City City o of El l Pas aso FY2012 City Manager’s Proposed Budget Planning & Economic Development Department
Mission Statement To improve the quality of life in El Paso by facilitating the enhancement of the physical and economic environment. 2
Accomplishments from FY2011 Planning Smart Code Title 21 Calibration for Transit Oriented Development & • Brownfields Smart Growth Initiative • Comprehensive Plan: Future land use map draft complete with PSB input • Asarco Smart Code Rezone • Medical Center of the Americas rezoned to SmartCode • Northwest Master Plan rezoned to Urban Reserve District • Working with Dover-Kohl to develop first Smart Code Transit-Oriented- • Development project in El Paso (Northgate) Incentivized 3 Smart Growth Development Projects totaling 750 acres • 60 staff Accredited by Congress for the New Urbanism • 3
Customer Service Metrics Program initiated May 2011 • Approximately 100 surveys received • Each customer interaction ends with a request to complete a brief survey • Customers self select and return the survey out of sight of the initial • interaction 4
Your overall experience with our services 77% Excellent Very Good 17% 5% Good 0% Fair 2% Poor 0% 50% 100% Survey Responses 5
Promptness of service by counter personnel 76% Excellent Very Good 22% 1% Good 0% Fair 0% Poor 0% 50% 100% Survey Responses 6
Helpful/Courteous Staff Excellent 83% 14% Very Good 2% Good 0% Fair 2% Poor 0% 50% 100% Survey Responses 7
Knowledgeable Staff 70% Excellent 27% Very Good Good 0% 2% Fair 2% Poor 0% 20% 40% 60% 80% Survey Responses 8
Time spent waiting to be called 45% 0-4 min 33% 5-9 min 12% 10-14 min 15-19 min 3% 6% 20+ min 0% 20% 40% 60% Survey Responses 9
FY2012 Priorities/Major Initiatives Planning (within existing proposed budget) • Comprehensive Plan rewrite, including TOD Overlays (Mission Valley, Glory Road, Oregon) • Alameda Corridor Plan • Northpark TOD • Implementation of Accela Automation Plan review tracking and processing o • Improve Service Delivery and Customer Satisfaction (in conjunction with Engineering & Development Services) “Development Assistance Center” o Update regulatory requirements o Proposed Title 5 Amendments Revisiting Title 18, 19, 20 • Implementation of Electronic Application Submittals: Plat, Detailed Site Plan, 10 Subdivision Improvements
FY2012 Department Performance Measures Planning Function Project FY2012 Goal Land Development • Subdivisions (30 day State 100% Applications (On-Time requirement) Completion) Plan Completions • Connecting El Paso 100% • TOD/RTS Overlays Ongoing Planning Comprehensive Plan 100% Ongoing Customer Service Metrics 11
Accomplishments from FY2011 Economic Development Business Retention & Expansion Visits • o 361 visits in FY2011 (as of July 6) o Franchise Fee Policy enacted Downtown • o Since 2006, $233 million invested 19 private projects - $59.8 million; 18 public projects - $173.2 million o Housing – Magoffin Park Villas New Market Tax Credits • o Played key role in securing $25 allocation for Mills Building o Financing will allow redevelopment of Plaza Hotel to be accelerated 12
Accomplishments from FY2011 Economic Development Retail Attraction • o Regular electronic and direct mail marketing pieces to more than 250 retailers o 5 retail-initiated visits at company headquarters to discuss potential expansion o 6 assisted visits to the El Paso market Workforce • o Regional Innovation Grant (City, Workforce Solution, Paso del Norte Group) - industry cluster development o Project Arriba 64 graduates; 48 job placed at wages $12.22/hr. or higher 13
FY2012 Priorities/Major Initiatives Economic Development (within existing proposed budget) • Revitalize underperforming areas of the city through incentive programs to enhance tax base and quality of life o Returning to Council with revised incentive policy(s) • Support a regional technology infrastructure to enhance efforts to support high- tech businesses, such as the Hub for Human Innovation • Implement an international program to enhance El Paso’s economy o Establishment of a Regional Investment Center • Develop and facilitate airport properties, MCA and Smart Growth Pilot Projects o Dedicated ED Staff assigned to airport and CARE • Utilize creative financing programs to enhance the local economy o New Market Tax Credit Program, Section 108, 63/20 14
