| Cultural Arts | Public Art, Installation and Maintenance | Quality of Life | Increase the community’s art awareness through the creation and maintenance of commissioned pieces, loans, acquisitions, etc. Art should take a variety of forms and be placed in high visibility locations, including City destination venues, across the community, with engagement of numerous, diverse stakeholders. The annual public art plan will be reviewed and approved by the PARCS Board in July prior to City Manager filing budget, with City Council adoption through the annual CIP process. |
| Cultural Arts | Programing, Marketing and Enhanced Community Capacity | Quality of Life | Develop and promote programs and events that engage diverse audiences in the arts. |
| Economic Development | Budget Management | Essential | Monitor expenditure activity to ensure year-end expenditures are within 3% of the planned budget and that all expenditures are made within the Interdepartmental Purchasing and Contracting Authority Policy (PU 101) and state law. |
| Economic Development | Personnel Management | Essential | Management of all personnel related functions such as non-required staff training, employee relations, new employee recruitment, timely processing of timesheets, and personnel actions. This includes emergency condition situations that require employees to fulfill their individual responsibilities to maintain and restore essential City services. |
| Economic Development | Primary Industry Recruitment, Retention and Expansion | Essential | Use existing research and data to recruit targeted industries by responding to request for proposals (RFP) and meeting with a minimum of 25 current primary employers, to secure 500 new jobs, locate five businesses and create a minimum capital investment of $40 million. |
| Economic Development | Data Research Management | Traditional | Compile and report on various demographic and economic trends and rankings of Sugar Land, Houston metro and other competing metropolitan areas on a monthly/quarterly and annual basis. |
| Economic Development | Business Development | Traditional | Through the attendance of various networking events such as suite hosting at City of Sugar Land venues, quarterly meetings with stakeholders, industry roundtables, and the annual business recognition event, continue to spread the key messages of Sugar Land and increase awareness and successes of our community. |
| Economic Development | Retail Recruitment & Support | Quality of Life | Compile and analyze necessary retail information to assist with development opportunities, including gathering information that shows the importance of retail to the community and providing information to prospects (brokers, site selectors, developers, etc.) upon request. Retail vacancy rates are reported as part of the City's Goal Measures program: Commercial Vacancy Rate - less than or equal to 10% vacancy per quarter. |
| Economic Development | Marketing | Traditional | Promote the competitive advantages of doing business in Sugar Land to key audiences with the goal of attracting and growing business investment and job creation in Sugar Land. Participate or conduct at least five business development networking events with regional/national site selectors and brokers. |
| Economic Development | Agreement Compliance | Mandatory | Ensure full enforcement of all incentive programs' compliance measures within the City (i.e. tax abatement, direct incentive, and real estate leases) by processing data timely, enforcing clawbacks, and reporting results to meet return on investment thresholds set forth by the City Council and public. |
| Economic Development | Accountability & Strategic Planning | Traditional | Completion of Performance Measures, Service Delivery Plans and Strategic Projects on time. Quarterly reporting submissions. Participation in organizational assessments when scheduled. |
| Economic Development/Public Private Partnership | Tax Increment Reinvestment Zone (TIRZ) State Reporting | Mandatory | Report to State the city's utilization of Tax Increment Reinvestment Zone (TIRZ) funds ensuring the City is in compliance with regulations the end of February. |
| Economic Development/Public Private Partnership | Sugar Land Development Corporation/Sugar Land 4B Corporation (SLDC/SL4B) State Reporting | Mandatory | Report to State the city's utilization of Sugar Land Development Corporation/Sugar Land 4B Corporation (SLDC/SL4B) funds ensuring the City is in compliance with regulations by April 1st. |
| Economic Development/Public Private Partnership | Tourism State Reporting | Mandatory | Report to State the city's utilization of Tourism funds ensuring the City is in compliance with regulations. |
| Economic Development/Public Private Partnership | Board and Corporation Management | Traditional | Oversee the Economic Development Department's broad range of administrative responsibilities, which includes oversight of multiple boards and committees (Sugar Land Development Corporation, Sugar Land 4B Corporation, Tax Increment Reinvestment Zone (TIRZ) 1, TIRZ 3, TIRZ 4, Economic Development Committee), assisting with preparation of budgets, coordination of agenda items, and the creation of quarterly and annual reports provided to the Boards and, in some cases, the state. |
