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OF THE CITY OF PARIS, TEXAS
August 9, 2021
The City Council of the City of Paris met for a regular session at 5:30 p.m. on Monday,
August 9, 202 1, at the City Council Chamber, 107 E. Kaufman, Paris, Texas.
Council Members: Renae Stone; Mihir Pankaj; Linda Knox; and
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City Staff: Grayson Path, City Manager; Stephanie Harris,
Attorney; Janice Ellis, City Clerk; Gene Anderso
Finance Director; Richard Salter, Police Cbie
Russell Thrasher, EMS Director; Thom
MeMonigle, Fire Chief; Andrew Mack, Director
Planning & Community Services; Doug Harni
Utilities Director; Tim DeGhelder, Library Directo
de Marsha
ClyCrews, Fire l; Randy Tuttle, Assist
Police Chief; and Tom Hunt, Municipal Judge;
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Opening Agenda
1. Call meeting to order.
Mayor Portugal called the meeting to order at 5:30 p.m.
2. Invocation.
Finance Director Gene Anderson gave the invocation.
3. Pledge of Allegiance.
Mayor Pro -Tem Hughes led the pledge.
4. A. Citizens' forum.
Steve Clifford, 2057 Silverleaf — he said he served as Mayor, five of the six years he was
on City Council. Dr. Clifford said he was surprised when he read the ordinance regarding item
#12 and it reflected that no former City Council Members could serve on the Charter Review
Committee, and that did not make sense because they had experience of how the City operated.
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Ruth Ann Alsobrook, 208 5th Street S.W. — she asked City Council to consider placi
permanent bathrooms at the Lake Crook Pa,k. I
Larry Schenk, 3765 Dawn — he said the retirees had been diligent in their requests for a
COLA, and asked that the City Council please consider giving a COLA to the retirees.
Alvin Atwood, 2419 Bonham Street — he said inflation was going up, be was struggli
to feed his family and the water bills kept going up. I
James B, a" 3150 Bonham — He referenced item #12 and said he agreed with Dr.
Clifford. He said he was right in that former City Council Members should be allowed to serve
on the committee because they had the experience.
Mayor Portugal asked City Council Members whose constituents were receiving an
award, to please join them down front.
Campbell Soup Co. — Industrial Award
Guarant),, Bank & Trust — Commercial Award
Pedro Sandoval — Northeast Quadrant
Alfred Lewis — Northwest Quadrant
[Vill Roden — Southwest Quadrant
Itanny & Nicole Booth — Southeast Quadrant
Leslie Collard — Best Rehabilitation
Mayor Portugal presented winners who were present with a Certificate of Appreciation,
as well as a gift card from a local business. She said staff would get the certificates and gift
cards to those were unable to attend the meeting. Mayor Portugal reminded everyone they could
nominate a yard of the month by going onto the City website and completing the form.
Consent Agenda ................................. . --
Mayor Portugal inquired of Council Members if they wished to pull any items from the
consent agenda for discussion. There being none, a Motion to approve the consent agenda was
made by Council Member Pankaj and seconded by Council Member Pilgrim. Motion carried, 6
ayes — 0 nays.
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Regular Council Meeting
August 9, 2021
Page 3
b. Planning Zoning Commission(7-6-2021)
5. Approve the lowest bids received for water and
in FY 2021-22.
RESOLUTIONApprove
OF THE CITY OF PARIS,
ABATEMENT
AGAINST THE PROPERTY LOCATED ,T 338 N.E. 8TH STREET;
PUBLIC PURPOSE IN SUPPORTAND
ParisPROVISIONS RELATED TO THE SUBJECT; AND DECLARING AN EFFECTIVE
10. Approve a Memorandum of Agreement between the City of
Historic Preservation of Officer regarding the City of Paris' HOME HRA Program for
the City's demolition of Paris,
Re rxlar Agenda
11. Discuss :d act on RESOLUTION NO. 2021-023: A RESOLUTION OF THE CITY OF
ESTABLISHINGPARIS, TEXAS, CITY COUNCIL A'
City Attorney Stephanie Harris explained that this was the last step in establishing t]
program that encompasses the entire city. Council Member Pankaj inquired if the City would
marketing the program.t:: 1- Path said the program would be marketed
city website, pre -development
,i, Motion to approve.::,,, was made'a: i and seconded by
carried,Council Member Knox. Motion ,e
12. Discuss and act on ORDINANCE
PROVIDING: AN ORDINANCE DETERMINING THE
NEED FOR A FORMAL REVIEW OF THE CITY'S HOME RULE CHARTER;
► QUALIFICATIONS RELATED MEMBERS L
ANNOUNCINGCHARTER REVIEW COMMISSION;
INTENT TO SELECT 4.ND ♦ )OINT THE CHARTER
CONSULTANTPURSUANT TO LOCAL GOVERNMENT CODE SECTION 9.004; ANNOUNCING
THE CITY COUNCIL'S DECISION TO HIRE A S ASSIST
CHARTER
REVIEW COMMISSION WITH THIS PROCESS; AUTHORIZING THE
CHARTER CAREFULLY
CHARTER AND MAKE RECOMMENDATIONS
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August 9, 2021
Page 4
City Manager Grayson Path said at the July 12 meeting it was agreed upon to enga
consultant Dan Edmonds. He said the ordinance set out procedures and rules for appointing t
Charter Review Commission, and that Mr. Edmonds was present to answer any questions.
