Department of Community & Economic Development Annual Report 2016

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DIRECTOR’S OFFICE The Director’s Office oversees the seven

The final report measured the City’s

divisions that make up our department

competitiveness in both the region

including Economic Development,

and the nation by profiling our major

Major Projects, Housing and Community

incentive programs against peer cities. It

Development, Fiscal and Operations,

also made several recommendations on

Monitoring and Compliance, Policy and

how the City can improve development

Communications, and Parking Facilities.

efforts, which we began implementing

Together, the DCED team is highly

immediately. For example, we created a

focused and responsive to the needs of

more robust process in which we provide

constituents and implements policies that

detailed information to City Council and

are innovative, transparent, and maximize

the general public about our investment

efficiency.

decisions.

MAJOR ACCOMPLISHMENTS Looking back on 2016, our department achieved several major accomplishments which include: Incentive Review From July 2015 to June 2016, DCED

Capitalizing on development momentum is a key goal of our department.

actively collaborated with HR&A, an industry-leading consulting firm whose core mission is to reinvent cities into

In addition to making changes to our

vibrant urban centers that offer jobs

incentive tools, we expanded the role of

and sustain a high quality of life for

our Monitoring and Compliance Division

diverse communities. The result of this

to facilitate a more rigorous monitoring

collaboration was a comprehensive

process that includes surveillance

review of the City’s incentive policies. The

reviews, and tracking the progress of

primary objectives of this review were to

commitments made by incentivized

evaluate the effectiveness of the City’s

businesses. Finally, we formed a Data

incentive offerings, assess the processes

Integrity Team (DIT), inclusive of

by which projects were evaluated, and

members of each division and led by

identify how the department’s toolkit can

a Data Integrity Manager. The DIT is

be enhanced to help maximize the City’s

tasked with streamlining data collection

return on investment.

and ensuring accuracy. All of this was done to improve our competitiveness, minimize risk, and maximize return on City investments.

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