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Community Leaders Session Summary
Economic Development Policy Update: Community Engagement Summary Report
Economic Development Policy Community Leader Session
Wednesday September 6, 2017 8:15am – 2:30pm, Workforce Solutions, Lone Star Room: 6505 Airport Blvd. Austin, TX 78752
Report Contents:
Page 2: Session Summary
Page 3: Findings Summary: Economic Development Exchange Values
Page 4: Findings Detail: Economic Development Exchange Values
Page 5: Findings Summary: Discipline Area Priorities & Rollout Summary
Page 6: Findings Detail: Workforce Development Program
Page 7: Findings Detail: Business Expansion Program
Page 8: Findings Detail: Small Business Program
Page 9: Findings Detail: Business Recruitment Program
Page 10: Findings Detail: Creative Sector Program
Page 11: Findings Detail: Real Estate Program
Page 12: Findings Detail: Social Enterprise Program
Page 13: Connective Tissue & Other Notable Session Findings
Appendix:
Page 14: Appendix A: Session Agenda
Page 16-38: Appendix B: Session Workbook
Page 39-47: Appendix C: Session Workbook Raw Data Analysis
Page 48: Appendix D: Invitee List
Page 49: Appendix E: Attendee List
Page 50: Appendix F: Session Photos, Audio File, Mayor’s Video Prepared By:
Julia Campbell, Business Development Program Manager
Global Business Expansion Division
Economic Development Department, City of Austin
November 2017
1
Community Leaders Session Summary
Session Summary
Attendees:
Leaders in the Austin community who interact with economic development priorities in their work, such as chambers of commerce,
community colleges and universities, financial institutions, creative community representatives, real estate professionals, (*See
Appendix E for full Attendee List)
Host/Speakers:
The session was hosted by the Global Business Expansion (GBE) Division of the City of Austin Economic Development Department
(EDD). Speakers included David Colligan, GBE Manager; Julia Campbell, GBE Business Development Program Manager; Chris Schreck,
CAPCOG Director of Planning & Economic Development; Lara Foss, City of Austin Corporate Communications Marketing Consultant;
Mike Rollins, Greater Austin Chamber of Commerce President; Tamara Atkinson, Workforce Solutions Capital Area Executive Director;
and David Steinwedell, ULI Austin Executive Director.
Session Goal:
This session is the second phase of stakeholder engagement in response to Resolution No. 20170302-034. We invited economic
development community leaders to learn about the feedback gathered in the first phase of outreach, determine the validity and
applicability of that feedback, fill in any gaps, and then prioritize those results. This session served as the vehicle for subject matter
experts to weigh in and sort through the vast amount of feedback received during the first phase of community outreach. The goal of
the session was to clarify community priorities, develop a realistic and achievable new set of economic development values and test
the concept of seven different forms of work.
Session Summary:
50* individuals were invited to participate in the session via personal invitation from the Hosts (*See Invitee List, Appendix D). 31*
attendees (*See Attendee List, Appendix E) participated in the 6-hour workshop, either partially or entirely. Welcome and
introductory remarks were provided by the City of Austin’s David Colligan and Julia Campbell providing the backdrop of Chapter 380
policy in Austin, a review of the resolution, expectations for the session, and goals. A video* of Mayor Steve Adler (*See Mayor
Adler’s Video, Appendix F) conveyed the importance of this part of the engagement process and thanked the participants for
contributing. Context was built further with “Speed Briefings” about Austin Demographics, Spirit of East Austin, Opportunity Austin,
Master Community Workforce Plan and Place-Making strategy. Julia Campbell facilitated the work sessions, kicking off with an
exercise to expand the definition of “Economic Development” beyond the traditional wins of jobs, investment and tax revenue.
Attendees then focused their feedback on each of the subject areas of Business Recruitment, Business Expansion, Workforce
Development, Real Estate, Small Business, Creative Sector and Social Enterprise. All feedback was captured in each participant’s
“Community Leaders Session Workbook”* (*See Appendix B). For each discipline area, staff asked the participants to review the
community input from the first phase of community conversations, then asked if these elements applied. Participants then filled in
missing elements and ranked the entire list in order of importance. A tour of the Workforce Solutions facility, breakfast, lunch and
breaks were provided.
Feedback Analysis Methodology:
Session workbooks were collected at the close of the session. Staff compiled the responses in the workbooks. Each comment
contained in the workbook was digitized and transferred into an excel workbook organized by exercise. The Economic Development
Exchange Values were aggregated to produce a total priority “score”, which was calculated by adding up the total ranking values with
1 being a lower ranking than 10. A higher “score” meant a higher aggregate ranking overall. Each discipline area was analyzed
separately by first summing the total “Applicability” rate (how many participants agreed that the existing program value did indeed
apply to the program we were trying to define.) Each missing comment was grouped by theme, and if the comment fit within an
existing value, its ranking was aggregated with that existing total number. If the comment was a new value that hadn’t appeared
before and it carried a ranking, it was given its own group and added to the priority list in order of weighted priority “score”. The
highest priority score received the number 1 spot and decreasing scores followed in sequence. Unranked comments were mentioned
in the “Findings Detail” section however were not aggregated as a part of the total ranking score.
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Community Leaders Session Summary
Findings Summary: Economic Development Exchange Values
The tables below summarize the feedback and priority values uncovered in the Community Leaders Session. This roll-up culminates
the input provided in Phase 1 of the community conversations and goes a step further by integrating missing elements and assigning
priority rankings to each value.
Economic Development Exchange Values:
In this new Austin economy, jobs are no longer the top ranking “win” for economic development value, with community members
clearly favoring the enhancement of their neighborhoods, activity corridors and creating community anchors while developing the
existing workforce. There is a clear need for the new version of the Chapter 380 program to produce equity, affordability and
community benefit over standalone prosperity.
The below list illustrates that the new Economic Development Value Exchanges that emerged were more expansive and better aligned
with these overarching themes. Illustrative of this recalibration of priorities and expansion beyond traditional wins for economic
development is the #1 and #2 spot on the Exchange Values list; “Place” and “Workforce”, respectively, are above even the generation
of “Quality Jobs” at #3. Further down the list even, “City of Austin Revenue” at #7 ranks lower than “Equity and Diversity” meaning
given the choice, the community would place greater value on a project that enhanced the community’s opportunity for equitable
prosperity and diversity over net positive benefit to the city. In economic development, we know that in practice can mean paying
outright for some projects that advance the ball in those areas. This is a brand new concept held against our current Chapter 380
policy and practice.
1) Place
2) Workforce Development
3) Quality Jobs
4) Equity & Diversity
5) Quality Investment
6) Transportation
7) CoA Revenue (Taxes & Utilities)
8) Hiring Practices
* Green indicates new/added priorities and values that were either previously missing altogether from the existing Chapter 380 policy or missing from
the first phase of community outreach.
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Community Leaders Session Summary
Findings Detail: Economic Development Exchange Values
Total 25 respondents weighed-in on the definition of Economic Development Exchange Values. The conversation sought to answer
the question: “What should the City of Austin ask for in return from companies/entities engaging in a Chapter 380 contract?” The
existing definition of the traditional Economic Development “wins” were presented: 1) Quality Jobs, 2) Quality Investment and 3) City
of Austin Revenue (Taxes & Utilities). Participants agreed these traditional values should remain in the definition, but the list needed
to be expanded to capture new community values and the values need to be re-prioritized. Following a robust discussion to build
context, participants identified missing priorities, then ranked the values, resulting in the final list (ranking highest priority first): 1)
Place, 2) Workforce, 3) Quality Jobs, 4) Equity & Diversity, 5) Quality Investment, 6) Transportation, 7) CoA Revenue - Taxes & Utilities,
and 8) Hiring.
1) “Place” refers to the value of impacting low opportunity areas of the city and prioritizing jobs in areas of high unemployment,
activity corridors, existing spaces and connected to community anchors. “Place” was further defined as providing public access and
use, being socially inclusive, and ensuring community fitness and cohesion. Preservation was a distinct theme, defined as amplifying
neighborhoods, and retaining affordable housing and commercial space, including music and cultural venues, via subsidized rents.
Community was a pronounced aspect of “Place”, including the inclusion of community oriented support groups, commitment to
community partnership, support for co-working, incubators, accelerators, community-designed incubator spaces. Other substantive,
yet not qualified, feedback included supporting accessible venues with current technology, adding cultural - music/arts spaces and
focusing on environmental sustainability, especially water use.
2) “Workforce Development” refers to the creation and support of paid internships/apprenticeships, the development of quality skills
training and work experience, expanding opportunities for career advancement, developing financial incentives for local, ongoing
training and education, partnering with local educational institutions, and investing in front-end educational workplaces.
3) “Quality Jobs” (or projects that create a certain “Number of Jobs”) was an existing traditional economic development exchange.
During this session participants agreed it is still considered to be a relevant and applicable measure for economic value, albeit at a
lower priority level behind “Place” and “Workforce”.
4) “Equity & Diversity” was identified as a new exchange value, referring to the importance of promoting diversity and equity in these
economic development partnerships, and continuing to engage HUB/MBE/WBE (Historically Underutilized Businesses/Minority-
Owned Business Enterprise/Women-Owned Business Enterprise) opportunities in these agreements while widening the definition to
include LGBT businesses. Equity and Diversity were also defined as continued investment in local organizations and minority
chambers of commerce.
5) “Quality Investment” was an existing traditional economic development exchange and during this session participants agreed it is
still considered to be a relevant and applicable measure for economic value, albeit at a lower priority level behind “Place”,
“Workforce”, “Quality Jobs”, and “Equity & Diversity”.
6) “Transportation” as an exchange value refers to prioritizing projects that are accessible by transit, or otherwise promote affordable,
efficient and public transportation solutions, resulting in mobility guarantees, enhanced transportation access, and/or reduced
commutes.
7) “City of Austin Revenue - Tax & Utilities” was an existing traditional economic development exchange and during this session
participants agreed it is still considered to be a relevant and applicable measure for economic value, albeit at a lower priority level
behind “Place”, “Workforce”, “Quality Jobs”, “Equity & Diversity”, “Quality Investment” and “Transportation”.
8) “Hiring Practices” refers to valuing projects that focus on targeting job types and source employees locally, in underserved areas
and graduates from programs prioritized in the Master Community Workforce Plan. Hiring focus should be placed on competitive
employment terms, pay a living wage or higher, and encompass services needed by individuals with barriers to employment.
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Community Leaders Session Summary
Findings Summary: Discipline Area Priorities & Rollout
The below table summarizes the feedback and priorities identified in the Community Leaders Session for each discipline area being
tested for potential program development. Each session presented the feedback received in the first phase of community
engagement, determined levels of applicability, filled in missing values and prioritized the values, ranking highest priority first.
Discipline Area Priorities & Rollout Summary:
* Green indicates new/added priorities and values that were either previously missing altogether from the existing Chapter 380 policy or missing from
the first phase of community outreach.
Merging Programs:
Interconnected themes and shared priorities across disciplines may be as important a take-away as any specific values uncovered
during this session. Staff set out to engage stakeholders to explore the full potential of the Chapter 380 program and approached this
task by compartmentalizing each discipline area (Business Recruitment, Business Expansion, Small Business, Creative Sector, Real
Estate, Workforce and Social Enterprise.) Some overlaps were perceived in the first phase of community outreach, however the
nature of interconnectivity emerged loud and clear in this community leader’s session. Each of the subject areas truly overlaps with
others, further collapsing the original list of 7 disciplines areas into arguably fewer. While the number of rollout programs isn’t fully
clear at this stage in the stakeholder engagement process (although staff asked the community leaders to rank the rollout order – see
the top row of the Findings Summary Table), what is clear is that there exists some strong connective tissue that aligns with the
themes called out in the council resolution and in conversations with stakeholders.
Rollout Priority 1 Rollout Priority 2 Rollout Priority 3 Rollout Priority 4 Rollout Priority 5 Rollout Priority 6 Rollout Priority 7
Workforce Development
Program
Business Expansion Program
Small Business Program
Business Recruitment Program
Creative Sector Program
Real Estate Program Social Enterprise Program
1) Training
2) Wraparound Services
3) Communication
4) Financial Incentives
5) Government Role
6) Equity
7) Education
1) Talent
2) Neighborhood Connection
3) Funding Needed
4) Coordinate Resources
5) Hiring
6) Alternative Space
7) Program Structure
1) Government Role 2) Financial Incentives
3) Collaboration
4)Communication & Cooperation
5) Affordability
6) Finances/ Funding
7) Program Structure
1) Community Benefits
2) Collaboration
3) Government Role
4) Equity
5) Industry & Business Diversity
6) Marketing & Communications
7) Benefits to Workforce
1) Affordability
2) Financial Incentives
3) Government Role
4) Communication & Cooperation
5) Talent
6) Collaboration
7) Community Benefit
8) Program Structure
1) Socially Beneficial
2) Communication & Efficiency
3) Government Role
4) Financial Incentives
5) Transportation
6) Affordability
1) Innovation 2) Government Role 3) Financial Connections 4)Communication & Cooperation 5) Collaboration
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Community Leaders Session Summary
Findings Detail: Workforce Development Program
Total 23 respondents reviewed the existing 5 priorities identified in Phase 1 of the community conversations: 1) Training, 2) Government
Role, 3) Wraparound Services, 4) Financial Incentives, and 5) Communications. An average 76% agreed these priorities were applicable to a
Workforce Development Program. Participants offered up missing priorities resulting in the final list (ranking highest priority first): 1)
Training, 2) Wraparound Services, 3) Communication, 4) Financial Incentives, 5) Government Role, 6) Equity and 7) Education. Participants
wondered which parties would engage in a Chapter 380 agreement like this, and questioned the City’s ability to sustain, expand and meet
market requirements conditions. Also mentioned was a direct connection between the Workforce Development Program through Chapter
380 and the Workforce Development Master Plan. Additionally, it was suggested that government needs to examine current workforce
program allocation versus the resulting metrics on graduation rates and the resulting cost per certification. Methodology Note: added/new
priorities were collapsed into existing priority buckets where applicable.