I -Edmonds explained that normally he comes into a project well before an ordinance
commission is appointed and if he had come into the project earlier, he would recomme
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adoption of the ordinance as written. He recommended a commission of fifteen laypersons.
Edmonds recommended that they not have former Council Members, nor former employees
the Commission. He said he had nothing against former Council Members or city employees b
explained they tended to shadow over laypersons on the Commission. He also recommend]
that each Council Member select two members and that the Mayor select three. Mr. Path sa
Mr. Edmonds had made recommendations but that Council could changes those.
Subject to removing #3 of Part I and changing #1 of Part 2 to reflect the number of t
Commission to be eleven, A Motion to approve the Ordinance was made by Council Memb
Knox. After fin-ther discussion, the Motion was seconded by Council Member Stone. Moti
failed, 2 ayes — 4 nays, with Mayor Portugal, Mayor Pro -Tem Hughes, Council Member Pil
and Council Member Pankaj casting the dissenting votes.
August 9, 2021
Page 5
A Motion to approve the Ordinance as presented was made by Council Member Pilgri
and seconded by Council Member Pankaj. Motion carried, 4 ayes — 2 nays, with CoLumn
Members Knox and Stone casting the dissenting votes. I
13. Receive, discuss and act on the Paris Economic Development Corporation's 2021-2023
Plan of Work.
Paris Economic Development Director Maureen Hammond said pursuant to the Bylaws,
she was to present the Plan of Work to City Council. Ms. Hammond gave a brief overview of
the Plan (see Attachment). Mayor Portugal said it was a well thought out and well written plan.
Council Member Pankaj expressed appreciation of the process, the plan and specifically the
timel4e.
A Motion to approve this item was made by Council Member Pilgrim and seconded by
Mayor Pro -Tem Hughes and Council Member Pankaj. Motion carried, 6 ayes — 0 nays.
14. Discuss and act on RESOLUTION NO. 2021-024: A RESOLUTION OF THE CITY
COUNCIL OF THE CITY OF PARIS, TEXAS, APPROVING A TWELVE (12)
MONTH HIATUS IN THE ENFORCEMENT OF SUBDIVISION ORDINANCE
CHAPTER 9, EXHIBIT A, SECTION IX (J) REGARDING THE REQUIREMENT OF
CONSTRUCTING SIDEWALKS ON SINGLE LOTS; MAKING OTHER FINDINGS
AND PROVISIONS AND DECLARING AN EFFECTIVE DATE.
Planning Director Andrew Mack explained that the Planning & Zoning Commissi
discussed the need to adopt a 12 months hiatus in the enforcement of requirements
constructing sidewalks on single building lots at its meeting of August 2, 2021. He said t
would allow a Committee to be formed and to study this section of the Ordinance. i
Following a brief discussion, a Motion to approve this item was made by Court
Member Pilgrim and seconded by Mayor Pro -Tem. Hughes. Motion carried, 6 ayes — 0 nays. I
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Mr. Mack said the Planning & Zoning Commission recommended that the City Council
.7-ppoint at least one Council Member to the P&Z Master Trails and Sidewalk Plan Sub -
Committee.
Mayor Portugal asked City Council if anyone wished to volunteer for the Su
Committee. Mayor Pro -Tem Hughes said he would be willing serve on the Sub -Committee.
