SWOT Analysis Report

Burnet SWOT Analysis

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Prepared for:

The City of Burnet

By: AngelouEconomics Inc.

SWOT Analysis Report

Strengths, Weaknesses, Opportunities, and Threats


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May 2003

AngelouEconomics (AE) is pleased to present The City of Burnet and the Advisory Committee (AC) with the SWOT Analysis Report. This document is one of two research documents that examines the economy, business climate, and marketing opportunity.

The SWOT Analysis Report provides an inventory of the area’s strengths, weaknesses, opportunities, and threats (SWOT) and assesses the degree to which each economic factor supports future growth. The overall goal of this report is to have a clear understanding of Burnet’s strengths and areas of potential that can be built upon and better marketed. Findings is this report will lead to our recommendations.

Observations in this report are based on significant input collected from local citizens and businesses. Key findings are based on a review of prior studies. This report will be available on-line at www.growingburnet.com.

AE will begin developing recommendations to address many of the items described in this SWOT report. It is essential to continue to engage the community at large for the remainder of this project. Your participation in this endeavor is crucial to the long-term success of Burnet and implementing this plan. The Strategic Economic Development and Implementation Plan will provide recommendations to the City of Burnet.

Thank you for your input and commitment to this effort.

AngelouEconomics Team: Angelos Angelou, Principal Nicole Urbis, Project Manager Sean Garretson, Project Manager Daniel Kah, Research Manager


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Table of Contents

I. Project Process 4

II. SWOT Analysis 5

a. Overview 5

b. Vision and Goals 7

c. Key Findings 8

III. Factors 10

a. Factor One: Business Climate and Entrepreneurship 11

b. Factor Two: Workforce and Education 12

c. Factor Three: Quality of Life 13

d. Factor Four: Infrastructure 15

e. Factor Five: Economic Development Efforts 17

IV. Appendix 18


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I. Project Process The diagram below illustrates the process and purpose of the SWOT Analysis in relation to our project and timeline.

The findings of the SWOT Analysis will be the foundation of identifying the core strategies, implementation plan, and measurement system.


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II. SWOT Analysis Overview The starting point for an economic development strategy is a comprehensive analysis of the region. The first phase of this project included creation of a Web site (main communication vehicle), forming an Advisory Committee (AC), and collecting community input. The community input phase included focus groups, interviews, and surveys, both electronic and handout versions. With assistance from the City of Burnet and the selected AC, AE assembled community audit information to analyze and compared Burnet to three benchmark communities. The results of this analysis are presented in the Economic and Demographic Assessment Report. AE assessed internal aspects such as the existing recruitment strategies, marketing efforts, target industries, and quality-of-life. We also analyzed external aspects like economic base, infrastructure, and business climate. Analyzing the perception that residents and businesses in Burnet have is an important step because it directly relates to how well the community conveys its strengths, or tells its economic story. Understanding Burnet’s strengths and weaknesses will allow us to form strategies to improve working and living in the City. The project survey provided us with a good baseline of the perceptions of Burnet’s businesses and residents. As of May 1, we have obtained information from over 390 residents and businesses through our survey and focus group meetings. Throughout this report, AE summarizes major survey findings and comments and provides a survey update report in the appendix section. Burnet’s strengths and challenges are examined within five factors, which are important economic development topics:

• Business Climate and Entrepreneurship • Workforce and Education • Infrastructure • Quality of Life • Economic Development Efforts

Site selectors looking to expand or relocate a business will analyze these factors to determine how well a city ranks compared to other communities. It is important for Burnet to be aware of its strengths and opportunities to be able to expand upon them.


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We characterize our “SWOT” in these terms:

• Strengths (Positive, Internal): Positive attributes currently present in Burnet, particularly in comparison to competitors and the U.S.

• Weaknesses (Negative, Internal): Local issues or characteristics that limit the current or future growth opportunities for Burnet

• Opportunities (Positive, Internal and External): Areas where Burnet can remedy its weaknesses (learning from others, state-level assistance, global change, aggressive marketing, targeted investment, etc.)

