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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

0: 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

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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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http://www.austintexas.gov/edims/document.cfm?id=272895


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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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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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


1) Community Benefits

2) Collaboration

3) Government Role

4) Equity

5) Industry & Business Diversity

6) Marketing & Communications

7) Benefits to Workforce

1) Affordability


3) Government Role

4) Communication & Cooperation

5) Talent

6) Collaboration

7) Community Benefit


1) Socially Beneficial

2) Communication & Efficiency

3) Government Role


5) Transportation

6) Affordability

1) Innovation 2) Government Role 3) Financial Connections 4)Communication & Cooperation 5) Collaboration

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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.,

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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.

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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.

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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


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


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


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


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

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Community Leaders Session Summary: Appendix A: Session Agenda

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.

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Community Leaders Session Summary: Appendix A: Session Agenda

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.

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Appendix B

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: Session Workbook

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Community Leaders Session Summary: Appendix B: Session Workbook

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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

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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

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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.

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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.

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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?:

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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:


(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.)


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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:


(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.)


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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:


(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.)


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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:


(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.)


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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:


(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.)


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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:


(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.)


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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?:___________________________

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Additional Comments

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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

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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.

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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.

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“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

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needs of citizens, businesses and neighborhoods. Businesses and community members could benefit from an improved organized effort to collaborate, share ideas and pool resources.

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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

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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:

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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

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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.

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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


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


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

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Community Leaders Session Summary Appendix C: Session Workbook Raw Data Analysis

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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

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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


Clustering for industry‐specific resources

11

4%

53

3


Connecting markets

11

4%

53

3


Connecting sm

all biz to CoA resources (AE, SBDP, etc)

11

4%


Resource directory

11

4%


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


Amplify Austin's culture

11

29%


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


t Values

Make criteria sim

ilar to recruitmen

t values

11

4%

Program

Commen


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

CampbellJul

Typewritten Text


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


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

CampbellJul

Typewritten Text


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

CampbellJul

Typewritten Text


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


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

CampbellJul

Typewritten Text


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


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

CampbellJul

Typewritten Text


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

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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

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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

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Community Leaders Session Summary: Appendix D: Invitee List

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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

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Community Leaders Session Summary: Appendix E: Attendee List

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Appendix F: Session Photos, Audio File, Mayor’s Video

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Community Leaders Session Summary: Appendix F: Session Photos, Audio File, Mayor's Video

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Audio File is available for Speed Briefings, the first and second

participant sessions. Please email [email protected] for

a copy of the audio file.

The Mayor’s Welcome Video is also available by request. Please email directly

[email protected] for a copy of the video file.

52

mailto:[email protected]




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