I 2009-2013 The resulting development under this current policy likely will result in more conventional development patterns, which will stunt the ability to transform the Greater Downtown into a walkable urban environment because the policy reinforces the following conditions, which tend to put development on the unsustainable “red” curve in the graph above. 11 Forward La Porte Economic Development Strategic Plan I 2009-2013 Specificcally in regard to the Main SStreet and thee Historic District east of HHighway 146, the objectivee currently in the Comprehhensive Plan of “neighborhhood bufferingg” will make itt difficult to implement good traansitions to cconnect neighborhoods witth high qualityy adjacent destinattions. A betterr strategy will be to revise tthe land use pplan through tthe creation oof a Comprehhensive Master PPlan for Greaater Downtownn and correspponding perfoormance-baseed regulationss to facilitatee good pedestrian connections and transitions betweeen neighborhhoods and commerrcial areas. TThe key is to rrely on qualityy pedestrian ttransitions bettween uses, nnot buffers. The resultingg developmennt will take onn the followingg characteristtics, placing GGreater Downtowwn on the susstainable “bluue” curve on the graph aboove. Note thaat while this cconsistently hoolds true for LLa Porte’s dowwntown and hhistoric area, neighboorhood buffering may be deesired for somme residential developmennts located weest of Highwayy 146. Thesee homeownerrs will expect aa degree of bbuffering betwween their houuses and surroundding industriaal or heavy coommercial usees. 12 Forward La Porte Econoomic Developmment Strategic Plan I 2009-22013 Additionnal policies maake the development of a wwalkable linkeed downtownn challenging. For examplee, the current land use plann does not prrovide for mixeed use as inddicated as crittical to the strattegy in the graaphic above. Notwithstandding the Mainn Street Overllay, the current land use plann provides strrictly for separrated uses, again reinforcing the need ffor a new Masster Plan for Greaater Downtowwn. 13 Forward La Porte Econoomic Developmment Strategic Plan I 2009-22013 The new approach underlying the need for a new master plan is somewhat reflected in the Main Street Overlay and Design Guidelines. Those regulatory vehicles establish the following: ¤ Main Street Overlay - Allows mixed use: commercial and residential - Creates urban pedestrian environment through build-to lines - Substantially reduces off-street parking requirements Main Street Design Program - Establishes standards for awnings, signs and colors Both of these regulations provide a good starting point. However, they both should be refined, and the reach of the intent of the overlay should be expanded as discussed above. The Overlay supports mixed use, but it does not provide enough certainty of the form of the buildings and the transitions beyond Main Street. Similarly, the Design Standards provide aesthetic guidance such as color; but they do not provide enough guidance for architectural function such as storefront design and public space design. The key to creating a successful walkable Greater Downtown will be revising these standards to implement the recommended new comprehensive master plan for Greater Downtown with a higher level of detail that creates investment certainty from property to property and from street to street. See below for an example of the kind of regulatory performance-based approach that could take the initiative to the next level of quality development by providing more certainty of how buildings interact with public spaces for walkability and retail success. 14 Forward La Porte Economic Development Strategic Plan I 2009-2013 A key too the success of Greater Downtown oveerall will be thee proper design of streets so that they botth support a wwell functioninng street netwwork for mobility; but so thaat they also complemment walkablee mixed use eenvironmentss at the pedesstrian-scale. TThe Comprehhensive Plan pollicies supportt this approacch: ¤“Develop a \[ppedestrian\] neetwork … throough the La PPorte area, inccluding an interconnecteed system of paths, trails, lanes and rouutes (Goal 7.77) ¤ “Maximize nnetwork continnuity to providde for the freee flow of peopple….” (Obj. 55.2.d) ¤ “Provide a safe and effecctive means too accommodaate pedestriann traffic and pprioritize sidewalk impprovement areeas based onn type of streeet and adjaacent land usse(Goal 5.7) But the ttools available in terms of support for sttreets design to accomplissh these goalss are in some seense in conflicct with anotheer comprehennsive plan policy that statess “\[e\]stablish a hierarchhy of thoroughhfare classificcations that will provide for safe and connvenient flow of traffic throughoout the commmunity” (Obj.9.6.d). The figuure below shoows the appliccation of this policy of mobilityto the street network of Greater Downtown. If the sttreets depicteed below are designed strictly to mmove cars, theey will not proovide the kind of context thaat will supporrt sustaineed investmentt in walkable urbanism, an underpinningg of the placee-based econoomic development recommmendation herein. The poteential refinemment of the crooss-sections iimplementingg the thoroughhfare plan, witth the guidancce of the new Manual for WWalkable Urbaan Thoroughfaares by the Innstitute for Transpoortation Enginneers (ITE), wwill enable the effective marriage of the mmobility need s of the 15 Forward La Porte Econoomic Developmment Strategic Plan I 2009-22013 network and the adjacent land uses in Greater Downtown. Adopting these design practices will further support La Porte’s new place-based economic development strategy. 16 Forward La Porte Economic Development Strategic Plan I 2009-2013 Section 2: Strategic Plan This strategy was designed to address what is needed to generate sustained prosperity for La Porte through economic diversification and improvements in quality of life. Core Themes During the planning process, a number of themes emerged from discussions with stakeholders, economic analysis, input obtained from the community survey, and the SWOT analysis. Avalanche has grouped these major themes into broad categorize that capture the essence of where the City of La Porte should focus its economic development energy in the coming years. Over half the employment base in La Porte (51.9%) is in the production sectors of manufacturing and construction, a much greater concentration than neighboring communities, Houston (17.2%), and the state as a whole (15.9%). La Porte’s proximity to the Port of Houston and transportation infrastructure should enable future growth in the warehousing sector as well. While these sectors provide some counter- cyclical benefit, little new job growth is expected in the near future. La Porte’s location within Greater Houston is a blessing, and Houston area residents should be a primary target audience for economic development. By the same token, La Porte has a number of unique assets (such as Sylvan Beach) that help it stand out within the region and the state. The community appears primed to support economic development. When asked as part of the community survey if they supported the statement that economic development success is defined as “Enhanced prosperity and quality of life for La Porte,” 4 out of 5 respondents said “yes.” Unlike some communities that are struggling to revive their economies, La Porte is in an enviable position. A strong industrial base generates jobs and healthy tax revenue for the city. Despite recent fluctuations, the oil and gas sector will remain the dominant force in the La Porte economy. The challenge is to diversify in order to maximize the community’s economic potential. Downtown is a priority for near-term action. The downtown area has the potential to be a focal point for the community, both in terms of the day-to-day