1) “Training” Not surprisingly, the top priority for a Workforce Development Program turned out to be Training. Phase 1 community
conversations had already brought Training to the top of the list, stating that workers need more training to be able to take advantage of
available job opportunities and that employers should support this training because they need more qualified Austin workers to fill mid-skill-
level jobs. 91% of participants in this session agreed this was an applicable value and further clarified that “training” should match demand,
be available for the formerly incarcerated, and include apprenticeship/internships/mentorships and more specifically paid
mentor/internships for high school and formerly incarcerated individuals on work release.
2) “Wraparound Services” was an existing priority in Phase 1 and remained on the top of the list with the highest rate of “applicability” of all
the priorities, at 96%. Participants agreed that in the current labor market, there is a mismatch between skills, workers and jobs. Training-
related services, notably daycare and transportation, are necessary for those with limited incomes to be able to participate in the training.
Inequity based on income, race, skill-level and geographic area, such as East Austin, need to be addressed as a part of this strategy.
3) Communication Only 65% of the participants agreed that Communication is an applicable priority in a Workforce Development Program.
Although those who did agree reinforced the idea that effectiveness of this type of program would suffers from general lack of awareness,
particularly among small businesses. Collaboration is needed between training entities and businesses who need them. In addition, public-
private partnerships could provide a channel for highly visible tech employers to communicate their hiring needs into underserved
communities to help break the ice.
4) Financial Incentives were generally agreed upon as an applicable part of a Workforce Development Program (75%). These incentives were
originally defined as local government providing incentives to companies that help put people to work, but the focus should shift from large
businesses to support small businesses. Participants in the session supported that shift, and added that government financial investment
should focus on social service programs, primarily skills and training, but with offset costs for wraparound services such as childcare and
transportation. Some questioned who would engage in these agreements, what parties would be involved, and what the benefits would be.
Suggestions included using specific tools to incentivize large employers in high demand sectors, workforce development providers, colleges,
universities, and local educational institutions such as ACC and AISD.
5) Government Role emerged as a prominent attribute for a Workforce Development program however it proved difficult for the community
to envision and therefore define. Phase 1 community input concluded that government can support workforce training by directly matching
firms and workers to mutually beneficial employment opportunities. About half of the session participants agreed that the government
should play this role as connector, with some adding that the City should engage with the workforce development system to raise public
awareness of industry-provided internships. Another suggestion was collaboration between Capital Metro and employers to address
constraints on the workforce. The sentiment was shared that an inadvertent effect of the current Chapter 380 program has further
disadvantaged racial minorities, lower-income individuals, and small/local business.
6) Equity was a theme threaded throughout the entire Workforce Development conversation in this session and was added as a new priority
not previously called out as separate. Employment and income inequity present considerable challenges that could be addressed with a
thoughtful and value-driven Workforce Development program as long as it remains inclusive of underserved minorities, creatives and youth.
Additional “equitable” considerations for the workforce include digital literacy, access to internet and hardware, and online connectivity.
7) Education was included as a high priority for a Workforce Development program that was not prioritized in the first phase of community
conversations. The participants suggested development of partnerships with local schools and universities, ACC STEM, STEAM and Project
Einstein for pipeline building, noting that disconnects such as ACC’s inability to fill slots in IT courses while having more Registered Nurse
applicants than can be trained.,
6
Community Leaders Session Summary
Findings Detail: Business Expansion Program
Total 23 respondents reviewed the existing 5 priorities resulting from Phase 1 of the community conversations: 1) Talent, 2) Funding needed, 3)
Neighborhood Connection, 4) Coordinate Resources, and 5) Alternative Space. An average 74% agreed these values were applicable to a Business
Expansion Program, (worth mentioning were the outliers, with 96% agreement that “Talent” was applicable and only 57% agreeing that
“Coordinated Resources” was applicable.) Participants offered up missing priorities resulting in the final list (ranking highest priority first): 1) Talent,
2) Neighborhood Connection, 3) Funding Needed, 4) Coordinate Resources, 5) Hiring, 6) Alternative Space, 7) Program Structure. Other substantive
feedback (however unqualified and unranked by the participants) included the role of government and business expansion effect on health
outcomes. Participants discussed the alignment of the City of Austin budget priorities for similar and multiple organizations in the community,
allowing qualifying new or expanding businesses to have a loan for utility upgrade expenses, ease of permitting. On the healthy outcomes front,
participants mentioned promoting the creation of health care facilities and the goal to eliminate food deserts. Methodology Note: added/new
priorities were collapsed into existing priority buckets where applicable.
1) “Talent” was revealed as the number one priority for a Business Expansion Program. The Phase 1 community conversation made clear that
business growth opportunity is dependent on training for existing talent (current employees), the availability of skilled workers for hire and extending
the employee continuum. This leadership forum agreed with that sentiment with over 96% agreeing that Talent is applicable, and further expanded
on this priority by offering up that the City should reward businesses that advance employee skills by offering a career ladder, internships,
educational opportunities, and other training. Also important to the value of Talent is the creation of opportunities for low-income workers to up-
skill to greater than 200% above the federal poverty line, currently $19.63/hour per the Workforce Master Plan, via apprenticeships, paid internships,
coop learning, work-study, etc. Other programs could include business investment in workforce such as tuition reimbursement programs, parental
leave/childcare, coordination with colleges and community colleges, scalable entrepreneurship training, and workshop training.
2) “Neighborhood Connection”, defined as small and local business growth that directly affects the neighborhood or community the business services
by creating jobs proximate to workers, training opportunities for neighborhood residents and solidify the community identity, was a high-ranking
priority in Phase 1 of community outreach. Over 68% of community leaders agreed a strong neighborhood connection is needed, but added that
Neighborhood Connection should include communal green space and parks, amplification of Austin's culture and requiring projects to provide a
community benefit. Leaders also noted that business growth depends on the growth of the surrounding community.
3) “Funding Needed” refers to resources needed for business expansion, training and marketing and the role of government in identifying grant funds
available to businesses in need. 75% of the leaders agreed that needed funding is applicable to a Business Expansion program, including developing
a payment plan for utility infrastructure as an incentive, providing funding stream and training for business resilience, offering “micro 380
agreements” for micro companies, and carving out funds for risk capital for businesses expansion into alternative spaces. Participants also suggested
the City examine its retirement system investment portfolios to include local business investments.
4) “Coordinate Resources” was a bit more specific than similar themes in the other sessions that amounted to “Collaboration”. Phase 1 of the
community conversations on this subject pointed to a targeted need for government to identify a variety of training opportunities and connect
corporations and small businesses within the same industries to share knowledge. Just over half of the participants in this forum agreed with this
sentiment. Participants shared some additional ways resources could be coordinated such as looking beyond funding mechanisms to specific need to
support the businesses and local community, e.g. Alternative space, training, site/permitting/infrastructure. Other coordinated efforts could include
facilitating clustering for industry-specific resources, connecting markets, connecting small business to City of Austin resources (such as Austin
Energy, SBP, etc.), developing an all-encompassing resource directory, and identifying business associations that already exist to connect businesses
within the same industry.
5) “Hiring” was added as a new priority, separate from Talent and workforce development, to encompass the hiring practices that these expansion
projects will utilize to ensure equitable employment opportunities. This includes equity, a focus on hiring members of difficult to employ groups,
targeted hiring of community members (encouraging hiring from underrepresented groups), recruiting practices that promote a diversity of skills,
competitive employment (high-demand jobs paying a living wage or higher), paid internships, and pathways to high-demand jobs. A few stronger
sentiments arose asking to require a racial/gender equity statement for all organizations/businesses seeking 380 support, and to democratize
entrepreneurship to underserved communities, especially for the creative sector.
6) “Alternative Space” 65% of the session participants agreed that alternative space options were an important value for a Business Expansion
program. Phase 1 feedback pointed to business growth happening in multi-use spaces, such as co-working, library, showroom, pop-up and unused
retail spaces. The session participants suggested that this should include partnerships between incubators/accelerators with universities and ACC.
7) “Program Structure” was a new priority brought forward by this group as a missing piece of the Business Expansion Program. Many suggested that
Business Expansion criteria and values be synched with the Business Recruitment values; Business Expansion funding should be tied to the potential
return on investment to the City (in either the form of financial return or the return of community values.) Success of the program should be
measured as a percent of impact per investment, meaning there may be multiple micro impacts that result in a massive overall impact and amplified
culture. The program should contain a component of acknowledgement of compliant businesses already here. Another suggestion was to remove
excessive prescription with city values or other criteria to give city staff tools to make good decisions.
7
Community Leaders Session Summary
Findings Detail: Small Business Program
Total 19 respondents reviewed the existing 4 priorities resulting from Phase 1 of the community conversations: 1) Government Role, 2)
Financial Incentives, 3) Collaboration and 4) Communication & Cooperation. An average 83% agreed these priorities were applicable to a
Small Business Development Program. Participants offered up missing priorities resulting in the final list (ranking highest priority first): 1)
Government Role, 2) Financial Incentives, 3) Collaboration, 4) Communication & Cooperation, 5) Affordability, 6) Finances/ Funding, and 7)
Program Structure. Other discussion points worth mentioning that were not ultimately ranked as priorities included whether to place the
burden on a small business to create a high number of quality jobs as a qualifier for participation in the Chapter 380 Small Business Program.
Small Business real estate development (such as mixed us projects with space for small businesses) should focus on marginalized
communities. Methodology Note: added/new priorities were collapsed into existing priority buckets where applicable.
1) “Government Role” was prioritized in the Phase 1 community conversation, where government was described as an inflexible taxing
authority and the bearer of burdensome regulations and “red tape” that actively hinder small business growth. Community leaders agreed
that the city lacks follow-through in its commitments to small businesses. Small businesses are perceived to require more visibility and it is
the community’s view that government does not prioritize them during policy making. Since small businesses do not have a "seat at the
table," it should be the city's job to amplify the voice of this sector to promote equity. Over 95% of participants agreed with that assessment
and added some prescriptive tools such as creating an Ombudsperson role in Economic Development to help facilitate getting Chapter 380
agreements executed (a similar suggestion was provided during the Real Estate Development Program discussion). Participants also said it
could be helpful, instead of incentivizing small businesses, to simply remove “disincentives”, by implementing consistent and standardized
guidelines and rules. Community leaders would also rather see the expansion of existing classes and the promotion of small business
resources already offered, and possibly creation of a complimentary program that includes expedited permitting and/or waivers of
appropriate fees when economic values are achieved by the project. The government should assist with the complex, time-consuming
permitting process for small businesses.
2) “Financial Incentives” provided by the City to qualifying small businesses should be as accessible as they are to large companies. Small
businesses make up a large enough portion of the local economy that supporting this small business foundation leads to similar job creation
measures as a single large company. 79% of session participants agreed Financial Incentives are applicable to a Small Business Program.
Missing pieces included scaling the small business program with metrics tailored to smaller businesses, lightening up on prescriptive
requirements and other qualification barriers. Micro and small businesses are different from one another, and the City should consider
support based on actual need. It should also reward legacy businesses that have maintained a significant and steady economic and social
impact.
3) “Collaboration”, defined as sharing of resources between businesses and the crosspollination among industries is a desired outcome of a
successful Small Business program. 74% agreed that Collaboration was an applicable part of a Small Business Program. An element of the
discussion was the role of government in facilitating this collaborative effort, for example setting up pathways and channels for business-to-
business partnerships, cooperatives and other relationships to pool resources and access Chapter 380 participation.
4) “Communication & Cooperation” were considered separate from “Collaboration” as this refers to the government’s role in standardizing
regulatory processes and communicating about existing resources to better educate small businesses on what’s already available to them.
Small businesses are open to government involvement when it comes to promoting equity and welfare. 84% of participants in this session
agreed this is an applicable part of the Small Business Program.
5) “Affordability” was brought forward as a new value for a Small Business Program. Participants mentioned the need for affordable space
(specifically the government’s role in easing rent prices for small businesses) and the need to address the excessive cost of leasing in
downtown and surrounding areas, in order to maintain the soul of the urban core.
6) “Finances/ Funding” was added as a missing value. The City should consider supporting Small Businesses by enhancing access to capital,
financing for utility upgrades or construction expenses, and incentivizing local foundation support for non-profits.
7) “Program Structure” was referenced during this conversation, addressing the underlying unique needs of small businesses versus medium
and large businesses that might engage with a traditional Chapter 380 program. The spectrum of business size is relevant to the support
they receive (small businesses are different than “micro” businesses) and participants agreed that the 200 employee threshold may not
address the diverse needs of businesses with fewer than 200 employees. Criteria for identifying small/micro businesses need to be as unique
as the businesses are. Participants agreed the city program should not be too prescriptive to allow for flexible solutions and avoid burdening
new businesses with the unmet needs of an entire city.
8
Community Leaders Session Summary
Findings Detail: Business Recruitment Program
Business Recruitment was defined as traditional, large companies entering the Austin market with large job-counts and/or large investment
amounts in exchange for an incentive. Total 23 respondents reviewed the existing 6 priorities identified in Phase 1 of the community
conversations: 1) Collaboration, 2) Equity, 3) Government Role, 4) Community Benefits, 5) Industry & Business Diversity, and 6) Marketing &
Communications. An average 88% agreed these priorities were applicable to a Business Recruitment Program, (except for Marketing &
Communications, where only 48% indicated this was applicable.) Participants offered up missing priorities resulting in the final list (ranking
highest priority first): 1) Community Benefits, 2) Collaboration, 3) Government Role, 4) Equity, 5) Industry & Business Diversity, 6) Marketing
& Communications, and 7) Benefits to Workforce. Methodology Note: added/new priorities were collapsed into existing priority buckets
where applicable.
1) “Community Benefits” was revealed as a priority during Phase 1 of the community conversations, however participants in this leadership
session further amplified, clarified and expanded its definition beyond influencing affordability, transportation, infrastructure and zoning. A
Business Recruitment program could benefit the community by working with local groups and non-profits to align with their values and
needs, enhance local relationships and support local culture, create a stronger local community, develop neighborhood networks, promote
industry diversity, encourage entrepreneurship and support small businesses. Other Community Benefits include sustainable building
practices such as green building or LEED certification, public access to parks and greenspaces, mitigation of downtown pan-handling and
other impacts of the homeless population on businesses, partnerships with local creatives, connections with the school districts and use of
these community benefits as a marketing tool to recruit the company.
