08/05/1993 MINUTES - Laserfiche WebLink

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3 and your strengths, and come up with this gross list, which will form a comprehensive assessment. by the time they get through this process, they will have a very good image of what Paris is, what our aspiration is, what our philosophy is of development. Then we go into the Strategic Planning Process, and that is where you want to go. We take the comprehensive assessment and we do this, and this is where it becomes tough. We will work with you to develope an economic development vision of what you want Paris to be. It becomes a share when other buys into it, so that you all are tracking in the same direction. You are all focusing your efforts going in one way. We do that through the local analysis that we have here that we developed as a comprehensive assessment. We look at regional and national trends, business patterns, government action, competition, what your allies are doing, and then we start defining goals and objectives. This is the process that we do in workshop sessions with your 5 person Board of Directors, but others should be involved in defining what are major goals. We are not looking at 15 - 20 major goals, we are talking about 1, 2, or 3 major goals to achieve your economic future. You will work that into your market place. You start going to trade shows, taking trade publications,and get them thinking about Paris Texas. While we are doing that, we start talking about alternate strategy. Then we select specific strategies, and this has to be an on going process. Mr. Shelton said that shared visions and implementation is how to market Paris. Texas. Phillip Cecil asked Mr. Shelton that if part of his work in setting up the organization, would be perimeters, to develope perimeters for the corporation to be guided by, in investments. That it will make what is appropriate for those perimeters, in other words, how much money would be appropriate to be extended per job acquired, whether it would be in the form of a loan or whether in the form of some other type of assistance, would that be addressed. Mr. Shelton said they would do this. They would help you develop a financial incentive policy. Phillip Cecil said to follow that step further, he assumed there are various actions that are very inappropriate for the corporation to do and get involved in based on your experience. Mr. Shelton said, yes, one of the things is when the City Council appointed you to the five person board. Did they give you a charge, did they give you a charge with a specific responsibility except economic development. I would say in this process if you step back now that we are involved, if we are involved, we would work with the City Council in developing a charge to this 5 person corporation that becomes the key for what you do. Mr. Shelton gave an example of going outside the city limits to finance a business. Roy Sparks asked that in their study would they recommend or show how the organization should be run, as to what part the Chamber's Economic Development Team would play in the roll and the 5 member board, and how they would work together. Mr. Shelton said this is what we would work in right there. That part of this is very critical. Jim Bell asked Mr. Shelton the differentiation between the old policies and the new ones, the difference in manufacturing to shift was to a well creating industries, could you give him an example of well created industry because in his mind, it seems to be that the thing that has worked best for Paris is still manufacturing because they will create better wealth than anything else. Mr. Shelton gave an example of tourism. Jim Farris asked for the time period to develop this plan. Mr. Shelton said approximately six months.