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Vision 2020 Strategic Plan

GSMP is focused on directing future growth and positioning the region for a wider diversity of quality jobs with higher wages.

The mission of the GSMP is to foster sustainable and comprehensive economic development in the Greater San Marcos region by implementing a five-year economic development strategic plan, entitled Vision 2020.

For most of fiscal years 2014 and 2015, GSMP Staff and a 45-member Steering Committee worked on a new economic development strategy called “Vision 2020,” which began in fiscal year 2016 and will continue through 2020. While the strategy is focused on the region’s economic prosperity, Vision 2020 will guide the GSMP's activities, initiatives and programs of work during each fiscal year until 2020.

Strategic Catalysts - The strategic catalysts identified in the Vision 2020 plan, which will drive our region’s economy through 2020, include:

  1. Promoting Greater San Marcos
  2. Supporting Job Growth in Target Sectors
  3. Optimizing Local Talent Base
  4. Accommodating and Managing Resources & Quality Growth
  5. Creating Destination Appeal

Project Details - As part of a comprehensive effort to make our community as competitive as possible for new jobs, talent, and corporate investment, the Greater San Marcos Partnership launched a process to enhance economic development activities and programs in the area. At the end of the eight-month process, our community had a consensus-based, achievable Economic Development Strategy to guide our path to short- and long-term prosperity. Guided by a knowledgeable Steering Committee of stakeholders from across Greater San Marcos, the planning process was informed by nationally-recognized consultant Market Street Services’ objective analysis of how the Greater San Marcos region competes with its peers in Texas and across the nation.

Phase 1: Competitive Assessment - Completed

The goals of the first phase were to identify how Greater San Marcos has grown as a community and to gather feedback from leaders and stakeholders in the area about how various changes and developments should be integrated into the new Strategy. The goal of this data-driven component of the process was to tell the area’s story in a way that clearly identifies competitive advantages, niche opportunities, challenges to prosperity, and strategic considerations that should frame the Partnership’s program of work. Greater San Marcos trends were benchmarked against Rutherford County, Tennessee; Brazos County, Texas; York County, South Carolina; Texas, and the United States.

Phase 2: Target Business Analysis & Marketing Review - Completed

The purpose of the Target Business Analysis was to identify economic sectors that will drive future growth and opportunity in Greater San Marcos. Market Street will be taking a look at the Partnership’s current strategic economic development targets and analyze them to ensure that these sectors continue to hold value for the community and are defined accurately.

The Marketing Review complemented the target business research by analyzing the Partnership’s current marketing efforts. The Review took a look at the Partnership’s website and internal and external marketing programs to evaluate its effectiveness as a marketing tool and to gauge how strongly it positioned the Partnership’s existing target business sector opportunities.

Phase 3: Economic Development Strategy - Complete

Upon completion of the two research phases, Market Street worked with the Steering Committee to identify the key strategic priorities for Greater San Marcos based on all of the quantitative and qualitative research performed. The developed Strategy is intended to serve as a consensus blueprint to move the Greater San Marcos area forward and to provide measurable and actionable goals and tactics needed to achieve success.

In late 2018, Market Street Services performed a mid-way review to determine the areas in which we excelled, and where we can improve to get us to our Vision 2020 goals. 

Phase 4: Implementation Plan - Ongoing

While the Strategy represents “what” Greater San Marcos needs to do, the Implementation Guidelines determines “how” to do it. The Guidelines will serve as the “road map” for putting the Strategy into motion. The Guidelines outline the activities of the Strategy’s objectives on a day-by-day, month-by-month, and year-by-year basis.

Steering Committee - The strategic planning process was guided by a Steering Committee consisting of about 30 community leaders from the public, private, and non-profit sectors. Committee members include representatives from a diverse array of business sectors that comprise the San Marcos economy.

The Steering Committee met throughout the process, convening roughly once per month.

Steering Committee Co-Chairmen

Will Conley, Hays County
John Cyrier, Sabre Commerical
Daniel Guerrero, City of San Marcos
Patrick Rose, Corridor Title

Steering Committee Members

Brett Arabie, Oxford Commercial
Trey Bailey, Luling Economic Development Corporation
Wayne Becak, Pioneer Bank
Ruben Beccera, Gils Broiler
Diana Blank, City of Kyle
Ed Bolton, Nexus Medical Consulting
Eugene Bourgeois, Texas State University
Jim Broaddus, Broaddus & Associates
Jed Buie, Buie & Co.
Ben Cloutier, CFAN Company
Becky Collins, Walton Development & Management, Inc.
Megan Compton, Texas State Highway 130
Shaun Cranston, Brookfield Residential Properties, Inc.
John Doucet, Doucet & Associates
Mark Eads, San Marcos Consolidated Independent School District
Byron Eckols, Wimberley Chamber of Commerce
Scott Flack, Live Oak-Gottesman
Steve Frayser, Texas State University
Rick Gonzales, Mensor Corporation
Debbie Gonzales-Ingalsbe, Hays County
Lonnie Hall, Gary Job Corps
Sam Huenergardt, Central Texas Medical Center
Laura Kilcrease, Texas State University
Greg Marberry, CBRE 
Sandra Mauldin, City of Lockhart
Meagan McCoy-Jones, McCoy's Building Supply
Nikelle Meade, Husch Blackwell LLP
Jared Miller, City of San Marcos
Ann Miller, Buda Economic Development Corporation
Carter Morris, Century 21-Randall Morris & Associates
Alfredo Munoz, Caldwell County
Pike Powers, The Pike Powers Group
John Schott, Frost Bank
John Sertel, Thermon Manufacturing Company
David Sheldon, Atlantis Properties
Lon Shell, Hays County
Lance Spruiell, Pioneer Bank
Jim Wimberly, Texas Aviation Partners

Project Downloads

GSM Vision 2020 Competitive Assessment
GSM Vision 2020 Competitive Assessment Appendices
Target Business Analysis
Vision 2020 Strategy

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