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01/12/2011 MINUTESParis Economic Development Corporation Meeting Minutes January 12, 2011 Board Members Staff Steve Gilbert Present: Pike Burkhart, Sr. Present: Shannon Barrentine Doug Wehrman Chad Brown Dan Smith Rick Poston Ex- officio Members Guest(s) Present: Mindy Moree Present: Connie Beard, The Paris News Gene Anderson Rickey Hayes, Retail Attractions Pam Anglin Tom Hensel, CPA McClanahan & Holmes Laurie O'Neal Governor's Office James Brockway Legal City Council Counsel: Dent Mellyar Liaison(s): Edwin Pickle Pike Burkhart, called the meeting to order at 9:05 a.m. Pike welcomed those present. Minutes from the December 14, 2010 were approved, as submitted, by a motion from Dan Smith; seconded by Doug Wehrman. Motion carried. Financial reports for December, 2010 were approved, as submitted, by a motion from Chad Brown; seconded by Rick Poston. Motion carried. Regarding the Preliminary Draft of the audit for Fiscal Year Ended September 30, 2010, Mr. Ton Hensel, CPA of McClanahan & Holmes, stated that for the most part PEDC's funds were the same as last Fiscal Year. A few changes were: Renegotiated Refund Bonds for Paris Packaging, Lease/Agreement with Chamber of Commerce, and revenue fund balance had increased about $100,000 over last year. Income stayed level and spent less allowing for more dollars to be available for future projects. The audit is performed in association with the City of Paris', normal processes, additional governance letter will be included in the final copy of the audit. No action was taken. Rickey Hayes, Retail Attractions presented the Market Assessment for the Paris, Texas area. Mr. Hayes reported that the PEDC Board is "casting a vision" for retail development to improve the quality of life in this Micro - politan Area of about 190,000 in the shopping/trade area of northeast Texas and southeastern Oklahoma. He provided the board with a copy of the Market Study. He also stated that he has developed some long term relationships with retailers who have expressed an interest in locating in Paris, Texas. He would appreciate the board extending his service contract for another 12 months. A motion was made by Dan Smith to approve the contract with Retail Attractions for the year 2011; seconded by Doug Wehrman. Motion carried. The Board convened into executive session at 10:10 a.m. pursuant to Section 551.087 and Section 551.072 of the Texas Government Code to discuss and deliberate on the following: A. Section 551.087 — Economic Development Negotiations PEDC Board Meeting Minutes January 12, 2011 B. Section 551.072 — Real Property Executive session ended at10:50 a.m. There was no action taken as a result of executive session. The Board reconvened for the 2011 Planning Workshop with the Paris City Council at 11:05 a,m. The facilitator was Walter Kruse from Tulsa, Oklahoma. The Board was joined by numerous businesses, city department heads, citizens, county commissioners, including the following Paris City Council members: Will Biard, Mayor; Joe McCarthy, Mayor Pro -Tem; Rhonda Rogers, John Wright, Edwin Pickle, Jason Rogers and City Clerk, Janice Ellis. (See attached document for Workshop discussion points.) The Workshop was adjourned at 2:50 p.m. Respectfully submitted, Shannon Barrentine PEDC — Comm. Dev. Specialist 2 Paris and Lamar County Community --Wide Strategic Plan Vision 2025 This document is provided in draft for discussion and review. It represents the content generated on flip charts during the community -wide strategic planning meeting at Love Civic Center on January 12, 2011. Reviewers are asked to provide feedback, clarification or additional input. The goal is to finalize a community -wide plan with clear goals and specific actions and accountabilities that is embraced and supported and implemented by numerous organizations, both public and private. If we start working together now, what will Paris and Lamar County achieve by 2025 and beyond? STRATEGY 1 Develop long -range plans to ensure abundant water for our targeted industries. PRESENT STATUS 1. Ensure adequate, high- quality drinking water. Do not let this resource go elsewhere without us having any choice. 2. Ensure ample water for current and future local industrial use. A. Increase industry targets with marketing plan. B. Develop political action plan for local, regional and state. C. Increase and enhance our ability to control our water. PREFERRED FUTURE STATE 1. Industrial use locally. 