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EDC reviews draft strategic plan, members press for numeric KPIs and baselines
Summary
At a March 9 Hutto EDC meeting, staff presented a draft strategic plan outlining four pillars and a menu of KPIs; board members said the proposed metrics are too vague and asked staff to gather baseline data before targets are set.
David Amsler, executive director of strategic operations for the City of Hutto, presented a draft economic development strategic plan the board will use to set priorities over the next two to three years. He said the plan’s mission is “to build a better Hutto by attracting and retaining strong businesses, supporting high-value projects to create quality jobs, reduce the tax burden, and enhance our community’s quality of life.”
Amsler identified four pillars— infrastructure readiness, business retention and expansion, business attraction and recruitment, and economic resilience— and proposed a set of key performance indicators (KPIs) for each pillar, including project delivery timeliness, sales tax growth attributable to new or expanded businesses, and the ratio of commercial sales tax revenue to residential property tax revenue.
Board members extensively questioned the KPI proposals as presented. “I feel like the KPIs are extremely vague to where anybody could do anything, and they would come back and say I was a success,” Board member Snyder said, urging the addition of numeric targets and baselines. Several members agreed that staff should return with baseline data and that the board should use work sessions to refine SMART goals (specific, measurable, achievable, relevant, time‑bound).
Amsler said staff’s immediate priority is to gather baseline data and suggested the board decide on whether monthly, quarterly or annual reporting is appropriate. He told the board he would work toward providing the requested baselines before the next meeting and noted the city is implementing a Qualtrics-based dashboard to centralize metrics by year-end so residents can view performance online.
Board members said the plan should include both near-term, measurable KPIs and a longer-term vision. The board did not adopt the strategic plan at the meeting and staff recommended bringing a resolution back in May after baselines are collected and the board has iteratively refined targets.