2) “Collaboration” rose to the top of many priority lists and was defined in this Business Recruitment Program context as needed businesses-
to-business, business-to-community, government-to-business, and government-to-community collaboration. Collaboration is a key priority
for a Business Recruitment Program that aims to fill industry gaps and result in new B2B opportunities for local businesses. Programmatic
collaboration paves the way for introductions and partnerships, such as a business’s direct connection with local schools to develop a hirable
workforce.
3) “Government Role” was one of the most uncontested priorities of the day. 91% of participants agreed that a stronger government role is
needed in a successful Business Recruitment program. There is a dire need for efficiency in issuing permits and implementing zoning
regulations. These processes are burdensome on Austin businesses, as are state, local and regional taxes. Government purview includes
control over the living wage threshold that could help address underlying affordability issues.
4) “Equity” 83% of participants agreed that Equity should be a priority for a Business Recruitment Program. They agreed with Phase 1
community conversation feedback that favored projects that create a balanced economy, reduce poverty, and equalize income across
demographic and other economic segregations.
5) “Industry & Business Diversity” 83% of participants agreed that industry and business diversity is an applicable factor in a Business
Recruitment Program. Participants agreed that diversity is needed across industry type, business size, scale and revenue. Within the current
economic climate and the need for affordability and equity, the Business Recruitment tool should include a focus on small businesses and
existing business support, without sacrificing the ability to recruit large companies to the market. This could result in attracting needed
venture capital to the market and improving economic diversity through the economic ripple effects of large businesses.)
6) “Marketing & Communications” Only 48% of participants agreed that Marketing and Communications would apply to an effective Business
Recruitment program. Those that did prioritize it said that intentional branding and wide promotion of Austin is needed to maintain a
competitive edge on the global stage. Other unqualified feedback on this subject included the sentiment that due to its size, public
awareness and national rankings, Austin no longer needs active promotion and that continuing to invest in this as a part of Business
Recruitment could be detrimental to the ability to control growth responsibly.
7) “Benefits to Workforce” was offered by participants as a missing element of the Business Recruitment Program priorities as a consideration
that needs to be included as a component of projects seeking public investment. Elements of consideration include living wage, focusing
hiring on local workers, ensuring employee benefits such as healthcare, inclusive HR policies and workforce development/training
opportunities, enveloping and subsidizing wrap-around services such as parental leave/childcare/etc., quality of life enhancements for
employees and their families and ensuring adequate parking spaces.
9
Community Leaders Session Summary
Findings Detail: Creative Sector Program
Total 17 respondents reviewed the existing 5 priorities provided in Phase 1 of the community conversations: 1) Financial incentives, 2)
Affordability, 3) Government Role, 4) Communication & Cooperation and 5) Collaboration. An average 75% agreed these priorities were
applicable to a Creative Sector Program. Participants offered up missing priorities resulting in the final list (ranking highest priority first): 1)
Affordability, 2) Financial Incentives, 3) Government Role, 4) Communication & Cooperation, 5) Talent, 6) Collaboration, 7) Community
Benefit, and 8) Program Structure. Methodology Note: added/new priorities were collapsed into existing priority buckets where applicable.
1) “Affordability” was a top concern in Phase 1 of the community conversation, and rose even higher in priority during this session, with 88%
agreeing it was applicable to a Creative Sector Program. Originally defined as seeking relief from the ever-increasing cost of suitable and
available space for local industry, the session participants added access to space and government assistance with real estate costs, providing
space for community value-aligned non-profits, leveraging cooperative ownership models (as alternative to rent control), utilizing unused city
space and permanent subsidized space for the creative sector.
2) “Financial Incentives” originally topped the list of priorities uncovered in the first phase of outreach, and while it moved below
“Affordability” to the number two priority, the original definition captured 82% of the participants consent as defined by the lack of available
funding as the main challenge in the creative sector. Effective incentives could take the form of rebates, grants, rent control, and property
tax abatements alongside information about where to access funding opportunities.
3) “Government Role” was applicable to 76% of participants who agreed that the government is perceived as the facilitator of partnerships
and connector between public-private, creative-non-creative, and peer-peer enterprises. The government should continue to support and
promote the arts in this capacity. The government could help those in the creative sector acquire health care through non-profit
partnerships or by creating a network. Session attendants identified a need for business plan development support and said the city
government should be the “one-stop” resource for creatives.
4) “Communication & Cooperation” covered a broad swath of needs, generally capturing the community sentiment that the arts are not
considered a priority in this community, part of which is rooted in a lack of understanding of the economic value and impact of the arts.
Therefore, more recognition is needed of what is already being done; advocacy and direct marketing of impact could strengthen the sector.
76% of participants agreed that Communication and Cooperation is applicable to a Creative Sector program and they added that increased
access to resources may educate the community about the economic value and impact of creatives and better connect creatives currently
struggling with representation in local government and community engagement.
5) “Talent” was recognized as an important and missing value in this session. Participants offered the importance of creating a program that
values and encourages retention of individual talent within the city, offering training, apprenticeships and mentorships to support early-
career creatives. Additional training is needed for business development, entrepreneurship and scalability. These trainings could be built
through partnerships with local schools & colleges. Incentives could be utilized to support creative workforce development in the same way
as they could be used for other types of skilled jobs.
6) “Collaboration” is seen by some as a basic need and one that must be taken before any of the other measures can be achieved, but only
53% of the participants agreed it is applicable to the Chapter 380 program. This is due mostly to uncertainty about what that coalescing
effort could look like that would engage a critical mass of the creative population. Session participants agreed that due to the lack of a
centralized network within the creative sector, it is difficult to collaborate or have civic engagement therefore that may be the first problem
that needs to be solved.
7) “Community Benefit” was identified by the leaders as a needed value in a Creative Sector Program. Community benefits include a focus on
equity and diversity within the sector (via targeted funding toward under-represented groups). Value should be assigned to Community
Benefits, and support should be provided to companies that have demonstrated longstanding commitment to local artists, and to companies
who demonstrate affordable and inclusive practices in their business models. Reframing the measure by which government tracks creative
sector accomplishments could include “export of culture” to bring recognition to the community benefit and impact of creatives.
8) “Program Structure” elements came to light during the conversation, including the recommendation to develop metrics as an alternative
to traditional return on investment in the creative sector. The discussion included the possible financial net loss on some of these projects,
however the measurement extends beyond financial gain and into economic impact and community benefit of the creative sector.
10
Community Leaders Session Summary
Findings Detail: Real Estate Program
Total 20 respondents reviewed the existing 5 priorities provided in Phase 1 of the community conversations: 1) Government Role, 2) Socially
Beneficial, 3) Financial Incentives, 4) Communication & Efficiency, and 5) Transportation. An average 85% agreed these priorities are
applicable to a Real Estate Development Program. Participants offered up missing priorities resulting in the final list (ranking highest priority
first): 1) Socially Beneficial, 2) Communication & Efficiency, 3) Government Role, 4) Financial Incentives, 5) Transportation, and 6)
Affordability. Other discussion points worth mentioning that were not ultimately ranked as a priority included considering the
encouragement of cooperative ownership models and soliciting feedback from the private developer community to weigh-in on this
conversation. Methodology Note: added/new priorities were collapsed into existing priority buckets where applicable.
1) “Socially Beneficial” Real Estate Development Program was the theme of the discussion. In Phase 1 of the community outreach,
social benefit for real estate development was defined as an inclusive program resulting in both cultural and economic diversity. Real
Estate development should benefit the economy, the community, provide social equity and protect the environment. 80% of the
session participants agreed social benefit is a key ingredient to incentivizing real estate projects. They further clarified this as
engaging and collaborating with non-profits, prioritizing the development of mixed-use spaces, flex/co-working spaces and spaces for
public use or community purposes. Real estate projects should reflect the community’s focus on equity, diversity and inclusion.
Target nodal development is a priority to enhance neighborhoods and retain Austin’s integrity, integrating open space, park space and
green space.
2) “Communication & Efficiency” was a top priority uncovered during the first phase of community engagement. Originally defined as
providing public forums and access to information on available programs to improve project efficiency and effectiveness. Currently,
the lengthy permitting process holds back the completion of socially responsible projects, and local government needs to address this
immediately. 80% of the session participants agreed these were applicable priorities. They added that to achieve other community
benefits, city real estate could be leveraged or offering private projects expedited permitting. The suggestion was offered to create a
knowledgeable Ombudsperson within the Economic Development Department that to assist qualifying projects to fast-track the
permit process and integrate these priorities into business expansion and recruitment programs.
3) “Government Role” applied in this program, as 85% of participants agreed this was an applicable element, and conceded the definition of
the role would include the responsibility of setting the overall strategy for the city, encouraging businesses and non-profits to invest, and
educating home owners and commercial businesses. Government role could include protecting populations from poverty while
improving neighborhoods. The session participants agreed, adding only that a stronger connection/integration of this strategy into
CodeNext, Imagine Austin, and Create Austin would be beneficial.
4) “Financial Incentives” were specifically called out as a needed and applicable tool to achieve priority number six (“Affordability”.)
85% of the session participants agreed that financial incentives play a role in deal-making and can promote the community’s economic
goals through the subsequent generation of tax revenue, zoning and even encouraging sustainability. Session participants also added
that incentives for developers to offer free/subsidized space to underserved & creative communities would help both an in-need
sector and connect private projects with the community.
5) “Transportation” was seen as a necessary consideration in the first phase of community conversation. 90% of this sessions’ participants
agreed that transportation-oriented development could provide integrated solutions for the city at large. Participants also mentioned
“removing the I-35 divide” as a way to illustrate the potential connectivity of a more integrated and mobile city currently suffering
from the physical East-West barrier.
6) “Affordability” was a stronger message in this session than it was in the first real estate development community conversation. In this
discussion, it was mentioned in multiple categories, and ultimately justified the creation of its own category as a high priority. Specific calls
for community centers or non-profits to locate in offices with below-market or free were discussed, and addressing underlying equity &
affordability in residential, commercial & industrial spaces was of paramount importance.
11
Community Leaders Session Summary
Findings Detail: Social Enterprise Program
Total 18 respondents reviewed the existing 5 priorities provided in Phase 1 of the community conversations: 1) Government role, 2)
Financial Connections, 3) Communication & Cooperation, 4) Collaboration, and 5) Innovation. An average 64% agreed these priorities
are applicable to a Social Enterprise Program. The participants engaged in a brief discussion about what it means to be a “social
enterprise” and how that influences their understanding of non-profit business tax status and non-profit business models.
Participants offered up missing priorities resulting in the final list (ranking highest priority first): 1) Innovation, 2) Government Role, 3)
Financial Connections, 4) Communication & Cooperation, and 5) Collaboration. Other prioritized elements included promoting equity
and diversity, and providing social emprises with space to conduct operations for community benefit. Since discussion of what these
priorities and tools could look like was limited by time available, they were not included in the top priority list. Other feedback that
was not prioritized included access to training, improving the well-being of individuals and meeting the needs of the community as
well as addressing unmet needs that are unique to public non-profit entities. Methodology Note: added/new priorities were collapsed
into existing priority buckets where applicable.
1) “Innovation” refers to the Austin start-up culture and the benefits of shared co-working and incubator spaces for social enterprises.
78% of participants agreed that innovation is key to a Social Enterprise program, as is the need to ensure that community benefits are
not lost in the next phase of business innovation.
2) “Government Role” according to participants, is to connect social enterprise organizations with each other, other sectors, public
services, and directly with clients. 72% of participants agreed that this definition of a government role is applicable to a Social
Enterprise Program. Government can serve as the centralized clearinghouse by administering a single web portal to better facilitate
such connection or by piloting a directory of public-private/profit-non-profit partnerships. Government can also provide tax
abatements or other incentives to businesses that support social enterprises that connect with community values, or contribute
directly to those social enterprises that connect with community values. Non-profits and social enterprise organizations are
interested in partnering with the City.
3) “Financial Connections” refers to connecting social enterprises with available grant money, assistance with grant applications and
connections with for-profit businesses and other funders. 72% of participants agree this is a priority element of a Social Enterprise
Program since social enterprises need more funding, whether from the City or private capital.
4) “Communication & Cooperation” in the other sessions has traditionally meant communication and cooperation within the industry,
but in this case it refers to government’s responsibility of maintaining open and transparent lines to communicate information about
existing resources to social enterprises. Centralized information about resources is perceived as currently missing from the social
enterprise ecosystem. Additionally, there is the lack of understanding about services that are currently available, and a perceived lack
of clear funding criteria. 67% of participants agreed this was an applicable priority of a Social Enterprise program.
5) “Collaboration” refers to the connection between local government and social enterprises in the community that play a direct role
in shepherding the City’s community values. Only 44% of the participants agreed this priority was applicable to a Social Enterprise
Program, but it remains on the list due to its priority rankings compared with other feedback that received no rankings.
12
Community Leaders Session Summary
Connective Tissue & Other Notable Session Findings:
An Ombudsperson in the Economic Development Department could assist small businesses by shepherding projects through
the city’s burdensome regulations and processes.
Avoid over-prescription of programs that seek to assist small, creative, and local businesses, and allow for unique needs to be met with flexible solutions
Marketing & Communications resources are needed to promote these new and existing programs widely to the community.
Business Recruitment and Business Expansion values are, and should be, linked, synched and overlapping.
Some goals the community wants to achieve via financial support from the City of Austin may require outright purchase (projects that do not produce an immediate net benefit.)