lives of local residents and as a significant element of the attractions that make La Porte appealing to both tourists and those relocating to the area. Expanding the recreational and retail capacity of the community will serve both residents and tourists. In La Porte, entertainment, retail trade, and enhanced tourism amenities are valid targets for economic development. As an example, a destination 17 Forward La Porte Economic Development Strategic Plan I 2009-2013 retail/entertainment project not only attracts regional shoppers, but also helps stop retail leakage to neighboring communities. La Porte’s Economic Development Mission and Vision A mission statement describes what the Economic Development Corporation is charged with doing throughout the duration of its existence. The mission of the La Porte Economic Development Corporation is to plan, provide, and promote economic development in the city of La Porte, Texas. A vision statement describes what the city of La Porte will look like in 20+ years from now as a result of the City’s economic development activities. A doorway of commerce for the nation, La Porte, Texas, is a vibrant, historic city that offers a diversity of economic opportunity and a healthy coastal lifestyle for residents and visitors alike. Mission and vision statements serve as the cornerstone of an economic development strategy. All goals and tactics contained within the plan support the overarching vision of the city. La Porte’s Economic Development Goals Avalanche Consulting created three goals that are critical to La Porte’s ability to succeed in economic development and that move the city forward toward accomplishing its vision. These goals are both attainable (reachable outcomes that will require commitment) and sustainable (consistent with the long-term economic growth that does not harm the community’s unique character). Goal 1 – Adopt policies that encourage high quality development. Goal 2 – Engage in an economic development marketing campaign that increases awareness and perception of La Porte to residents and the outside world. 18 Forward La Porte Economic Development Strategic Plan I 2009-2013 Goal 3 – Implement the strategies in such as way that maximum flexibility and accountability are maintained. GOAL1 Adoptpolicies thatencourage highquality development. VISION Adoorwayofcommerce forthenation,LaPorte, Texas,isavibrant, historiccitythatoffersa diversityofeconomic opportunityanda healthycoastallifestyle forresidentsandvisitors GOAL3 alike. GOAL2 Implementthe strategiessothat Engageinan economicmaximum development flexibilityand marketing accountabilityare campaign. maintained 19 Forward La Porte Economic Development Strategic Plan I 2009-2013 GOAL 1.0: Adopt policies that encourage high quality development. To provide a more competitive environment to recruit new businesses, to increase tourism, to create a more attractive retail context and to expand the residential market in terms of variety and quality of housing types, the Consultant Team recommends the following package of steps to implement the place-based aspects of this new strategy: Strategy 1.1 - Develop a Comprehensive Master Plan for Greater Downtown that links key destinations and neighborhoods. A master plan is the business plan of a particular focus point within a community such as a downtown. City policy has been calling for a downtown master plan, understanding that the real potential of La Porte cannot be realized ad hoc. A downtown master plan must be seen not only as a planning tool that harnesses a vision to the opportunities at the street, block and building level; but also, the master plan becomes the policy framework going forward for a host of related issues such as infrastructure phasing, connecting key destinations, supporting catalytic projects and determining how best to invest the public-sector’s limited resources. In short, the master plan becomes the basis for creating and sustaining economic investment in the context of creating a great place for people to live, work, visit, shop and play in Greater Downtown La Porte. The basic steps of the kind of master plan that is needed to realize the vision of downtown’s renaissance includes the following: Creating a block, street, public space and building level scale plan that respects and builds upon the existing fabric of downtown; Creating a revised street network concept that balances pedestrian-scale development with good local access and regional mobility; Identified catalytic development projects in the context of the master plan framework, including a integrated mixed use strategy to link the Sylvan Beach Park Plan with the remainder of downtown; Undertake a fiscal impact analysis of the tax base impacts to determine the level of public revenue that would be realized over time; Develop a priority and phasing plan for infrastructure; and 20 Forward La Porte Economic Development Strategic Plan I 2009-2013 Develop select renderings of key catalytic projects to provide a means to communicate effectively the goals of the master plan to the community, developers and future members of the City Council. All of these steps would be taken in the context of an integrated public process. Based on our evaluation of La Porte’s assets and opportunities, as well as our review of current development policies, we strongly recommend that the Master Plan reflect the following direction: Develop and implement performance-based development standards beyond the Main Street Overlay and Design Guidelines to implement the new Master Plan, including refinement of street cross-sections to accommodate walkable urbanism. Increase the boundaries of the TIF beyond the limited street rights-of-way within Greater Downtown to capture more value for needed infrastructure improvements for Retail Development: downtown. Main Street and Fairmont Reinvent San Jacinto as a walkable corridor Fairmont developed as the new location for the relocation with a trail to extend the reach of Main Street of some key destinations that conveniently to Sylvan Beach. once were anchors for Main Street, the seat of Create a partnership with the Harris County to government, the post office, make the Sylvan Beach Park a true mixed use etc. In addition, new retail tourist destination, building on the impending sprung up on Fairmont, while investment in the Park. Main Street’s declined. Today, La Porte has the Consider Fairmont Parkway as a means to opportunity to have complementary retail in both bring the reach of future destination retail at the locations. Main Street offers a SH 146 Interchange into downtown towards (i) place well suited for the intersection of Broadway and over to (ii) entertainment, fine dining, Sylvan Beach. neighborhood cafes and boutique shopping. On the Preserve Broadway as a key connector street other hand, Fairmont has between the emerging gravity of Main Street developed as a place for auto- and the reinvention of Fairmont Parkway. oriented retail that is not necessarily a good fit for the Strategy 1.2: Prepare the City for retail pedestrian and tourist-focus development. emerging on Main Street. The two can become a symbiotic The key to aggregating land is to make protective opportunity to offer the full acquisitions in the context of potential land swaps, range of retail needed to make infrastructure coordination and potential city-initiated any livable downtown a rezoning to protect long-term destination retail success. opportunities. 