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BROWNSVILLE COMMUNITY IMPROVEMENT CORPORATION

ECONOMIC DEVELOPMENT STRATEGIC PLAN 2017-2020

www.bcic.us


We are your type “b� economic development corporation. Through the collection of 1/4 of a cent of every sales tax dollar generated through shopping and dining in Brownsville, Texas, we can fund projects that foster economic development opportunities.

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TABLE of contents 3

Overview: 3-Year Strategic Plan

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Executive Summary

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Mission & Vision

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Acknowledgement

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Goals, Objectives and Strategies

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Closing Remarks

Contact Information

Address: Phone: Email: Website:

2424 Village Dr., Suite “B”, Brownsville, Texas 78521 (956) 548-6188 info@bcic.us www.bcic.us 3


“Our team is extremely excited to implement a plan tailored to promote Brownsville, Texas as a destination city through its current assets and maximizing economic opportunity...”

OVERVIEW 3-year strategic plan The Brownsville Community Improvement Corporation (BCIC) 3-Year Economic Development Strategic Plan provides a foundation for decision-making within the organization and local stakeholders, which will ultimately contribute to the city’s economic health. In addition, the 3-Year Strategic Plan will serve as a reference document for all those impacted by the projects, initiatives, campaigns and events that the organization will fund for the next 3 years. Through extensive strategic planning workshops held at the offices of the BCIC, along with the feedback provided by local stakeholders, six primary goals here identified and found to be crucial for the economic wellbeing of Brownsville, Texas.

PRIMARY GOALS 1. Develop a culture of strategy execution within the organization; 2. Develop a board culture that promotes performance; 3. Enhance BCIC’s public image as a leading economic development source; 4. Prioritize disbursement of BCIC funds that support projects, initiatives, and community events; 5. Increase Brownsville’s profile in sports and recreational tourism to become a city/destination of choice; and 6. Improve BCIC’s asset management and protection.

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EXECUTIVE summary The Brownsville Community Improvement Corporation 2017-2020 Strategic Plan for Economic Development implements and promotes the priorities of stakeholders and residents of Brownsville, Texas. The plan will be an essential guide to long-term economic prosperity, providing direction to our organization and giving profound purpose to its efforts to create a more proactive and consistent approach to economic well-being. Our team is extremely excited to implement a plan tailored to promote Brownsville, Texas as a destination city through its current assets and maximizing economic opportunity under the areas of sports and recreational tourism, small businesses and investor opportunities. In addition, by implementing a culture of consistent performance throughout the staff and board of directors, we can ensure that decisions made are aligned to the strategic goal areas that are identified in this plan. This organization, a “type b” economic development corporation, which collects sales tax dollars generated through the local dining and retail industries, is committed in becoming a leading economic development source to our city, county, region and state. Doing so will require the utmost diligence in applying all our efforts to the goals, objectives, and tactics found in this document in order to build the relationships we need to succeed in generating a consistent increase in sales tax dollars. The 3-Year Economic Development Strategic Plan will remain an evolving document, ensuring that our economic development team can adapt to a changing business climate, shifting levels of diversity and political climate. The ability to remain dynamic and resilient is critical to the long-term success that will benefit all residents in Brownsville, Texas.

Executive Director Brownsville Community Improvement Corporation

MISSION & vision MISSION

VISION

To be a catalyst and proactively partner with

By promoting and funding our assets in sports

organizations who invest resources to improve

and recreational tourism and small business

Brownsville, Texas’s quality of life by enhancing

diversity, Brownsville, Texas can become a

aesthetic, cultural and leisure amenities and

regional competitor in economic development,

promote economic development to enhance the

historic preservation, and tourism.

city’s economic base.

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ACKNOWLEDGEMENT 3-year strategic plan The Brownsville Community Improvement Corporation’s 2017-2020 Economic Development Strategic Plan is a plan that was developed by the BCIC Board of Directors and staff. Their leadership and hands on participation made it doable, yet passion is what made it a reality. Passion for the great desire to make a difference in the community and ensure that BCIC sets a strong economic development forefront for Brownsville, TX. Thank you Board Members and BCIC staff for your dedication and work in making this plan a reality.

