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City of Sugar Land
ECONOMIC
DEVELOPMENT PLAN
5-YEAR STRATEGIC ROADMAP
2011 - 2016
April 2011
Table of Contents
I.
Introduction............................................................................................................................................ 1
A. Planning Process .............................................................................................................................. 1
B. Current Situation.............................................................................................................................. 2
II. Strategic Direction .................................................................................................................................. 5
A. Council Objectives............................................................................................................................ 5
B. Board Priorities ................................................................................................................................ 6
C. Plan Overview .................................................................................................................................. 6
III. Primary Industry Program ...................................................................................................................... 8
Strategic Initiative 1: Competitive Positioning ....................................................................................... 9
Strategic Initiative 2: Enhancing Competitive Factors.......................................................................... 11
Strategic Initiative 3: Tools ................................................................................................................... 13
Strategic Initiative 4: Cultivating Existing Industry Growth.................................................................. 15
Strategic Initiative 5: Business Attraction Marketing ........................................................................... 17
Strategic Initiative 6: Sales Program for Winning Projects................................................................... 19
Strategic Initiative 7: Health Industry Sector Strategy ......................................................................... 21
IV. Tourism Program .................................................................................................................................. 23
Strategic Initiative 1: Brand the Sugar Land Visitor Experience ........................................................... 24
Strategic Initiative 2: Marketing Kickstart ............................................................................................ 25
Strategic Initiative 3: Hotel and Meeting Target Marketing ................................................................ 26
Strategic Initiative 4: Tourism Infrastructure ....................................................................................... 27
Strategic Initiative 5: Destination Development .................................................................................. 28
V. Retail Program ...................................................................................................................................... 29
Strategic Initiative 1: Information & Referral ....................................................................................... 30
Strategic Initiative 2: Community Marketing ....................................................................................... 31
Strategic Initiative 3: Retail Attraction Support ................................................................................... 32
Strategic Initiative 4: Commercial Redevelopment Support ................................................................ 33
VI. Monitoring & Measurement ................................................................................................................ 34
VII. Acknowledgements .............................................................................................................................. 37
Appendices:
•
•
•
Appendix A: Target Industry Analysis Report
Appendix B: Community Best Practices for Tourism
Appendix C: Best Practices for Green Incentives
City of Sugar Land | Economic Development Strategic Plan | April 2011
I.
Introduction
The Sugar Land Economic Development Strategic Roadmap builds on the successful implementation of
the 2001 Economic Development Plan. Ten years later, the City of Sugar Land is working to take Sugar
Land’s local economy to a higher level of success in the context of current economic conditions while
building on robust infrastructure, sites, buildings, partnerships and resources currently in place in Sugar
Land.
A. Planning Process
Preparation of this plan involved extensive analysis and research leading to consensus for initiatives in
tune with Sugar Land’s capabilities and unique opportunities. Project activities included:

Corporate Location Assessment, involving a mock project RFP, proposal and site visit with
international site location consultant.

Proposal Assessment Report including specific feedback and recommendations from a site location
consultant for improving Sugar Land’s business recruitment proposals.

Interviews with 20 local businesses, 17 real estate brokers and developers, 20 community
stakeholders and partners.

Tour and meetings with Sugar Land’s retail businesses, and real estate brokers and developers.

Tour and visitor audit of Sugar Land.

Identification and analysis of Sugar Land’s visitor markets.

Identification and evaluation of specific potential redevelopment areas within the City.

Assessment of organizational and marketing capacity to implement the economic development
plan.

Work session presenting analysis of Sugar Land’s competitiveness for attracting primary
industries, retailers and tourists/visitors.

Website site map, including recommended content for each page.

Interview of six local economic development organizations in Texas, summarized into a report
titled, “Best Practices, Economic Development Organizations”.

Target industries analysis including a report of recommended target industries, methodology
and industry intelligence, titled “Target Industry Analysis Report”.

Presentation of redevelopment options and commercial center redevelopment examples.
Research document titled, “Approaches to Commercial Redevelopment for City of Sugar Land, TX”.

Research and report of “green” development incentives titled, “Best Practices – Green Incentives”.

Research and report of tourism best practices and sample case studies titled, “Community Best
Practices for Tourism”.
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 1

Work session with Sugar Land’s 4A and 4B Economic Development Boards to reach consensus
on priorities for the City’s Economic Development Program.
B. Current Situation
Since the adoption of the 2001 plan, Sugar Land has experienced rapid population and employment
growth. Yet Sugar Land still honors its heritage as a sugar plantation in the mid-1800s, evolving into a
“Company town” and the original planned community in the region. Over the past ten years, Sugar Land
has experienced an incredible 103 percent population growth and is now documented to be a Regional
Employment Center 1.
In Sugar Land there exists a diverse and healthy business mix, ranging from a strong medical cluster,
insurance and finance firms to light manufacturing and headquarter operations. Internationally-owned
businesses value the cultural diversity of Sugar Land. The Sugar Land Business Park is approaching
capacity, and is an indication of Sugar Land’s supportive business climate. A variety of new office
developments continue to occur by means of numerous local developers. Retail establishments contribute
to enhanced lifestyle for residents of Sugar Land, with a majority of national chains mixed with locallyowned restaurants and neighborhood shopping. Unemployment in Sugar Land has typically been lower
than county, regional, state and national averages; however Sugar Land businesses are not negatively
affected because Sugar Land is able to draw from the regional labor shed.
1. Assets
In preparation for this plan, research was completed to document substantial assets for economic
development that Sugar Land can leverage for implementation of this roadmap. The following table
organizes Sugar Land’s strengths in a manner that can be used to set it apart from the competition with
unique positioning.
Asset Matrix Test – Sugar Land’s Top Assets
1
Asset Value
Sugar Land’s Assets
Valuable
•
Proximity to an internationally-recognized city.
•
Ethnic diversity exists and is valued.
•
Quality housing at affordable prices.
•
Quality K-12 education.
•
Access to regional amenities and business services.
•
Respected professional Economic Development Staff.
•
Available Class A office space.
•
Reputation as a high quality community with good
planning/design standards.
Is it a
Competitive
Advantage?
Strength – but not
a competitive
advantage
Market Research and Analysis/Baseline Data by Community Development Strategies
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 2
Asset Matrix Test – Sugar Land’s Top Assets
Asset Value
Valuable & Rare
Valuable, Rare and
Hard to Imitate
Sugar Land’s Assets
•
Safe community – low crime rate.
•
High density of highly skilled and educated workers.
•
University presence (actually located in City of Sugar
Land!).
•
Relevant and aggressive incentives.
•
Low taxes – state and local.
•
Class A office Space at competitive lease rates.
•
Ongoing investment in local schools (new
construction).
•
Unique mixed-use town center, attractive for business
and entertainment.
•
Public-private commitment to expanding base of
destination attractions.
•
Direct access to multiple healthcare providers.
•
Regional airport – first class reception for business
travelers, runway length accommodates all sizes of
aircraft.
•
Easy access to commercial air service − national and
international access. Hub for United Airlines, plus
many other carriers, including Southwest Airlines
which keeps air fares in check.
•
Community clearly zoned for appropriate uses.
Business parks – office and light industrial – do not
have encroachment from other uncomplementary
uses.
Is it a
Competitive
Advantage?
Strength and a
competitive
advantage
Competitive
advantage with
leadership,
planning and
implementation
2. Areas for Improvement
There are some competitive factors where Sugar Land’s current offering needs enhancement. With
focused attention on these issues Sugar Land will boost its attractiveness for business investment, quality
of life and visitor enjoyment. Sugar Land is already working to improve many of these weaknesses.