• Threats (Negative, Internal and External): Trends that threaten Burnet’s future and attractiveness to new industry, from local weaknesses or global threats.


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Vision and Goals A vision statement is “who” Burnet wants to be in five to 10 years. A vision statement is important because it:

• Sets an objective the entire community can work towards • Provides guidance for marketing • Gives consulting team direction to form short and long-term recommendations

As a result of focus group studies, AE has formed the following vision statement for Burnet. Burnet’s vision for economic development is: Burnet’s economic development goals are to:

• Retain and attract high income jobs (diversify industry base) • Provide small business resources • Improve infrastructure (water, wastewater, roads) • Create more entertainment and recreational options • Improve affordable housing options

These goals will be further developed in the Strategic Economic Development and Implementation Plan.

"Burnet will be a community of retail and employment opportunities; plentiful recreation and entertainment

activities; and a community with diverse housing options that embraces controlled, sustainable growth

while maintaining its unique history and heritage."


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Key SWOT Findings We have identified four key ingredients that are vital to growing Burnet’s economy and attaining its vision:

• Internal marketing • Entrepreneurial development • Entertainment and recreation • Community image improvements

Internal marketing There is a lack of awareness when it comes to what Burnet has to offer and how the city should grow. Burnet needs to improve awareness. Internal marketing is building awareness and “buy-in” of Burnet's economic development (E.D.) efforts within the community. According to community input, residents are interested in learning more and participating in this process. The E.D. team should implement an internal marketing campaign, including: communicating and aligning each sector of the community, creating meeting forums to discuss key topics, assigning task force committees to implement strategies, and activating the media to have stories pertaining to the economy, business, and recreational opportunities and achievements. Burnet will be more effective in improving its economy once the residents are behind E.D. efforts and act as marketing representatives helping the community accomplish its vision. The City first needs to strengthen its public and private sector relationships. There appears to be a divide among the City and E.D. teams. Public and private collaboration is defined as economic development organizations, government, school districts and universities, and community organizations having a strong alliance with local businesses. When these groups have a common vision and leaders to execute a plan, a city is able to be competitive and reap prosperity for its citizens. Entrepreneurial development Burnet has an opportunity to develop entrepreneurs. The City is fortunate to have an Industrial Development Foundation (IDC) focused on business recruitment and expansion. The City can benefit even more by fostering an entrepreneurial environment and focusing on expansion opportunities. Burnet has shown success in this area with ATMI and FOC. Once Burnet strengthens its public and private collaboration, it will be ready to support and grow entrepreneurs. According to the World Economic Forum, “Social entrepreneurship is recognized as an effective business initiative benefiting society and significantly improving people's lives.” Entrepreneurship is responsible for about one third of economic growth. Source: http://www.weforum.org/

According to residents that completed the survey, the top five areas that Burnet needs to improve include: • Arts and culture

options • Entertainment and

recreational activities • High paying jobs • Career advancement • Location for high tech

One survey respondent states, “Burnet needs a public awareness program in the local newspapers every couple of weeks discussing pride in beautification, business successes, and recreation and entertainment options. This program should also discuss the proliferation of doublewides and how they can be landscaped. And, we should recognize what developers are and aren’t aesthetically conscious.”


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Entertainment and recreation It is more and more important to have a high quality of life, which includes having several entertainment and recreational options for citizens of all ages. Attracting entertainment for the 25 – 44 age group is particularly important, as these individuals make up a large portion of Burnet’s workforce and potential entrepreneurs. Burnet has several beautiful lakes, the new Galloway Hammond recreational facility, Camp Longhorn, and some other entertainment venues, but needs to continue to improve and create more venues like this if it wants to retain and attract its ideal target businesses and workforce. Community image improvements How residents feel about the community they live in is one of the most important factors in succeeding and improving an economy. Many residents have stated their interest in community-wide beautification projects, proper land use planning, street improvements, city park improvements, and façade improvements to name only a few items that have been addressed. Growth in Burnet is inevitable, but managing that growth so that the community retains its heritage and unique qualities is essential for Burnet to address now – before the growth manages Burnet.