13
Economic Development Policy:
Community Leader Session Wednesday September 6, 2017 8:15am – 2:30pm
8:15am………………………………………………………..………………Attendee Check-In 8:20am………………………………………………...............Welcome & Introduction
David Colligan, City of Austin EDD
8:30am………………………………………………...............................Speed Briefings Austin Demographics: Chris Schreck, Director of Planning & Economic Development, CAPCOG Spirit of East Austin: Lara Foss, Corporate Communications Marketing Consultant, City of Austin
Opportunity Austin: Mike Rollins, President, Greater Austin Chamber of Commerce Workforce Study: Tamara Atkinson, Executive Director, Workforce Solutions Capital Area
Place-Making: David Steinwedell, Executive Director, ULI Austin
9:45am…………………………………….……...................Work Session Framework Julia Campbell, City of Austin EDD
9:50am…………………………………………………Defining Economic Development David Colligan, City of Austin EDD
10:00am…….…………………………………………………………………………………...Break 10:10am………………………………………………………………...Business Recruitment 10:50am…………………………………………………………………….Business Expansion 11:30am…………………………………………………………….Workforce Development
-------------------WORKING LUNCH-----------------
12:00pm…………………………………………………..…………………………….Real Estate 12:30pm……………………………………………………………………………Small Business 1:00pm……………………………….Break & Tour of Workforce Solutions Facility 1:15pm…………………………………………………………………….……..Creative Sector 1:45pm………………………………………………………………..…..……Social Enterprise 2:15pm……………………………………………………………………………….Final Exercise 2:30pm……………………………………………………..Closing Remarks & Next Steps
Appendix A: Session Agenda
14
City of Austin
Public Participation Principles &
Discussion Guidelines:
Open-mindedness: Listen to and respect all points of view
Acceptance: Suspend judgment as best you can
Curiosity: Seek to understand rather than persuade
Discovery: Question old assumptions, look for new insights
Sincerity: Speak for yourself about what has personal heart and meaning
Brevity: Go for honesty and depth, but don’t go on and on
Accountability and Transparency
The City will enable the public to participate in decision-making processes by providing clear information on the issues, the ways to participate, and how their participation contributes to the decision.
Fairness & Respect
The City will maintain a safe environment that cultivates and supports respectful public engagement and will expect participants to do so in turn.
Accessibility
The City will respect and encourage participation by providing ample public notice of opportunities and resources and accommodations that enable all to participate.
Predictability & Consistency
The City will prepare the public to participate by providing meeting agendas, discussion guidelines, notes, and information on next steps.
Creativity & Community Collaboration
(Inclusivity and Diversity)
The City will use innovative, proven, and customized engagement solutions that are appropriate to the needs of the projects and the participants.
Stewards of Resources
The City will balance its commitment to provide ample opportunities for public involvement with its commitment to delivering government services efficiently and using City resources wisely.
15
SESSION WORKBOOK City of Austin: Economic Development Policy
Community Leader Session: Wednesday September 6, 2017 Record your feedback through exercises in this workbook.
Please turn in this workbook at the end of the session.
16
Table of Contents
p.2 …………………………………………………..……………………..………………..…Agenda p.3 ………………………Public Participation Principles & Discussion Guidelines p.4 ..……………………………………………...……..Defining Economic Development p.5 ..…………………………………………………….………………..Business Recruitment p.6 …………………………………………………………………………….Business Expansion p.7 …………………………………………………………………….Workforce Development p.8 …………………………………………………………..…………………………….Real Estate p.9 ………………………………………………………..…………………………Small Business p.10 …….………………………………………………………………………….Creative Sector p.11 ……………………………………………………………..…..………….Social Enterprise p.12…………………………………………………………………………………...Final Exercise p.13 ………………………………………………………………………Additional Comments
p.14 …...…………………………………………..…….APPENDIX A: Community Values p.19……………………………………………………...APPENDIX B: Session Summaries
17
Agenda
Economic Development Policy:
Community Leader Session Wednesday September 6, 2017 8:15am – 2:30pm
8:15am………………………………………………………..………………Attendee Check-In 8:20am………………………………………………............... Welcome & Introduction
David Colligan, City of Austin EDD
8:30am………………………………………………...............................Speed Briefings Austin Demographics: Chris Schreck, Director of Planning & Economic Development, CAPCOG Spirit of East Austin: Lara Foss, Corporate Communications Marketing Consultant, City of Austin
Opportunity Austin: Mike Rollins, President, Greater Austin Chamber of Commerce Workforce Study: Tamara Atkinson, Executive Director, Workforce Solutions Capital Area
Place-Making: David Steinwedell, Executive Director, ULI Austin
9:45am…………………………………….…….....................Work Session Framework Julia Campbell, City of Austin EDD
9:50am…………………………………………………Defining Economic Development David Colligan, City of Austin EDD
10:00am…….…………………………………………………………………………………...Break 10:10am………………………………………………………………...Business Recruitment 10:50am…………………………………………………………………….Business Expansion 11:30am…………………………………………………………….Workforce Development
-------------------WORKING LUNCH-----------------
12:00pm…………………………………………………..…………………………….Real Estate 12:30pm……………………………………………………………………………Small Business 1:00pm……………………………….Break & Tour of Workforce Solutions Facility 1:15pm…………………………………………………………………….……..Creative Sector 1:45pm………………………………………………………………..…..……Social Enterprise 2:15pm……………………………………………………………………………….Final Exercise 2:30pm……………………………………………………..Closing Remarks & Next Steps
18
City of Austin
Public Participation Principles & Discussion Guidelines:
Open-mindedness: Listen to and respect all points of view
Acceptance: Suspend judgment as best you can
Curiosity: Seek to understand rather than persuade
Discovery: Question old assumptions, look for new insights
Sincerity: Speak for yourself about what has personal heart and meaning
Brevity: Go for honesty and depth, but don’t go on and on
Accountability and Transparency
The City will enable the public to participate in decision-making processes by providing clear information on the issues, the ways to participate, and how their participation contributes to the decision.
Fairness & Respect
The City will maintain a safe environment that cultivates and supports respectful public engagement and will expect participants to do so in turn.
Accessibility
The City will respect and encourage participation by providing ample public notice of opportunities and resources and accommodations that enable all to participate.
Predictability & Consistency
The City will prepare the public to participate by providing meeting agendas, discussion guidelines, notes, and information on next steps.
Creativity & Community Collaboration
(Inclusivity and Diversity)
The City will use innovative, proven, and customized engagement solutions that are appropriate to the needs of the projects and the participants.
Stewards of Resources
The City will balance its commitment to provide ample opportunities for public involvement with its commitment to delivering government services efficiently and using City resources wisely.
19
Defining Economic Development
A. 380 Definition: Sec. 380.001. ECONOMIC DEVELOPMENT PROGRAMS. (a) The governing body
of a municipality may establish and provide for the administration of
one or more programs, including programs for making loans and grants
of public money and providing personnel and services of the
municipality, to promote state or local economic development and to
stimulate business and commercial activity in the municipality.
B. Community Values: A revised Chapter 380 program reflects the following overarching values as outlined by the community:
1) Government Role: Connector, Investor, Path-Clearer 2) Focus on Equity: Employment Opportunities for All 3) Unify the Community Through Collaboration 4) Train, Recruit and Retain Local Workforce and Talent 5) Support Austin’s Culture, Creative Sector and Community Identity 6) Incentivize, Support, Staff and Train Small Businesses 7) Build Affordable, Livable and Accessible Development 8) Impact Business Growth 9) Control Affordability 10) Economic Diversity
C. How do we want to define Economic Development?
i. Traditionally, Economic Development provides these exchange values: _____ Quality Jobs _____ Capital Investment _____ COA Tax Revenue (taxes & utilities)
ii. What’s missing?: _____ _____________________________ _____ _____________________________ _____ _____________________________ _____ _____________________________ _____ _____________________________
iii. Prioritize these exchange values in the space provided.
20
Business Recruitment Purpose: Recruit for new businesses and industries in Austin Values: Ensure steady net new job growth and investment in Austin Exercise 1: Review the values the community provided. These are the values that the community have said are the most important aspects of a Business Recruitment Program under Chapter 380. Exercise 2: In the column provided, check off the values you agree should apply. Do these/should these values apply to a Business Recruitment Program under Chapter 380? Exercise 3: In the space provided, what’s missing? Insert values you believe are missing from this list that would be critical to the success of a Business Recruitment Program under Chapter 380. Exercise 4: In the column provided, rank each value in order of importance (1-high importance).
EXERCISE 1:
Review Community Input
(Understand Values)
EXERCISE 2:
Do these apply?
(Check those
apply)
EXERCISE 4:
Rank Values 1-5
(1- most
important)
Community benefits (Projects provide economic relief for
affordability, infrastructure improvements, transportation,
zoning and commercial equity.)
Col laboration (Businesses partnering with each other and with
local schools to develop the city’s workforce.)
Government role (Increasing efficiency with issuing permits,
implementing zoning regulations and taxes, which are
burdensome on Austin businesses. Living wages and address
underlying affordability.)
Industry and business diversity (Tool should focus on small
businesses, attracting venture capital and improving economic
diversity through large businesses.)
Equity (Projects create a balanced economy that reduces
poverty, income inequality, and other economic segregations.)
Marketing and communications (Intentional branding and
wide promotion is needed.)
EXERCISE 3: What's Missing?:
21
Business Expansion
Purpose: Support existing businesses in Austin. Values: Ensure steady net new job growth and investment in Austin. Exercise 1: Review the values the community provided. These are the values that the community have said are the most important aspects of a Business Expansion Program under Chapter 380. Exercise 2: In the column provided, check off the values you agree should apply. Do these/should these values apply to a Business Expansion Program under Chapter 380? Exercise 3: In the space provided, what’s missing? Insert values you believe are missing from this list that would be critical to the success of a Business Expansion Program under Chapter 380. Exercise 4: In the column provided, rank each value in order of importance (1-high importance).
EXERCISE 1:
Review Community Input
(Understand Values)
EXERCISE 2:
Do these apply?
(Check those
apply)
EXERCISE 4:
Rank Values 1-5
(1- most
important)
Talent: (Business growth opportunity is dependent on training for existing
talent, availability of skilled workers for hire and extending the employee
continuum.)
Coordinate resources: (The government should identify a variety of
training opportunities and connect corporations and small businesses within
the same industries to share knowledge.)
Neighborhood connection: (Small and local business growth can directly
affect the neighborhood or community the business services by creating
jobs proximate to workers, training opportunities for neighborhood
residents and solidify the community identity. Conversely, business growth
depends on the growth of the surrounding community.)
Alternative space: (Business growth can happen in multi-use spaces, such
as co-working, library, showroom, pop-up and unused retail spaces.)
Funding needed: (Funding is needed for business expansion, training and
marketing. Government should also assist with identifying grant funds
available to businesses in need.)
EXERCISE 3: What's Missing?:
22
Workforce Development Purpose: Support employers and employees by developing the skills and productivity of the new and existing workforce. Values: Connect skills with jobs and create real employment opportunities for the underserved community. Exercise 1: Review the values the community provided. These are the values that the community have said are the most important aspects of a Workforce Development Program under Chapter 380. Exercise 2: In the column provided, check off the values you agree should apply. Do these/should these values apply to a Workforce Development Program under Chapter 380? Exercise 3: In the space provided, what’s missing? Insert values you believe are missing from this list that would be critical to the success of a Workforce Development Program under Chapter 380. Exercise 4: In the column provided, rank each value in order of importance (1-high importance).
EXERCISE 1:
Review Community Input
(Understand Values)
EXERCISE 2:
Do these apply?
(Check those
apply)
EXERCISE 4:
Rank Values 1-5
(1- most
important)
Training (Workers need more training to be able to take advantage of available job
opportunities. Employers widely support this training because they need more qualified
Austin workers to fill mid-skill-level jobs.)
Government role (Government can support workforce training by directly matching
firms and workers to mutually beneficial employment opportunities. An inadvertent
effect of government’s current involvement has further disadvantaged racial minorities,
lower-income individuals, and small/local business.)
Wraparound Services (In the current labor market, there is a mismatch between skills,
workers and jobs. Training-related services such as daycare and transportation are
necessary for those with limited incomes to be able to participate in the training. Inequity
based on income, race, skill-level and geography such as East Austin need to be addressed
as a part of this strategy.)
Financial incentives: (Local government should provide incentives that help put people
to work, but the City has often used them to benefit big businesses over small businesses.
Small businesses would also like an incentive program that helps support their workforce
needs, but it would probably look different than the current 380 structure.)
Communications: (Program suffers from general lack of awareness of workforce
development programs, particularly among small businesses, hampers effectiveness.)
EXERCISE 3: What's Missing?:
23
Real Estate
Purpose: Create or support opportunity and access to physical space for innovation, incubate ideas, grow operations Values: Serve as neighborhood connectors and centers for place-making Exercise 1: Review the values the community provided. These are the values that the community have said are the most important aspects of a Real Estate Program under Chapter 380. Exercise 2: In the column provided, check off the values you agree should apply. Do these/should these values apply to a Real Estate Program under Chapter 380? Exercise 3: In the space provided, what’s missing? Insert values you believe are missing from this list that would be critical to the success of a Real Estate Program under Chapter 380. Exercise 4: In the column provided, rank each value in order of importance (1-high importance).
EXERCISE 1:
Review Community Input
(Understand Values)
EXERCISE 2:
Do these apply?
(Check those
apply)
EXERCISE 4:
Rank Values 1-5
(1- most
important)
Government role (Includes setting the overall strategy for the city, encouraging
businesses and non-profits to invest, and educating home owners and commercial
businesses. Government could protect populations from poverty while improving
neighborhoods.)
Social ly beneficial (An inclusive program and there would be both cultural and
economic diversity created as a result. Real Estate development should benefit
the economy, the community, provide social equity and protect the environment.)
Communication & efficiency (Public forums and access to information on
available programs will improve efficiency and effectiveness. Currently, the
lengthy permitting process holds back the completion of socially responsible
projects, and local government needs to address this immediately.)
Financial incentives: (Incentives can promote these economic goals through
taxes or zoning and encourage sustainability.)
Transportation: (Transportation-oriented development could provide
integrated solutions.)
EXERCISE 3: What's Missing?:
24
Small Business
Purpose: Offer resources and support to small and local businesses that create jobs Values: Sustain the Austin ecosystem and promote the success of small businesses in the overall economy Exercise 1: Review the values the community provided. These are the values that the community have said are the most important aspects of a Small Business Program under Chapter 380. Exercise 2: In the column provided, check off the values you agree should apply. Do these/should these values apply to a Small Business Program under Chapter 380? Exercise 3: In the space provided, what’s missing? Insert values you believe are missing from this list that would be critical to the success of a Small Business Program under Chapter 380. Exercise 4: In the column provided, rank each value in order of importance (1-high importance).
EXERCISE 1:
Review Community Input
(Understand Values)
EXERCISE 2:
Do these apply?