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Mayor Portugal recessed City Council at 6:37 p.m. and reconvened City Council into
open session at 6:50 p.m.
August 9, 2021
Page i
16. Receive presentation from the City Manager, discuss and provide direction on the FY
2021-2022 budget for the City of Paris.
City Manager Grayson Path presented the proposed FY 2021-2022 to City Council.
Council Member Pilgrim said the City needed police and firefighters more than ever and he was
glad they were looking at salary adjustment. Mayor Portugal said she and Mayor Pro -Tern
Hughes met earlier in the day and they are in a tight crunch with five weeks away from having to
adopt a budget. Finance Director Gene Anderson gave a timeline of deadlines up through
September 27, stating that was the last day the budget could be adopted. Mayor Portugal said a
budget workshop had been posted for Thursday, should Council want to meet. It was a consensus
of City Council to conduct a budget workshop on Thursday. Mr. Path asked City Council to let
him know if there was anything specifically they wanted to discuss. He also said the consultant
who handled the salary survey project would be at the meeting to give them a presentation and
answer questions.
A. Section 551.087 of the Texas Government Code, (1) to discuss or deliberate regarding
commercial or financial information that the governmental body as received from a
business prospect that the governmental body seeks to have located, stay, or expand
in or near the territory of the governmental body and with which the governmental
body is conducting economic development negotiations; or (2) to deliberate the offer
of a financial or other incentive to a business prospect described by Subdivision (1),
as follows: Project Mustang and Project Fast Track.
B. Section 551.071 of the Texas Government Code, Consultation with Attorney, to
receive legal advice from the City Attorney about (1) pending or contemplated
litigation and/or (2) on matters in which the duty of an attorney to her client under the
Texas Disciplinary Rules of Professional Conduct of the State Bar of Texas clearly
conflict with this chapter.
UNIVIRITINTS
18. Reconvene into Open Session and possibly take action on those matters discussed in
Executive Session.
Mayor Portugal reconvened City Council into open session at 9:20 p.m. and said no
action was necessary.
19. Consider and approve future events for City Council and/or City Staff pursuant to
Resolution No. 2004-08 1.
20. Adjournment.
Regular Council Meeting
August 9, 2021
Page 7
There being no further business, a Motion to adjourn was made by Mayor Pro -Tem
Hughes and was seconded by Council Member Pankaj. Motion carried, 6 ayes — 0 nays. The
meeting was adjourned at 9:20 p.m.
PAULA PORTUGAL, MA R
16�ICE ELLIS, CIT CLERK
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Paris Economic Development Corp.
MISSION STATEMENT
TO PLAN, PROMOTE, FINANCE, AND CONSTRUCT OPPORTUNITIES FOR THE RETENTION, GROWTH,
AND ATTRACTION OF BUSINESSES THAT ENHANCE THE LEVEL OF EMPLOYMENT, THE ECONOMIC
BASE AND QUALITY OF LIFE IN PARIS AND LAMAR COUNTY, TEXAS.
PRIMARY JOB GROWTH
As a Type A corporation, the PEDC must focus on the creation of "primary" jobs. A primary job is defined as a
job that is "available at a company for which a majority of the products or services of that company are
ultimately exported to regional, statewide, national, or international markets infusing new dollars into the
local economy." If a job meets this definition and is classified under one of the North American Industry
Classification System (NAICS) sectors listed below it can be targeted by the PEDC.
• 111: Crop Production
• 112: Animal Production
• 113: Forestry and Logging
• 11411: Commercial Fishing
• 115: Support Activities for Agriculture and
Forestry
• 211 to 213: Mining
• 221: Utilities
• 311 to 339: Manufacturing
• 42: Wholesale Trade
• 48 and 49: Transportation and
Warehousing
• 51 (excluding 512131 and 512132):
Information (excluding movie theaters and
drive-in theaters)
TARGET INDUSTRIES
• Advanced Manufacturing
• Warehouse and Distribution
• Agriculture
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• 523-525: Securities, Commodity Contracts,
and Other Financial Investments and
Related Activities; Insurance Carriers and
Related Activities; Funds, Trusts, and Other
Financial Vehicles
0 5413, 5415, 5416, 5417, and 5419:
Scientific Research and Development
Services
• 551: Management of Companies and
Enterprises
• 56142: Telephone Call Centers
• 922140: Correctional Institutions
• 928110: National Security and for
corresponding index entries for Armed
Forces, Army, Navy, Air Force, Marine
Corps, and Military Bases.