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III. Factors Summary of Strengths and Weaknesses

Strengths Weaknesses

• ATMI and FOC successes • Near two metropolitan areas • Pro-business environment • Low tax rate • Quick permitting process

• Lack of middle income jobs • No incubator facility • Disconnect between E.D. and business community • Lack of local funding for entrepreneurs • Lack of business “Champion” to address existing

business needs


• Large geographic area for labor pool • Loyal workforce • Nearby universities and colleges

• Shortage of skilled workers • Lack of high paying jobs • Limited higher education courses • Few vocational training programs • Lack of knowledge of existing business workforce training

needs


• Recreational facilities – Inks and Buchanan Lake, Canyon of the Eagles, Camp Longhorn, Galloway Hammond

• Bluebonnet Festival • Seton Healthcare • Low crime • Youth church activities • County Library

• More proactive government • Appearance of downtown square • Lack of shopping and entertainment options • Difficulty obtaining liquor license


• State and County Roads • Low utility rates • Airport • Inexpensive land

• Out of date land use plan • Poor road conditions • Few citizens own land for business development


Business Climate

and Entrepreneurship

Workforce

and Education

Quality of Life

Infrastructure

E.D. Efforts

• Community support • 4A Sales tax • Pro-growth team • E.D. Foundation • Urgency for improvements

• E.D. and City have poor relationships • No formal E.D. organization • Lack of marketing strategy • Chamber and City relationship


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Factor One: Business Climate and Entrepreneurship Burnet’s pro-business environment, location, and inexpensive land make it an ideal location to expand or relocate a business. It is about 50 miles from Austin and 90 miles from San Antonio, giving the community access to two growing metropolitan areas. Over the last decade, two major technology employers serving global clients have located their operations in Burnet, thereby employing 100+ technical, business, and administrative employees and raising the average income for the area. Burnet’s inexpensive land and low tax rate are major incentives to businesses. Burnet has a quick and responsive City government, which is appealing for commercial and residential development. However, two obstacles for business growth are future land planning and control over available land. From interviews, AE learned that available commercial lands are owned by a small number of individuals. It is uncertain how willing these individuals will be to sell land to future business prospects. Having available land for commercial development is a critical component to economic success. In addition, there are many incompatible uses of land throughout the City. As an example, AE heard that a church-related organization exists next to a facility that puts off gases and could be potentially harmful in a catastrophic event. This type of incompatibility can be dealt with proactively by developing a current future land use plan and corresponding zoning ordinance.

Strengths Opportunities

• ATMI and FOC successes • Near two metropolitan areas • Pro-business environment • Low tax rate • Quick permitting process

• Funding for new expansion and new business

• Targeted marketing strategy • Build upon recreational activities

success

Weaknesses Threats

Business Climate

and Entrepreneurship

• Lack of middle income jobs • Lack of entrepreneur–incubator

facility • Disconnect between E.D. and

business community • Lack of local funding for

entrepreneurs • Lack of Business “Champion”

to address existing business needs

• Aggressive incentives by competitors• Available commercial lands

controlled by few individuals • No managed growth plan for land

development could lead to many incompatible land uses

According to businesses that completed the survey, the top five areas that Burnet needs to improve include: • Higher education • Strong economic growth• Effective government