21 Forward La Porte Economic Development Strategic Plan I 2009-2013 Strategy 1.3: Ensure that the City has appropriate tools to finance and incentivize quality economic development. Tactic 1.3.1: Adopt incentive policy guidelines that are competitive with other regions while protecting the tax base. Before offering a prospect an incentive package, La Porte should conduct a cost-benefit analysis to determine the potential value of the project to the community. As part of this process, La Porte should be able to answer a number of general questions about each project: Would this project happen absent the provision of incentives? What is the opportunity cost of the incentive (in other words, what alternative uses of these resources are foregone by supporting this project)? How much economic activity will occur because of the project? What is the total present value of the incentive package? How much will it cost the city to adequately service (e.g., utilities, public safety, etc.) the project during its construction and operational phases? What will be the environmental impact? What return can government expect in terms of tax revenues from the project? Beyond the questions outlined above, La Porte should consider adopting the following policy guidelines. Policy Guideline #1: Benefits should exceed costs, even after incentives are granted. Except in extraordinary situations, the public sector should not be willing to “go upside down,” meaning that tax revenues must exceed public sector costs. This may appear obvious, but many communities do not accomplish this goal because they do not correctly measure the costs and benefits. For other communities, the challenge is to balance immediate jobs creation with long-term tax revenue required to provide city services. La Porte is in a unique position because of its large industrial districts and high percentage of workers who commute to the area for work. For La Porte, what counts as success is linked more closely with quality of life projects rather than strictly job creation. This translates into La Porte being more selective about which projects to incentivize. The success measures for La Porte should focus on: 1. Total tax revenue generated, with emphasis on sales tax revenue 2. Industry sector diversification (retail trade or business/professional service firms) 3. Geographic location within La Porte 22 Forward La Porte Economic Development Strategic Plan I 2009-2013 Evaluation Framework Based on discussions with local economic development stakeholders and professional expertise and experience, the project team has created a preliminary framework (Scoring System) by which La Porte can assess the impact of future projects. This process not only allows evaluation of projects, but also provides guidance on the level of incentives that the community might ultimately offer. Our approach strives to offer competitive incentives to important projects while protecting the community’s unique position and cultural heritage. The Scoring System is an approach that uses points for each of the major criteria discussed in the next section. This Scoring System evaluates both the traditional (economic impact) and non-traditional (quality of life) elements of the project. These point values are for illustration, and should be refined as La Porte sees fit. Table 1: Preliminary Scoring System Overall Economic and Fiscal Impact Minimal Acceptable Good Excellent 0 10 20 30 Character of Jobs Poor/Minimal Acceptable Good Excellent 0 10 15 20 Connection to Economic Development Focus Areas Unconnected Acceptable Good Excellent 0 10 20 30 Additional Contribution to Community Vitality Minimal Acceptable Good Excellent 0 10 15 20 Total Possible Points 100 Bonus Points for Desired Development Location in 15 Downtown/Sylvan Beach Corridor Policy Guideline #2 Projects with a score between 70-100 may qualify for return of up to 50% of the net present value of the estimated total tax liability, minus direct city and or county costs, for a term that may be as long as 10 years. Projects with a score between 50-70 may qualify for up to 30% of the net present value of the estimated total tax liability for a term that may be as long as 10 years. Projects that score 50 and below do not qualify. In addition, tax revenue returned will not exceed 80% of the total tax liability in any single year. 23 Forward La Porte Economic Development Strategic Plan I 2009-2013 Scoring System Factors Economic/Fiscal Impact and Character of the Jobs La Porte’s primary considerations when evaluating whether or not to offer an incentive package is the potential aggregate economic and fiscal impact on the community and the character of the jobs to be created. Standard questions asked when evaluating firm-based incentives requests may include: What is the absolute size of the net benefit (economic and fiscal)? Is the firm a headquarters operation? Does it represent the “headquarters” of a new product line/service for the firm? Is the firm growing? Is the firm in a growing industry? How stable is the firm? Does the project represent a significant enhancement of the local tax base over and above the economic impact (i.e., a new entertainment/lodging facility that can choose whether or not to locate in the city limits)? Will the project make a disproportionate demand on the community’s environmental and infrastructure resources? Policy Guideline #3: Chapter 380 of the Texas Local Government Code, due to its flexibility and simplicity, is likely to be the preferred vehicle for any financial incentive agreement between La Porte and a potential recipient. Within this structure, sales taxes, property taxes, and other fees paid by the company could be eligible to be included in the agreement, although all should be returned, rather than waived/abated. Property taxes can be an incentive for existing space as well. For end-user purchase, La Porte can offer to structure an agreement that returns, on a performance basis, the taxes that accrue based on the incremental growth of the property over time. The same process could be applied to end-user tenants, since commercial/industrial leases can be written as “triple net,” where the tenant directly pays the cost of taxes, insurance, and utilities. What this structure does is to insure that La Porte covers its costs before offering incentives, while essentially forgoing the right to use the “profit” from the firm to cross- subsidize residents (as with utilities, commercial property taxpayers tend to provide a disproportionate share of revenue). At the same time, the community (and the city) gain in a number of additional ways, such as economic activity in the form of jobs and spending plus additional tax revenues. Policy Guideline #4: Financial incentives should not be “front-loaded.” Rather, the community should set an incentive policy based on returning taxes and/or fees paid by a company upon execution of a specific set of agreed-upon performance criteria between the applicant and the City. 24 Forward La Porte Economic Development Strategic Plan I 2009-2013 Standard economic development practice has moved toward using performance- based standards to safeguard the public interest in incentive agreements. The extent of the incentive(s) to be offered could be a substantial percentage of the net gain to the community, as measured by the expected tax revenue gains minus direct costs, and the community should be aggressive in working with companies and projects that meet the criteria established. However, the return of these funds must be performance-based, and must occur after the funds have been paid initially to the City. Policy Guideline #5: La Porte should reserve the right to craft a unique incentive package in the case of extraordinary opportunities for economic development in La Porte. These may include cases with: 1) exceptionally high levels of economic impact as measured by investment, jobs, or tax revenue; or, 2) opportunities to leverage significant funds from other public sector jurisdictions, for example federal or state sources. Inevitably, there will be situations that should be exceptions to the policy guidelines outlined above. This guideline provides some indication about the conditions under which an exception should be made, and acknowledges that overall