(Check those
apply)
EXERCISE 4:
Rank Values 1-5
(1- most
important)
Government role (Taxation, regulation and “red tape” in local government
hinders small business growth. The city lacks follow-through in its commitments
to small businesses. Small businesses require more visibility and perceive that
government does not prioritize them during policy making. The government
should assist with the speed and complexity of permitting for small businesses.
Small businesses do not have a "seat at the table," and it should be the city's job to
amplify the voice of this sector to promote equity.)
Financial incentives (Incentives and attention should be paid to small business
at a similar level to which city pays big and tech businesses. A successful small
business program leads to job creation.)
Col laboration (Collaboration, sharing resources and crosspollination among
industries are all desired outcomes of a successful small business program.)
Communication & cooperation (The government could standardize processes
and communicate existing resources to better educate small businesses on what’s
already available to them. Small businesses are open to government involvement
when it comes to promoting equity and welfare.)
EXERCISE 3: What's Missing?:
25
Creative Sector Purpose: Provide backing and enhance the creative sector as a part of the Austin’s cultural and creative identity Values: Reinforce Austin’s competitiveness, attractiveness, distinctiveness and strengthen the cultural economy Exercise 1: Review the values the community provided. These are the values that the community have said are the most important aspects of a Creative Sector Program under Chapter 380. Exercise 2: In the column provided, check off the values you agree should apply. Do these/should these values apply to a Creative Sector Program under Chapter 380? Exercise 3: In the space provided, what’s missing? Insert values you believe are missing from this list that would be critical to the success of a Creative Sector Program under Chapter 380. Exercise 4: In the column provided, rank each value in order of importance (1-high importance).
EXERCISE 1:
Review Community Input
(Understand Values)
EXERCISE 2:
Do these apply?
(Check those
apply)
EXERCISE 4:
Rank Values 1-5
(1- most
important)
Government role (The government is perceived as the facilitator of partnerships
and connector between public-private, creative-non-creative, and peer-peer. The
government should continue to support and promote the arts in this capacity. The
government could help those in the creative sector acquire health care through non-
profit partnerships or by creating a network.)
Financial incentives (Lack of available funding is the main challenge in the
creative sector and effective incentives could take the form of rebates, grants, rent
control, and property tax abatements alongside information about where to access
funding opportunities.)
Col laboration (Due to the lack of a centralized network within the creative sector,
it is difficult to collaborate or have civic engagement.)
Communication & cooperation (There is a general feeling that the arts are not
considered a priority, part of which is rooted in the lack of understanding of the
economic value or impact of the arts. Therefore, more recognition of what is
already being done, advocacy and direct marketing of impact could strengthen the
sector.)
Affordabi l i ty (Cost, availability and suitability of space is a major concern for the
local industry.)
EXERCISE 3: What's Missing?:
26
Social Enterprise Purpose: Support new and existing social enterprise organizations that align with the City of Austin’s strategic vision Values: Focus on the members of the community and address practical needs Exercise 1: Review the values the community provided. These are the values that the community have said are the most important aspects of a Social Enterprise Program under Chapter 380. Exercise 2: In the column provided, check off the values you agree should apply. Do these/should these values apply to a Social Enterprise Program under Chapter 380? Exercise 3: In the space provided, what’s missing? Insert values you believe are missing from this list that would be critical to the success of a Social Enterprise Program under Chapter 380. Exercise 4: In the column provided, rank each value in order of importance (1-high importance).
EXERCISE 1:
Review Community Input
(Understand Values)
EXERCISE 2:
Do these apply?
(Check those
apply)
EXERCISE 4:
Rank Values 1-5
(1- most
important)
Government role (Government can be important in connecting social enterprise
organizations with public services, with other sectors, each other and directly with
clients. Government can serve as the centralized clearinghouse or administer a
single web portal to better facilitate such cooperation. Non-profits and social
enterprise organizations are interested in partnering with the city.)
Financial connections (Open to receive grant money, assist with grant
applications and connect for-profit businesses and other funders. Social enterprises
need more funding from the city and other sources.)
Col laboration (Coordination between social enterprises and government is lacking
and the feeling is the local government is not listening to all the voices in the
community.)
Communication & cooperation (Accessibility of information and existing
resources is missing from the social enterprise ecosystem. Additionally, there is the
lack of understanding services that are available, especially the lack of clear
funding criteria.)
Innovation (Innovation/ the start-up culture and shared co-working and incubator
spaces are positively benefiting social enterprises.)
EXERCISE 3: What's Missing?:
27
Final Exercise: Considering all aspects of today’s conversation (Austin’s current economic conditions, community feedback and values, practical application, identified priorities, pressing needs and the potential scope of a revised Chapter 380 policy) please indicate the order in which each of these potential new programs should be rolled out (1 = first program, 7 = last program)
_____Business Recruitment _____Business Expansion _____Workforce Development _____Real Estate _____Small Business _____Creative Sector _____Social Enterprise
Anything Missing?:___________________________
28
Additional Comments
29
APPENDIX A: COMMUNITY VALUES
Community Values Summary:
Overarching community values emerged during the Economic Development Policy Community Conversations (i.e., what’s important for a revised Chapter 380 Incentive Policy.):
Value 1: Government Role: Connector, Investor, Path-Clearer: The government has the responsibility to ensure that growth is shared equitably. Government should provide a strong incentive program that services small businesses as well as large corporations, and that will allow Austin to remain competitive against other cities. Government should facilitate connections within the business community and provide connections for resources and services outside business industry. Government can promote economic equity by facilitating strong job training programs to fill mid-skill positions. The Austin music and arts community is mostly made up of small businesses, many of which are struggling, and the government must step in to support them to preserve community identity. The government should reduce the burden of zoning, permitting and expensive property taxes that business growth and prosperity.
Value 2: Focus on Equity: Employment Opportunities for All: Economic growth is contributing to inequality and economic segregation in the City of Austin, where the inequity issue is intimately related to the affordability issue. The government should ensure prosperity is accessible for all community members, emphasize tools and programs that serve vulnerable groups (small businesses, low-income residents, individuals living in poverty, unemployed, under-employed, etc.) Potential solutions for rising inequity in Austin include job training, job access, and family services to help individuals access that job training (specifically, the ability to take advantage of educational and employment opportunities is dependent upon being able to get to them.) In addition, real estate development should support all regions of the city and all residents equitably.
Value 3: Unify the Community through Collaboration: Austin businesses could better operate outside silos and benefit from the resulting cross-pollinating innovation. Businesses should have stronger relationships with school districts, Austin Community College and local colleges and universities. Non-profits need to connect better with funders. City government is the best positioned entity to make businesses, workers and nonprofits collaborate for the betterment of the economy and health of the community. Artistic and musical entities need help connecting and communicating with businesses. Dialogue between industry sectors, facilitated by the government, could help increase cooperative efforts, pool resources and solve problems across sectors.
Value 4: Train, Recruit and Retain Local Workforce and Talent: The lack of middle-skilled workers in Austin is a problem for both the labor force and employers. Businesses are turning down work for lack of middle-skill employees to carry out operations. Stronger job training programs could help businesses fill middle-skill positions and also address rising economic inequity within the city. Training programs in high schools could be enhanced to include partnerships with businesses and employers. Those who participate in job training programs need wraparound
30
services, particularly daycare and transportation. Employers should be able to hire local employees rather than seeking immigrant or outside talent.
Value 5: Support Austin’s Culture, Creative Sector and Community Identity: The arts are an economic engine in Austin, but are not always recognized as such. Creative enterprises are having real difficulty in affording space in which to produce their content. Music, art and theater is what makes Austin a desirable place to live and what brings business into the city; but these businesses drive costs up and threaten to push creatives out. The government should play a stronger role in supporting the creative class, at the risk of losing the very thing that causes prosperity in Austin. Rent is the most critical issue facing the creative sector and the government needs to put programs in place to help control rents or help businesses pay for them. Creative enterprises are often artistic first and businesses second and therefore require training, support, services and access to information to run efficiently.
Value 6: Incentivize, Support, Staff and Train Small Businesses: The local and small business community has significant economic impact. They keep neighborhoods vibrant and prosperous, provide employment, and support local community identity. However, the government does not engage with or support small businesses as it does large businesses. The government should provide incentive tools that small businesses can use for their specific needs and negotiate terms they can accept, thereby spending less on big business incentives and more on small business incentives that require a smaller stake and offer better ROI. In addition, small businesses need subsidized job training to achieve their business growth operations goals. Government programs can encourage local ownership and development of small businesses that meet the needs of neighborhoods and communities.
Value 7: Build Affordable, Livable, and Accessible Development: There is a need for a stable development market that includes affordable homes and small spaces to rent for local businesses, encourages walkable neighborhoods, and integrates public transport improvements to create connectivity. Permitting and zoning relief is needed for development efficiency and cost, as is property tax rate control. As development and housing costs rise, Austin could become more homogenous, therefore economic development policies need to actively support communities of color as they have support majority segments in the past. The government should address problems with segregation, diversity and negative effects of gentrification.
Value 8: Impact Business Growth: The government can clear a path for business growth by working with the community on property taxes, permits and zoning. The government could shift its role from allowing inspectors to shut down projects or businesses who are out of compliance to the role of a consultant, where they suggest and offer solutions for businesses to continue operations. The government can also assist in the growth of businesses by providing workforce training and a supportive environment for small businesses.
Value 9: Control Affordability: The rising cost of living is pushing people further outside the urban core and causing businesses to raise wages to maintain their workforce. Affordable space is scarce and threatens the longevity of social enterprises that seek to serve the community. Rising rents slow down the growth of existing businesses and prevent the creation of new businesses, therefore the government should institute rent stabilization to protect the economic base. The city should be focused on creating living wage jobs to ensure income matches living expenses.
31
Value 10: Economic Diversity: The focus on the tech industry threatens the economic diversity of the city, therefore the government focus should be to attract other growth industries, such as consumer packaged goods, that are capable of bringing a large number of mid-skilled jobs to Austin. The city should recruit a diverse range of businesses to hedge against future downturns and industry shifts. In addition, government programs should be targeted at populations not common in certain industries to encourage diversity and innovation (such as women in technology). Small businesses represent a large part of the economic base and should be supported, funded and retained to protect against big business contractions that affect employment. Residential neighborhoods should be economically diverse, offering a wide range of goods, services, representative industries, job functions, skill levels and wage ranges to support the integration of diverse communities.
32
“Prosperous Austin Economy” Community Values: To Live Here:
a. Economic inequity continues to widen the gap of prosperity in Austin.
b. Decreasing affordability and the rising cost of living is an important risk factor for community members suffering from “sticker shock” and the inability to grow their businesses within the current cost climate. Affordable commercial and creative space are among the leading concerns that have the potential to erode the success of business enterprises both new and established.
c. The role of local government can be defined as providing regulatory support, simplistic compliance structure, financial partnerships for programs that support the community and tools/programs that are accessible, well-publicized, and reflective of needs that may not necessarily include financial support.
d. Transportation affects every aspect of the lives of citizens, businesses and neighborhoods. A comprehensive vision for the future of Austin’s transportation and transit infrastructure is needed to ensure the workforce can physically access jobs, enjoy a wide variety of transit modes and better connect a sprawling city to neighborhood centers.
e. A new perspective is needed for commercial and mixed use developments to better unite where people work, play and live. Housing that is both affordable and plentiful is required to drive available supply up and push prices down to match income levels.
To Work Here:
f. Economic diversity insulates Austin against future downturns by supporting a wide range of business sizes and industries to offer a balanced, diversified economic base. Increased support is needed for small and local business in the form of city partnerships, access to funding, training, and fostering stronger collaboration. This also points to the need for a wider range of wages and job types to include more middle-skill and middle-income roles to help close the equity gap.
g. Culture and the strength of the creative sector run deep within the Austin success story and should be a growing, not shrinking, part of the Austin economy as the market expands. This includes the need for the public to access the creative community that is well weaved within the culture, economy and job base.
h. Talent and workforce investment programs that are accessible, attractive and meet both employer and community demands are necessary in narrowing the prosperity gap.
i. Cooperation and collaboration are needed on a macro-level (city) and micro-level (business/industry). The city should focus on honing its strategic vision to unify the
33
needs of citizens, businesses and neighborhoods. Businesses and community members could benefit from an improved organized effort to collaborate, share ideas and pool resources.
34
APPENDIX B: SESSION SUMMARIES
Business Recruitment/Business Expansion Program:
o Purpose: Recruit new and support existing businesses in Austin
o Values: Ensure steady net new job growth and investment in Austin
o Community Input (Business Expansion): Public input for business expansion emphasized the risks for business contraction and opportunities for business growth, the role of government, talent and workforce development, collaboration within the sector, local business support, the role of communities and neighborhoods, and government subsidies. Business growth opportunity is dependent on training for existing talent, availability of skilled workers for hire and extending the employee continuum. The government should identify a variety of training opportunities and connect corporations and small businesses within the same industries to share knowledge. Small and local business growth can directly affect the neighborhood or community the business services by creating jobs proximate to workers, training opportunities for neighborhood residents and solidify the community identity. Conversely, business growth depends on the growth of the surrounding community. Business growth can happen in multi-use spaces, such as co-working, library, showroom, pop-up and unused retail spaces. Funding is needed for business expansion, training and marketing. Government should also assist with identifying grant funds available to businesses in need.
o Community Input (Business Recruitment): Public input for business recruitment included community benefits of recruitment projects, collaboration, equity, transportation, and marketing and communications. Attributes of projects that are beneficial to the community include affordability, infrastructure improvements, transportation/zoning and equity. Collaborative efforts should take the form of businesses partnering with each other and with local schools to develop the city’s workforce. The government needs to focus on increasing efficiency with issuing permits, implementing zoning regulations and taxes, which are burdensome on Austin businesses. The government needs to focus on living wages and address underlying affordability issues to better attract businesses to the community. Business recruitment tools should focus on small businesses, attracting venture capital and improve economic diversity through large businesses. Business recruitment efforts should help create a balanced economy that reduces poverty, income inequality, and other economic segregations. An effective business recruitment program would be intentionally branded and promoted widely.