leadership • Incentives • Image


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Factor Two: Workforce and Education Burnet has access to many local universities and colleges, but does not have a local campus. With Marble Falls’ recent addition of the Texas Tech campus, Burnet residents can attend these business, education, and technical degreed programs to enhance their career opportunities. Nevertheless, Burnet may want to consider recruiting Central Texas College (CTC) to further supplement resident’s educational options. On the workforce front, Burnet is faced with a two-folded challenge in that it lacks high paying jobs and trained workers. As mentioned in the business climate section, Burnet should create high school coop programs to better train individuals who do not want to go to college, but want to pursue careers in technical trades such as welding, electricians, plumbing, and construction. The City should collaborate with local businesses and economic development leaders to determine what type of training programs are needed. Burnet needs to expand its high school co-op, vocational training, and college degree program offerings. This will accomplish three milestones: 1) produce a better-trained workforce, 2) retain a creative youth population, and 3) help local businesses expand. Survey and focus group input suggests the biggest threat facing Burnet’s workforce is a loss of skilled workers due to lack of entertainment options and affordable housing. CTC has suggested that Burnet perform a needs assessment to determine the need for local vocational education and continuing education classes. This could be done as part of a larger “existing employer” outreach campaign.


• Large geographic area for labor pool • Loyal workforce • Nearby universities and colleges

• Expand H.S. co-op program • Attract local community college • Improve educational attainment • Retain and attract a larger segment of

young diverse professionals • Strong linkage of education

programs and economic development

• Expand training opportunities • Bringing in residents with high skills

and education that can be utilized to attract business to Burnet

Weaknesses Threats

Workforce and Education

• Workforce is not equipped to serve emerging industries

• Shortage of skilled workers • Lack of high paying jobs • Limited higher education courses • Few vocational training programs

• Loss of workforce due to lack of entertainment and housing options

• Migration of skilled workers


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Factor Three: Quality of Life Burnet is fortunate to have several beautiful lakes and parks surrounding the city. This draws in tourists and new residents. The Galloway Hammond recreational facility, which was jointly funded with private and public sector support, is an outstanding center for all citizens. This shows tremendous community pride and commitment, and Burnet should build upon these efforts and replicate this type of initiative. Being the “Bluebonnet Capital of Texas”, Burnet hosts a festival each year, which draws residents from all over the State and strengthens the local economy. In 2003, Burnet pulled in 30,000 people for their biggest festival yet. To continue to be attractive, Burnet will need to focus on road, park, and downtown improvements. Community input conveys that there is a perceived shortage of entertainment and cultural events. If the Steam Train is going to continue, for example, Burnet should provide amenities for visitors and consider a bus that could take folks from the square to other parts of the city. The city could make aesthetic improvements to the downtown façade and persuade more local businesses to expand retail and restaurants in this area to continue to improve the quality of life. According to community input, there is a concern pertaining to liquor licenses. Resident’s want to make it easier for restaurants to maintain and expand its clientele by reducing the cost and time to get a liquor license. In these times of fiscal constraints, the City may want to examine the opportunity to allow restaurants to sell beer and liquor for numerous reasons:

• Sales of liquor and beer will increase the sales tax revenue for the City • More restaurant establishments will consider expanding a franchise in Burnet • More tourists and transient workers (construction workers) will stay in Burnet, which will increase hotel and motel tax revenue.

While there’s a perception of high housing cost, numerous real estate developers are currently building more housing divisions, such as the Hills of Shady Grove and the Ranch at Delaware Creek to address this concern. However, the number of units that will come online may not be sufficient to support a growing employee population who may have a median household income of between $25,000 - $45,000 (an income for most support staff, firemen/policemen, and teachers). The City will need to actively pursue developing affordable multi-family and single-family housing to support this employee base.

One survey respondent states, “Since I moved to Burnet about 10 years ago, there have been empty buildings on the square. That has always given me the impression that the economy is slow, or worst dieing. I get the impression that there are too many restrictions to keep restaurants here. We need to change the liquor license laws and help our local restaurants.”

“I would love to see more cultural and children activities. We currently drive to Marble Falls for most entertainment.”