• Back office and Support Centers
• Supply Chain and Logistics
• Aerospace and Aviation
ECONOMIC DEVELOPMENT PLAN OF WORK
The following Economic Development Plan of Work presents seven strategic initiatives and several key objectives
designed to support the Paris Economic Development Corporation in achieving its mission to create and retain jobs and
talent for Paris and Lamar County. This plan will be implemented over the next two years and is based on the
recommendations of staff, input from City Council and the work from the following PEDC committees: Incentive Review
Committee, Land Committee, and Marketing Committee. Note: It is the Executive Director's recommendation that once
these strategic initiatives are completed, the plan be updated to include focused initiatives that emphasize retaining and
attracting talent. While creation and retention of jobs are the organization's core activities, retention and attraction of
talent significantly impact our efforts and ability to be successful. Additionally, the role of economic developers
continues to evolve, and it is becoming commonplace for economic development organizations to take a more active
role in supporting initiatives focused on talent, quality of life, residential housing and more.
Authors:
Executive Director, Maureen Hammond
Board Chairperson, Josh Bray
Vice Chairperson, Shay Bills
Secretary/Treasurer, Mihir Pankaj
Board Member, Chase Coleman
Board Member, Curtis Fendley
Board Member, AJ Hashmi
Board Member, Stephen Terrell
Econ. Dev. Associate, Chris Stout
STRATEGIC INITIATIVES
To meet the expectations driven by our purpose and outlined in our mission statement, we have established a broad set
of strategic initiatives that will help guide our activity. These strategic initiatives are as follows:
Foster the retention and growth of jobs
II. Attract new employers and industry
III. Cultivate an entrepreneurial ecosystem
IV. Support workforce development programming
V. Manage and expand the community's land and building assets
VI. Encourage unified vision for Paris, Lamar County and the PEDC
VII. Explore Internal and external funding mechanisms
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mplement a formal survey in Lamar County in partnership with Paris Junior College.
Timeline: Aug. 1, 2021 —Aug. 31, 2022 Outcome: Survey 20 primary employers
Establish board member liaisons for existing industry and host dinners with corporate exec./plant managers.
Timeline: July 1, 2021 —June 30, 2022 Outcome: Host 10 dinners
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Update and enhance the PEDC website
Timeline: Nov. 1, 2021 — Feb. 28, 2022 Outcome: Functional new website
Coordinate with Cox Field to target aerospace and aviation compatible opportunities.
Timeline: June 15, 2021 —June 30, 2022 Outcome: Identify and Market Assets
Cultivate an entrepreneurial ecosystem
* Coordinate with the Small Business Development Center and Paris Junior College on understanding curre!
Timeline: Nov. 1, 2021 —June 30, 2022
Partner with Workforce Solutions to support training grants
Timeline: June 15, 2021 — Dec. 30, 2021 Outcome: Secure Grant through Workforce Solutions
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career days, job shadowing and more.
Timeline: July 1, 2021 —Aug. 30, 2022 Outcome: Support or facilitate two initiatives
Manage and expand the community's land and building assets
Grow the organization's land inventory to accommodate current needs of existing industry and projects.
Timeline: June 15, 2021 — December 30, 2021 Outcome: Acquisition of land
Establish and maintain inventory of available sites and buildings.
Timeline: Nov. 1, 2021 — Feb. 28, 2022 Outcome: Working inventory of sites and buildings
Brand Discovery - Establish a brand to create unified messaging that positions us to communicat--
effectively, uniquely, and quickly to our audiences.
Timeline: Aug. 1, 2021 —Jan. 31, 2022 Outcome: Unveiling of brand
Develop and implement Social Media Campaign
Timeline: June 15, 2021 —June 15, 2022 Outcome: Complete Social Media P11
STRATEGIC INITIATIVE .. FOSTER THE RETENTION AND ,...,~..... OF ~,~BS
robust programming in BR&E.
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STRATEGIC INITIATIVE II: ATTRACT NEW EMPLOYERS AND INDUSTRY
STRATEGIC CHALLENGES:
• Site Selectors and corporate executives looking to relocate or expand generally visit a community's ED
website first, before reaching out to the community, to view demographics, existing industry, incentives and
available sites and buildings.
• The PEDC website has not been updated in over five years and does not feature a buildings and sites widget.