BCIC BOARD OF DIRECTORS Celestino “Tino” Villarreal, Chair Anissa Gonzalez, Vice Chair Felicia Fruia-Edge, Secretary Everardo “Eddy” Galvan, Treasurer Jesus De La Llata, Board Member Deborah Portillo, Board Member John Villarreal, Board Member

BCIC STAFF Rebeca Castillo, Executive Director Cori Peña, Administrator of Grants & Contracts Victoria Padron, Administrative Services Coordinator Josuhe Mejia, Outreach Coordinator

ADOPTION This plan has been developed and adopted by the BCIC Board of Directors on this 15th day of May of 2017.

Celestino “Tino” Villarreal, CHAIR

Anissa Gonzalez, VICE CHAIR

Felicia Fruia Edge, SECRETARY

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GOALS, OBJECTIVES AND STRATEGIES

ACTION IS THE FOUNDATIONAL KEY

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GOAL #1: Develop a culture of strategic execution. Strategic plans that are inclusive and developed by both Board of Directors and staff tend to be very successful. By implementing a culture of strategic planning, we enable the organization to proceed with decision-making

Objective 1: Develop and implement a strategic plan. Strategy 1.1: Develop a three-year strategic plan with BCIC Board of Directors and staff by utilizing feedback from stakeholders, residents, studies, and SWOT analysis tools.

Objective 2: Establish a culture of professional development. Strategy 1.2: Develop a professional development program, which allows employees to become key experts in all areas of the organization’s adopted strategic plan. Strategy 1.3: Identify workshops, conferences, certification courses, memberships, continuing education courses, which will contribute or supplement the professional development program.

Objective 3: Identify and establish a permanent BCIC office location. Strategy 1.4: Evaluate location needs based on administrative and operational requirements by performing exercises such as a SWOT analysis. Strategy 1.5: Identify possible funding options for a new BCIC location that reflects the desired public image of a leading economic development source.

Objective 4: Continue a fiscally sound approach to BCIC finances to ensure that expenditures do not exceed the resources available and a balanced budget is maintained. Strategy 1.6: Support the continuous growth and performance of the organization’s unrestricted funds, with the purpose of alleviating possible declines in sales tax revenue; ensure operational costs are met, and that the organization continues to fund projects, initiatives, campaigns and/or events at the current funding levels. Strategy 1.7 Define allocations towards the annual budget based on strategic plan needs. This includes the categorization and policies of projects, initiatives, campaigns or events funded by the BCIC.

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Objective 5: Evaluate and Improve Administrative Operation Procedures. Strategy 1.8: Improve communication with BCIC’s current fiscal agent to ensure fiscal, payroll, legal, IT, human resources, and other administrative services are effectively and efficiently provided as stipulated in the current Administrative Services Agreement. Strategy 1.9: Review and identify areas of improvement in the Administrative Services Agreement between BCIC and the City of Brownsville (with legal counsel assistance) Strategy 1.10 Enhance BCIC standard operating procedures (SOP), to include, but limited to procurement, payroll, human resources, grant funding, inventory, and records retention.

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GOAL #2: Develop a board culture that promotes performance. The “type b” economic development corporation will establish a culture of performance within its board to ensure that the strategic plan effectively executed, which will ultimately provide effective dispersion of funds, decision-making, and direction.

Objective 1: Improve communication with board alumni that have served the BCIC Board of Directors. Strategy 2.1: Utilize board alumni to enhance BCIC’s strategic goals and provide a medium of input based on expertise, profession, and/or industry involvement.

Objective 2: Increase board participation in board meetings and committees. Strategy 2.2: Enforce bylaws’ attendance policy to maintain performance consistency within the BCIC Board of Directors. Strategy 2.3: Evaluate and improve new board orientation training to ensure the organization’s strategic plan is conveyed and implemented. Strategy 2.4: Establish policies and procedures for existing and future committees that align with the organization’s strategic plan. Strategy 2.5: Continue the existing committees and identify any additional committee opportunities that best align with the organization’s strategic plan.