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• Recreational facilities o Inks and Buchanan Lake o Canyon of the Eagles o Camp Longhorn o Galloway Hammond

• Tourism Festivals – Bluebonnet Festival• Seton Healthcare • Low crime • Church activities for youth

• Entertainment and recreational

activities • More proactive government

leadership • Support downtown improvement

efforts • Address liquor license issue • Add more affordable housing areas• Tourism Marketing Plan • Expand City-owned property next

to Galloway Hammond • Enhance downtown square • Create a façade enhancement

program for downtown

Weaknesses Threats

Quality of Life

• More proactive government • Appearance of downtown square • Lack of shopping and entertainment

options • Difficulty in obtaining liquor license • Perceived high cost of housing • Parks need improvement

• Downtown degradation • Low paying jobs • Diversity of housing


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Factor Four: Infrastructure Burnet has numerous strengths that will help grow local and new business, including: low utility rates, inexpensive land, access to major metropolitan areas, and an airport. These are important criteria that site selectors and business executives examine when considering a new city for expanding its operations. Although there is inexpensive land, a small group of citizens own this land and the City may want to work with these individuals and the private sector to ensure that Burnet has a well thought commercial development plan. As was mentioned earlier in this report, the City should address this concern to ensure that land availability for commercial development is not an obstacle for business expansion or relocation. Water and wastewater availability is key to Burnet’s success in the short and long-term future. Based upon an updated land use plan, Burnet should develop a utility plan to support future business growth, a Capital Improvements Plan to support the development of needed infrastructure. It is our understanding that Burnet currently has sufficient infrastructure suited for business uses. Burnet may want to take a more proactive approach at its long-term plan for infrastructure to ensure the City is prepared for predicted growth. Lastly, Burnet needs to update their future land use plan and land development ordinances. Businesses and residents want to be able to predict how land will be utilized next to them before they commit to any decision on how to use their own land. While the upcoming strategic plan will assist in this effort, a Future Land Use Plan and land development ordinance update must be undertaken soon.

A survey respondent states, “We need a concerted effort to improve the physical appearance, such as our streets, abandoned buildings, and roadside clutter. The first visual impressions conveyed to visitors are primarily negative.”


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• No traffic congestion • Access to land near Galloway

Hammond for business park or recreational center expansion

• Airport • Low utility rates • Airport • Inexpensive land

• Competitive telecom service & price • Develop a new land use plan

Weaknesses Threats

Infrastructure

• Houses for large businesses (over 300 employees) isn’t in place

• Out of date land use plan • Poor road conditions • Few citizens own land for business

development

• Communities offering better businesssites

• More aggressive incentives elsewhere


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Factor Five: Economic Development Efforts Burnet has the community supporting its E.D. efforts. Thus far in this project, over 390 citizens, business leaders, and local civic leaders have participated by supplying input to help form E.D. strategies. This is a great strength for the City because it builds excitement, momentum, and a team that will bring success to the area. With the newly appointed E.D. Director, Burnet is moving in the right direction to “make things happen.” AE will develop a work plan for the new Director to help organize and focus these efforts. There is also an opportunity for Burnet to have a formal E.D. organization. Throughout the community input phase, we have heard that Burnet’s E.D. team and the City do not have a good relationship. This must be changed if Burnet, as a whole, wants to prosper long-term. As mentioned in the key findings section, there is a need for marketing, specifically internal marketing. Burnet should build awareness of its E.D. efforts within the community. Once this happens, Burnet will be more effective and can market to targeted businesses and the tourist market. With Burnet’s location and many alluring tourist destinations, there is a need to implement a well-thought out marketing strategy to better nurture the local economy.


• Community support • 4A Sales tax • Pro-growth team • E.D. Foundation • Urgency for improvements

• Develop a work plan for E.D. Director• Engage the entire community • Build upon E.D. vision and leaders • Internal marketing • More private / public alliances • Connection with education

Weaknesses Threats

Economic Development Efforts

• E.D. and City have poor relationships• No formal E.D. organization • Lack of marketing strategy • City and Chamber relationship

• Fail to implement • No clear vision

A survey respondent states, “I would like to see the City of Burnet work harder to keep our businesses from leaving. We need leadership.” Another survey respondents states, “Burnet needs committed volunteers who serve the city in many ways, such as leading and organizing meetings, associations, events, and festivals.”