policy must be flexible. TheAppendixofthisreportcontainsanexampleofanincentivepolicyinaction. Tactic 1.3.2: Create specific incentive strategies for Sylvan Beach, Main Street, and a new retail center. These three areas of focus likely will each require additional elements beyond those outlined in the incentive policy above. For example, Harris County is a significant stakeholder in Sylvan Beach, and policy & plans for its redevelopment and/or reuse should reflect their cooperation and participation. Some tools that could facilitate the revitalization of Main Street and the development of the retail site(s) are already in place (such as the TIRZ). These may need to be modified or augmented (through boundary expansion, regulatory reform, etc.) 25 Forward La Porte Economic Development Strategic Plan I 2009-2013 GOAL 2.0: Launch a coordinated economic development marketing campaign that increases awareness and perception of the community to the outside world. Economic development entails both capacity building and marketing. Capacity building improves a community’s readiness for its target audiences. As addressed in Goal 1, master planning and changes to City policies will greatly contribute to La Porte’s capacity for economic development. Marketing alerts a community’s target audiences of a city’s interest in them and its ability to serve their needs. The mix of audiences vary from city to city. Many traditional economic development programs market to industry, encouraging those businesses to relocate or expand into the city. In La Porte’s case, local industry is strongly dominant. The community has overwhelmingly stated its desire for economic development to prioritize quality of life enhancements, specifically in four areas: 1. Beautification 2. Downtown 3. Sylvan Beach 4. Retail La Porte’s marketing audiences are those that will complement these objectives and be attracted to the city as a result. As discussed in Chapter 2: SWOT and Target Audiences, Avalanche Consulting highly recommends the following four targets: Tourists . La Porte should focus on attracting day visitors from the Greater Houston area. Hospitality Businesses . As La Porte invests in its tourism amenities, hospitality businesses become a natural target. Full service restaurants are a prime target immediately. Long-term, small grocers, wellness businesses, art studios, and bed and breakfasts will fit well in La Porte. Real Estate Developers . Several of the larger projects under consideration by the city should involve a real estate development company. Retailers . Ensure that the city has the appropriate infrastructure and policies in place to attract retailers. Big retail centers will require a sizable, shovel-ready property. Niche retailers, such as the type that would locate in the Main Street District, along Fairmont, or in neighborhood centers, need attractive space, quality control, and assurance of adequate local demand. In addition, the City should also remember that La Porte’s residents and businesses are also audiences for the economic development campaign. 26 Forward La Porte Economic Development Strategic Plan I 2009-2013 In this strategy, marketing recommendations are organized within two topics. The first topic, “external marketing,” provides recommendations related to La Porte’s push to draw its target audiences into the city. The second topic, “internal marketing,” offers the City and its partners recommendations for bolstering collaboration and building widespread community awareness of positive development. Accomplishing this goal will require participation and support of many organizations in La Porte in addition to City government. Within each strategy, Avalanche Consulting has listed tactics required for implementation. Strategy 2.1: Organize and launch an external marketing campaign. Tactic 2.1.1: Develop and adopt a marketing plan based on the recommendations of this Strategic Plan. The City’s marketing capacity must improve if it is to achieve its long term vision. The purpose La Porte with a framework for engaging in an economic of Goal 2 is to provide development marketing campaign . The following tactics outline the core principles of the marketing plan. Tactic 2.1.2: Brand and market the downtown district. In concert with the Master Plan, the City should package the entire downtown district within a single brand identity. Naming the area will go a long way toward creating a sense of place. The downtown district would include the geography defined within the Master Plan and all of the amenities within. The specific name should incorporate aspects of La Porte that are well known outside of the the City adopt “Historic Sylvan Beach” as city and have universal appeal. We recommend the umbrella brand , and adapt that brand to each specific amenity. This concept is illustrated below: 27 Forward La Porte Economic Development Strategic Plan I 2009-2013 incorporate the name into gateways and The City should signs within the district . Mock ups of what signage could look like are provided to the right. Finally, working with the Main Street Advisory Board and Coordinator, the City should develop marketing materials to help promote the district, including: Historic Sylvan Beach District website – a standalone website should be created that features all amenities within the district. Model the website on best practices of other communities such as Long Beach, California (www.visitlongbeach.com), Raleigh, North Carolina (www.godowntownraleigh.com), and Annapolis, Maryland (www.visitannapolis.org). Historic Sylvan Beach District brochure – a printed brochure highlighting amenities and containing a map of the district. The brochure may be mailed to prospects and distributed at various establishments around La Porte. Historic Sylvan Beach District newsletter – a printed newsletter that is distributed 1-2 times per year, showcasing new business activity, developments, and events happening within the district. Historic Sylvan Beach District advertisement – an advertisement that can be used across a variety of publications in the Greater Houston area (see Tactic 2.1.3 for suggestions on which media should be considered). Tactic 2.1.3: Market La Porte to tourists. La Porte has a long history as a tourist destination. Long before industry came to town, visitors from across the state flocked to Sylvan Beach and Main Street. The entire Ship Channel area contains interesting historical sites, including the San Jacinto Monument. The Economic Alliance Houston Port Region, an economic development organization headquartered in downtown La Porte, is spearheading an initiative to package regional attractions within one tour. This program, called “Project Stars,” is another basis for visitor traffic into and around La Porte. 