Small Business Program:
o Purpose: Offer resources and support to small and local businesses that create jobs
35
o Values: Sustain the Austin ecosystem and promote the success of small businesses in the overall economy
o Community Input: Public input for a small business program concentrated on role of government, the impact of local and small businesses, communication and dissemination of existing support programs. Taxation, regulation and “red tape” in local government hinders small business growth. The city lacks follow-through in its commitments to small businesses. Small businesses require more visibility and perceive that government does not prioritize them during policy making. The government should assist with the speed and complexity of permitting for small businesses. Small businesses do not have a "seat at the table," and it should be the city's job to amplify the voice of this sector to promote equity. Incentives and attention should be paid to small business at a similar level to which city pays big and tech businesses. A successful small business program leads to job creation. Collaboration, sharing resources and crosspollination among industries are all desired outcomes of a successful small business program. The government could standardize processes and communicate existing resources to better educate small businesses on what’s already available to them. Small businesses are open to government involvement when it comes to promoting equity and welfare.
Creative Sector Program:
o Purpose: Provide backing and enhance the creative sector as a part of the Austin’s cultural and creative identity
o Values: Reinforce Austin’s competitiveness, attractiveness, distinctiveness and strengthen the cultural economy
o Community Input Summary: Public input for the Creative Sector development program highlighted the importance of the role of government, available subsidies, collaboration, development of technology and infrastructure, marketing and communication, and affordability. The government is perceived as the facilitator of partnerships and connector between public-private, creative-non-creative, and peer-peer. The government should continue to support and promote the arts in this capacity. The government could help those in the creative sector acquire health care through non-profit partnerships or by creating a network. Lack of available funding is the main challenge in the creative sector and effective incentives could take the form of rebates, grants, rent control, and property tax abatements alongside information about where to access funding opportunities. Due to the lack of a centralized network within the creative sector, it is difficult to collaborate or have civic engagement. Cost, availability and suitability of space is a major concern for the local industry. There is a general feeling that the arts are not considered a priority, part of which is rooted in the lack of understanding of the economic value or impact of the arts. Therefore, more recognition of what is already being done, advocacy and direct marketing of impact could strengthen the sector.
Workforce Development Program:
36
o Purpose: Support employers and employees by developing the skills and productivity of the new and existing workforce
o Values: Connect skills with jobs and create real employment opportunities for the underserved community
o Community Input: Public input for Workforce Development emphasized the role of government, availability of training, the importance of equity, government subsidies, small business workforce, and marketing and communications. Workers need more training to be able to take advantage of available job opportunities. Employers widely support this training because they need more qualified Austin workers to fill mid-skill-level jobs. Government has an important role to play regarding workforce training by directly matching firms and workers to mutually beneficial employment opportunities. However, an inadvertent effect of government’s current involvement has further disadvantaged racial minorities, lower-income individuals, and small/local business. In the current labor market, there is a mismatch between skills, workers and jobs. Training-related services (such as daycare and transportation) are necessary for those with limited incomes to be able to participate in the training. Inequity based on income, race, skill-level and geography (East Austin) need to be addressed as a part of this strategy. Local government should provide incentives that help put people to work, but the City has often used them to benefit big businesses over small businesses. Small businesses would also like an incentive program that helps support their workforce needs, but it would probably look different than the current 380 structure. A general lack of awareness of workforce development programs, particularly among small businesses, hampers their effectiveness.
Real Estate Program:
o Purpose: Create or support opportunity and access to physical space for innovation, incubate ideas, grow operations
o Values: Serve as neighborhood connectors and centers for place-making
o Community Input: Public input for the Real Estate development program highlighted the role of government, equity, investing in socially beneficially and equitable real estate projects, marketing and communications, government subsidies and transportation. The role of government includes setting the overall strategy for the city, encouraging businesses and non-profits to invest, and educating home owners and commercial businesses. Government could protect populations from poverty while improving neighborhoods. A successful real estate development program would be inclusive and there would be both cultural and economic diversity created as a result. Real Estate development should benefit the economy, the community, provide social equity and protect the environment. Public forums and access to information on available programs will improve efficiency and effectiveness. Currently, the lengthy permitting process holds back the completion of socially responsible projects, and local government needs to address this immediately. Incentives can promote these economic goals through taxes or zoning and encourage
37
sustainability. Transportation-oriented development could provide integrated solutions.
Social Enterprise Program:
o Purpose: Support new and existing social enterprise organizations that align with the City’s of Austin’s strategic vision
o Values: Focus on the members of the community and address practical needs
o Community Input: Public input for the social enterprise program focused on government role, cooperation in and outside the industry, available subsidies, funding, resources, marketing, development of technology and data collection, innovation/entrepreneurialism, talent/workforce and education. Government can be important in connecting social enterprise organizations with public services, with other sectors, each other and directly with clients. Government can serve as the centralized clearinghouse or administer a single web portal to better facilitate such cooperation. Non-profits and social enterprise organizations are interested in partnering with the city. They are also keen to receive grant money, assist with grant applications and connect for-profit businesses and other funders. Coordination between social enterprises and government is lacking and the feeling is the local government is not listening to all the voices in the community. Social enterprises need more funding from the city and other sources. Accessibility of information and existing resources is missing from the social enterprise ecosystem. Additionally, there is the lack of understanding services that are available, especially the lack of clear funding criteria. Innovation/ the start-up culture and shared co-working and incubator spaces are positively benefiting social enterprises.
38
ExchangeValues
Responses:
Max Score 250
Exchange Value
Y X W V U T S R Q P O N M L K J I H G F E D C B A
% of
Max
Score Raw Rate
Quality Jobs 1 4 1 2 5 1 1 2 5 X 10 7 10 9 6 10 10 9 6 1 78 31% 4 16% 3Quality Investment 8 1 4 1 3 3 8 7 X 3 10 7 10 8 8 3 4 1 54 22% 2 8% 5CoA Revenue (taxes & utilities) 5 3 8 8 6 6 7 8 X 6 8 3 3 5 5 4 3 1 38 15% 7
Place Impact to low opportunity areas of city / locate jobs in areas of high unemployment 2 1 9 10 19 1 4%
Place Location - jobs in E [indecipherable] Activity Corridors X 1 1
Place Renew activity to existing spaces X 1 1
Place Providing public access & use X 1 1
Place Community anchor 8 X X 3 1 1 5
Place Social [indecipherable] inclusion 2 9 9
Place Place: community fitness & cohesion X 1 1
Place Cultural asset creation / preservation 3 8 8
Place Place: preservation & amplification X 1 1
Place Preserve housing & commercial space 1 10 10 1 4%
Place Preserve music & cultural venues 2 9 9
Place Community oriented support groups 5 6 6
Place Commitment to community partnership - could be employed in lots of ways X 1 1
Subsidy rents for commercial co-worker spaces 3 8 8
Place Affordability 2 9 9
Place Affordable sf generated for commercial space 6 5 5
Place Support for co-working, incubators, accellerators X 1 1
Place Community-designed incubator spaces 2 9 9
Place Accessible venues with current technology 1 10 10 1 4%
Place Add cultural - music/arts spaces 6 5 5
Place Environmental sustainability esp water use 7 8 4 3 7
Subtotal: 126 50% 3 1
Workforce/Training Paid internships 7 7 5 3 X X 5 X X X 4 4 6 8 1 1 6 1 1 1 33
Workforce/Training Quality skills training & work experience / internships, apprenticeships X 1 1
Workforce/Training Ladders / advancement 5 X 6 1 7
Workforce/Training Secure opportunities for advancement 4 7 7
Workforce/Training Incentives for continued training & education X 1 1
Workforce/Training Partnerships with local educational institutions X 1 1
Workforce/Training Educational workplace investment X 1 1
Workforce/Training investment in WF Dev X X 4 1 1 7 9
Workforce/Training Local workforce development investments 1 10 10 1 4%
Workforce/Training participation in workforce system: investment or sourcing 3 8 8
Workforce/Training Training investment in the front end (like Amazon) X 1 1
Subtotal: 79 32% 1 2
Equity/Diversity Diversity / equity 2 2 5 X 2 5 X 3 X 9 9 6 1 9 6 1 8 1 50
Equity/Diversity History of promoting diversity X 1 1
Equity/Diversity HUB/MBE/WBE opportunities X 1 1 10 11 1 4%
Equity/Diversity LGBT Biz procurement 6 5 5
Equity/Diversity local investment in local orgs / minority chambers 4 7 7
Equity/Diversity Equity outcomes X 1 1
Subtotal: 75 30% 1 4
Transportation Accessible by transit 6 4 X X X 5 7 1 1 1 15
Transportation Affordable, efficient transportation 4 7 7
Transportation Reduced commutes / transportation guarantees 4 7 7
Transportation Enhance transportation access 4 7 7
Transportation Transportation considerations 3 X 8 1 9
Transportation Develop public transportation 3 8 8
Subtotal: 53 21% 6
Hiring Hire local residents X 1 1
Hiring Local hiring from underserved areas 2 9 9
Hiring Targets high needs services for people with barriers to employment (ie manufacturing) 1 10 10 1 4%
Hiring Competitive employment / jobs with living wage or higher 4 X 7 1 8
Hiring Targeted job types X 1 1
Hiring Certify social enterprise & incentivize hiring of those by new business [indecipherable] X 1 1
Hiring Hire graduates from Workforce Strategic Plan X 1 1
Subtotal: 31 12% 1 8
Other Comments - Incentives Ease of starting a business or doing business with the City X X 1 1 2
Other Comments - Incentives Ease of doing business / permitting 7 X X X 4 1 1 1 7
Other Comments - Incentives Fast track permitting 3 8 8
Other Comments - Incentives Gap financing 2 9 9
Other Comments - Incentives Small business loans (<200) X 1 1
Other Comments - Incentives grant to creatives X 1 1
Other Comments - Incentives pkg for affordable housing X 1 1
Subtotal: 29 12% 9
Other Comments - General Diversify business type 6 5 5
Other Comments - General Innovation: new technology investment X 1 1
Other Comments - General Leverage private / philanthropic investment 7 4 4
Other Comments - General Incentivize creation of private foundation to support local non-profits 9 2 2
Other Comments - General Incentives for Arts, etc. 4 7 7
Other Comments - General Support for creatives 5 6 6
Other Comments - General impact business growth 8 3 3
Subtotal: 28 11% 10
Other Comments - Small Businesses Grow local business, don't just recruit 5 X X X 6 1 1 1 9
Other Comments - Small Businesses Small business support 6 6 5 5 10
Other Comments - Small Businesses Procurement / Local sourcing / growing small business X X 1 1 2
Other Comments - Small Businesses Support for gig economy X 1 1
Other Comments - Small Businesses Support creatives any way possible as access to use of space, use of creatives X 1 1
Subtotal: 23 9% 11
Other Comments - Infrastructure development of utilities & infrastructure X X X 1 1 1 3
Other Comments - Infrastructure Infrastructure & energy 3 8 8
Subtotal: 11 4% 12
Governent connector 1 10 10 1 4% 13
Other Comments - Measures Measurements that replace ROI for certain classes X 1 1
Other Comments - Measures Impact vs investment: % of economic impact in comparison to investment X 1 1
Don’t be siloed; holistic approach with other city/county initiatives X 1 1
Other Comments - Infrastructure Non-profits are small business. 501(c)3 is a tax status not a business model X
What a company needs: Infrastructure assistance, transit, welcoming environment from
public, streamlined MBE/WBE & general agreement compliance / audit, available real-
estate - land
X
Note: "X" indicates participant did not prioritiz
Priority (weighted)
Score
#1 Priority
Rank
Priority (raw)
25
Community Leaders Forum Analysis: ExchangeValues 10/16/2017
39
WorkforceDev
Responses:
MAX Score
230
Raw
Rate
YXW
VU
TSRQ
PO
NM
LK
JIG
FED
CA
YXW
VU
TSRQ
PO
NM
LK
JIG
FED
CYXW
VU
TSRQ
PO
NM
LK
JIG
FED
C
Training
11111111111111
1111111
21
91%
214111232
1312
4211411
5636
66545
6465
3566366
102
44%
10
45%
1
Wraparound services
1111111111111111111111
22
96%
325222123
322111542535
4525
55654
455666235242
91
40%
418%
2
Financial incentives
111111111
11111
111
17
74%
553433345
45
2362
342
2243
44432
32
5415
435
60
26%
4
Governmen
t role
111
11
1111111
12
52%
13125
56
54
463624
6465
221
23
314153
48
21%
29%
5
Communication
111
111111
1111
11
15
65%
442544
54
2353
23
3352
33
23
5424
54
48
21%
3
76%
Communication
Collaboration with training & businesses
11
11
417%
11
16
66
18
314%
6
Communication
public‐private partnerships for collaboration: communication into underserved
communities
with highly visible tech companies to break ice
11
4%
16
61
5%
9
72
31%
1%
3
Education
Slots at ACC for RN positions
11
4%
Education
Ability to fill slots at ACC for IT
11
4%
Education
Partnerships with universities & ACC STEM & project Einstein
11
4%
61
114
Education
S.T.E.A.M
.1
14%
10%
7
Equity
Employm
ent & income eq
uity
11
4%
34
412
Equity
inclusive of underserved
minorities, creatives and youth
11
4%
Equity
Digital literacy, inclusion, access to internet, hardware, online [indecipherable]
11
4%
25
510
10
4%
6
Financial IncentivesG
ovt. financial investmen
t in social service program
s for workforce developmen
t1
14%
34
412
Financial IncentivesIncentives to underserved
to get skills / training that can
be used for childcare, transportation,
etc.
11
4%
Financial IncentivesPotential parties for WD 380 agreemen
ts: large employers in
high dem
and sectors, W
D
providers, colleges, universities, A
CC, A
ISD
1
64
28%
4
Governmen
t Role
CapMetro needs to work with employers to iden
tfiy constraints on workforce
11
4%
Governmen
t Role
Engagemen
t with workforce developmen
t system
to raise awaren
ess of industry provided
internships
11
4%
48
21%
5
Other Commen
tsWhat is a workforce developmen
t incentive? Do we know who would pay whom?