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IV. Appendix Survey for Burnet

General Information Your name: (Anonymous) _______________________ E-mail: _______________________ Age: _______________________ Ethnicity: White Hispanic Black Other: _________________ Years of education: H.S. Undergraduate degree Graduate and above Other: _________________ Years in Burnet: _______________________ Recreational hobbies: _______________________ Company name (if applicable): _______________________ Company address: _______________________ Industry: _______________________ Product / service: _______________________ Your position and title: _______________________ Company Web site address: _______________________ You are invited to fill-out this survey as either a resident or company professional. Your input is incredibly important to us and will help AE form economic development recommendations for Burnet. Please select what category you feel is appropriate and proceed to that section. The last page is for all respondents to complete. For more information on our project, visit www.growingburnet.com Thank you for your time and information. For Residents: Please circle the appropriate number rate.

How important are the How well does Burnet following factors to you? satisfy your needs? (1=not important; 5=very (1=not well; 5= important) very well)

Education K-12 education 1 2 3 4 5 1 2 3 4 5 Area community colleges 1 2 3 4 5 1 2 3 4 5 Workforce training programs 1 2 3 4 5 1 2 3 4 5


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Livability Cost of living 1 2 3 4 5 1 2 3 4 5 Entertainment / recreation 1 2 3 4 5 1 2 3 4 5 Arts / Culture 1 2 3 4 5 1 2 3 4 5 Low crime 1 2 3 4 5 1 2 3 4 5 Good healthcare 1 2 3 4 5 1 2 3 4 5 Family environment 1 2 3 4 5 1 2 3 4 5 Climate 1 2 3 4 5 1 2 3 4 5 Good value housing 1 2 3 4 5 1 2 3 4 5

Infrastructure Air connectivity 1 2 3 4 5 1 2 3 4 5 Highway 1 2 3 4 5 1 2 3 4 5 Driving time to work 1 2 3 4 5 1 2 3 4 5 Mobile phone service 1 2 3 4 5 1 2 3 4 5 High speed Internet connectivity 1 2 3 4 5 1 2 3 4 5

Working environment Job availability 1 2 3 4 5 1 2 3 4 5 Career advancement opportunities 1 2 3 4 5 1 2 3 4 5 High paying jobs 1 2 3 4 5 1 2 3 4 5 Equal opportunity 1 2 3 4 5 1 2 3 4 5 General Economy Image of city as a place to live 1 2 3 4 5 1 2 3 4 5 Effective government leadership 1 2 3 4 5 1 2 3 4 5 Strong business growth 1 2 3 4 5 1 2 3 4 5 Location for high tech activity 1 2 3 4 5 1 2 3 4 5 For companies: How long has your business been located in Burnet? ____________

How many people are employed in your company?

Total: _____________ In Burnet: _____________

What is your annual gross revenue? $0-$1million $1-$5 million $5-$20 million $20-$50 million $50 - $100 million $100 million and above Tell us about your growth expectations over the next 2 years. Please circle the appropriate response. Maintain Expand Decline


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Employment Maintain Expand Decline Revenue Maintain Expand Decline Profitability Maintain Expand Decline Supplier purchases Maintain Expand Decline Equipment investment Maintain Expand Decline Real estate office / manufacturing space Maintain Expand Decline Please circle the appropriate number rate. How important are the How well does Burnet following factors to you? satisfy your needs? (1=not important; 5=very (1=not well; 5= important) very well) Education K-12 education 1 2 3 4 5 1 2 3 4 5 Local community colleges 1 2 3 4 5 1 2 3 4 5 Workforce training programs 1 2 3 4 5 1 2 3 4 5