28 Forward La Porte Economic Development Strategic Plan I 2009-2013 La Porte doesn’t need to travel far from home to find tourists. Greater Houston’s 5+ million residents is a large enough market to fuel day travelers for years to come. The key will be honing in on populations that will be the “early adopters” of the new tourism push. These individuals will view La Porte as a diamond in the rough, and feel personally involved in the rediscovery of La Porte. They will also be the city’s best word of mouth marketing agents as the campaign kicks off. They are: Residents of other historic, gentrified neighborhoods in Greater Houston, including the Houston Heights, Boulevard Oaks, Broadacres, Independence Heights, Westmoreland, and the Old Sixth Ward, to name a few. Board members, members, and investors of the Houston Preservation Alliance Board members, members, and investors in the Houston Heritage Society Alumni of La Porte High School living in Greater Houston Advertising the Historic Sylvan Beach District in neighborhood association newsletters , particularly those targeted above, will be an affordable way to reach these offer to host membership meetings or special events individuals. In addition, in La Porte that include a tour and lunch. As tourism traffic increases and buzz builds, La Porte can extend its tourism promotion to more mainstream audiences. Place Historic Sylvan Beach District brochures and advertisements at venues such as: San Jacinto Monument Visitor Center San Jacinto College Hotels and attractions in and around the Bay Area La Porte Municipal Airport Houston Hobby, Ellington, and Intercontinental Airports The Houston Chronicle’s travel section, both print and online editions position City leadership and the Main Street Longer term, as the district establishes itself, Coordinator as thought leaders on the topic of downtown redevelopment . Speak at community planning, downtown association, and historic organizations across the region and state, citing La Porte as a successful model for other communities. Tactic 2.1.4: Market La Porte to culinary related institutes and businesses. The City’s goal of attracting visitors and enhancing quality of life could be greatly supported by additional culinary activity located in the downtown district, including: Culinary academy – A culinary academy anchored in the historic district would be the impetus for establishing La Porte as a visitor destination in the region. Not only would it draw a daily stream of students into downtown, but it would also spark the growth of niche retail and hospitality businesses. 29 Forward La Porte Economic Development Strategic Plan I 2009-2013 Farmer’s market – Buying locally produced, organic food is a nationwide trend, but La Porte residents have little if any access to these products. Currently, the closest farmer’s market is located more than 10 miles outside of the city. Interviews and surveys conducted for this Strategic Plan indicate demand for a farmer’s market. The examine the possibility of hosting a market in downtown La Porte City should . Specialty grocers – Residents express great concern about the availability of grocery stores in the city. While attracting a major national grocery chain to La Porte may take several years, the city is ripe for specialty grocers. Wine merchants – Similar to specialty grocers, wine merchants are a natural fit in a culinary environment. These merchants could sell bottles of wine, serve wine, and host classes. Restaurants – Independently owned or local restaurant chains are desirable for the downtown district. While La Porte has a good number of restaurants, it currently lacks variety. A cluster of culinary activity will uniquely position La Porte as a destination for visitors from neighboring communitiesas well as fill a need for local residents. It will complement other attractions in the city, such as Sylvan Beach, burgeoning niche retail, cruise ships, and a trail system that draws cyclists and other sports enthusiasts. develop a list To start, of culinary academies, specialty grocers, wine merchants and restaurants to target in this marketing campaign. Think small and regional chains versus create marketing tools that express La Porte’s specific national big box retailers. Next, advantages for culinary businesses . These tools may include a brochure, a web page on the downtown website, and a series of advertisements for placement in specialty publications. Tactic 2.1.5: Market La Porte to commercial real estate developers. Once complete, La Porte’s Master Plan will identify specific catalyst projects that will heighten the city’s ability to accomplish its economic development vision. These projects will likely require participation from real estate developers. The Master Plan itself will serve as a valuable marketing tool for the city when communicating with development companies. It will provide a platform for conversation and illustrate to investors how their project will securely fit within the city’s long term commitment to capital improvements. create a database of commercial As the Master Plan is being designed, the City should developers located in the Greater Houston area, as well as national firms whose niche matches La Porte’s. Invest in marketing tools to use when reaching out to contacts. These materials should include: 30 Forward La Porte Economic Development Strategic Plan I 2009-2013 webpage or section within the City’s website A that provides details about the Master Plan and the catalyst projects contained within brochure and PowerPoint presentation A that summarizes the Master Plan start a phone call campaign designed to Once marketing materials are completed, scheduleone-to-one with developer contacts to inform them of opportunities in La Porte. host a Real Estate Day As these relationships develop, in which Greater Houston area developers tour La Porte to learn firsthand about opportunities and catalyst project locations. This half-day event could include a brief presentation about the community, a brief tour of sites and community assets, and a golf tournament. Provide guests with printed materials about the Master Plan, a map of the region, and a community profile. Approach them as experts brought in to help the City refine versus sales targets. Tactic 2.1.6: Market La Porte to retail developers. The survey conducted for this project revealed that increasing retail shopping options is a top priority. Per capital taxable retail sales in La Porte were $1,844 in 2007, which is significantly lower than neighboring cities Deer Park ($4,220), Texas City ($4,561), and Baytown ($7,024), and Harris County as a whole ($5,938). La Porte needs to capture a higher level of spending by residents, but first it must attract retailers to start up or expand into the city. Although most retail developers have sophisticated approaches to site selection, and are primarily driven by population demographics, it is beneficial to build relationships with these businesses. In addition, as discussed in Goal 1, La Porte must prepare adequate sites and development policies to meet the needs of retailers. The International Conference of Shopping Centers (ICSC) is the shopping center industry’s global trade association. It has 65,000 members, which include shopping center developers, owners, managers, investors, lenders, retailers, and marketing specialists. ICSC’s Texas Conference and Deal Making event occurs every fall in San Antonio. The conference attracts major companies such as Applebee’s, Chipotle, FedEx, Hastings, JC Penney, Staples, Starbucks, and The Container Store. Almost every major commercial developer is also present. attend and exhibit at ICSC Once prepared for retail, the City should . The current cost to register is $250 for members and $460 for non-members. Exhibit space ranges in cost from $350 to $2100. La Porte should invest in marketing materials to address its retail As with developers, audiencesDedicating a webpage within the City’s website to retail opportunities ., sites, and sales points is an important step, as is having appropriate printed collateral for use in sales meetings and at conferences. 