2. Educate ourselves about our water rights and utilization. ACTION STEPS 1. Build our lakes. 2. Direct market to high -water using businesses. 3. Improve infrastructure (i.e. Wastewater plant, including reuse of Wastewater effluent.) 4. Increase political interaction to keep our water. OWNERS & STAKEHOLDERS 1. PEDC, City of Paris, Lamar County 2. Corps of Engineers 3. Bonds 4. Marketing and Consulting firm to help craft strategy 5. Recreational and agricultural uses ACTION STEPS 1. Educate the public. 2. Keep water study current. 3. PAC regional? 4. Restructure Texas water plan, now and into the future. 5. Target market to industry. 6. Develop water plan with consulting assistance. PROGRESS MEASURE (TBD) First Draft for Discussion Only 1 of 8 January 2011 Paris and Lamar County Community -Wide Strategic Plan STRATEGY 2 Improve community image on diversity with a two- pronged approach: A. Implement substantive improvements through our commitment and actions to improve race relations and create opportunities for more diversity in business and civic affairs. B. Take steps to improve our image through public relations and advertising to promote the positive things happening in the community as a result ofA. PRESENT STATUS 1. Problem with image of Paris outside City and County limits. 2. Citizens inside the community that see an on -going problem. PREFERRED FUTURE STATE 1. Positive promotion of races working together. 2. More diversity in community leadership. 3. More participation by all races in community and civic organizations. ACTION STEPS 1. Positive promotion of City of Paris. 2. Address YouTube and other Internet content that inaccurately or unfairly portrays Paris. 3. Be proactive with public relations efforts (i.e. Turner Industries). 4. Create a community -wide crisis response Team. 5. Conduct a community -wide summit in race and diversity. OWNERS & STAKEHOLDERS 1. Leaders from all race and ethnic groups in the community. 2. Churches and both ministerial alliances. 3. Family units. 4, Diversity TaskForce. 5. Chamber of Commerce. 6. Civic organizations. PROGRESS MEASURES 1. Monitoring media stories and Internet sources and activity. 2. Regular community surveys. 3. Community leadership reflective of its citizens. 4. Youth involvement, First Draft for Discussion Only 2 of 8 January 2011 Paris and Lamar County Community -Wide Strategic Plan STRATEGY 3 Enhance the depth and consistency of the local leadership pool with a shared vision of our future. PRESENT STATUS 1. City Council terms too short, 2. Pool of talent needs expanding, 3. Need for shared community vision, PREFERRED FUTURE STATE instill sense of civic responsibility and both individual and corporate ownership. ACTION STEPS I . Develop an inclusive communication with a diverse cross- section of community members. 2. Develop methods to encourage citizens to participate in community affairs. 3. Change term limits of city council. 4. Conduct education, communication, and outreach, 5. Set specific goals and implementation progress. 6. Use of social media. 7. Enhance leadership training to full circle. OWNERS & STAKEHOLDERS All groups of stakeholders (see below) must participate in forming and communicating a shared vision. Stakeholders include: Leadership Lamar County, Paris Young Professionals, city, county, schools, PEDC, Chamber, industry partners, the Coalition, healthcare, churches and other civic groups. PROGRESS MEASURES Identify specific benchmarks, including growth in the following: 1. Leadership numbers 2. Projects 3. Programs 4. Revenues 5. New businesses 6. Unemployment numbers First Draft for Discussion Only 3 of 8 January 2011 Paris and Lamar County Community -Wide Strategic Plan STRATEGY 4 Develop long- and short-range plans to address aging infrastructure (water, sewer, storm water /drainage, roads, sidewalks, electric, gas, etc.) PRESENT STATUS 1. First impression ( "What is wrong with this place ?" Old houses, poorly maintained, detour off 82 entering town.) 2. No direct ways to get anywhere - a maze of roads. 3. No sidewalks. 4. Roads poorly maintained. 5. Trashy looking and no code enforcement. 6. No curbs and gutters. 7. No financial means to solve problems - must find the means. 8. Deterioration so bad, we can't fix. Start over? 9. We are reactive, not proactive. 10. No vision of what we want it to look like and lack of financing. 11. Old housing is cheap rent, and affecting our ability to build new housing. 12. Old in fracture and public image detracts from redevelopment. 