• The PEDC has minimal marketing materials, most of which are severely outdated.
STRATEGIC ACTIONS:
1. Update and enhance the PEDC website targeted to external audiences that include site selectors,
prospective businesses, community leaders, strategic partners, and media.
2. Improve information available on website to include comprehensive datasets.
3. Promote website as information hub for Paris and Lamar County.
4. Develop and update marketing materials including proposal template with new brand materials.
5. Continue to be responsive to all leads and prospects by submitting timely and thorough proposals that
highlight Paris' competitive advantages.
6. Cultivate opportunities to recruit supply -chain related companies complementary to existing local industry.
7. Coordinate with Cox Field (City) to target aviation companies and suppliers that are compatible with airport
assets.
8. Participate in targeted networking opportunities focused on site selectors, brokers, corporate executives,
etc.
9. Identify and participate in targeted industry trade shows with Governor's Office, Oncor, etc.
10. Participate in call trips with Team Texas, Texas Economic Development Connection, and other partners.
11. Conduct Target Market Study to identify market opportunities unique for Paris, followed by a marketing
campaign to communicate information with site selection consultants.
12. Develop an internal incentive guideline that aligns with current revenue and fund balance to assist staff and
board in making financial decisions on attraction prospects.
13. Aggressively pursue feedback on projects lost to understand opportunity areas.
14. Schedule and attend trips to prospective businesses.
STRATEGIC INITIATIVE III: CULTIVATE AN ENTREPRENEURIAL ECOSYSTEM
STRATEGIC CHALLENGES:
• More than 80% of all new net jobs are created by existing businesses and startups, prioritizing the need for
robust programming in entrepreneurship.
• The PEDC does not have formal programming in entrepreneurship.
• The PEDC supported an incubator that launched in 2010 but closed shortly thereafter following lack of
unified vision on programming.
STRATEGIC ACTIONS:
1. Determine the needs, opportunity areas, and challenges of existing startups.
2. Coordinate with the Small Business Development Center and Paris Junior College on understanding current
resources and partner roles in assisting startups and determine opportunity areas for PEDC programming.
3. Serve as the central point of contact for startups and entrepreneurs seeking to launch a business in Paris or
Lamar County.
4. Assist entrepreneurs and startups with locating space in Paris and navigating City ordinances.
5. Coordinate with the SBDC and other partners to determine needs for Startup bootcamp and other activities
that foster entrepreneurship.
6. Seek opportunities to connect entrepreneurs with existing industry and or mentors.
7. Connect entrepreneurs with funding sources including lenders, angel investor groups, SBA, revolving loan
funds, etc.
8. Record and track all confidential business intelligence in a CRM database to maintain data and determine
trends that will inform leadership and programming.
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STRATEGIC INITIATIVE IV: SUPPORT WORKFORCE DEVELOPMENT PROGRAMMING
STRATEGIC CHALLENGES:
• The most common challenge reported by industry is lack of skilled workers. While this is not unique to Paris,
it is a challenge that remains at the forefront of conversations with industry.
• The demand for skilled workers is greater than ever prioritizing the need for upskilling, developing programs
to strengthen talent pipelines via education institutions and partnering with education institutions on
training and certifications for high demand occupations.
STRATEGIC ACTIONS:
1. Participate in local, regional, and state initiatives that address workforce development initiatives.
2. Facilitate or support programming that creates opportunities for apprenticeships, internships, plant tours,
career days, job shadowing and more.
3. Coordinate with Paris Junior College and the Chamber to create connections between employers and job
seekers through career fairs, jobs website, and more.
4. Coordinate with Paris Junior College and the Chamber to support efforts that foster career pathways to
middle and high school students to establish a skilled pipeline of workers for our employer base.
5. Endorse and promote training and certifications that support existing industry.
6. Partner with Workforce Solutions to support training grants that address our existing and future needs of
our employer base.
7. Continue to support Paris Junior College, A& M Commerce and other regional education institutions,
workforce agencies, and training providers to promote training and certifications for high demand and
critical occupations.
STRATEGIC INITIATIVE V: MANAGE AND EXPAND THE COMMUNITY'S LAND AND
BUILDING ASSETS
STRATEGIC CHALLENGES:
• More than 96% of all RFPs received in the last five years began their search for relocation or expansion in
communities that have either existing buildings or shovel -ready sites.
