Clancy Hardin

What we talked about

Growth should work for the people already there

Clancy Hardin explains economic development through a practical household question: who pays for the services a growing city needs? In this Making Names conversation, Cibolo's assistant director of economic development describes recruiting businesses and employers as a way to broaden the tax base, support services and reduce dependence on residential property taxes. He is careful not to promise a lower tax rate. His aim is stability as costs rise. Jobs closer to home, useful shops and places to eat are also part of the work: growth should improve daily life, not simply add another announcement.

Retail demand reveals what a community is missing

Hardin describes a period of strong retail growth as population moves into the area northeast of San Antonio. But recruitment is not only about familiar national brands. A retail study helped identify gaps in shopping and dining, while conversations with individual business owners revealed the costs and obstacles behind a new location. He uses Max and Louie's New York Diner to explain how grant support can help with permanent improvements such as signage and exterior shades. In his account, staff, the economic development board and city council each have a role in evaluating support and its expected return.

I-10 is a long-term industrial opportunity

As retail activity develops, Hardin sees the city's I-10 frontage as a major area for future industrial and commercial recruitment. He describes an automotive supplier serving Toyota as an example of what preparation can make possible: land, utilities and partners had to come together before the project could happen. That is why he views economic development as a long game. A project can keep benefiting a community after the people who originally worked on it have moved on. Strategic planning today is meant to give the next phase of investment somewhere to land.

A plan should help a city say no, too

Hardin carries the strategic economic development plan with him and wants a system that tracks progress against it. For him, the plan should justify both approvals and refusals. A large investment may be attractive without fitting the intended future of a particular area. Looking at land use and community character helps him assess that distinction. He also sees developing staff as part of leaving a useful legacy. A stronger process and a colleague ready for more responsibility can matter even when they do not produce a headline-making deal.

Listening is part of executing the plan

Hardin acknowledges that change can be unsettling, especially in a quickly urbanizing community. His response starts with listening, taking notes and explaining why a decision matters. He connects adopted plans with the direction set by elected officials and encourages residents to attend meetings, ask questions and speak with their representatives. That does not mean everyone will agree. It does mean residents should be able to understand the reasoning. His invitation to people interested in Cibolo is equally direct: visit, spend time in the community and see how it is changing for yourself.