13. If city crumbles, so does area outside the loop. 14. Historic inconsistent application of resources, both perceived and real, and intentional or not. PREFERRED FUTURE STATE Wish list: 1. Demolition of condemned structures. 2. Stronger code enforcement. 3. Need workable, efficient, maintainable repairs. 4. Vision is to develop a workable list of short- and long -term priorities. 5. Focus groups with outside oversight, not just internal to government. 6. Paris is a micropolitan center for NE Texas, a genuine, forward thinking city. A place people want to be. 7. We need to create the condition where people say, "This is really nice," and they recognize our history and sense of community. 8. City and county works together on a strategic plan to get infrastructure (water and sewer upgrades) to replace, and not just fix 100 year old clay pipes. 9. All infrastructure (pipes, sidewalks, streets, housing) all work together. 10. We need a public works comprehensive plan... Engineering... A cohesive plan where all infrastructure works together. 11. Need an annual financial plan to work together to 1) fix sewer and 2) fix streets. 12. Technology? Not there. Optical /fiber lines. ACTION STEPS 1. Review current building codes to determine if they have kept pace with development. 2. Evaluate issues related to a new sewer treatment plant for the City of Paris, including the need, cost and the best location. 3. Develop and implement a 10 -year water and sewer, sidewalks and streets, gas and electric infrastructure improvement plan. First Drab: for Discussion Only 4 of 8 January 2011 Paris and Lamar County Community -Wide Strategic Plan A. Look at best practices from other communities. B. Identify and convene the entities that need to participate. C. Target specific areas and attack with all resources, then move to the next prioritized area. Identify realistic areas (i.e. Downtown, 82 /Lamar Corridor, 271 /Main St. Corridor, etc.) Set priorities, starting with main thoroughfares. D. Develop realistic cost estimates for each target area that rolls up to the whole plan, with the assumption that all utilities would be upgraded at the same time in a given area. E. Assess the City's Capital Improvements Plan and funding streams to align priorities and projects with area plans. F. Determine amount of water loss in the system. Is 30% accurate? Determine amount of money to be saved by infrastructure upgrades, compared to costs of maintenance and losses. Find money for infrastructure improvements master plan, including the following options: A. PEDC should look at establishing a Type B EDC and not a Type A, and bringing it to a vote of the citizens. Or, a certain percent of Type A funding could be earmarked for infrastructure improvements. B. Develop census tract maps, and pursue earmarked funds to serve low- to moderate - income (LMI) residents (Paris is at 60% LMI in some census tracts ? ? ?) C. Identify and pursue grants, for water, sewer, electric, streets and sidewalks, for example, identify Federal and State agencies, and grant programs, and target Federal funds administered by the State (Community Development Block Grants -CDBG, T- Grants- ?Transportation ?) D. Determine if there is adequate tax base for a TIF or other special improvement district. 1. Develop marketing and community buy -in strategies to overcome opposition, and build citizen confidence. This should include evaluating why people oppose the plan, including: A. Don't want it to be any different ( "the streets are fine "). B. Don't want taxes raised. C. No money to support the plan. D. East vs. West perception and reality. OWNERS & STAKEHOLDERS City, County, State, PEDC, community members /citizens, major industry, housing developers, preservationists, citizens, both East and West siders. Key Question: Should Paris EDC serve all of Lamar County when the sales tax collected to finance PEDC is collected inside the city limits? PROGRESS MEASURES 1. A Comprehensive "Vision 2020" Plan 2. Accountability measures, including timelines, identifiable methods with due dates 3. An external oversight/governing body 4. When it looks good, have ribbon cutting, public buy -in and celebration First Draft for Discussion Only 5 of 8 January 2011 Paris and Lamar County Community -Wide Strategic Plan. STRATEGY 5 Advocate for, and develop aggressive plans to improve the transportation system, including priorities of four - lanes for Highway 24 to Commerce, which will provide complete four lane access to Interstate 30 and other improvements (such as the airport) as they are identified. PRESENTSTATUS