• 73% of RFPs received in the last five years had a requirement for existing acreage and more than 40% of
prospects that required land needed 50 acres or more.
• Over 68% of RFPs expressed a preference or requirement for an existing building, and over 271016 of RFPs
received required an existing building in order to consider a location.
• Most requests (over 66°0) for an existing building called for 100,000 SF minimum of space.
• The PEDC's largest site is 115 acres, and the overall combined inventory is less than 250 acres. in a time
where land is becoming scarce, the organization must prioritize land acquisition if we want to remain
competitive.
• The PEDC neither has nor maintains an inventory of available sites and buildings.
STRATEGIC ACTIONS:
1. Grow the organization's land inventory to accommodate current needs of existing industry and attraction
projects.
2. Continue investments and partner with the City on bringing PEDC-owned land to site -ready status.
3. Engage a consultant to assist with review and updating the Northwest Industrial Park Covenants and
Guidelines approved in 2003.
4. Continue to monitor the need for existing buildings and feasibility and desire to build speculative buildings.
5. Support City in a plan for Cox Field focused on securing additional funding for capital improvements, site
readiness, and aviation focused strategies that target compatible opportunities.
6. Communicate and work with the City to identify infrastructure needs and projects that improve business
districts in Paris and support future planning.
7. Support permitting and development processes that differentiate our community for being business -
friendly, efficient, and solution -focused.
8. Maintain an attractive appearance of PEDC-owned industrial land through signage and lawn maintenance.
9. Establish and maintain inventory of available sites and buildings.
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STRATEGIC INITIATIVE VI: ENCOURAGE UNIFIED VISION FOR PARIS, LAMAR COUNTY
AND THE PEDC
STRATEGIC CHALLENGES:
• PEDC board members and community leaders desire to establish improved transparency and a positive image
and reputation internally and externally.
• The City, PEDC, Chamber and VCC desire to have common, shared values for the community that will allow
each entity to communicate effectively, uniquely, and quickly to our audiences.
• To our collective knowledge, a joint brand discovery that engages the community at large has never been
conducted.
STRATEGIC ACTIONS:
1. Establish a brand to create unified messaging that positions us to communicate effectively, uniquely, and
quickly to our audiences.
2. Establish a positive reputation internally and externally through brand development and awareness.
3. Establish and maintain relations with the local media and pursue stories on PEDC successes.
4. Push out content to regional media outlets, TEDC, Governor's Office, ED publications and relevant outlets.
5. Develop and conduct public relations campaign with briefings to City Council, local civic clubs, partner
agencies and more to increase public awareness of PEDC's purpose, functions, and activity.
6. Develop and implement Social Media Campaign with metrics to increase following, build awareness and
establish positive reputation internally and externally (Facebook, Linkedln, Twitter, YouTube, Instagram,
etc.).
7. Establish monthly updates to the website.
8. Coordinate, host, and communicate new business announcements and groundbreaking events.
9. Establish a quarterly e -newsletter targeted at showcasing the organization's works and successes.
10. Conduct a community assessment to identify opportunity areas, challenges, strengths, and assets (SWOT
Analysis) that informs a Five -Year Strategic Plan.
11. Maintain and expand current relationships with the County, Civic Leaders, Elected Officials, Chamber, City
department directors and community leaders for project support and facilitation.
STRATEGIC INITIATIVE VII: EXPLORE INTERNAL AND EXTERNAL FUNDING MECHANISMS
STRATEGIC CHALLENGE:
The PEDC's current cash position, debt obligations and incentive commitments have impacted the
organization's ability to remain competitive without taking on more debt for economic development
projects.
• The PEDC currently receives % cent sales tax revenue compared to peer communities that average a M cent.
In order to remain competitive, the PEDC will need to identify ways to complement or increase our funding.
STRATEGIC ACTIONS:
1. Discuss additional revenue streams and funding mechanisms that will provide the PEDC the necessary
funding for economic development projects.
2. Identify funding resources that support infrastructure development and economic development projects
including EDA, TIRZ, PILOT, partnership with the City and others.
3. Pursue organizing a revolving loan fund to assist startups and entrepreneurs.
4. Support attraction of employers and projects that will greatly increase our sales tax base.
5. Support shop local campaigns and other initiatives that support growing our sales tax revenue.
6. Champion and support legislation and policy that supports economic development through participation
in and outreach to TEDC legislative affairs, Texas Association of Business (Texas State Chamber) and
elected officials.
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