Thriving Economy Results Team: Presentation of Strategies ...dallascityhall.com/government/DCH...
Transcript of Thriving Economy Results Team: Presentation of Strategies ...dallascityhall.com/government/DCH...
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Thriving Economy Results Team:Presentation of Strategies and Results Map
Dallas City Council RetreatJanuary 12, 2007
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Thriving Economy Team Members
Gilbert Aguilar – Street Services
Donzell Gipson – Development Services
Terry Lowery – Dallas Water Utilities
Mandy Maxwell – Facilitator – City Manager’s Office
Lee McKinney – Team Leader – Office of Economic Development
Daniel Oney – Office of Economic Development
Sheri Price – Office of Financial Services
Heddy Wei – Convention Center
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Results Area Description
Desired ResultA thriving economy with diverse businesses growing and people working
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Indicators of Progress
Secondary indicators will also be tracked, for example:Employment – number of jobs in DallasSales taxHotel occupancy taxCommercial building occupancy rateBuilding permitsPersonal incomeGross city product
Primary Indicators
What it means Availability / source
Latest data
DCAD 2006 property tax base: $76.8 billion(1)
2006 unemployment rate: 5.6 percent(2)
State and federalstatistics
Target
Property Tax Base(recommend)
Total taxable real & Business Personal Property value
3.0 percent annual growth for next 5 years
Unemployment rate(recommend)
Percent of Dallas residents seeking work but not employed
4.9 percent unemployment rate within 24 months
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Positive Economic TrendsDallas’ Economic and Development Statistics are improving as the national economic expansion continues
Since 2002, the total property tax base has increased by a total of 17.8 percent(3)
The unemployment rate has fallen by 3.6 percentage points since 2003, to 5.6 percent(4)
Office vacancy rates fell two years in a row down to 20.1 percent(5)
Sales tax revenue up three years running by a total of 17.5 percent(6)
Since 2003, jobs in the City have increased by 5.5 percent to 1.033 million(7)
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Thriving Economy Gaps
Despite improving indicators…Dallas’ unemployment rate has exceeded the nation’s since 1999(8)
The number of businesses in the City has remained relatively level at around 64,000(9)
Office vacancy rates are high compared to peer cities(10)
Business personal property levels have been relatively flat since the 1990s(11)
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2007-08 Results Map
Thriving Economy:The economy is thriving with
diverse businesses growing andpeople working.
Feedbackon the
Economy:
Voting
Town HallMeetings
Tax BasePerformance
EconomicIndicators
Policy Decis
ions
Impact F
actors
Factors That Impact
a Thriving Economy
Evaluation &Research
StrategicPlanning
Taxes &Rates
ServiceLevels
PolicyProcess
Local DevelopmentProcess
Strategy #1
Zoning & BuildingInspection
Regulations
ComprehensivePlan
Customer Service
PoliticalTransparency
PublicTransportation
Roads
Rail
Airports
Water/Sewer
Utilities
Telecommunications
InfrastructureStrategy #2
Branding /Marketing
RegionalAttractions/Amenities
Special Events
Trade Shows
ConventionBusiness
Tourism
ImageStrategy #3
Household Wealth
Public Safety
Neighborhoods
Entertainment
K-12
Retail and ServiceOpportunities
Environment /Recreation
PublicTransportation
Housing, HealthCare and
TransportationCosts
Quality of LifeStrategy #4
RetainedBusinesses
Targeted Marketing
New BusinessFormation
Small BusinessExpansion
Customer Base /Retail Sales
Business Processes/ Models
Business FailureRate
Business / Industry MixStrategy #5
Other SignificantCausal Factors:
Education / WorkforceCommercial Real Estate
Natural & Environmental SystemsCapital / Funding
Global / National MacroeconomicFactors
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Purchasing Strategies Logic
Select strategies that influence causal factors for a thriving economy.