There is a 10 mile section of Highway 24 that is the only remaining 2 lane section from Mexico to Canada. This two lane section adds cost when transporting products from Paris, and is a competitive disadvantage. PREFERRED FUTURE STATE A four lane highway corridor from Paris to Interstate -30. ACTION STEPS 1. Complete Multi -Modal Economic impact Study. Study to include (multi - modal, Highway 24, Airport, Rail) with priority to support 4 lane construction as an economic development priority, not only for Paris and Lamar County, but for the DFW Metroplex and the TEX -21 Coalition. The analysis should include Highway 24 as a costal evacuation route, and the impact as a key military route to and from Camp Maxey. 2. Identify Federal Programs to find funding, for example, Homeland Security. 3. Implement Cox Field airfield improvements to support commercial flights. Note: recently completed 20 year master plan should be full implemented. 4. Establish partnership with short line operator, Kiamicbi, and Class 1 carriers to increase rail service in Paris and Lamar County. 5. Form Legislative Alliance. 6. Form Industrial Lobby. 7. Form cooperative relationship with Delta County. 8. Pursue major truck stop in Paris. OWNERS & STAKEHOLDERS Involve political and civic leadership: State Rep. Cain, State Senator Eltife, U.S. Congressman Ralph Hall, Delta County leaders, Don Wall, PEDC, Chamber of Commerce, local business and industry, etc. PROGRESS MEASURES Documented work plan by June 30, 2011. First Draft for Discussion Only 6 of 8 January 2011 Paris and Lamar County Community -Wide Strategic Plan STRATEGY 6 Implement aggressive business retention and expansion programs and other actions to decrease the risk of closure of our top employers. PRESENT STATUS We can't afford to lose more jobs. Supporting existing business and industry is urgent and critical. Note; See PEDC's approved plan of work for more specific detailed strategies. PREFERRED FUTURE STATE 1. Add industry and jobs. 2. Broaden our industrial base. 3. Remain competitive and business friendly, 4. Launch a coordinated effort to include PEDC, City, County, K -12, PJC, etc. (Team Paris). 5. Local manufacturing plants are operating at optimum capacity. 6. Identify suppliers to locate industry and bring their plants here. 7. Help existing industries and suppliers get additional contracts and work. 8. Expand Highway 24 to 4 lane. 9. Expand airport capacity. 10. Coordinate incentive packages. ACTION STEPS 1. Establish a protocol with single point of contact. 2. Process must be efficient and timely. 3. Create a culture of being business/industry friendly and trustworthy. 4. Identify cost of doing business in Paris versus competing/peer cities. OWNERS & STAKEHOLDERS PEDC to serve as single point of contact and coordinate efforts among City, County and PJC (taxing jurisdictions). Also include Workforce Solutions NE TX. Planning and implementation should include all parties. PROGRESS MEASURES 1. Job growth 2. Unemployment rate 3. Growth of tax base First Draft for Discussion Only 7 of 8 January 2011 Paris and Lamar County Community -Wide Strategic Plan STRATEGY 7 Cultivate cooperation ad coordination between and among governing bodies (City, County, School Districts, Water Districts, etc.) and civic organizations. PRESENT STATUS Silos, lack of clear vision and goals for city, county, schools, etc. Everybody is doing their own thing with little or no communication. Cross purposes, mistrust, rumors, ill will, overlap, duplication, inefficiency and waste. Lack of progress or growth, and decreasing services with rising costs and declining quality of service and inability to respond to customer needs, requirements and expectations. PREFERRED FUTURE STATE Shared priorities and goals for the community and region. ACTION STEPS Improve communication and collaboration between and among City, County, water boards, school districts, other key community leaders and stakeholders. 1. Establish quarterly meetings 2. Invite key leaders for local "State of the Union" 3. Build cooperation and shared future goals 4. PEDC to lead efforts to convene government agencies and water boards 5. PJC to take lead role in the cooperative initiative 6. Establish quarterly meeting with all school district business managers 7. Identify opportunities to collaborate on cooperative purchasing power OWNERS & STAKEHOLDERS City, County, key community leaders and stakeholders, all cities in county, water boards. PROGRESS MEASURES 1. Short-term success is if actual leaders come to meetings. 