Objective 3: Improve board member selection. Strategy 2.6: The BCIC will establish recruitment and nomination criteria to ensure a consistent selection of board members. Strategy 2.7: Improve the application process, which should be enhanced with the purpose of ensuring consistency and effectiveness of the organization’s adopted strategic plan. Strategy 2.8: Improve the announcement and promotion of board member openings.

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Goal #3: Enhance BCIC’s public image as a leading economic development source. The “type b” economic development corporation in Brownsville, Texas must be seen as a leading economic development source within the city, county, region and state. Doing so, will enable opportunities of collaboration with the public and private sector and ensure a continuous flow of economic development opportunities for and within Brownsville, Texas.

Objective 1: Develop a marketing strategy for BCIC Strategy 3.1 Meet with BCIC Board of Directors and staff to identify key areas of improvement of the organization’s public image. Strategy 3.2: Meet with stakeholders to identify key areas of improvement of the organization’s public image. Strategy 3.3: Collect feedback from local, county, regional and state officials concerning BCIC’s public image. Strategy 3.4: Develop and implement a marketing and communications strategy along with the BCIC Executive Director.

Objective 2: Develop and implement an Awareness Campaign. Strategy 3.5: Establish a marketing budget with authorization of the BCIC Executive Director and BCIC Board of Directors. Strategy 3.6: Implement a Marketing Strategic Plan that is tailored to improve BCIC’s public image as a leading economic development source.

Objective 3: Build Strategic Partnerships with other entities that enhance BCIC’s public image. Strategy 3.7: Identify entities that are strongly involved in the economic development of Brownsville, Texas and will be of assistance in creation and/or improvement of BCIC’s public image. Strategy 3.8: Select entities previously identified that will best align with the BCIC Marketing Strategic Plan that will be developed as part of Goal #3 Objective 2; Strategy 3.9: Identify collaborative marketing initiatives among selected entities that best align with the BCIC Marketing Strategic Plan that will be developed under Goal #3 Objective #2. Strategy 3.10: Consider the possible establishments of memorandums of understanding (MOU) between the BCIC and strategic partners that will ultimately enhance the BCIC’s public image as a leading economic development source. For example establishing MOUs with collaborating partners in the Discover Brownsville Campaign.

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Objective 4: Identify and seek reputable recognition that recognizes economic development corporations. Strategy 3.11: Identify entities (Associations) that provide opportunities for the BCIC to become a recipient of recognitions given to premier economic development organizations at regional, state, national and international level. Strategy 3.12: Evaluate BCIC’s participation on membership driven organizations that will enhance BCIC’s public image as a leading economic development source

Objective 5: Maximize the public relations from projects, initiatives and community events that further enhance BCIC’s public image as a leading economic development source. Strategy 3.13: Identify BCIC funded projects, initiatives, and community events that enhance BCIC’s public image as a leading economic development source for the city, county, region and state. Strategy 3.14: Maximize the public relations obtained through the BCIC funded projects, initiatives and community events that foster economic development opportunities and best align with the organization’s adopted strategic plan and BCIC’s Marketing Strategic Plan.

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GOAL #4: Prioritize disbursement of BCIC funds that support projects, initiatives and community events. The organization must prioritize funding to projects, initiatives and community events that ultimately align with the organization’s adopted strategic plan.

Objective 1: Fund capital projects that foster economic development opportunities. Strategy 4.1: Align funding that supports downtown revitalization projects necessary to increase sales tax revenue and foster investor opportunities in a vital area of Brownsville, Texas. Strategy 4.2: Align funding that supports the Active Transportation Plan in Brownsville, Texas, designed to increase recreational tourism and spur small business development. Strategy 4.3: Align funding that supports cultural, sports, fitness, recreational, entertainment and community projects that must contribute to the sustainability and growth of Brownsville’s sales tax revenue. Strategy 4.4: Evaluate and modify application criteria, guidelines and reporting for capital projects grant cycle so that they align with the goals and objectives found in the organization’s adopted strategic plan. Strategy 4.5: Improve communications between BCIC and all funding applicants and grantees. Strategy 4.6: Develop a strategy to understand and advertise to target audience, which will ultimately supplement and provide momentum to achieve the goals and objectives found in the organization’s adopted strategic plan.