Limited true regional attractions to earn visitor destination status.

Lack of comprehensive visitor marketing program.

Aging commercial centers needing to be repurposed as new retail comes online

Unclear as to services available for businesses through the development process.
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 3

Minimal evidence of a proactive, city-wide sustainability strategy.

Missed opportunity in sales presentation to translate features into benefits in order to make a
more distinctive and compelling case for business prospects.
3. Staffing
The Sugar Economic Development Department includes six positions as detailed in the following
organizational chart. The Tourism and Marketing Manager is a new position. Staff members are
extremely productive. Compared to their peers in economic development, this team is actively involved
in more programs and major projects than most communities.
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 4
II. Strategic Direction
The Economic Development Roadmap establishes the
strategic direction for the Sugar Land Economic
Development Department based on priorities of the
City Council and Economic Development Boards. A
summary of council objectives and priorities defined
by the 4A and 4B Boards for Economic Development
are presented below, followed by an overview of the
Economic Development Roadmap Programs and
Initiatives.
A. Council Objectives
The Sugar Land Economic Development Department
is charged to achieve a Strong Local Economy with 14
objectives defined by City Council:
City of Sugar Land
Economic Development Department
MISSION STATEMENT:
To facilitate, through use of appropriate
resources, the creation of a sustainable business
environment that promotes a consistent, quality
economy that enhances the standard of living for
our residents and to provide the necessary
financial resources for the City of Sugar Land
through an expanded and diversified tax base.

Objective 1: Attraction of Targeted Businesses: National and International

Objective 2: Balanced Tax Base: Commercial Development and Sales Tax Generators

Objective 3: Full Service Convention and Conference Center Targeting the Best Second Tier
Market

Objective 4: Development of Four Destination Activity Centers – Major Community Focal Points
and Regional Destinations: Town Center, Brazos River Park, Entertainment District, Imperial
Area

Objective 5: Tract II and Prison Property/Newland (300 acres) Developed as Major Business
Parks with Class A Office Environment

Objective 6: Diverse Economy with Ability to be Sustaining During Economic Changes

Objective 7: Development of Degree Granting, Full Service and Four Year Higher Education
Institution

Objective 8: Development as a Regional Business Center of Excellence

Objective 9: State of the Art, World-Class Infrastructure and Technology to Support Local
Businesses

Objective 10: Multiple, High Quality, Full and Limited Service Hotels for Business Travelers and
Visitors

Objective 11: Quality Jobs at or Above the Average Income in the Community

Objective 12: Unique, “Upscale” Retail with Upgraded Products

Objective 13: Major, Regional, State-of-the-Art Medical and Health Center Serving Southwest
Area
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 5

Objective 14: Business-Friendly Environment and Reputation
B. Board Priorities
During the planning process for the creation of this Roadmap, members of the 4A and 4B Boards for
Economic Development met to discuss, identify and build consensus for priority initiatives for this fiveyear plan of work. Although many ideas were deliberated, the final priorities center on:

Attraction of corporations with high quality jobs for residents.

Launch of pilot tourism and visitor program.

Continued implementation of destination projects, with the baseball stadium as a priority project.

Information and resource support for private-sector retail development efforts.

Support of a private sector-driven approach for redeveloping commercial areas in Sugar Land.
These agreed upon priorities drive the Sugar Land Economic Development Roadmap.
C. Plan Overview
This plan has been developed to enhance the opportunities for Sugar Land to strengthen its prominence
in the Houston Region while attracting investment, visitors and residents globally. It also addresses how
to strengthen weaknesses identified as areas for improvements.
The following exhibit summarizes recommended actions as a pathway for implementing the Economic
Development Roadmap. A companion Implementation Guide provides additional information for
strategy deployment, comprising examples, worksheets, resources, reference material and budget detail.
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 6
Exhibit 1 - Economic Development Roadmap
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 7
III. Primary Industry Program
Goal: Strengthen Sugar Land as a business center of excellence through the attraction and expansion of
targeted businesses that provide high quality jobs for our community’s residents.
Success Indicators:

Company Locations and Expansions

Job Growth

Average Wages

Vacancy Rates

Property Values

Property Tax Revenues
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 8
Strategic Initiative 1: Competitive Positioning
Why Important? In order to present Sugar Land in a competitive manner that is relevant, it is important
to understand your target audiences’ points of view and shape a compelling message for marketing and
sales efforts that will resonate with target audience(s). Focusing the implementation of the strategic plan
on target’s needs and issues will set Sugar Land apart from the competition to capture attention, leading
to increased awareness of Sugar Land, more leads generated and ultimately more deals won. This
information is the foundation for the sales and marketing program.
Sugar Land’s Target Audiences
The Target Industry Analysis prepared as research for this project identified recommended industry
targets. Those industry sectors can be sourced in the domestic and international geographies listed below.
In addition to company targeting within specific industry sectors, other target audiences for Sugar Land
also influence site selection decisions. Such ‘key influencers’ should be targeted to raise awareness of
Sugar Land with their corporate clientele. Local brokers and key influencers who may not be
international site location consultants yet influential in Houston, TX (and surrounding metro area) should
be targeted to raise awareness of Sugar Land’s business case for their clients.
Targets
Geographies
Business owners and decisions-makers involved in the
primary industries of:
•
United States: California, Florida,
Georgia, Illinois, New Jersey, New York,
Pennsylvania, Washington DC area, and
various northeastern states
•
International: Asia, Western Europe, and
Middle East
•
Atlanta, GA/South Carolina
•
Chicago, IL
•
Cleveland, OH
•
Dallas, TX
•
New York / New Jersey
•
Los Angeles Basin/Southern California
•
Houston Metro Area
•
Financial Services
•
Health Care
•
Headquarters & Managing Offices
•
Pharmaceuticals/R&D
•
Scientific & Medical Instruments
•
Other Research Activities, including social sciences,
humanities, marketing and public opinion research
•
Energy: Petroleum industry suppliers, niche energyrelated engineering
•
Key influencers for site search decisions:
•
•
•
•
•
•
Site location consultants
Real estate brokers
Real estate developers
Incentive consultants
Tax advisors
Local brokers and key influencers (not necessarily
international site location consultants) in Houston,
TX and surrounding metro area
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 9
Action Items:
Key Message
Platform
Research
•
Through an inclusive process with local industry representatives, economic
development partners and stakeholders, develop key messages with
supportive proof points to demonstrate Sugar Land’s value proposition and
service proposition. Pull together common themes into positioning statement.
The outcome of this process is one message platform that can be further
related to specific target industries.
•
Develop and apply key messages to a variety of “elevator pitch” scenarios.
•
Utilize key messages consistently in all marketing and sales materials and
programs.
•
Document key site selection data for use in proposals, website and marketing
materials. In addition to basic data points, align data as proof points to key
messages.
•
Conduct on-going industry intelligence to understand the unique needs for
each target industry cluster.
•
•
•
•
•
Set up Google Alerts
Review industry association websites
Purchase industry updates and tracking information from proprietary
sources (See Implementation Guide for list)
Follow industry leaders and industry associations on social media; join
related industry groups on LinkedIn
Develop your knowledge of industry terms and issues so that interactions
with prospects and existing businesses are more meaningful, in turn
making you stand out from the competition.
Lead Responsibility: Director of Economic Development
Back-up Role: Assistant Director of Economic Development
Partners: Economic Development Board Members, city permitting staff, economic development partners
(i.e. workforce development, utilities, educational and training institutions, etc.)
Budget: $23,250 – 23,350
City of Sugar Land |Economic Development Strategic Plan | April 2011
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Strategic Initiative 2: Enhancing Competitive Factors
Why Important? Sugar Land’s competitors are continually changing and improving; Sugar Land must be
on the track of continual improvement too. Regardless of Sugar Land’s current strengths, there are areas
that could be improved to make the City’s competitive advantage even stronger. In addition to
improving basic site selection factors, there is opportunity to fortify Sugar Land’s leadership as a cuttingedge community within the Houston region with new initiatives for sustainability.
Action Items:
Future Business
Park (proximate to
Sugar Land airport)
Streamline
Development
Process
Incentives
Sustainability
Initiatives
•
Monitor prison closing status.
•
Conduct planning for business park feasibility, environmental scans and
platting.
•
Procure rights to land or solicit developer.
•
Infrastructure and road development supporting growth of additional
business centers and creating intra-modal connectivity.
•
Document available sites on website.
•
Develop flowchart illustrating steps of the entitlement process. Present on
website and in proposals.
•
Work with city departments to assist client (companies and developers) to
streamline projects through the entitlement process.
•
Develop case studies illustrating service to help clients successfully meet
project timelines.
•
Continue to utilize the City’s economic development incentive policy for
determining projects of merit and communicating your position for cash
incentives and tax abatements.
•
Develop creative incentive offerings by packaging non-cash incentives, such
as speed through the development process and other services, as well as
coordinating potential non-city resources (utility incentives, energy efficiency
incentives, coupons from local retailers and service providers to encourage
local B2B, etc.)
•
Develop case studies on successful projects, documenting what the company
provided to “earn” the incentive package. Case studies are useful to show
support for relevant target industry projects.
•
Assemble business resources for helping companies implement sustainability
practices, such as energy efficiency, sourcing “green” products, waste
deferral, purchasing renewable energy, installing renewable energy
generation equipment, water reuse, design and development, etc.
•
Tell stories (case studies) about Sugar Land businesses that implement
“green” practices.
•
Identify LEED and Energy Star buildings located in Sugar Land. Note on
available properties listings.
•
Enhance internal transit opportunities within the City providing viable, firstclass options for residents to live, work and move about in Sugar Land in a
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 11
sustainable, "green" manner.
Lead Responsibility: Director of Economic Development
Back-up Role: Assistant Director of Economic Development
Partners: City permitting departments – planning, public works, fire, etc.; Chamber of Commerce and
economic development partners for packaging of non-city incentives.
Budget: Future Business Park TBD; other items are staff time only.
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 12
Strategic Initiative 3: Tools
Why Important? Sugar Land’s Economic Development professionals are very hard workers. Considering
the objective of increasing the number of leads and local business outreach visits, it will be important to
dedicate appropriate resources and work efficiently. With the use of communication, tracking and data
analysis tools, and thoughtful collateral materials, Sugar Land will be equipped to more effectively carry
out business attraction, retention and expansion programs.
Action Items:
Website
Communication
Tools
•
Use website to present key messages and data (site selection and industryrelated) to support why Sugar Land is the location of choice.
•
Update at least monthly to increase rankings on search engines and maintain
current data.
•
Electronic messaging software, such as Vertical Response or Constant
Contact.
•
Social Media
•
•
•
Analysis Models
Collateral
Lead Sources
Establish social media policy for economic development communications.
Twitter account for primary-industry specific marketing.