2. Future success is common goals shared among multiple organizations. 3. School business managers to attend coordinating meetings. 4. Write memorandum of understanding among school districts. 5. Write one RFP utilizing two school districts to accomplish needed task. Respectfully submitted, Steve Gilbert Paris Economic Development Corporation First Draft for Discussion Only 8 of 8 January 2011 Paris and Lamar County Community -Wide Strategic Plan (January 2011) Surveys Results (n = >100) Major Issues Facing Paris & Lamar County? (253 Total Votes) • 24.5% Jobs and Economy 15.0% Infrastructure • 13.4% Leadership • 10.3% Growth • 10.3% Education • 9.5% Support of Business and Industry Top Strengths • Abundant Water • Low Cost of Living • Educational Institutions • Affordable Land • Medical Community Top Opportunities • Cultivate our presence as a regional draw for retail, healthcare and tourism • Actively promote expansion of the Interstate 30 corridor • Cox Field Airport Development • Promote effective community leadership transitions • Partnership with Texas A &M Commerce for University presence Top Strengths /Opportunities (Write -In) 1. Water /Ample Water Supply/Lake Assets 2. PJC /Community College /Growth of PJC /Educational Opportunities 3. Diverse Industry/Manufacturing and Job Base /Several Large Fortune 500 Industries 4. Positive, Compassionate, Good People/ Concerned Citizens /Strong Convictions of Citizens /Talented Residents /Strong Humanitarian Care for each other as Community Members 5, Good, Solid Workforce /Still a Strong Work Ethic Here /Cheap Labor Top Weaknesses 1. Transportation — access to Interstate 30 and other improvements 2. Aging infrastructure (also, unfinished street plans, rough roads, no curbs, abandoned houses, poor drainage during rain storms) 3. Lack of consistent leadership and depth of leadership pool 4. Public image of the community (e.g. racism) and of governing bodies 5. Beautification /perception of decline due to no proactive policy of code enforcement 6. Cooperation and coordination among governing bodies and civic organizations Top Threats 1. Impact of the potential closure of one of the top employers 2. Water management 3. Lack of attractions and entertainment 4. Exporting young talent 5. Limited leadership opportunities 6. Lack of diversity Paris and Lamar County Community -Wide Strategic Plan (January 2411) Top Weaknesses/Threats (Write -In) 1. Transportation/Lack of 4 -Lane Highways /Interstate Access / Interstate Traffic 2. Five School Districts /Can't Operate Efficiently and Consistently/ Disjoined Education — Too Many School Districts for One County 3. Aging Infrastructure /Cost of Infrastructure Improvements 4. Race Relations/Unity with Race/Diversity/ Inclusiveness/Image to Outside World/Acceptance of Racism/Outsider Perception of Paris being a community of hatred and racial discord, which is promoted internally and externally by extremists 5. Lack of Consistent, Sufficient, Good, Active, Ethical Leadership/ Leaders without motives in City Government/Lack of Consistent Leadership and Depth of Leadership Pool 7 Critical Priorities (Rank Order Average on Scale of 1 -5, 1 = Most Important) 1. (S) Develop long -range plans to ensure abundant water for our targeted industries. (2.23) 2. (T) Implement aggressive business retention and expansion programs and other actions to decrease the risk of closure of our top employers. (2.25) 3. (W) Develop long- and short-range plans to address aging infrastructure (water, sewer, roads, etc.) to ensure we are "shovel ready" for new industry expansions. (2.35) 4. (W) Enhance the depth and consistency of the local Ieadership pool with a shared vision of our future. (2.46) 5. (W) Advocate for, and develop aggressive plans to improve the transportation system, including priorities of four -lanes for Highway 24 to Commerce, which will provide better access to Interstate 30 and other improvements as they are identified. (2.51) 6. (W) Cultivate cooperation and coordination between and among governing bodies (City, County, School Districts, etc.) and civic organizations. (2.87) 7. (W) Improve community image on diversity with a two- pronged approach: (2.89) A. Implement substantive improvements through our commitment and actions to improve race relations and create opportunities for more diversity in business and civic affairs. B. Take steps to improve our image through public relations and advertising to promote the positive things happening in the community as a result of A.