31 Forward La Porte Economic Development Strategic Plan I 2009-2013 Strategy 2.2: Engage in internal marketing to increase community awareness of the City’s economic development initiative. Internal and external marketing activities should be equally balanced in terms of time and financial commitment. Internal marketing is essential to successful economic development. Companies want to locate in places that exhibit a spirit of teamwork. It assures outsiders that the city is friendly, welcoming, and will work together, and residents feel personally involved in economic development Tactic 2.2.1: Share the results of the final Strategic Plan with the community. With more than 40 individuals participating in interviews and 300 in the public survey, La Porte’s residents have contributed time and energy into the creation of this Strategic Plan. It is important that they experience the results of their hard work. Share the Strategic Plan with the Bayshore Sun. Encourage the Sun to develop a series of articles over a period of several weeks that feature various topics covered herein. Host a roll out event in which project team members speak about the Strategic Plan. Include a flyer about the Strategic Plan in City utility bills. Working with La Porte Independent School District to distribute information about the Strategic Plan to parents and teachers. Tactic 2.2.2: Formalize a communications function within City government. Ensure La Porte’s residents are kept updated on City activities. Create a communications officer position or reorganize so that a current staff member(s) has time and authority to implement this recommendation. The person should be responsible for: Writing and distributing media releases on a regular basis about City activities Hosting a series of events in which City leaders visit with civic groups about economic development activities Continuing to post current news stories and the community hotline on the City’s website Continuing to produce newsletters and annual reports that highlight top stories and assure residents that the City cares about their interests Alerting the Economic Alliance, Bay Area Houston Partnership, and Greater Houston Partnership about economic development in La Porte 32 Forward La Porte Economic Development Strategic Plan I 2009-2013 Ensuring the City, economic development, and Historic Sylvan Beach websites are kept up-to-date Overseeing the design and production of collateral materials Ensuring all City marketing activities, including those related to economic development and the Historic Sylvan Beach District, are consistent in appearance and messaging Conducting an annual survey of residents to gauge perception and concerns related to La Porte’s economic development While these responsibilities may be handled by a single individual or divided across several departments, each is important to maintaining a positive information flow between City government and the public. This will help stem misinformation and generate a sense of goodwill. 33 Forward La Porte Economic Development Strategic Plan I 2009-2013 GOAL 3 Implement the strategies in such a way that maximum flexibility and accountability are maintained. From the outset, this plan was designed in such a way that the priorities led to clear implementation actions. The goals, strategies, and tactics within this plan will be carried out by the City of La Porte with cooperation from the Economic Development Corporation and the Main Street Advisory Board. However, successful implementation will require energy and coordination from the entire community. Of foremost importance to economic development success is to accept that not everyone in the community will agree with every tactic in this strategy. Through interviews and surveys, we can say without question that almost everyone in the city agrees to the tenets on which this strategy was developed. Improving La Porte’s quality of life is residents’ number one priority. Beautification, Sylvan Beach, and Downtown redevelopment are critical components of this initiative. City leaders and residents should not lose sight of these goals and should let them guide decisions. The second factor of economic development success is to keep policies flexible, geared toward accomplishing La Porte’s long term vision versus reacting to daily crises. To accomplish this, the public sector will have to: Provide an overall planning context (a master plan) and funding for key catalyst projects (e.g., Sylvan Beach and infrastructure improvements). Ensure that policies related to land use should be focused on performance rather than function. Focus on how the structure interacts with other elements of the built environment, as opposed to what is going on inside the building per se. Adopt an incentives policy that provides guidance to potential recipients as to community priorities and goals while not being overly specific as to the type of firm or project that is eligible. Include a system for grading a project’s eligibility that is based on the project’s contribution to City vision and goals. Judgment should be a key part of the evaluation process. Focus on context and adjust this Plan as needed to facilitate market-driven evolution of specific activities. Finally, this strategy is an active document that should be updated and adapted to new economic circumstances. The City should incorporate the Plan’s Implementation Guide into staff management and evaluations. At least once a year, adjust the Implementation Guide to include new projects and remove those that have been accomplished. In doing so, this Strategic Plan can live well beyond its three-year timeframe. 34 Forward La Porte Economic Development Strategic Plan I 2009-2013 Appendix 35 Forward La Porte Economic Development Strategic Plan I 2009-2013 IncentivePolicyExample MixedUseProject NewUrbanBuildersplanstobringamixeduseprojecttothedowntownLaPorte/Sylvan Beachcorridor.Theplanistobuild105,000squarefeetofretail/entertainment,a100room hotel,45,000squarefeetofofficeusesand175housingunits,ofwhich75willbeowner occupiedpricedbetween$155,000and$275,000/unit,withthebalancemultifamilyrental. TheCitywillspend$375,000ininfrastructureextensions. OverallEconomicandFiscalImpact MinimalAcceptableGoodExcellent 010 20 30 CharacterofJobs Poor/MinimalAcceptableGoodExcellent 010 15 20 ConnectiontoEconomicDevelopmentFocusAreas UnconnectedAcceptableGoodExcellent 01020 30 AdditionalContributiontoCommunityVitality MinimalAcceptableGoodExcellent 0 10 1520 TotalPossiblePoints100 BonusPointsforDesiredDevelopmentLocationin 15 Downtown/SylvanBeachCorridor ProjectScore:85(qualifiesforupto50percenttaxincentive) 36 Forward La Porte Economic Development Strategic Plan I 2009-2013 ProjectDetails Taxable Annual Sales$28,875,000 Number of FTEs150 Average Hourly Wage$12 Average Annual Wage$24,000 Total Annual Payroll$3,600,000 Taxable Hotel Revenue$3,832,500 Value of Property, etc$56,875,000 Payroll Growth Factor3% Sales Growth Factor3% Value of Plant/Equipment Growth Factor3% Hotel Revenue Growth Factor3% Discount Rate5% Present Value of Fiscal Benefits - No Incentives$9,964,168 Estimated Direct City Costs$375,000 Present Value of Fiscal Benefits - With Incentives$5,371,194 Present Value of Public Costs$344,590 Present Value of Net Benefits - With Incentives$5,026,604 Value to City as Percentage50.4% ExampleAbatementSchedule Direct YearLaPorteCostTiming Year1 80%50% Year2 80%25% Year3 65%25% Year4 65%0% Year5 65%0% Year6 65%0% Year7 10%0% Year8 5%0% Year9 5%0% Year10 5%0% 37 Forward La Porte Economic Development Strategic Plan I 2009-2013 Chapter 4: Implementation Guide ECONOMIC DEVELOPMENT STRATEGIC PLAN CITY OF LA PORTE, TEXAS 2009 June 1601 D West 6th Street Austin, Texas 78703 (512) 472-1555 info@avalancheconsulting.net Introduction This Implementation Guide is designed to assist the City of La Porte carry out the strategies and tactics contained in the “Forward La Porte Economic Development Plan.” It provides a calendar of activities, budget estimates, and performance metrics. Following its delivery, La Porte’s City Council and Economic Development Corporation should move to adopt the Plan (either formally or informally). By adopting the Plan, both groups will express their support of its recommendations and agree to refer to it when making decisions related to policy, staff, and budget. How this document is utilized in the future varies. City Council and Economic Development Corporation First, members of the Board should commit to supporting the mission statement, vision statement, and goals contained in the Strategy . They should agree that all future economic development decisions will tie back to these three overarching facets of the Strategy. Resident’s