LinkedIn accounts for each economic development staff member.
•
Comparative operating costs analysis model (MetroComp) to prove Sugar
Land’s cost advantages with apples-to-apples data. Select comparative areas
based on source geographies for target industries and frequent competitors.
•
Economic and fiscal impact analysis to determine the return on investment
for incentives and comprehensive evaluation of projects.
•
Maps – no other piece can tell a better story of Sugar Land’s success and
future planning. Recommend a labeled aerial map.
•
Business cases for each target industry, documenting Sugar Land’s specific
value proposition for each target industry, based upon data corresponding to
industry-specific priority location factors. Develop PDF files for ‘print ondemand’ collateral with more extensive information available on your
website.
•
Case studies on local businesses to illustrate their success in Sugar Land.
Reading about companies is of interest to prospects and is an excellent vehicle
to reinforce key messages. Documented stories are your best proof points for
marketing and sales efforts.
•
Multi-lingual business cards, folded to include contact information as well
as key messages and graphic or map. Depending on country for outbound
international marketing missions and visits to local employer headquarters
will determine the language. Run small print batches.
•
Site consultant lists, annual subscription for contacts from various sources
(i.e. Site Selectors Database or Location Advisors Database)
•
Company lists from various sources (i.e. idEXEC or OneSource)
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 13
Client Management
•
ExecutivePulse is a contact management system that works well with
GroupWise. Several ExecutivePulse ‘power users’ have successfully
integrated their contact management with GroupWise. Conduct review
demonstration. Purchase. All staff should complete training in order to
maximize effective use of this tool.
•
Other common contact management systems on the market that are used by
economic development professionals include Salesforce.com, Synchronist,
and a customized ACT database system called ProActive.
Lead Responsibility: Director of Economic Development
Back-up Role: Assistant Director of Economic Development, Business Development Manager, Economic
Development Coordinator
Partners: City GIS for maps; economic development partners for research of business cases and case
studies.
Budget: $27,700 – 59,700
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 14
Strategic Initiative 4: Cultivating Existing Industry Growth
Why Important? Sugar Land has achieved a level of business concentration to be recognized as a
Regional Employment Center. A strong business retention and expansion program is critical to
demonstrate the City wants and appreciates existing businesses. If they were to close or relocate, there
would be a substantial negative impact on Sugar Land’s economy. Local business expansions account for
70 to 80% of all new jobs in the United States. It is vital that the City continue to build relationships with
local businesses in light of the fact that Sugar Land’s businesses may be another community’s business
attraction target. The action items for this strategic initiative elevate the attention on local primary
industry businesses and expand connections to resources for these local businesses.
Action Items:
Research
Outreach Meetings
Local Manager
Roundtables
•
Gather information from company websites and other public sources so that
time is not wasted during outreach meetings to inquire about public
information other than to validate findings as accurate. Record research
findings in contact management system.
•
Track news and issues related to local operations and, if applicable, their
parent companies in order to raise awareness of any ‘red flags’ that may
indicate potential for company relocation or closure. Additional benefits
include knowledge of positive stories that could be utilized for case studies or
contribute to the local business recognition program (see below).
•
Prioritize local primary industries for meetings (e.g. criteria: employment
level, alignment to industry targets, incentive agreement in place, company
news that may affect retention – new manager, new ownership)
•
Schedule in-person meetings with top 50 local businesses at least annually.
•
Schedule in-person meetings of top 10 local employers with headquarters or
parent companies (those located outside of Sugar Land) at least annually.
International headquarters visits for major Sugar Land employers are critical
to ensure confidence in your community’s business climate.
•
Document results, findings and any follow-up needed in contact management
database.
•
Host regular meetings (monthly or quarterly) for business managers to
discuss issues, concerns and ideas that would make their businesses stronger.
The agenda and meeting should be driven by the business managers. You
may want to organize two groups – one for office and the other for
manufacturing.
•
In addition to email, make phone calls for RSVP prior to the meeting as a
means to further connect and build relationships with local business
managers. Even if they are unable to attend the meeting, there is opportunity
for regular interaction with the City via these regular calls.
•
Create a LinkedIn Group for each group to regularly communicate and share
information/resources beyond the meeting.
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 15
Training
Partnerships
Business
Recognition
Program
•
Expand partnerships with University of Houston and Wharton County Junior
College to engage local business leaders as guest speakers and to teach
classes.
•
Align training resources to support existing business operations. Outreach
meetings and Local Manager Roundtables will provide insights for new
training opportunities.
•
At least annually, recognize local businesses at City Council Meeting or
special event. Recognize for job growth, sales growth, new product launch,
new employee program, and sustainability initiatives, etc. Find unique ways
of recognizing local companies.
•
Issue news release on companies recognized. Post on website news section.
•
Develop case study on each company recognized.
Lead Responsibility: Assistant Director of Economic Development
Back-up Role: Director of Economic Development, Business Development Manager
Partners: University of Houston, Wharton County Junior College
Budget: $2,000 – 25,000
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 16
Strategic Initiative 5: Business Attraction Marketing
Why Important? Sugar Land’s annual volume of leads is comparably lower than more high-profile city
economic development programs. Local leads will naturally come to Sugar Land as a result of its premier
location in the Houston region. However, will these leads represent industries of interest to Sugar Land
that contribute to the goal of providing high quality jobs for residents? It is important to influence how
Sugar Land is perceived in the minds of target audiences as a preferred location for specific industries. A
strategic approach to maximize exposure through diverse channels will be necessary due to limited staff
time for marketing.
Action Items:
Media
Advertising
Leverage
Marketing
•
News releases to regional and state channels.
•
Economic Development blog on SugarLandecodev.com
•
Message to local and national bloggers who are increasingly impacting a
community’s brand image. Partner with Opportunity Houston to connect to
prominent local bloggers.
•
Sugar Land Economic Development Twitter messaging.
•
Sign up for listing on EDnames.com, an economic development online
directory.
•
Evaluate print advertising opportunities as they surface to determine
alignment to target audiences.
•
Review annual schedule of events and marketing programs of strategic
partners to determine Sugar Land’s involvement. Schedule and prioritize
attendance early in the year based on alignment to target industries and
destinations that correspond to target industry source areas and/or
headquarter locations of existing employers. It is recommended for Sugar
Land to leverage strategic partners as much as possible because it will be
more economical and less taxing of limited staff time. Plus, more attention
will be garnered by Sugar Land during international marketing missions with
Texas One and the Governor versus a Sugar Land-specific international
marketing effort.
•
•
•
•
Industry-Specific
Campaigns
•
Texas One: estimate two to three events per year, including international