Key elements in decision-making processGreatest economic impactforwardDallas! and Strategic Engagement documentsTrends, gaps and evidence that impact a “Thriving Economy”Key Causal Factors addressed by other Results Teams
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StrategiesKFA 1 Economic Development
Result 1 Thriving Economy
Strategy 1 Institute a regulatory process that facilitates development and encourages market activity
Sub-strategy 1
Change development regulations to support the vision of forwardDallas! and Strategic Engagement 1.1.s1.ss1
Sub-strategy 2 Increase efficiency and improve customer service 1.1.s1.ss2
Sub-strategy 3
Maintain safeguards and create opportunities for environmentally friendly and sustainable development 1.1s1.ss3
Sub-strategy 4
Develop effective land use policies, for example: land bank, real estate services, long range and area planning, and Inland Port master planning
1.1.s1.ss4
Sub-strategy 5
Develop a legislative agenda that secures new economic development through financial and non-financial programs and incentives
1.1.s1.ss5
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Strategies (continued):
Strategy 2Take advantage of the 2006 capital bond program and prioritize infrastructure investments according to forwardDallas! and Strategic Engagement to achieve maximum impact
Sub-strategy 1
Maintain Dallas’ existing infrastructure and assets to sustain current development successes
1.1.s2.ss1
Sub-strategy 2
Coordinate development-related operations and the 2006 capital bond program to open new development and redevelopment opportunities
1.1.s2ss2
Sub-strategy 3
Adequately fund operations and maintenance for new and existing capital projects 1.1.s2.ss3
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Strategies (continued):
Strategy 3 Fulfill Dallas' ambition to be a visitor friendly destination in all its dimensions: business, trading, recreation and the arts
Sub-strategy 1 Promote major destinations and special events 1.1.s3.ss1
Sub-strategy 2
Increase national trade show activity and business travel 1.1.s3.ss2
Sub-strategy 3
Develop beautification and pedestrian friendly programs 1.1.s3.ss3
Sub-strategy 4
Promote investment in venues (e.g. Black Box Theater) 1.1.s3.ss4
Sub-strategy 5
Create a national image-making program for Dallas similar to the “Brand Atlanta” program 1.1.s3.ss5
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Strategies (continued):
Strategy 4Attract/support the development of urban and neighborhood retail and entertainment destinations, including mixed use projects, for Dallas residents
Sub-strategy 1
Promote transit-oriented development and other large scale catalyst projects 1.1.s4.ss1
Sub-strategy 2
Expand the availability of retail services to underserved neighborhoods 1.1.s4.ss2
Sub-strategy 3
Create local development plans that make Dallas' development pattern more efficient and sustainable through coordinated land use, economic development and infrastructure planning and implementation
1.1.s4.ss3
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Strategies (continued):
Strategy 5 Maintain, grow and diversify the Dallas economy's business base
Sub-strategy 1
Support small business and start-up/entrepreneurial activity 1.1.s5.ss1
Sub-strategy 2 Retain, attract and grow key businesses 1.1.s5.ss2
Sub-strategy 3
Diversify the economy through targeted recruitment of strategic industries, for example: logistics and the inland port
1.1.s5.ss3
Sub-strategy 4
Sub-strategy 5
Market Dallas' story to include its business climate and the City of Dallas' commitment to its economic development strategy
Improve local small business opportunities with the City of Dallas
1.1.s5.ss4
1.1.s5.ss5
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Prerequisites of Economic Development
A safe cityA well trained work forceStrong public schoolsDiverse, quality housing stockDependable, ample and quality natural resources
Economic development initiatives cannot achieve the desired results without…
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Special Considerations for a Thriving EconomyInclude programs that:
Offer incentives for development in Southern Dallas, Central Dallas (CBD + one mile radius), and underserved areas of the CityLower the crime rate in commercial and retail areasAssist in achieving the goals of the public school systemsCreate job opportunities for reentry applicantsAddress the prerequisites of a thriving economy by creating economic impact in the tax base or employment gainsFoster public/private partnerships for redevelopment efforts in the northern sector of the City
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Purchasing Strategies Recap
1. Reform development regulations
2. Take advantage of the 2006 capital bond program
3. Be a visitor friendly destination
4. Attract / support development
5. Strengthen business base
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References1. City of Dallas, Office of Financial Services and Dallas Central
Appraisal District Certified Annual Report.2. U.S. Bureau of Labor Statistics Household Employment Survey.3. City of Dallas, Office of Financial Services and Dallas Central
Appraisal District Certified Annual Report.4. U.S. Bureau of Labor Statistics Household Employment Survey.5. CoStar.6. City of Dallas, Office of Financial Services.7. City of Dallas, Office of Economic Development.8. U.S. Bureau of Labor Statistics Household Employment Survey.9. Dun & Bradstreet Zap data.10. CoStar.11. Dallas Central Appraisal District.