FY2012 Priorities/Major Initiatives Economic Development (within existing proposed budget) • Enhance job creation via business expansion, recruitment & entrepreneurship o Economic gardening, cluster development, Revolving Loan Fund Direct Lending (vs. gap lending) • Industry Recruitment o Coordinated joint business outreach attraction effort for targeted industries with REDCO o Returning to Council with detailed plan proposal • Downtown Revitalization & Housing Projects TIRZ and DMD capital projects/bonding o • Implement social media program to increase awareness and access to assistance 15
Economic Development-Small Business Assistance (To be funded by ED Reserve Fund) • Small Business Assistance Program o Facade improvement matching grants $60,000, city-wide, matching dollar-per-dollar o Economic Gardening - Market intelligence and technical assistance Consumer demographics, industry data, workforce data, supplier data, GIS analysis, export assistance, etc. o Community Business Capital & Resource Program Finance guidance – matching business with best options, loan or other, and guiding through process o Grow America Fund Revolving Loan Fund 16
Economic Development-Imaging (To be funded by ED Reserve Fund) El Paso Image Task Force • Four meetings since March • Stakeholders include leadership from City Manager’s Office, City PIO, • MCAD, CVB, EPPD, El Paso County, Chambers of Commerce, UTEP, Texas Tech, MCA, UMC, PDN, REDCO, Ft. Bliss, local media, etc. Internal survey of stakeholders showed that negative perceptions of El Paso • seriously impact business & tourism attraction Strong commitment from all stakeholders to participate in a positive consensus • message Survey also identified a wealth of promotional information developed by • stakeholders, however independent Finalizing a plan that involves two parallel tracks for Phase One in the next • 60-90 days Second phase involves implementation within next 12-24 months • Third phase is long term, continuous messaging • 17
Imaging Plan: Phase 1 Internal Staff Driven Processes • Issue Two RFPs • o One for coordinated media communication; reputation management o One for a public relations campaign • Organize Conversations Among Task Force Members o Maintain a positive, unified message and image o Engage the private sector in Task Force o Extract info from business community to understand important attributes of our region from a business perspective Why companies choose El Paso and why others stay o Push information to employees as captive audience to enhance message of a positive quality of life (things to do, attractions, events, etc.) 18
Imaging Plan: Phase 1 Enhance network for travel writers to develop a positive, organic • experience while in El Paso o Improve and link websites to one another so travel writers can self-connect with other stakeholders o Strengthen existing relationships with local/weekly/monthly publications to expose non-traditional, off-the-beaten path activity (i.e., What’s Up, El Paso Inc., El Tiempo, El Paso y Mas, El Paso Scene, etc.) 19
Imaging Plan: Phase 2 • Funding required • Contract with a professional media relations firm for reputation management o Reputation management for written, television and radio pieces about El Paso o Establish a proactive, concentrated and time framed approach by generating positive stories about El Paso o Obtain local, regional and national exposure o Create a response protocol to defend positive image o Track measureables to gauge improvement (i.e., number of positive/negative stories, event participants, guests, vacancy rates, job recruitment efforts, etc.) 20
Imaging Plan: Phase 2 • Contract with a professional firm to develop and implement public relations campaign o City-wide pride campaign for positive image improvement Examples: I NY, Keep Austin Weird, One London o Targeted messaging to be sponsored by business community Title sponsorships, special events, naming opportunities o Solicit support from local media (television, print, radio) to help promote o Local positive activity will generate national exposure Hits on search engines Local, regional and national articles written about local events, activities (safety, sporting events, university and medical school, economic rankings, etc.) o Local “buzz” will create opportunity to launch campaign at a national level Leads to Phase 3 – ongoing, long term 21
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