business visits.
Team Texas: estimate two to three marketing events a year.
Greater Houston Partnership/Opportunity Houston: to be determined
depending on available activities.
Greater Fort Bend EDC: to be determined depending on available countywide marketing program plan.
If there is adequate budget and staff resources to expand beyond leverage
marketing tactics (above), deploy industry specific campaigns:
•
•
•
Prioritize target industries for campaign focus (two per year).
Prospect list development and research.
Series of direct and electronic mail communications.
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 17
•
Prospecting calls; or outsource to ROI Vision (www.ROIVision.com), a
lead development company who will put Sugar Land in front of relevant
company representatives both domestically and internationally due to
their expert fluency in language, dialects and cultural norms)
Key Influencer –
Regional Marketing
Program
•
Quarterly electronic newsletter of resources and recently attracted/expanded
companies. Link to SugarLandecodev.com webpages that are relevant to
content in newsletter.
Key Influencer –
National/
International
Marketing Program
•
Attend networking conferences where you can meet and interact with
international site location consultants, such as:
•
•
•
Expansion Management’s Roundtable Events.
Area Development Consultants Forums.
Direct or electronic mail communications (based on site selector preference).
Lead Responsibility: Director of Economic Development
Back-up Role: Assistant Director of Economic Development, Business Development Manager, Economic
Development Coordinator
Partners: Texas One, Team Texas, Greater Houston Partnership/Opportunity Houston, Greater Fort
Bend EDC/Ft Bend County-wide Marketing Program.
Budget: $141,200 – 366,000
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 18
Strategic Initiative 6: Sales Program for Winning Projects
Why Important? Although Sugar Land has been successful with new business attraction, there is room to
make the sales program more aggressive and proactive so that a greater percentage of leads convert into
wins. Effective proposals and interactions with companies and key influencers not only pave the way for
attracting more companies to Sugar Land; a successful sales program contributes to a positive reputation
which results in more leads and attention as a place for successful business ventures.
If Sugar Land wants to compete effectively in the global economy, sales efforts should not be limited to
within the US border. Also, since projects often take 24 to 36 months from the time of lead generation to
transpire into a win, success requires a consistent effort with adequate dedicated resources.
Action Items:
Company Direct
Sales
Key Influencer
Sales Calls
•
Review past clients in portfolio and determine if they should be contacted; the
economy is improving and decisions formerly put on hold may be reignited
into active status.
•
Conduct prospect intelligence to better understand needs, operations, current
situation and future plans.
•
Visit major prospects at current location or headquarters (US or international
location) to better understand issues, needs and demonstrate Sugar Land’s
interest in their project. If a company is seriously considering Sugar Land, this
strategic sales effort will make a positive impression about Sugar Land’s
business climate and sincere interest in recruiting the company.
•
Develop customized proposals that make a compelling argument for a Sugar
Land location decision.
•
Plan, prepare and conduct site visits, engaging relevant economic
development partners as a team to present and prove Sugar Land’s business
case for the specific company and project.
•
Complete comprehensive due diligence and financial analysis for any
incentive package and preparation for negotiations.
•
Conduct exit interviews. Wins – for case studies and news releases. Losses –
for weaknesses and areas of improvement.
•
Schedule and conduct regular visits with regional brokers, based on prioritized
list. These meetings could take two forms: (1) presentations to key broker
offices during their sales meetings; (2) One-on-one informal meetings with top
ten or twenty brokers in Houston metro area. Prioritize contacts based on
alignment to Sugar Land’s targets.
•
Outbound visits to site selectors – scheduled with outbound meetings to
existing business headquarters or parent companies, company prospect visits,
Texas One marketing missions, Team Texas events, and networking or
professional development conferences.
Lead Responsibility: Director of Economic Development
Back-up Role: Assistant Director of Economic Development, Business Development Manager
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 19
Partners: Economic development partners (i.e. utilities, workforce development, educational and training
institutions, Governor’s Office for Economic Development, City permitting departments)
Budget: $40,000 - 100,000
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 20
Strategic Initiative 7: Health Industry Sector Strategy
Why Important? Sugar Land is home to top-tier medical facilities, including: Methodist Sugar Land
Hospital, St. Luke’s Sugar Land Hospital, Memorial Hermann Surgery Center, Texas Children’s Hospital,
Triumph Hospital Southwest, and Sugar Land Surgical Hospital. In addition, a multitude of local medical
professionals interact and depend on this cluster. The City’s economic development efforts should not
overlook this important high-paying and large employment sector. The nature of this sector requires a
different economic development approach.
What are Sector Strategies? Sector strategies focus on industry-specific approaches, implemented by an
employer-driven partnership of relevant systems and stakeholders. This approach relies on strong partnerships
of employers and stakeholders to make informed decisions for solutions that will provide quality jobs
and advancement opportunities for workers. In this way, sector strategies are more responsive to
industry demand than traditional services because they are problem-solution oriented, not program
oriented; address needs interdependently, not independently; and work with employers in an industry
collectively, not as individual firms. This initiative crosses over business retention and attraction efforts.
Action Items:
•
Work with local industry leaders (e.g. heads of all hospitals) to bring key
people together. Be inclusive of a larger group than small numbers of
representatives as it will open more ideas for solutions.
•
Present concept of local sector strategy to group. Engage employers and
stakeholders in discussions to strategically develop Sugar Land into a more
prominent center of excellence for the health industry. As noted, the key to a
sector strategy is the engagement and leadership of the industry sector to
create an industry-driven partnership of relevant systems and stakeholders.
•
Conduct group listening sessions of Sugar Land’s medical stakeholders
regarding their needs to remain competitive and opportunities to grow. Draw
out current issues and concerns.
•
Link to efforts at research institutions, educational institutions, associations
and other activities in the region.
•
Engage education institution and workforce development representatives in
the planning process, particularly as it relates to training and career
pathways.
•
Identify missing sectors of the cluster that could be recruited to Sugar Land to
benefit the entire cluster.
Group
Communications
•
Host LinkedIn Group for Sugar Land Health Sector.
Position for
Industry
Leadership
•
Develop page on SugarLandecodev.com dedicated to Sugar Land’s Health
Sector to present information on cluster components, initiatives and case
studies.
•
Encourage group members to prepare and comment on blog articles related
to medical industry in Sugar Land.
Health Industry
Cluster
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 21
Lead Responsibility: Director of Economic Development
Back-up Role: Assistant Director of Economic Development, Business Development Manager
Partners: Local health industry leaders, University of Houston, Wharton County Junior College and
Workforce Solutions
Budget: $1,000 – 15,000
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 22
IV. Tourism Program
Goal: Increase the number of visitors and their length of stay in Sugar Land in support of retail, service
and hotel businesses and to ensure the success of Sugar Land’s existing and planned Destination Activity
Centers.
Success Indicators:

Group room nights / meeting inquiries and bookings

Hotel Occupancy Tax (HOT) revenues

Website visitations

Brochure/information requests

Event/destination attraction attendance

Travel media: advertising equivalency

Fam tours/site visits
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 23
Strategic Initiative 1: Brand the Sugar Land Visitor Experience
Why Important? To be competitive for visitor attraction, Sugar Land must be able to distinguish itself as
a one-of-kind desirable destination. Sugar Land is actively developing significant visitor destinations and
draws including the Grand Wine and Food Affair, the Houston Museum of Natural Science, the 2012
opening of the professional minor league baseball stadium and other planned entertainment venues. It
also has a strong mix of lodging and shopping choices. Now the City is ready to package its destination
products and experiences with a cohesive brand that will embody the ‘promise, personality and essence’
of Sugar Land for visitors. A strong brand will provide the City’s economic development marketers with
a strategic focus for decision making and a strong consistent identity for consistent messaging.
Action Items:
Asset Mapping
•
Inventory key and unique assets to build brand case with key stakeholders.
Brand Identity
•
Create overall theme, name and identity to pull together marketing for
stakeholders and City.
Key Messages
•
Develop stories, articles and press releases to document proof points of
brand.
Identity Standards
•
Create and implement consistent standards for design or ‘the look’ (logo,
color, and placement) that supports brand clarity.
Communicate
Brand
•
Communicate and distribute brand elements to key
constituents/stakeholders who are also promoting Sugar Land.
Lead Responsibility: Tourism & Marketing Manager
Back-up Role: None
Partners: Business and community leaders, Texas tourism organizations, hoteliers
Budget: $40,000 - $50,000
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 24
Strategic Initiative 2: Marketing Kickstart
Why Important? Activating Sugar Land’s brand through integrated marketing communications is critical
to generating results. Sugar Land has a growing visitor product mix but very few marketing materials
and information outlets to create awareness and increase visitors. There is no central location for visitor
information; few rack cards, no map/information boards and no web presence. To begin to be noticed in
the highly competitive tourism industry, Sugar Land will have to start from scratch to create awareness
of its product offerings with local placement of promotional materials, cross marketing with existing
events/venues, developing media relations and penetration of the sizable Houston market.
Action Items:
Rack Cards /
Brochures
•
Prepare a series of marketing rack cards to promote key destinations. Prepare
a brochure targeting families and highlighting recreation-related venues.
Visitor Guide
•
Develop a simple brochure—to appeal to all visitor target markets.
Event Calendar
•
Create a visitor events calendar for activities throughout the community
(electronic and rack card for cross-marketing).
Meeting Guide
•
Develop a brochure focused on meeting resources (online and included in
website).
Media Outreach
•
Prepare visitor market media database and press kit with key messages that
convey the brand in ‘sound bites.’ Cultivate regional, state and specialty
publication contacts through a calendar of news and story releases.
Distribution
•
Develop and maintain distribution system (local, regional, state) for visitor
information starting with local public gathering places (City Hall) and key
businesses (hotels).
Lead Responsibility: Tourism & Marketing Manager
Back-up Role: None
Partners: Parks & Recreation Department, Fort Bend Chamber of Commerce, business community,
schools, Museum, University
Budget: $43,000 - $78,500
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 25
Strategic Initiative 3: Hotel and Meeting Target Marketing
Why Important? Business and meeting travelers make up a significant portion of lodging demand.
Capturing more traffic from this target market is a ‘low hanging fruit’ or easy win for increasing
visitation and HOT revenues. Sugar Land has numerous built-in assets for promoting itself as a meeting
destination. Among its strengths are nearly 3,000 local businesses, excellent access, quality built
environment, the University of Houston, proximity to Houston, nearly 1,200 hotel rooms in seven
properties.
Action Items:
Group Sales
Activities
•
Implement a meeting planner awareness campaign to draw group business
and increase top of mind awareness about Sugar Land as a great meeting
destination.
Business to
Business Activities
•
Target Sugar Land businesses and government, association, religious, social,
business and sports organizations to increase the local meeting and event
activities and spending.
Electronic Meeting
Planner Guidebook
•
Prepare Sugar Land meeting guide to include snapshot of accommodations,
unique and traditional meeting venues, dining, shopping, recreation/golf and
other escapes (spas, art, etc.), as well as client services available in town—
from catering to photography.
Meetings & Events
Blog
•
Post information on current/upcoming events, photos, videos, testimonials,
tour highlights, special offers and related information.
Social Media
Activities
•
Develop/maintain Facebook page, LinkedIn and Twitter accounts to promote
meeting activities.
Print Advertising
•
Purchase full page advertising in select publications targeting meeting
planners and Texas/US business markets.
Lead Responsibility: Tourism & Marketing Manager
Back-up Role: None
Partners: Hotels, event centers, business community
Budget: $54,000 - $120,000
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 26
Strategic Initiative 4: Tourism Infrastructure
Why Important? Sugar Land is in a start-up phase of tourism marketing and as such, must focus on the
basics of what it takes to attract visitors to and through the community so that it is easy to navigate, to get
information needed, to relax or do business and the end result is a ‘word of mouth’ referral to friends and
colleagues and ultimately, a repeat visit. At present, Sugar Land has very limited directional and
attraction signage, virtually no or highly fragmented web presence for the visitor market and minimal
print information to guide the visitor experience, once in the City. Addressing these voids or visitor needs
is fundamental to enticing and attracting business or leisure travelers.
Action Items:
Wayfinding
Signage
•
Finalize and implement Wayfinding/Directional Signage Plan, using
proposed guidelines.
Intra-modal Transit
•
Advocate for enhanced intra-city transit options for connecting key business
centers, residential communities and destination developments to promote
and increase Sugar Land's "live, work, shop and play" objectives.
Visitor Kiosks
•
Develop visitor information kiosks in up to five central, high foot traffic
community locations.
Website
•
Create visitSugarLand.com web portal to be a ‘one stop’ online visitor
information source on lodging, dining, events, activities, maps, shopping, etc.
Lead Responsibility: Tourism & Marketing Manager
Back-up Role: None
Partners: Texas Department of Transportation, Office of Governor, Economic Development and Tourism
Division, Sugar Land business community
Budget: $83,000 - $101,000 (kiosks, web site); wayfinding signage-TBD
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 27
Strategic Initiative 5: Destination Development
Why Important? Sugar Land has made good progress on developing attractions to draw visitors from
outside the local community. The Museum of Natural Science, the Grand Wine & Food Affair and the
professional minor league baseball stadium in the making are all unique destination attractions. To
become competitive in the regional and state visitor industry, it is imperative that Sugar Land continue to
plan and develop additional distinctive, high-quality attractions.
Action Items:
Entertainment
Venues
•
Continue to plan the phases of these unique venues.
Hotel/Convention
Center
•
Map out the steps needed, timeline, project leaders and collaborators to
develop a hotel/convention center over the next decade.
Intra-modal Transit
•
Advocate for increased intra-city transit options designed to connect
destination developments to other key areas of the community, providing
quality, ease-to-use transit options for residents and visitors alike.
Package
Experiences:
3-5 YearPlan
•
Based on Sugar Land’s determined brand, target markets and
established/future product offerings, develop packages of activities and
experiences that can be promoted in the near term (3-5 years).
10 YearPlan
•
Create a strategic destination development program of attractions for
planning and development over the next decade.
Lead Responsibility: Director of Economic Development, Tourism & Marketing Manager
Back-up Role: Economic Development Coordinator, Assistant Director, Business Development Manager
Partners: Business community, developers, Travel Texas/State
Budget: TBD
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 28
V. Retail Program
Goal: Increase retail sales tax revenues by providing support services for retail business retention and
attraction.
Success Indicators:

Retail occupancy rate

Business/broker inquiries

New/expanded retail business

Local consumer satisfaction (measured through surveys)