Objective 2: Fund promotion and community events that foster economic development opportunities. Strategy 4.7: Align funding that supports cultural, sports, fitness, recreational and entertainment events that must attract residents and visitors for the sustainability and growth of Brownsville’s sales tax revenue. Strategy 4.8: Evaluate and modify application criteria, guidelines and reporting for promotion and community event grant cycle applications to align with organization’s adopted strategic plan goals and objectives. Strategy 4.9: Improve communication between BCIC and all funding applicants and grantees. Strategy 4.10: Develop a strategy to understand and advertise to target audience, which will ultimately supplement and provide momentum to achieve the goals and objectives found in the organization’s adopted strategic plan

Objective 3: Fund business development opportunities to work proactively in partnership with others to foster economic development. Strategy 4.11: Identify and promote development and redevelopment projects that enhance the city’s economic base, diversifies and expands job opportunities. Strategy 4.12: Maximize publicity and advertisement for developing new and expanding business enterprises. Strategy 4.13: Expending funds on projects/initiatives that will benefit BCIC’s mission, image and public purpose.

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GOAL #5: Improve BCIC’s asset management and protection. The Brownsville Sports Park is a major and significant asset of BCIC and it is the responsibility of the organization to ensure such asset is maintained and operated to the most up to date park standards; and that it is continuously being enhanced to become a revenue generating and world-class sports venue. That will not only assist in its sustainability, but also provide a positive economic impact to Brownsville, TX. In addition, the Brownsville Sports Park serves as the focal point of sports and recreation in the city. As a result, proper management and protection of the asset should generate substantial tourism and tax revenue.

Objective 1: Finalize the transferring of ownership deed for the developed area of the Brownsville Sports Park to the City of Brownsville. Strategy 5.1: Amend the ownership agreement between BCIC and the City of Brownsville to include language that defines “good condition” of the Sports Park and performance measures criteria (with assistance of legal counsel). Strategy 5.2: Determine the “developed” and “undeveloped” areas within the Brownsville Sports Park to define the areas that will be transferred to the City of Brownsville as part of the ownership agreement and those “undeveloped areas for which the BCIC will retain ownership (with assistance of legal counsel);provide momentum to achieve the goals and objectives found in the organization’s adopted strategic plan.

Objective 2: Identify the potential use and investment opportunities for the undeveloped areas within the Brownsville Sports Park. Strategy 5.3: Identify “undeveloped” areas that may be considered to sale or developed via collaboration with a private investor. Strategy 5.4: Identify “undeveloped” areas within the Brownsville Sports Park that may potentially be considered for BCIC self-direct initiatives. Strategy 5.5: Identify capital development projects within the “undeveloped” areas.

Objective 3: Review and Identify areas of improvement within the Brownsville Sports Park Maintenance and Operations Agreement. Strategy 5.6: Improve communications with the City of Brownsville and key personnel; Strategy 5.7: Evaluate current agreement terms and identify areas of improvement that align with the organization’s adopted strategic plan. These include but are not limited to the following: 1. Address the waiving of fees by 1) taking steps to ensure that the Brownsville Sports Park is omitted from current city ordinances that allow the city manager to waive fees at his/her discretion and 2) if waiving of fees is to be considered, then BCIC will include appropriate language as to the circumstances and criteria that will need to be used if any fees were to be waived at the Brownsville Sports Park; 2 .Include language in the agreement that defines “good condition” and “most up to date park standards” and performance measures criteria (with assistance of legal counsel);

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3. Include language in the agreement that will stipulate the requirement of a minimum number of events that will be hosted at the Brownsville Sports Park and will meet the purpose of fomenting economic development in Brownsville, TX; 4. Include stipulation in the agreement that a mandatory performance review of the Brownsville Sports Park will be performed on a quarterly basis; 5. Better define reporting requirements and on-going performance criteria; 6. Clearly define BCIC’s role in the asset management and maintenance and operation of the Brownsville Sports Park; and 7. Clearly define the role, purpose, supervision/oversight of the marketing strategy professional that will be contracted or hired.