1
Other Commen
tsWho enters into a 380 agreemen
t for workforce developmen
t? Sustaining & expanding &
meeting market requirem
ents & conditions / non‐profit & for‐profit
1
Other Commen
tsDirect ties to W
orkforce Developmen
t Master Plan
11
29%
15
62
81
5%
8
Other Commen
tsGovt needs to examine curren
t workforce program
allocation vs metrics on graduation rates /
cost per cert
11
4%
83%
NR
Training
Training matching dem
and
11
29%
25
510
Training
training for form
erly incarcerated
11
4%
Training
Competitive em
ploym
ent: m
atch person to job trained
for
11
13
13%
11
66
12
29%
7
Training
Apprenticeship / internships / men
torships
11
111
11
730%
13
33
64
44
18
15%
6
Training
paid m
entor/internships for high school and incarceration/w
ork release
11
4%
137
60%
1
Rank
Applicable?
Rate
23
Sum
Priority (raw)
Priority (weighted)
Score
#1 Priority
Community Leaders Forum Analysis: W
orkforceD
ev 10/16/2017
40
BusinessExpan
sion
Responses:
Max Score
230
% of
Max
Score
Raw
Rate
YX
WV
UT
SR
QP
ON
MLK
JIG
FE
DC
AY
XW
VU
TS
RQ
PO
NM
LK
JIG
FE
DC
AY
XW
VU
TS
RQ
PO
NM
LK
JIG
FE
DC
A
Talent
11
11
11
11
11
11
11
11
11
11
11
22
96%
32
53
11
24
21
32
52
12
11
21
55
63
57
76
46
75
63
67
67
76
73
119
52%
730%
1
Funding needed
11
11
11
11
11
11
11
11
117
74%
44
53
32
41
43
42
34
46
53
44
35
56
47
45
46
54
42
35
80
35%
14%
3
Neighborhood connection
11
11
11
11
11
11
11
11
11
18
78%
23
52
35
51
11
13
34
76
53
65
33
77
77
55
41
74
32%
417%
2
Coordinate resources
11
11
11
11
11
11
113
57%
55
42
24
62
43
52
36
33
46
64
26
45
36
52
59
26%
4
Alternative space
11
11
11
11
11
11
11
115
65%
11
43
75
73
45
37
24
77
45
13
15
43
51
64
56
24%
29%
6
74%
Alternative Space
incubators & accellerators with universities & ACC
11
4%
62
2 58
25%
1%
6
Coordinate Resources
Innovation resources: look beyond funding mechanisms to the specific support the businesses & local community need,
eg alternative space, training, site/ permitting/infrastructure
11
4%
53
3
Coordinate Resources
Clustering for industry‐specific resources
11
4%
53
3
Coordinate Resources
Connecting markets
11
4%
53
3
Coordinate Resources
Connecting sm
all biz to CoA resources (AE, SBDP, etc)
11
4%
Coordinate Resources
Resource directory
11
4%
Coordinate Resources
Business associations already exist to connect businesses within the same industry
11
4%
68
30%
4
Funding Needed
Exam
ine COER
S investmen
t portfolio
to include local biz investmen
ts1
14%
Funding Needed
Paymen
t plan for utility infrastructure as an
incentive
11
29%
26
6
Funding Needed
Business resilience funding stream
11
4%
62
2
Funding Needed
Micro 380 agreemen
ts for micro companies
11
4%
Funding Needed
Funds for risk capital for expansion into alternative spaces
11
4%
Funding Needed
Business resilience training
11
29%
14
74
11
14%
99
43%
3
Governmen
t Role
Align CoA budget priorities on m
ultiple sim
ilar orgs
11
4%
Governmen
t Role
Allow qualifying new
or expanding businesses to have a loan
for utility upgrade expen
ses
11
4%
Governmen
t Role
Ease of permitting
11
29%
17
71
4%
Governmen
t Role
Governmen
t = connector / P3's
11
4%
73%
NR
Healthy Outcomes
Health care facilities
11
4%
Healthy Outcomes
Elim
inate food deserts
11
4%
NR
Hiring
hire local
11
11
417%
43
45
9
Hiring
Hiring difficult to employ
11
4%
26
6
Hiring
Targeted
hiring of community mem
bers (encourage hiring of underrepresented groups)
11
4%
35
5
Hiring
Equity
11
4%
12
76
13
14%
Hiring
Recruitmen
t ‐ diversity of skills [indecipherable]
11
4%
Hiring
Competitive em
ploym
ent: high‐dem
and jobs paying a living wage or higher
11
4%
17
71
4%
Hiring
Paid internships
11
29%
22
66
12
Hiring
pathways to high‐dem
and jobs
11
29%
17
71
4%
Hiring
Req
uire a racial/gen
der equity statem
ent for all orgs/businesses seeking 380
11
4%
26
6
Hiring
dem
ocratize en
trep
reneu
rship to underserved
communities, especially for creative sector
11
4%
65
28%
5
Neighborhood Connection
green space, parks
11
4%
71
1
Neighborhood Connection
Amplify Austin's culture
11
29%
Neighborhood Connection
Req
uire community ben
efit
11
11
15
22%
13
11
75
77
26
313%
6
171
74%
2
Program
Commen
ts ‐ Business Recruitmen
t Values
Apply recruitmen
t values to expansions
11
4%
17
71
4%
Program
Commen
ts ‐ Business Recruitmen
t Values
Make criteria sim
ilar to recruitmen
t values
11
4%
Program
Commen
ts ‐ Business Recruitmen
t Values
Stated
top‐level values for biz expan
& biz recruit ar the same, but community input is quite different. These should be
more aligned
11
4%
Program
Structure
Funding tied
to ROI to the City (financial or community values)
11
4%
17
71
4%
Program
Structure
Measure success as % of im
pact per investmen
t: lots of micro im
pact = massive im
pact & amplified culture
11
4%
Program
Structure
acknowledgemen
t of compliant businesses here
11
4%
Program
Structure
Businesses should iden
tify their need
11
4%
Program
Structure
Don't be too prescriptive with city values or other criteria. Give city staff tools to m
ake good decisions
11
4%
14
6%
7
Talent
Rew
ard businesses that advance employee skills, career ladder, interships, educational opportunities, training
11
4%
Talent
Opportunities for low‐income workers to up‐skill to >200% FP[??] (19.63/hour) per W
orkforce Master Plan
11
4%
17
71
4%
Talent
Combining upskilling & upward m
obiity ladders to the 19.63/hour via apprenticeships, paid internships, coop learning,
work‐study, etc
11
4%
Talent
Business investmen
t in workforce: tuition reimbursem
ent program
11
4%
Talent
Paren
tal leave / childcare
11
4%
Talent
Coordinate with colleges & community colleges
11
4%
26
6
Talent
scalable entrep
reneu
rship training: scaling up
11
13
13%
44
44
44
12
Talent
Workshop training
11
4%
144
63%
1
#1 Priority
Rank
Applicable?
23
Sum
Rate
Priority (raw)
Priority (weighted)
Score
Community Leaders Forum Analysis: B
usinessExpansion 10/16/2017
41
SmallBusiness
Responses:
max score
190
Raw
Rate
YW
VU
SR
QP
ON
ML
KJ
IG
FE
CY
WV
US
RQ
PO
NM
LK
JI
GF
EC
Governmen
t role
11
11
11
11
11
11
11
11
11
18
95%
22
33
11
21
43
21
23
11
14
44
33
55
45
23
45
43
55
52
71
737%
1
Financial incentives
11
11
11
11
11
11
11
115
79%
35
14
22
32
11
24
44
53
31
52
44
34
55
42
22
13
50
316%
2
Collaboration
11
11
11
11
11
11
11
14
74%
13
43
41
23
51
33
25
32
32
54
31
53
34
43
316%
3
Communication & Cooperation
11
11
11
11
11
11
11
11
16
84%
44
52
53
25
13
32
24
12
21
41
34
15
33
44
25
44
211%
4
83%
Affordable space
11
11
11
632%
12
14
54
52
16
211%
5
Ease of rent price
11
5%
address excessive cost of leasing in downtown & surrounding areas
11
5%
24
4 20
11%
1%
5
Access to capital
11
11
421%
21
45
91
5%
6
Financing for utility upgrades or construction expen
ses
11
5%
incentivizing local foundation support for non‐profits
11
5%
95%
0%
6
scale / metrics tailored to smaller biz
11
5%
15
51
5%
Trng is different from small. All are different from curren
t 380 candidates
11
5%
Rew
ard legacy, economic & social im
pact
11
5%
42
2 57
30%
1
Ombudsm
an to help facilitate getting the 380 agreemen
t1
15%
15
51
5%
Rem
ove disincentives ‐ be consisten
t & standardize guidelines / rules
11
5%
24
4
Would rather see
expansion of existing classes & promotion of sm
all business resources already offered
and possibly exped
ited
permitting and/or waiver of some fees of creating good jobs than
financial incentives
Would like to see
frame less negative about curren
t [indecipherable] practices. "Follow through
on commitmen
ts" is vague. Agree
red tape should be addressed
and small business should be prioritized but not in the way this is worded
.
80
42%
2
Is job creation a qualifier for participation in
the 380?
This is a req
uest for customer service & bring sm
all business forw
ard
Developmen
t support should focus on m
arginalized
communities & dem
ographics /Equity
11
5%
15
51
5%
Access to limited
English proficien
t residen
ts not just Spanish. Ensure cultural &
linguistic outreach & services
11
5%
33
3 84%
NR
spectrum of sm
all biz ‐ m
icro ‐ 200 employees
11
5%
51
1
Criteria for iden
tifying sm
all/micro businesses
11
5%
51
1
Please do not be too prescriptive
11
5%
Don't choke new
businen
esses with the unmet needs of an
entire city please
11
5%
21%
7
#1 Priority
Rank
Applicable?
19
Sum
Rate
Priority (raw)
Priority (weighted)
Score
Community Leaders Forum Analysis: SmallBusiness 10/16/2017
42
BusinessRecruitment
Responses:
Max Score
230
% of
Max
Score
Raw
Rate
YXW
VU
TSRQ
PO
NM
LK
JIG
FED
CA
YXW
VU
TSRQ
PO
NM
LK
JIG
FED
CA
YXW
VU
TSRQ
PO
NM
LK
JIG
FED
CA
Collaboration
11
11
11
11
11
11
11
11
11
11
121
91%
42
23
21
33
41
45
45
41
22
11
33
68
87
89
77
69
65
65
69
88
99
77
160
70%
522%
2
Equity
11
11
11
11
11
11
11
11
11
119
83%
17
15
21
42
11
21
12
31
42
85
93
95
89
68
99
89
98
79
68
25
146
63%
835%
4
Governmen
t Role
11
11
11
11
11
11
11
11
11
11
121
91%
61
14
32
32
31
22
34
31
63
11
49
96
78
78
79
88
76
79
47
99
148
64%
626%
3
Community Ben
efits
11
11
11
11
11
11
11
11
11
11
121
91%
23
14
23
12
43
23
12
53
24
26
87
96
87
98
67
87
98
57
86
84
145
63%
313%
1
Industry & Business diversity
11
11
11
11
11
11
11
11
11
119
83%
35
22
14
16
63
54
15
54
35
47
58
89
69
44
75
69
55
67
56
121
53%
313%
5
Marketing & communications
11
11
11
11
11
111
48%
76
56
35
55
56
46
54
73
45
47
55
55
46
45
63
71
31%
6
Who ben
efits
88%
Ben
efit W
orkforce
wages
Living wage
11
4%
37
716
Ben
efit W
orkforce
hiring
Hire local: don't bring in all new
peo
ple
11
4%
37
716
Ben
efit W
orkforce
ben
efits
paren
t leave, childcare, w
rap‐around services
11
4%
Ben
efit W
orkforce
ben
efits
subsidized
/ on‐site childcare for em
ployees (could be open
to public)
11
4%
Ben
efit W
orkforce
ben
efits
Quality of life of em
ployees & their families
11
4%
Ben
efit W
orkforce
ben
efits
Employee ben
efits: healthcare, policies, workforce dev, etc
11
4%
Ben
efit W
orkforce
training
add / collaborate with colleges & universities
11
11
417%
Ben
efit W
orkforce
enough
parking spaces
11
4%
46
619
20
9%
7
Community
Working with local groups & non‐profits
11
4%
55
522
Community
push local relationships / local culture
11
13
13%
28
813
Community
for collaboration: language to emphasize hyper‐local focus / em
phasis
11
4%
Community
connection
network developmen
t in local community
11
4%
37
716
Community
local business
promotion of industry diversity / "gig" opportunities / en
trep
reneu
rship
11
29%
16
94
13
14%
8
Community
local business
SMBR & compliance / [indecipherable] biz developmen
t, SBDC, etc.
11
4%
Community
local business
Small business ‐ 200+ em
ployees
11
4%
Community
sustainability
sustainable building practices: green
building, LEED
11
4%
19
91
4%
10
Community
Public access
Parks & green
space / public accesss spaces
11
11
417%
46
64
10
9
Community
connection
neighborhood connections
11
4%
Community
creatives
some specific ben
efit/partnership with local creatives
11
4%
46
619
Community
broader alliance in
collaboration
11
4%
11
99
18
29%
7
Community
leadership presenting community en
gagemen
t1
14%
19
91
4%
10
Community
Market values of community ben
efits to company
11
4%
46
619
Community
help businessess downtown with pan
‐handling, blocked
doorw
ays, etc
11
4%
91
124
Community
measure
Include indirect job creation & ben
efit to local school district
11
4%
237
103%
1
Marketing & Communications
better exposure for existing great program
s1
14%
73
323
Marketing & Communications
promote both existing and new
program
s1
14%
74
32%
6
Collaboration
collaboration: let the businesses decide
11
4%
160
70%
2
Other Commen
tsWelcoming Community (balance ask to incentive)
11
4%
Other Commen
tsDon't be too prescriptive in
some requirem
ents. Put burden
on businesses to specify within param
eters
11
29%
Other Commen
tsdiversity value as ben
efits of ATX
to business, not pitched
as requirem
ents to m
eet
11
4%
28
813
Other Commen
tsStay in
framew
ork of policy
11
4%
28
813
Other Commen
tsexpand definition of collaboration
11
4%
Other Commen
tsDon't compete w/in region/M
SA*
11
4%
19
91
4%
10
25
11%
1
*Den
ver has a good system to m
anage this
*Combined
Community Ben
efits score with Community Score
*Combined
Collaboration Score with Collaboration Score
*Combined
Marketing & Communications with M
arketing & Communications Score
Priority (weighted)
Score
Rank
#1 Priority
23
Sum
Rate
Applicable?