Retail sales (indirect impact of retail support)
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 29
Strategic Initiative 1: Information & Referral
Why Important? Quality retailers and aggressive commercial brokers need a one-stop information source
when considering development or expansion in new markets. Decision-makers need quick and easy links
to up-to-date critical information from demographics to available properties. The City’s Economic
Development Department should be the lead source for maintaining this information and sending a
unified message on retail opportunities in Sugar Land.
Action Items:
Demographic/Economic
Trends
•
Provide electronic data factsheets of key Sugar Land demographics,
psychographics, sales per sq. ft. and retail gap information of interest to
retailers.
Site Finder
•
Create and maintain electronic inventory of key retail properties
available with location, size, price, traffic, nearby anchors, etc.
E-newsletter
•
Provide quarterly fact-filled updates on new leases, store
openings/expansions, upcoming projects, and community retail
events.
Broker Roundtable
•
Host quarterly breakfast meetings with the retail brokerage community
to stay abreast of and help respond to market opportunities, issues and
trends.
Retail Visitation
•
Meet annually with Sugar Land’s top retail sales tax
generators/anchors (and more frequently with First Colony Mall
management) to anticipate revenue changes and assist with retention
or broker assistance to address challenges and opportunities.
Lead Responsibility: Business Development Manager
Back-up Role: Assistant Director of Economic Development, Economic Development Coordinator
Partners: Commercial brokers and developers
Budget: $10,000 – $11,000
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 30
Strategic Initiative 2: Community Marketing
Why Important? Retail investor confidence and development-readiness are critically linked to
community growth (housing and jobs), image, energy and destination attractions. In interviews and a
recent focus group, Sugar Land brokers urged the City Economic Development team to stay focused on
these strategic opportunities in providing a strong foundation for retail retention and expansion.
Action Items:
Shop Sugar Land
Website
•
Continue to update and promote this key consumer marketing tool.
Economic Impact
•
Create a parallel community education and awareness program depicting the
positive economic impact of shopping locally versus taking out of town. EX:
sales tax/property tax revenues, salaries and wages, community
infrastructure, goods and services and overall quality of life.
Event Promotion
•
Support and expand promotions to increase Sugar Land event and
destination traffic and thereby, increase retail sales.
Housing Links
•
Demonstrate connection between retail and housing (‘retail follows
rooftops’).
Lead Responsibility: Business Development Manager
Back-up Role: Assistant Director of Economic Development, Economic Development Coordinator
Partners: Business and brokerage community
Budget: $10,000 - $17,500
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 31
Strategic Initiative 3: Retail Attraction Support
Why Important? As the retail vacancy rate rises and more big box space becomes available, it is
imperative that the public and private sectors work together to fill the vacancies and target retailers that
will be viable and sustainable in Sugar Land’s high income, but value conscious marketplace. While the
City of Sugar Land lacks the resources and capacity to lead retail attraction it is fortunate to have a large
and savvy retail brokerage community to fill that role. Brokers need and want the City’s help in
conveying a positive business environment through streamlined regulations, open communication and
understanding the local consumer marketplace.
Action Items:
Permitting/Regulatory
Support
•
Advocate for a fast, efficient and flexible regulatory environment within
City Hall.
Intra-modal Transit
•
Advocate for increased intra-city transit options connecting existing and
future retail centers to other key areas of the community, making it
easier for residents and visitors to live, work and shop in Sugar Land.
Broker Marketing
Assistance
•
Support broker marketing activity with promotional material and
positive, credible ‘business friendly’ messages from the City for retail
and ICSC conferences and other key networking events.
Targeted Consumer
Marketing
•
Conduct focus groups and/or surveys to better understand the
consumer needs and community interests of Sugar Land’s diverse ethnic
groups.
National Chain/Big Box
Support
•
Be ‘on-call’ to assist with and provide City support for targeted retail
recruitment of community retail anchors and nationals.
Lead Responsibility: Business Development Manager
Back-up Role: Assistant Director of Economic Development
Partners: Real estate brokers, shopping center managers
Budget: $15,000 - $20,000
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 32
Strategic Initiative 4: Commercial Redevelopment Support
Why Important? As Sugar Land attracts business to new high quality retail space, it must also be
attentive to the condition and viability of established commercial centers. Sugar Land continues to grow
at a rapid pace and commercial land is becoming scarcer, making it imperative that existing shopping
centers remain competitive or redevelop into more productive uses.
In addition, both within the
community and beyond, smart growth development principles are being espoused that focus on ‘livework-shop-play’ centers minimizing car trips and fuel usage. Several commercial centers/areas within
Sugar Land are in need of significant refreshing or complete redevelopment including sections of the
Eldridge Road corridor, frontage along U.S. Hwy 59 near Sugar Creek Blvd, and neighborhood center(s)
at the SH 6 and Settlers Way Blvd intersection. During the January 2011 project work session with the
City’s Type A and Type B Economic Development Corporation Boards, it was decided that the City
would support a market-driven approach to redeveloping commercial areas. Key steps for strategy
implementation are highlighted below.
Action Items:
•
As private-sector interest in underperforming properties occurs,
encourage and advocate for creative approaches that may include
mixed use elements, new design and community/neighborhood
components.
•
Encourage incorporation of intra-city transit connectivity (ex:
trolley stops, other infrastructure, etc.) to retail centers as
redevelopment occurs, increasing opportunities to connect
residents and visitors to their end destinations within the
community.
Property Owner Support
•
Support property owners and managers to enhance and improve
their properties which may range from improved access and
parking to façade improvements. Continue to provide quick
regulatory and planning response.
Marketing
•
Promote properties for sale or lease on City’s Economic
Development website and publicize Sugar Land’s redevelopment
success stories.
Anchor Development
•
Be ‘on-call’ to assist with and provide City support for attracting
appropriate anchors for neighborhood centers and commercial
corridors
Redevelopment and Design
Lead responsibility: Assistant Director
Back-up role: Business Development Manager
Partners: Real estate brokers, shopping center owners and managers
Budget: $0
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 33
VI. Monitoring & Measurement
Action Items:
1. Documenting Progress of Success Indicators
In order to monitor implementation results, it will be important to regularly measure key indicators. This
review will keep your program on track to achieve your goals. A majority of the detailed data points
should be generated through reports from your contact management system.
Indicators
Detail
Primary Industry Program
•
•
•
•
Overall Outcome
Attracted Companies
Expanded Companies
Retained Companies
(if threat of leaving)
•
Per capita income (indication of increased wages)
•
Value of capital
•
Annual change in vacancy rates
•
Comparison of vacancy rates to other communities in region
•
Property values
•
Property tax revenues
•
Number of companies
•
Number of jobs
•
Average wage
•
Capital investment
•
Square feet leased
•
Square feet constructed
•
Economic impact
•
Return on investment for City incentives granted
•
Number of companies
•
Number of jobs
•
Average wage
•
Capital investment
•
Square feet leased
•
Square feet constructed
•
Economic impact
•
Return on investment for City incentives granted
•
Number of companies
•
Jobs saved
•
Economic impact if company lost
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 34
Indicators
•
•
Client Activity
Marketing
Detail
•
Pipeline – total number of clients in pipeline (and jobs, capital
investment, square feet they represent)
•
Number of outbound meetings with
o
Companies
o
Key influencers
•
Number of site visits
•
Number of local company outreach meetings
•
Results per lead source (Texas One, Team Texas, GHP, GFBEDC)
o
Leads
o
Wins
•
Number of referrals from local employers and residents
•
Number of referrals from regional key influencers
•
Average marketing investment per lead in pipeline
•
Number of inquiries
•
Media stories generated
•
Number of attendees
•
Market pull
•
Group room nights booked
•
Hotel occupancies
•
Hotel Occupancy Tax revenues
•
Number of meeting inquiries
•
Number of meeting bookings
•
Length of meetings (1 day, multi-day event)
•
Number of top established retailers visited
•
Number of business/broker inquiries
Tourism Program
•
•
•
•
Marketing
Events
Overnight Stays
Meetings/Conferences
Retail Program
•
Marketing
•
Real Estate
•
Retail space occupancy
•
Consumer
•
Local customer satisfaction
•
Shopper counts (ex: shopping center pedestrian/auto traffic)
•
Retail sales
•
Number of businesses assisted directly/indirectly
•
Economics
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 35
Indicators
Detail
Economic Development Infrastructure
•
Web Traffic
Analytics
•
Number of visits
•
Average duration of web visit
•
Links from search engines
2. Reporting Progress
Tracking success indicators is certainly helpful for internal management of the economic development
programs. It is also useful to share the results and outcome of the Sugar Land Economic Development
Department’s efforts in a more public manner to celebrate success with local businesses and partners.
Action Items:
•
Organize luncheon or reception to honor newly located and expanded
companies. You may want to combine local business recognition program
with this event.
•
Invite community – sell tickets to cover costs.
•
Invite media and local bloggers.
Board Updates
•
Use Success Indicators as data points for regular updates to 4A and 4B
Boards.
Website Updates
•
Post quarterly updates to relevant websites on progress of economic
development program initiatives.
Annual Event
Lead Responsibility: Director of Economic Development
Back-up Role: Assistant Director of Economic Development
Partners: Other than inviting economic development partners, stakeholders and the community at large
to Annual Event, all can be handled within the department.
Budget: $10,000 - 25,000 for annual event
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 36
VII. Acknowledgements
The Chabin Team would like to thank the following individuals for participation and contribution during
the planning process for the Sugar Land Economic Development Strategic Roadmap. We had the
privilege of working with many dedicated, professional and friendly people in Sugar Land.
Regina Morales
Director of Economic
Development
Allen Bogard
City Manager
Jacqueline Baly Chaumette
City Council
Russell Jones, City Council
James Clancy, Jr
4B Corporation
Allan Lazor
4B Corporation
Roy Cordes
Fort Bend County
Debera Fontenot
Fairfield Nodal
Tom Webb
HCSS
George Muller
Imperial Sugar Co.
Kandee Jahns
Money Mgmt Intl
Scott McCord, Sunoco Logistics
Partners
Adel Chaveleh
TimeGate Studios
Ken Courville
CenterPoint Energy
Jeff Wiley
Greater Fort Bend EDC
Lucinda Flores,
Workforce Solutions
Keri Schmidt
Ft Bend Chamber of Commerce
Jason Du
Andrew Temple
Business Development Manager
Tim Neeley
Business Resource Manager
James Thompson
Mayor
Donald Olson, City Council
Donald Smithers
City Council
Michael Schiff, City Council
Thomas Abraham
City Council
Cynthia Knox
4B Corporation
Commissioner Patterson
Fort Bend County
Jeff Bernard
Aetna
Gregg Larson
Fairfield Nodal
Sebabi Leballo
HCSS
Bob Kievert
Medline Industries
Steve Long
National Oilwell Varco
David Waldron, Thermo Fisher
Scientific
Antonio Galafassi
Tramontina
Dr. Timothy Jenney
Fort Bend ISD
W. Jackson Belt
Greater Ft Bend EDC
Robert D. Wolter, Wharton
County Junior College
Donna Molho
General Growth Properties
Cyrus Chen
Robert Pickell
4B Corporation
Mary Favre
4B Corporation
Janna Sheth
Accredo Packaging
Mike Rydin
HCSS
Alan Chaveleh
Healix
Fred Arnold
Minute Maid
Kami Behzadi
Spirra Pharma.
Jay Malani
Unique Industrial Products
Kim Brooks
Sugar Land Marriott
Bob Brown
Greater Fort Bend EDC
Dick Phillips
University of Houston
David Martin
Windstream
Les Newton, Planned Community
Developers
Charles Adams
Planned Community Developers
Rusty Campbell
City of Sugar Land |Economic Development Strategic Plan | April 2011
Page 37
Henry S Miller Brokerage LLC
Steve Ewbank
Planned Community
Developments
Jennifer Johnson, Johnson
Development
Ted Nelson, Newland
Communities
Peter Jacob, Weaver, Davis &
Jacob
Garrold Parratt, Jones Lang
LaSalle
Steve Rocher, CB Richard Ellis
Henry S. Miller Brokerage LLC
Larry Johnson
Johnson Development
Johnson Development
Doug Goff
Johnson Development
Tom Wilcox, Johnson
Development
Bud Friedman, Ft Bend Real
Estate Corporation
Bill Jameson, WJ Interests
Shay Shafie, Johnson
Development
Dave Wallace, Wallace Bajjali
Development Partners
Jared Jameson, WJ Interests
Kolbe Curtice, Colliers
International
Sandy Benak, Granite Properties
Ron McWherter, CB Richard Ellis
City of Sugar Land |Economic Development Strategic Plan | April 2011
Rose Herbst, Granite Properties
Page 38
About the Consulting Team
Chabin Concepts’ core competency is in helping clients create realistic, achievable and measurable
actions:

strategic thinking,

creative marketing, and

economic development program implementation.
Our goal is to position cities, counties and states to win new jobs and investment by creating a Roadmap
supplemented with a Toolbox to achieve their goals and objectives – delivering strategic solutions, tactics
and tools to accomplish the mission.
We are more than a consulting group – we are your solutions network. We use our network to bring our
clients the best practices of renowned experts in urban and rural economic development, site location
analysis and hands-on experience in implementing and managing competitive and results-oriented
economic development programs.
We value every client and project, respecting the characteristics, heritage and goals of each community,
their stakeholders and their economic development team. We commit to integrating our values, integrity
and philosophy to create success:

Involvement of the community and all partner organizations.

Research that is tailored to your specific areas of interest and industry focus.

An experienced and diverse team of professionals to bring you expertise, specialized knowledge
and techniques.

Innovative strategies and creative economic development tools.

Tactical plans designed for implementation.
We provide effective and successful economic development roadmaps —integrating resources,
innovative tools and creative marketing — for communities to accomplish their goals consistent with
their values.
The Chabin Team for the Sugar Land Economic Development Strategic Plan included Audrey Taylor,
President, Allison Larsen, Principal, and Lindy Hoppough, Director of Editorial Services of Chabin
Concepts; Mary Bosch, Principal and Melissa Mailloux, Senior Associate of Marketek; Michelle
Comerford, Managing Director, and Don Schjeldahl, Vice President Renewable Energy Strategies of The
Austin Company, and research assistance from Sarah Murley, Founding Partner of Applied Economics.