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GOAL #6: Increase Brownsville’s profile in sports and recreational tourism to become a destination city for sports and recreation. The organization strongly believes in Brownsville’s current sports and recreational assets as a source of increasing tourism and ultimately foster sales tax revenue growth opportunities. The city of Brownsville, Texas currently serves as a hub of sports talent, geographical advantages for leisure activities and active living initiatives unlike those found elsewhere in the region. In addition, Brownsville, Texas currently has a competitive advantage of hosting tournaments, increasing investment, and generating revenue through its Brownsville Sports Park.

Objective 1: Build strategic partnerships with other entities that are currently involved in the industries of sports and recreation. Strategy 6.1: Identify partnerships with local, regional, national and international organizations to assist in promoting the Brownsville Sports Park and other recreational assets as destinations for sports and recreational tourism in Brownsville, Texas. Strategy 6.2: Establish communications between the business community, stakeholders, and sports industry for the ongoing development of tourism within the city.

Objective 2: Develop and implement a sports tourism marketing strategy. Strategy 6.3: Evaluate and analyze current marketing strategies in place for the Brownsville Sports Park and other sports and athletic facilities. Strategy 6.4: Implement the contract or hiring of a Marketing Strategy Professional for the Brownsville Sports Park with responsibilities that include: 1. The development of marketing strategies; 2. Sponsorship & naming rights opportunities; 3. Implementation of new ad revenue sources; 4. Improvements to the Brownsville Sports Park brand; and 5. Development and implementation of a marketing strategic plan. Strategy 6.5: Develop additional advertising revenues that will complement the Brownsville Sports Park and its current operations. Strategy 6.6: Provide strong support at sporting events for the Brownsville Sports Park and BCIC public image.

Objective 3: Develop and implement a recreational tourism marketing strategy. Strategy 6.7: Evaluate and analyze current marketing strategies in place for current recreational assets of Brownsville, Texas with existing organizations or departments. Strategy 6.8: Support initiatives that enhance recreational tourism in Brownsville, Texas and align with the strategic plan’s goals. Strategy 6.9: Develop a plan to strategically adopt the promotion of local businesses and recreational tourism for Brownsville, Texas

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Objective 4: Host target tournaments that will increase overnight stays in Brownsville, Texas. Strategy 6.10: Identify the market, assets that are currently available, and requirements needed to host target tournaments in Brownsville, Texas. Strategy 6.11: Create an advisory committee made up of sport and recreation industry experts and leaders. Strategy 6.12: Attend sports associations and bidding conferences to maximize the opportunity of securing tournaments that can be hosted in Brownsville, TX and to continuously remain up to date with the newest trends in the sports industry.

Objective 5: Identify projects that will require funding to assist in becoming a destination city for sports and recreation. Strategy 6.13: Align funding to support projects that will help generate tax revenue and have sustainability to support sports and recreational tourism for Brownsville, Texas. Strategy 6.14: Seek and build public/private investor interest in Brownsville, Texas for the benefit of becoming a city/ destination of choice.

Objective 6: Become experts in both sports and recreational tourism. Strategy 6.15: Pursue and implement professional development programs in the industry of sports and recreational

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CLOSING remarks A special thank you to all who participated in the development of this 3-year strategic plan. We move forward with the invested interest in turning Brownsville, Texas into a city destination of choice.

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The goals, objectives, strategies, and collaboration efforts mentioned within this plan will be integral positioning the Brownsville Community Improvement Corporation (BCIC) as an economic source for Brownsville, TX. Engaging and working collaboratively will definitely set a strong economic development forefront that will set Brownsville, TX as the city/destination of choice. We have collectively identified the assets needed to make this strategic plan a successful one. We will ensure that all assets are utilized at its full potential in order to capitalize in the potential tourism and increase in tax revenue Brownsville, Texas can receive.


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Address: 2424 Village Drive, Suite “B”, Brownsville, Texas 78521 Tel: (956) 548-6188 E-mail: info@bcic.us Website: www.bcic.us

BCIC: Economic Development Strategic Plan 2017-2020  

The Brownsville Community Improvement Corporation. Copyright 2017 www.bcic.us

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