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Thriving Economy Results Team:Appendix to Presentation
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Strategy 1 - Evidence
Most broad-based, comprehensive local economic development strategies are delivered through public/private sector partnerships that are strongly driven or led by the local authority. The private sector is often keen to manage initiatives aimed at improving the vitality and viability of town centers or to be involved with business development initiatives. Source: World Bank, (2006)
“Although some development occurs within the context of traditional and distinct roles and responsibilities undertaken by local governments and private developers, an increasingly common pattern reveals blurred boundaries and surprising reallocations as each party participates to a greater extent than before in what the other does… ‘public and private development’… increasing or decreasing according to political shifts, budget realities, and economic performance” Source: U.S. Economic Development Administration (2002)
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Strategy 2 - EvidenceTraditionally, progressive urban leaders promoted upward mobility largely by building critical, wealth-creating infrastructure: schools, roads, bridges, mass transit, public parks, and housing…Today it appears that most cities will not invest in ways to stimulate the middle class and broad-based economic growth…opportunities could be seized by…a return to the basics of urban policy, focusing on such things as infrastructure development. Source: Joel Kotkin, (2006)
Transformative investments are multi-dimensional efforts that remake the urban physical landscape to stimulate economic growth, improve fiscal vitality and advance social equity. Cities are increasingly making transformative investments to realize their full potential through investments in downtown, neighborhoods, corridors, green spaces and waterfronts. Source: Brookings Institute Metropolitan Policy Program, (2006)
$11.1 billion in Dallas’ capital needs inventory. DWU has identified an additional $1.4 billion in needs over the next 5 years, not including the long range water supply projects. Source: City of Dallas (2005)
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Strategy 3 - Evidence
A recent survey of site selectors and executives confirmed Dallas’overall positive business image. Results indicate Dallas must domore to differentiate itself and to project an image based on its demographics, vision, lifestyle and business climate. Source: City of Dallas, Office of Economic Development, (2006)
Without travel-generated tax revenue, each household in Texas would have to pay $736 in additional local, state, and federal taxes to maintain current service levels. Our major liability is the State’s lack of image.” Source: Economic Development & Tourism, Office of the Governor, State of Texas (September 2005 and October 2006)
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Strategy 4 – Evidence
Three percent of Dallas’ land area, (over 8,000 acres), is within ¼mile of an existing or proposed DART station. Source: COD, Office of Economic Development (2006)
Dallas is one of the top ten metro areas for potential demand for TOD housing, with potential demand expected to increase 364% to 264,532 households by 2025. Source: Center for Transit-Oriented Development, (2004)
“When low-income working families have to pay higher prices for everyday goods and services they have less money to invest in savings, education, homes and home improvements, their retirement, and their children... Unabated crime, low property values, and all of the many consequences of concentrated poverty continue to wear away neighborhoods. In turn, these neighborhoods remain unattractive for mainstream business investment, since the risks of doing business are too high.” Source: Brookings Institute (April 2005)
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Strategy 5 - Evidence
Both entrepreneurship and innovation are drivers in the growth of regional economies. Innovative regions need entrepreneurs to more fully develop local economies. Entrepreneurial regions are likely to be associated with higher levels of technology. Source: U.S. Small Business Administration (2005)
“Labor force growth alone does not provide a margin of added value that can be distributed as rising wages, incomes and overall living standards…In addition, there must be a shift in industry-mix so that an increasing share of a region’s wealth derives from relatively more productive industries.” Source: North Texas Commission (2003)
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City Economic Trends: Total Property Value
46.244.3
41.640.5 40.7
42.244.1
48.0
52.7
56.2
60.3
65.3 65.266.5 66.5
67.6
70.8
76.8
1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
Tax Year
Constant $ in billions
Source: Office of Financial Services
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City Economic Trends: Unemployment Rate
7.3
8.6
8.0
7.0
6.1
5.55.0
4.54.2
4.7
5.6
8.79.2
8.2
6.4
5.6
1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006Q1-Q3
Fiscal YearSource: U.S. Bureau of Labor Statistics
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City Economic Trends: Jobs in Dallas
772786
815
849
877
923
961
991
1,0221,032
997979
1,000
1,024
984
769
1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006Q1-Q3
Fiscal Year
Jobs in thousands
Source: Office of Economic Development
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City Economic Trends: Sales Tax Revenue
Fiscal YearSource: Office of Financial Services
Constant $ in millions
195
217
211
194
183
195198
215
1999 2000 2001 2002 2003 2004 2005 2006Fiscal Year
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City Economic Trends: Office Vacancy Rate24.8% 25.0% 25.2%
25.7%
24.7%
23.0%
21.8%
19.0%
17.0%
15.7%
16.9%
18.6%
20.7%
23.4%
24.6% 24.5%23.9%
1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006Q1-Q3
Fiscal YearSource: CoStar
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City Economic Trends: Gross City Product
81.8 82.8 84.0 85.088.6
93.0
2000 2001 2002 2003 2004 2005Calendar Year
Source: City of Dallas, Office of Economic Development
Constant $ in billions
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City Economic Trends: Total Personal IncomeConstant $ in billions
38.6 38.2 38.7 39.142.0
44.6
2000 2001 2002 2003 2004 2005Calendar Year
Source: City of Dallas, Office of Economic Development
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City Economic Trends: Total Building PermitsConstant $ in billions
Source: City of Dallas, Development Services Department
1.4
1.81.9 1.8
1.7
1.4
1.6
2.0
2.6
2.8
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006Fiscal Year
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City Economic Trends: Hotel/Motel Tax RevenueConstant $ in millions
Source: City of Dallas, Convention and Event Services
44.347.1
42.8
38.336.6 37.5 38.1
45.9
1999 2000 2001 2002 2003 2004 2005 2006Fiscal Year
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Gap Opportunities
Improve resident’s job prospects…Unemployment Rates
2001 2002 2003 2004 2005 2006
Dallas (City) 6.5 8.9 9.0 8.1 5.8 5.6
U.S. 4.7 5.8 6.0 5.5 5.1 4.7
Gap 1.8 3.1 3.0 2.6 0.7 0.9
Source: U.S. Bureau of Labor Statistics
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Gap Opportunities
Boost new business starts...
