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EDC reviews strategic-plan KPIs; board splits focus between onboarding and retention
Summary
David Amsler walked board members through draft KPIs for pillars on business retention and economic resilience; the board favored quarterly stakeholder convenings for candid feedback and recommended tracking industry distribution as a monitoring item rather than a target-driven KPI.
David Amsler, executive director of strategic operations, presented the board with draft KPIs attached to Pillars 3 and 4 of the Hutto EDC strategic plan and asked for board input on targets and metrics.
"For the sales tax growth, 4% is the realistic number. 6% is more of an aspirational goal," Amsler said, explaining the difference between achievable and aspirational targets for one of the primary KPIs. He described Pillar 3 as business retention and expansion and urged the board to consider both simplification of onboarding processes for new businesses and separate retention/expansion efforts for existing firms.
Board members broadly endorsed separating "new business onboarding and simplification" from "retention and expansion" work. Several members argued for a recurring, quarter‑based engagement event (brokers, GCs, architects, ISD/TSTC representatives) to elicit candid, actionable feedback. "If you bring their consultants in ... they'll tell you everything you did wrong," one board member said in urging frank conversations that generate practical improvements to permit and process timelines.
On Pillar 4, the board discussed whether to track tax-revenue distribution by industry, square footage, vacancy rates or top taxpayers. Amsler and staff recommended beginning with a monitoring approach — capture industry distribution or a snapshot for reporting — without committing to a near-term numeric target, to inform future policy adjustments as the city matures and land availability changes.
The board directed staff to incorporate the feedback and return with revised KPI language and targets for further review prior to formal adoption.