overwhelming prioritization of beautification, downtown, Sylvan Beach, and retail development should guide how city leaders allocate their time and resources. The City’s economic development mission, vision, and goals should remain consistent over time. Given an umbrella of support for the Strategy from La Porte’s elected officials and the City Manager, Assistant City Economic Development Corporation board, Manager, and departmental heads have responsibility for ensuring staff are working toward accomplishing its goals and recommendations . The Strategy should be referred to when establishing staff assignments and evaluating performance. city staff members should be responsible Based on direction from their managers, for implementing tactics contained within the Strategy . Managers may ask staff to develop an individual work plan for their assigned tactic. Steps taken to implement tactics will occur on a daily basis. The implementation of tactics occurs on a daily basis. Tactics may be adjusted to adapt to changing circumstances as long as the revision supports the strategies and goals of the plan. The three-pronged approach to implementation that is described above works well for most communities. It keeps elected officials focused on the City’s long range vision, helps managers set direction, and gives staff specific assignments. Most importantly, it ensures that all City functions are working in sync toward the same long-range vision. 1 Forward La Porte Implementation Guide I 2009-2013 Implementation Calendar Goal Strategy / TacticStart Date End Date 1.0 Adopt policies that encourage high quality development. 1.1 Develop a Master Plan for downtownOct 2009 Sept2010 1.2 Prepare the City for retail developmentIn progress une 2010 J 1.3 Ensure the City has appropriate tools to finance and incentivize quality economic development 1.3.1 Adopt competitive incentive policy guidelinesIn progress Sept 2009 1.3.1 Create incentive strategies for Sylvan Beach,une 2009 une 2010 JJ Main Street, and a retail center (timing may depend on Master Plan) 2.0 Launch a marketing campaign to build awareness and perception of La Porte. 2.1 Organize and launch an external campaignune 2009 une 2012+ JJ 2.1.1 Develop and adopt a marketing plan une 2009 Oct 2009 J 2.1.2 Brand and market the Greater Downtown district: ~ Agree to a name for Greater Downtownune 2009 ug 2009 JA ~ Incorporate the name into downtown signageNov 2009 Dec 2010 ~ Talk to TxDOT about signsfor Highway 146Nov 2009 an 2010 J ~ Develop a website promoting downtown Sept 2009 an 2010 J ~ Create a brochure promoting downtownNov 2009 an 2010 J ~ Design and publish downtown newsletteMar 2010 Bi-nnual r A ~ Design a multipurpose advertisement(s)Nov 2009 an 2010 J 2.1.3 Market La Porte to tourists Feb 2010 Ongoing ~ Advertise in Houston area historic Apr 2010 Ongoing neighborhood association newsletters ~ Place downtown promotional materials at key Apr 2010 Ongoing venues around Greater Houston ~ Place downtown advertisement in Houston une 2010 Sept 2010 J Chronicle travel section ~ Position City leadership as thought leaders inan 2011 Ongoing J downtown redevelopment 2.1.4 Market La Porte to the culinary industry ~ Develop a list of culinary academies, grocers,Feb 2010 pril 2010 A restaurants, and other merchants to target. ~ Create marketing tools specifically aimedDec 2009 Mar 2010 at culinary industry (brochure, webpage, ad) ~ Examine the potential of a farmerÔs market inan 2010 May 2010 J downtown La Porte 2.1.5 Market La Porte to commercial developers ~ Develop a database of commercial developersFeb 2010 pril 2010 A 2 Forward La Porte Implementation Guide I 2009-2013 ~ Create marketing tools specifically aimed atDec 2009 May 2010 Houston area real estate developers ~ Engage in a call campaign to set up one-o April 2010 Ongoing t one meetings with targeted developers an 2011 Bi-nnual JA ~ Host a Real Estate Day for developers 2.1.6 Market La Porte to retail developers ~ Create marketing materials specifically aimedDec 2009 May 2010 at retail audiences ~ Attend and exhibit at ICSCÔs annualFall 2009 nnual A conference in San Antonio 2.2 Engage in internal marketing to increase community awareness of economic development une 2009 Sept 2009 J 2.2.1 Share the results of this Plan with residents une 2009 une 2009 JJ ~ Share the Plan with the Bayshore Sun ~ Host a roll out event where project teamuly 2009 uly 2009 JJ members share the Plan Aug 2009 ug 2009 A ~ Include a flyer about the Plan in utility bills Oct 2009 Oct 2009 ~ Distribute Plan highlights through LPISD 2.2.2 Formalize a communications function within Cityug 2010 Aug 2009 A government Goal 3: Implement the strategies in such a way that maximum flexibility and accountability are maintained. Adoption of this Plan by the City Council, EDC Board June 2009 Aug 2009 Align City departmental scopes of work with the Aug 2009 Sept 2009 strategies in this Plan Align individual staff membersÔ assignments with the Oct 2009 Nov 2009 tactics in this Plan See 1.1 May 2010 Provide an overall planning context for catalyst projects Ensure policies related to land use are focused on une 2009 Ongoing J performance rather than function Adopt an incentives policy that provides guidance to See 1.3 Dec 2009 potential recipients as to community priorities and goals without being overly specific as to the type of project that is eligible Focus on context and evolve this Plan as needed to une 2009 Ongoing J adapt to market changes 3 Forward La Porte Implementation Guide I 2009-2013 Budget Estimates Estimated Goal Strategy / Tactic Annual Cost 1.0 Adopt policies that encourage high quality development. 1.1 Develop a Master Plan for downtown$150,000-$250,000 1.2 Prepare the City for retail developmentTBD 1.3 Ensure the City has appropriate tools to finance and incentivize quality economic development 1.3.1 Adopt competitive incentive policy guidelines- 1.3.1 Create incentive strategies for Sylvan Beach, - Main Street, and a retail center 2.1 Launch an external marketing campaign 2.1.1 Develop and adopt a marketing plan $10,000-$20,000 2.1.2 Brand and market the Greater Downtown district: ~ Agree to a name for Greater Downtown- ~ Incorporate the name into downtown signage $10,000 + ~ Develop a website promoting downtown $10,000-$15,000 ~ Create a general brochure promoting downtown $2,500-$5,000 ~ Design and publish downtown newslette$1,000-$2,000 r ~ Design a series of advertisements showcasing La $2,000-$5,000 Porte to its target audiences 2.1.3 Market La Porte to tourists ~ Advertise in Houston area historic$7,500-$10,000 neighborhood association newsletters ~ Place downtown promotional materials at key $1,000-$2,000 venues around Greater Houston ~ Position City representatives as thought leaders - in downtown redevelopment 2.1.4 Market La Porte to the culinary industry ~ Develop a list oculinary academies, grocers, $500-$1,000 f restaurants, and other merchants to target. ~ Create marketing tools specifically aimed $1,000-$5,000 at culinary industry (brochure, webpage, ad) ~ Examine the potential of a farmerÔs market in - downtown La Porte 2.1.5 Market La Porte to commercial developers ~ Develop a database of commercial developers $500-$1,500 4 Forward La Porte Implementation Guide I 2009-2013 ~ Create marketing tools specifically aimed at $1,000-$5,000 Houston area real estate developers ~ Engage in a call campaign to set up one-o $500-$1,000 t one meetings with targeted developers $5,000-$10,000 ~ Host a Real Estate Day for developers 2.1.6 Market La Porte to retail developers ~ Create marketing materials specifically aimed $1,000-$5,000 at retail audiences ~ Attend and exhibit at ICSCÔs annual$2,000-$4,000 conference in San Antonio 2.2 Engage in internal marketing to increase community awareness of economic development 2.2.1 Share the results of this Plan with residents - ~ Share the Plan with the