2004 2005 2006
Dallas Firms (City) 63,700 65,000 64,600
Source: U.S. Dun & Bradstreet
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Gap Opportunities
Improve downtown real estate performance…City Downtown Vacancy RateCharlotte 5.1
Chicago 16.6
Denver 10.6Phoenix 11.2Seattle 12.6
Austin 18.8Houston 19.1Atlanta 20.2San Jose 20.3Dallas (48th out of top 50 markets) 20.9Source: CB Richard Ellis, CoStar
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Gap Opportunities
Increase business investment…
1998 2000 2002 2004 2006
Taxable Business Personal Property
($B)
$11.9 $12.2 $13.9 $12.7 $12.2
Source: DCAD
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Updates to Causal Map
Thriving Economy(Jobs, Sustainable Revenue and
Improved Commercial OccupancyFor North, Central and Southern
Dallas)
Capital / Funding
CommercialReal Estate
Business / Industry Mix(Strategy #5)
Image(Strategy #3)
Workforce
Local Development Process(Strategy #1)
Taxes
Global / NationalMacroeconomic Factors
Infrastructure(Strategy #2)
Quality of Life(Strategy #4)
Housing,Health Care, and
Transportation Costs
Structure
Mix
Rates
Local Policy Choices
Convention Business
Trade Shows
Special Events
Regional Attractions
Branding / Marketing
Roads
Airports
Rail
Water
Telecommunications
Utilities
Public Transportation
Technology Change
Business Cycles
Global Resource Competition
Outsourcing / BusinessChanges
Entertainment
Public Safety
K-12
Neighborhoods
Retail and ServicesOpportunities
Environment / Recreation
Household Wealth
Public Transportation
Political Process / Voting
City’s Ability to Control Decreases to the Right
Zoning Regulations
Customer Service (Hassle/Delay)
Political Transparency
Building Inspection Regs.
Zoning / Comprehensive Plan
Language Barriers
Size of Labor Force
Universities / Programs
Education / Skill Levels
Migration Patterns
Office Space
Building Rental Rates
Increased Property Values
Vacant, Developable Land
New Business Formation
Targeted Marketing
Small Business Expansion
Customer Base / Retail Sales
Business Processes/Models
Retained Businesses
Interest Rates
Venture Capital Community
Equity Options
Foreign Exchange Rates
MWB Support
Community Reinvestment
RegulationsAbatements Investments
Marketing/Branding
City Services
Zoning
Incentives
Planning and Strategy(Action Plan, Forward Dallas!,Strategic Engagement: Dallas’
ED Plan)
Research and Performance Monitoring
Business Failure Rate
US Monetary and FiscalPolicy
Citizen Feedback:Voting, Town Hall
Meetings, etc.
Tourism
K-12
Natural & EnvironmentalSystems
Water Resources
Clean Air
Energy
Waste Disposal
Storm Water / Flood Control
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1. SimplifiedPortrayalof PolicyProcess
2. Moved Taxes fromBudget CausalFactor to Policy
Process. 3. SimplifiedPortrayal
of ThrivingEconomy
Result
4. Added a NaturalResources &Environment
Factor
5. Reordered Causal Factors;Reworded the Workforce Causal
Factor; and Simplified the Feedbackand Causal Arrows