Workforce Recruitment / Retention Cost of living 1 2 3 4 5 1 2 3 4 5 Entertainment / recreation 1 2 3 4 5 1 2 3 4 5 Arts / Culture 1 2 3 4 5 1 2 3 4 5 Low crime 1 2 3 4 5 1 2 3 4 5 Good healthcare 1 2 3 4 5 1 2 3 4 5 Family environment 1 2 3 4 5 1 2 3 4 5 Good value housing 1 2 3 4 5 1 2 3 4 5

Business Climate Tax cost 1 2 3 4 5 1 2 3 4 5 Regulatory environment 1 2 3 4 5 1 2 3 4 5 State and local incentives 1 2 3 4 5 1 2 3 4 5 Proximity to customers / suppliers 1 2 3 4 5 1 2 3 4 5 Availability of quality workers 1 2 3 4 5 1 2 3 4 5 Cost of labor 1 2 3 4 5 1 2 3 4 5 Entrepreneurial environment 1 2 3 4 5 1 2 3 4 5

Infrastructure Air connectivity 1 2 3 4 5 1 2 3 4 5


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Highway 1 2 3 4 5 1 2 3 4 5 Driving time to work 1 2 3 4 5 1 2 3 4 5 Mobile phone service 1 2 3 4 5 1 2 3 4 5 High speed Internet connectivity 1 2 3 4 5 1 2 3 4 5 Cost of utilities 1 2 3 4 5 1 2 3 4 5 General Economy Image of city as a place to do business 1 2 3 4 5 1 2 3 4 5 Effective government leadership 1 2 3 4 5 1 2 3 4 5 Strong economic growth 1 2 3 4 5 1 2 3 4 5 Location for high tech 1 2 3 4 5 1 2 3 4 5 Research and development resources 1 2 3 4 5 1 2 3 4 5 For all respondents: Are there any improvements you would like to see in Burnet? ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ What types of businesses would you like to see expand or relocate to Burnet? ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ What are Burnet’s strengths when it comes to recruiting businesses and families? ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Other information you would like to share with us… ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________


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Overview of Survey Findings

Survey Update

• 325+ completed surveys

• 300+ unique Web site visitors

• Highest traffic on February 13 – advisory campaign

• Most requested page = Survey (56.1%)

Peak Survey Times

Top 5 Areas of Importance

Residents• Family environment

• K-12 education

• Low crime

• Good healthcare

• Cost of living

Corporations•Family environment

•K-12 education

•Low crime

•Effective government leadership

•Tax cost

Top 5 Areas to Improve

Residents• Arts / Culture

• Entertainment / Recreation

• High paying jobs

• Career advancement opportunities

• Location for high tech

Corporations•Higher education

•Stronger economic growth

•Effective government leadership

• Incentives

• Image


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14.3

35.7

21.4

14.3

7.1

0

27.8

Government ServicesRetail ConstructionManufacturing AgricultureOther

Industry Demographics

16 companies

Growth Expectation

64.369.2

64.357.1

46.2

0

10

20

30

40

50

60

70

Employment Profitability SupplierPurchases

EquipmentInvestment

Real Estate

Percentage of corporate respondents that plan to expand aspects of their business

16 companies

Survey FindingsWhat type of business do you see expanding or relocating to Burnet?

Industry / Audience• Entrepreneurs• Retail / Outlet Mall• Manufacturing• Restaurants• High-speed Internet Service

Provider• High-tech• Recreational• College• Grocery• ATMI supplier company

Community needs• Higher paying jobs• Clean / environment

friendly businesses• Brand name retail /

restaurants

Survey FindingsOther information you would like to share with us?

• Capitalize on our location, natural resources, lakes, and public schools

• Burnet is a great place – caring community and strong education

• We should work harder to keep existing businesses from leaving

• Need public relations / awareness.


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Survey FindingsAre there any improvements you would like to see in Burnet?

• Improve job availability•Offer incentives to targeted businesses• Improve our self-image•Better communication •More coordinated ED • Invest in infrastructure •Need to market

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