Bayshore Sun ~ Host a roll out event where project team$250-$500 members share the Plan $500-$750 ~ Include a flyer about the Plan in utility bills $500-$750 ~ Distribute Plan highlights through LPISD 2.2.2 Formalize a communications function within City - government Goal 3: Implement the strategies in such a way that maximum flexibility and accountability are maintained. Adoption of this Plan by the City Council, EDC Board - Align City departmental scopes of work with the strategies - in this Plan Align individual staff membersÔ assignments with the tactics - in this Plan See 1.1 Provide an overall planning context for catalyst projects Ensure policies related to land use are focused on - performance rather than function Adopt an incentives policy that provides guidance to See 1.3 potential recipients as to community priorities and goals without being overly specific as to the type of project that is eligible Focus on context and evolve this Plan as needed to adapt to - market changes 5 Forward La Porte Implementation Guide I 2009-2013 Performance Metrics Performance metrics are monitor the implementation progress and outcomes of a strategic plan. Most should be checked every six months to one year to ensure projects are on track. While accomplishing metrics on time should be an objective, strategies and tactics may be adjusted to adapt to changes that either impede or accelerate the schedule. We recommend the following metrics for the City of La PorteÔs economic development initiative: 1.1 Develop a comprehensive master plan for greater downtown La Porte Metrics Master plan is completed on budget by Sept2010. Master plan reflects development principles stated in the Strategic Plan 1.2 Prepare the city for retail development Metric Acquire and aggregate land to create a retail site that is a minimum of 20 acres in size by June 2010 1.3 Ensure the City has appropriate tools to finance and incentivize quality economic development Metrics Adopt competitive incentives policy, that follows the guidelines set forth in this Strategic Plan, by September 2009 Adopt incentives package(s) to support redevelopment of catalyst projects such as Main Street, Sylvan Beach, and a retail center Cost-benefit analysis is conducted on each project prior to awarding incentives 2.1 Organize and Launch an external marketing campaign 2.1.1 Adopt a marketing plan based on the recommendations of this Plan Metric Adopt a marketing plan by October 2009 2.1.2 Brand and market the downtown district Metrics The greater downtown district will have a single brand name by August 2009 Marketing tools for the downtown district will be completed by January 2010 All gateway, wayfinding, and street signs in the downtown district will reflect the new name by July 2010 6 Forward La Porte Implementation Guide I 2009-2013 2.1.3 Market La Porte to tourists Metrics Starting in April 2010, La Porte will regularly advertise he downtown district in a t minimum of three (3) Greater Houston area neighborhood association newsletters Starting in April 2010, Downtown district marketing materials will be distributed at a minimum of five (5) Greater Houston area establishments (visitor centers, airports, colleges, etc.) Three (3) consecutive downtown district advertisements will be placed in the Houston ChronicleÔs print and/or online editions starting in June 2010 2.1.4 Market La Porte to culinary related institutes and businesses Metrics Develop a database of culinary institutes and businesses by April 2010 Design print and online marketing materials targeting culinary by March 2010 Locate a minimum of hree (3) restaurants to the downtown district by May 2011 t Locate a minimum of five (5) non-restaurant culinary related businesses to the downtown district by May 2012 2.1.5 Market La Porte to commercial real estate developers Metrics Keep commercial developer database updated on an ongoing basis Design print and online marketing materials targeting developers by May 2010 Meet face-to-face with a minimum of two (2) commercial real estate developers each quarter beginning in May 2010 Host two (2) commercial real estate tours in La Porte each year beginning in 2011 2.1.6 Market La Porte to retail developers Metrics Produce print and online marketing materials targeting retailers by May 2010 Attend and exhibit at ICSCÔs Fall conference in San Antonio a minimum of three years beginning in 2009 La Porte will break ground on a new retail center by May 2012 La PorteÔs per capita retail sales tax receipts will be at a minimum on average with neighboring cities by May 2013 2.2 Engage in internal marketing to increase community awareness of the CityÔs economic development initiative 2.2.1 Share the results of the final Strategic Plan with the communit y Metrics Generate a minimum of two (2) articles in the Bayshore Sun that discuss the Plan or topics covered in the Plan Conduct a minimum of two (2) community outreach activities aimed at sharing the Plan with residents (e.g., roll out event, utility bill flyer, LPISD newsletter, or other) 7 Forward La Porte Implementation Guide I 2009-2013 2.2.2 Formaize a communications function within City Government l Metrics The City will create a full or part time communications officer position responsible for public / community relations by August 2010 8 Forward La Porte Implementation Guide I 2009-2013 REQUEST FOR LA PORTE DEVELOPMENT CORPORATION AGENDA ITEM Budget Agenda Date Requested: 11 November 2015 Source of Funds: N/A Requested By: Scott D. Livingston Account Number: N/A Department: Economic Development Amount Budgeted: N/A Report: Resolution: Ordinance: Amount Requested: N/A Exhibit: Budgeted Item: YES NO Exhibit: SUMMARY & RECOMMENDATION Per the Board’s vote and direction on 30 September 2015, the members of the ED Retail Incentives Committee -- Richard Warren, Jay Martin, Randy Woodard, and Staff -- met on Monday, 19 October 2015. The purpose of the committee and the meeting were to discuss financial incentives for new or expanding retail businesses in the City of La Porte. As a result of that meeting, the committee wishes to offer the following recommendations for the Board’s consideration: lesser 1.Incentives for new or expanding retail businesses should be limited to the of: (a)A maximum 10 year payback of the business’s new/additional tax revenues to the City of La Porte, or (b)Up to 25% of the business’s total expenditures for “infrastructure”, “site improvements”, and “other related improvements”; 2.Increase the maximum contribution of the Board to projects in the La Porte Enhancement Grant Program from $25,000 to $50,000; and 3.Any project that does not meet these parameters will be considered on a case-by-case basis. expanding Currently the only exception to Item 1, particularly as it pertains to retail businesses, is Fischer’s Do It Best Hardware. Therefore, rather than creating a new retail incentive policy based upon one exception, exceptions to this policy may be considered on a case by case basis all If the Board would like to create a broader incentives policy for new or expanding businesses in La Porte, for both “primary” jobs and “non-primary” jobs (i.e. retail), then please consider adding these two items to those above: 1. Businesses that create new “primary jobs” will receive additional value, which will be calculated as an “Adjusted Payback”, and 1 2. Allow “primary job training” as an eligible expense toward a business’s 25% total expenditure. All other discussions will be reserved and included in the process to formulate the new ED Strategic Plan. Action Required by the La Porte Development Corporation Board: Consider approval or other action to adopt the findings of the ED Incentives Committee and approve a new incentives policy for all new or expanding businesses in La Porte. Approved for the La Porte Development Corporation Agenda Corby D. Alexander, City Manager Date 2