| Public Private Partnership/Economic Development | Oversight of Existing Destination Development Projects and Maintenance | Traditional | Ensure compliance with all lease and development agreements through annual inspections at City destination venues while verifying that all public-private partnerships are functioning as intended; propose additional City involvement if found to be non-compliant. Inspections reports are provided to public-private partners on a yearly basis. |
| Public-Private Partnerships | Capacity Building Projects | Quality of Life | Manage and support projects by leading and developing negotiations, deal points, and ultimately agreements for the creation of future public-private partnerships that will result in increased capacity for economic growth in Sugar Land, whether that is increasing the sales tax base at Sugar Land Town Square or the First Colony Mall, or growing property tax values and jobs at the future Central Unit business park. |
| Public-Private Partnerships | Support University of Houston Sugar Land | Quality of Life | Support the University of Houston's plan for long range campus growth through administration of services, relationship building, or possible financial partnerships, as recognition that an increased presence of higher education in the community will improve economic development through an enhanced workforce. Attend quarterly meetings to discuss prominent issues between the City and the University and maintain the Festival Site agreement in coordination with Visit Sugar Land. |
| Visit Sugar Land Convention & Visitor Services | Visitor Center Management | Quality of Life | Maintain hours of operation (Mon: 12 p.m. - 5 p.m.; Tue - Sat 10 a.m. - 6 p.m.; Sun: closed). Create an attractive and welcoming Visitor Center by operating an accessible and safe space to inform visitors about Sugar Land’s varied destination offerings. Within the Visitor Center, manage the retail/gift shop that offers Visit Sugar Land branded collateral and destination partner items for sale to generate brand awareness. |
| Visit Sugar Land Convention & Visitor Services | Special Event Ordinance Administration | Mandatory | Administer the City's Special Event Ordinance No. 2065 and the Special Events Policy (DE 101), by facilitating the special events permit process, and by coordinating the safety, logistical, and lawful conditions placed by the various City departments through the City's Event Review Committee; in addition, account for the cost recovery for rendered City services when applicable. |
| Visit Sugar Land Convention & Visitor Services | Destination Events | Essential | Oversee and implement the operations of the Crown Festival Park including but not limited to marketing the venue to event producers. Manage the operations and coordination of activities conducted at the Plaza adjacent to the Smart Financial Centre. |
| Visit Sugar Land Convention & Visitor Services | Marketing, Promotions and Competitive Advantages | Traditional | As per State law, utilize Hotel Occupancy Tax (HOT) funds to create brand awareness by developing and implementing an annual marketing strategy that reaches key traveling audiences (regional, state, national and international) with the goal of increasing brand visibility, which includes but is not limited to the preparation and distribution of various collateral (digital and print) that accurately showcases Sugar Land's destination offerings and oversees the external reputation of the Visit Sugar Land brand. |
| Visit Sugar Land Convention & Visitor Services | Convention and Meeting Services | Traditional | Increasing overnight stays at Sugar Land hotels by pursuing conferences, conventions, sporting events, etc. through various sales efforts including but not limited to Request for Proposals (RFP) responses, cold-calling, networking opportunities, active bidding, and tradeshow activations. Support hotel and destination partners by providing support, as well as welcome packages, access to volunteers, familiarization tour or other services available. |
| Visit Sugar Land Convention & Visitor Services | Program Infrastructure and Tourism Services | Quality of Life | Oversight of tourism personnel and restricted funding budget management necessary for Visit Sugar Land to effectively fulfill all services and activity level commitments.
Provide tourism services support by conducting training/education programs such as but not limited to roundtable meetings, hospitality training, social media workshops etc. with the goal of creating an informed hospitality industry within Sugar Land. |
| Visit Sugar Land Convention & Visitor Services | Hotel Occupancy Tax (HOT) Oversight | Mandatory | Administer Hotel Occupancy Tax (HOT) fund revenue annually while ensuring appropriate State statutes are addressed and all expenditures are kept within budget. Report to State the city's utilization of HOT funds ensuring the City is in compliance with regulations. |
| Visit Sugar Land Convention & Visitor Services | Internal Control | Essential | Perform all cash handling procedures in compliance with the City's Interdepartmental Cash Handling and Cash Drawer Policy and Procedure (BR 101). |
| Visit Sugar Land Convention & Visitor Services | Hotel Occupancy Tax (HOT) Funds Grant Policy | Traditional | Administer available Hotel Occupancy Tax (HOT) funds to qualified external applicants, as outlined in the HOT Marketing Grants Policy, which is designed to support activations that market Sugar Land as a destination and generate overnight visitors. |