Priority (raw)
Community Leaders Forum Analysis: B
usinessRecruitmen
t 10/16/2017
43
CreativeSector
Responses:
Max Score
170 Y
WV
US
RQ
PO
NM
LK
IG
FC
YW
VU
SRQ
PONM
LK
IFC
% of
max
score
Raw
Rate
Financial incentives
11
11
11
11
11
11
11
14
82%
5555355255343
257
34%
847%
2
Affordability
11
11
11
11
11
11
11
115
88%
4353
445544551
153
529%
1
Governmen
t role
11
11
11
11
11
11
113
76%
34
22
51321
555
38
424%
3
Communication & cooperation
11
11
11
11
11
11
113
76%
5221
53
414
24
33
19%
212%
4
Collaboration
11
11
11
11
19
53%
14
53
24
322
13%
16%
6
75%
Collaboration
Collaborate with small business eco‐system
11
6%
Communication & CooperResource access
11
6%
Affordability
access to space / real estate assistance
11
11
424%
55
16%
7
Affordability
Space for non‐profits
11
6%
55
16%
7
Affordability
Cooperative ownership (not rent control)
11
6%
44
Affordability
Long‐term
affordability business & residen
tial
11
6%
55
16%
7
Affordability
unused city space to be made available
11
6%
Affordability
permanen
t subsidized
space
11
6%
72
42%
Financial Incentives
Tax abatem
ent for ind & corp
11
6%
Governmen
t Role
Business plan developmen
t1
16%
44
Governmen
t role
One‐stop resource for creatives
11
6%
33 45
26%
Program
Structure
Develop m
etrics as an
alternative to traditional ROI
11
6%
33
Program
Structure
Make the case: d
evelop an ROI showing investmen
t in creative
sector drives eco developmen
t
11
6%
55
16%
7
85%
8
Community Ben
efit
Equity & diversity
11
6%
55
16%
7
Community Ben
efit
Community ben
efit / value
11
6%
22
Community Ben
efit
Support companies that have shown longstanding commitmen
t
to local artists, commitmen
ts to affordable & inclusive practices
11
6%
Community Ben
efit
Measuring value as export of culture / Recognition of
community ben
efit
11
6%
22
Community Ben
efit
Targeted
funding toward under‐rep
resented groups
11
6%
33 12
7%
7
Talent
Talent retention (individual)
11
11
424%
325
10
16%
6
Talent
Train, apprentice, m
entor talent
11
6%
44
Talent
Business developmen
t / en
trep
reneu
rship / scalability training
11
212%
11
Talent
Partnerships with schools & colleges
11
6%
44
Talent
incentives for workforce developmen
t 1
16%
33 22
13%
5
Applicable?
17
Priority (weighted)
Rank
Score
Sum
Rate
#1 Priority
Community Leaders Forum Analysis: C
reativeSector 10/16/2017
44
RealEstate
Responses:
MAX Score
200
Raw
Rate
YXW
VU
TRQ
PO
NM
LK
JIG
FEC
YXW
VU
TRQ
PO
NM
LK
JIG
FEC
YXW
VU
TRQ
PO
NM
LK
JIG
FEC
Communication & efficiency
11
11
11
11
11
11
11
11
16
80%
51
12
35
14
43
14
13
12
12
66
54
26
33
46
36
46
56
77
39%
735%
2
Socially ben
eficial
11
11
11
11
11
11
11
11
16
80%
24
41
21
41
11
15
26
41
45
33
65
63
66
66
25
13
63
75
38%
735%
1
Financial incentives
11
11
11
11
11
11
11
11
117
85%
43
33
43
21
21
43
42
42
34
44
34
56
56
34
35
35
67
34%
210%
4
Governmen
t role
11
11
11
11
11
11
11
11
117
85%
62
21
14
53
55
43
51
43
31
55
66
32
42
23
42
63
44
62
31%
315%
3
Transportation
11
11
11
11
11
11
11
11
11
18
90%
35
54
26
53
32
25
35
25
54
22
35
12
44
55
24
25
22
54
27%
5
84%
Affordability
Community centers or non‐profits to be officed
for low ren
t or free
11
5%
16
61
5%
9
Affordability
Equity & affordability in
residen
tial, commercial & industrial spaces
11
5%
16
61
5%
9
12
6%
6
Communication & ELeverage real estate access to get other community ben
efits or speed to permitting1
15%
25
512
Communication & EKnowledge / ombudsm
an1
11
315%
Communication & EFast‐tracking permit process
11
5%
Communication & EIntegration into business expansion & recruitmen
t1
15%
82
41%
2
Financial IncentivesIncentives for developers to offer free/subsidized
space to underserved
& creative communities1
15%
NR
Governmen
t Role
Connection / integration into CodeN
ext, Im
agine Austin, Create Austin
11
210%
43
34
78
69
35%
3
Other Commen
tsPrivate developmen
t input
11
5%
34
413
Other Commen
tscooperative ownership
11
5%
34
413
NR
Socially Ben
eficial
Non‐profit en
gagemen
t / collaboration
11
210%
Socially Ben
eficial
mixed
‐use spaces; Flex / co‐w
orking spaces ‐ public use / community purposes
11
11
420%
12
26
55
16
15%
6
Socially Ben
eficial
Equity / diversity & inclusion
11
5%
16
61
5%
9
Socially Ben
eficial
Targeted
nodal developmen
t1
12
10%
21
56
11
15%
7
Socially Ben
eficial
Open
space / park space / green space
11
210%
43
3
Socially Ben
eficial
Environmen
tal impact
11
5%
111
56%
1
Transportation
Rem
oving the I‐35 divide
11
5%
5
Priority (weighted)
Score
Rank
20
Applicable?
Priority (raw)
Sum
Rate
#1 Priority
Community Leaders Forum Analysis: R
ealEstate 10/16/2017
45
SocialEn
terprise
Responses:
max score
180 YW
VU
TRQ
PONM
LK
JIG
FC
YW
VU
TRQ
PONM
LK
JIG
FC
max sco
Raw
Rank
Governmen
t role
11
1111
11111
11
13
72%
56162
33466
53
50
422%
2
Financial connections
111
1111
11111
113
72%
66
45
462643
248
422%
3
Communication & cooperation
11
1111
11
11
11
12
67%
35
23
26
25
46
38
21%
211%
4
Collaboration
11
11
11
11
844%
665
45
34
33
18%
211%
5
Innovation
1111
1111
1111
11
14
78%
454
53
64554
65
56
31%
211%
1
64%
financial connections
Capital
11
6%
66
16%
8
54
30%
governmen
t role
Directory of public‐private/profit/non‐profit partnerships
11
6%
66
16%
8
governmen
t role
Tax abatem
ent or other incentives for supporting businesses
11
6%
governmen
t role
Direct contribution
11
6%
56
31%
Collaboration
Co‐ops
11
211%
NR
Other Commen
tsEquity & diversity
11
1111111
950%
46
65
21
211%
6
Other Commen
tsSpace / real estate
111
317%
64
10
16%
7
Other Commen
tsTraining
11
6%
Other Commen
tsIm
prove the well‐being of individuals & m
eeting a need for the community
11
6%
Other Commen
tsAddressing unmet need provided
by uniquely private or public non‐profit en
titities
11
6%
NR
Applicable?
18
#1 Priority
Rank
Score
Sum
Rate
Priority (weighted)
Community Leaders Forum Analysis: SocialEnterprise 10/16/2017
46
RollO
ut
Responses:
YW
VU
TSRQ
PO
NM
LK
JIG
FED
CYW
VU
TSRQ
PO
NM
LK
JIG
FED
C
Workforce Developmen
t3
13
32
11
41
11
31
43
12
21
35
75
56
77
47
77
57
45
76
67
5119
943%
1
Business Expansion
72
11
13
26
47
27
53
17
12
14
41
67
77
56
24
16
13
57
17
67
44
97
629%
2
Small Business
15
22
52
52
23
44
32
63
63
21
73
66
36
36
65
44
56
25
25
67
97
210%
3
Business Recruitmen
t6
77
43
73
75
63
56
12
23
14
52
21
14
51
51
32
53
27
66
57
43
679
210%
4
Creative Sector
24
45
64
63
34
52
26
74
76
35
64
43
24
25
54
36
62
14
12
53
72
05
Real Estate
43
57
76
41
62
61
75
56
55
66
45
31
12
47
26
27
13
32
33
22
63
210%
6
Social Enterprise
56
66
45
75
75
76
47
45
47
77
32
22
43
13
13
12
41
43
41
11
46
07
21
What's m
issing:
M1
X
M2
X
M3
X
M4
X
M5
X
M6
X
M7
X
M8
X
M1
M2
M3
M4
M5
M6
M7
M8
Shared
vision/goals such as competitive em
ploym
ent or connecting local community mem
bers with high‐dem
and careers
Req
uire an
explicit endorsem
ent of principles of racial & gen
der equity for each application for a 380 agreemen
t, regardless of the
program
Recruitmen
t & expansion include the four potential program
s which could be added
as possible points for the first 2 so that the
program
to recruit/expand is m
ade broader & m
ore flexible
Project Einstein! Support youth developmen
t in STEM & entrep
reneu
rship
21
Rank
Diversity Tourism
WF Dev should be a componen
t of each
Matrix policy based
on industry sector, corp/organization type, economic developmen
t need
Roll some of the values of program
s 2‐7 into 1
Priority (raw)
Priority (weighted)
Score
#1
Priority
Community Leaders Forum Analysis: R
ollO
ut 10/16/2017
47
Appendix D: Community Leader Invites
First Name Last Name Company
1 Richard Rhodes ACC
2 Angelos Angelou Angeloueconomics
3 Maria Luisa "Lulu" Flores Arts Commission
4 Jeff Arnold Austin Gay and Lesbian Chamber of Commerce
5 Edgar Gierbolini Austin Gay and Lesbian Chamber of Commerce
6 John Thornborrow Austin Impact Capital
7 Rebecca Melancon Austin Independent Business Alliance
8 Bob Batlan Austin Interfaith
9 Cathy Jones Austin Partners in Education
10 Ed Latson Austin Regional Manufacturers Association
11 Barbary Brunner Austin Technology Council
12 Victor Lynette BIGAustin
13 Brian Marshall Business & Community Lenders of Texas
14 Chris Schreck CAPCOG
15 Steve Jackobs Capital IDEA
16 Gary Weaver Catellus
17 Larry Wallace Central Health
18 Lara Foss City of Austin ‐ PIO
19 Barbara Scott Colony Park Neighborhood Association
20 William Tierney Department of Population Health, Dell Medical School
21 Susan Dawson E3 Alliance
22 Al Lopez EGBI
23 Brad Carlin Fusebox
24 Marina Bhargava Greater Austin Asian Chamber of Commerce
25 Paul Kim Greater Austin Asian Chamber of Commerce
26 Tam Hawkins Greater Austin Black Chamber of Commerce
27 Mike Rollins Greater Austin Chamber of Commerce
28 Luis Rodriguez Greater Austin Hispanic Chamber of Commerce
29 Ana Mejia‐Dietche Healthcare Workforce Alliance of Central Texas
30 Mandy De Mayo Housing Works
31 Colette Burnette Huston-Tillotson32 Wayne Knox Huston-Tillotson33 Ashley Phillips Impact HUB
34 Curse Mackey Mosaic Sound Collective
35 Gavin Garcia Music Commission
36 Dan Graham Notley Ventures
37 Gary Lindner PeopleFund
38 Jennifer Millspaugh PhD from London College of Fashion
39 Alex Bassett Rude Mechs
40 Jenny Larson Salvage Vanguard
41 Geronimo Rodriguez Seton Healthcare
42 Kevin Brackmeyer Skillpoint Alliance
43 Hugh Forrest South By Southwest
44 Daryl Kunik Springdale General
45 Joe Harper Texas State University, Small Business Development Center
46 A.J. Bingham The Bingham Group
47 Diana Ramirez Travis County
48 Mark Gilbert Travis County
49 David Steinwedell ULI Central Texas / Affordable Central Texas
50 Tamara Atkinson Workforce Solutions Capital Area
48
Appendix E: Community Leader Attendees
First Name Last Name Company
1 Charles Cook ACC
2 Maria Luisa "Lulu" Flores Arts Commission
3 Edgar Gierbolini Austin Gay and Lesbian Chamber of Commerce
4 Bob Batlan Austin Interfaith
5 Laura Williamson Austin Public Health
6 Brian Marshall Business & Community Lenders of Texas
7 Chris Schreck CAPCOG
8 Steve Jackobs Capital IDEA
9 Kerri Davis City of Austin ‐ Austin Energy
10 Annemarie Diaz City of Austin ‐ Austin Energy
11 Brad Carlin Fusebox
12 Marina Bhargava Greater Austin Asian Chamber of Commerce
13 Tam Hawkins Greater Austin Black Chamber of Commerce
14 Joshua Washington Greater Austin Black Chamber of Commerce
15 Tina Cannon Greater Austin Chamber of Commerce
16 Mike Rollins Greater Austin Chamber of Commerce
17 Ana Mejia‐Dietche Healthcare Workforce Alliance of Central Texas
18 Colette Burnette Huston-Tillotson19 Gary Lindner PeopleFund
20 Jennifer Millspaugh PhD from London College of Fashion
21 Alex Bassett Rude Mechs
22 Geronimo Rodriguez Seton Healthcare
23 Kevin Brackmeyer Skillpoint Alliance
24 Myrna King Small Business Festival
25 Joe Harper Texas State University, Small Business Development Center
26 A.J. Bingham The Bingham Group
27 Logan Cheney The Bingham Group
28 Diana Ramirez Travis County
29 Elliott Smith Travis County
30 David Steinwedell ULI Central Texas / Affordable Central Texas
31 Tamara Atkinson Workforce Solutions Capital Area
49
Appendix F: Session Photos, Audio File, Mayor’s Video
50
51
Audio File is available for Speed Briefings, the first and second
participant sessions. Please email Julia.B.Campbell@austintexas.gov for
a copy of the audio file.
The Mayor’s Welcome Video is also available by request. Please email directly
Julia.B.Campbell@austintexas.gov for a copy of the video file.
52
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