13 - PEDC Plan of Work FY 2022-2023Item No. 13
TO: Mayor & City Council
Grayson Path, City Manager
FROM: PEDC Board/Maureen Hammond, Executive Director
SUBJECT: PEDC's Approved Plan of Work for FY 2022-2023
DATE: July 25, 2022
BACKGROUND:
Pursuant to Section 4.03, paragraph 4 of the PEDC Bylaws, the Board shall develop an annual
plan of work outlining the activities, tasks, projects, and programs to be undertaken by the Board
during the upcoming fiscal year. A proposed Plan of Work for the 2022-2023 fiscal year was
brought before the PEDC Board for approval during their July 19, 2022 meeting. The Board has
approved the proposed Plan of Work, and per Section 4.03, paragraph 4, we are submitting the
Plan of Work alongside the annual budget as outlined in Section 8.03 of the PEDC Bylaws.
STATUS OF ISSUE:
Plan of Work approved by Paris EDC Board on July 19, 2022.
BUDGET:
See attached for the Paris EDC's Plan of Work for FY 2022-2023, as well an excerpt from the
PEDC Bylaws containing Section 4.03, paragraph 4 for reference.
RECOMMENDATION:
Accept the Plan of Work alongside the PEDC annual budget submitted to the City Manager for
inclusion in his annual budget to be presented to the City Council.
ARTICLE IV
BOAR1) OF DIRECTORS
Section 4.0.1 Board. The business and affairs of the Corporation. and all corporate powers
shall be exercised lby or under authority of the Board, appointed by and serving at the pleasure of
the governing beady of the City and subject to the applicalille lin.iftations imposed by theTexas Non
Profit Corporation Act, the r 1'exas Business Corporaflon Act, the Texas Developmera Corporation
Act of 1979, the Articles of Incorporation:, and these Bylaws. 'rhe Board may, by contract
authorized by Board resolutk..)n:, give general, limited or special power and authority to Directors
of the (.'orlioiration to transact the generall business of the Corporation or transact any special
business of the Corporation, and may give powers of attorney to Directors of the Corl�oration
authorized by Board resolution to transact any special business rLquiring such. authorization,
Section 4.02 Number and Qualifications., The authorized rmynber of Directors of this Board
shall be seven (7).
The City shall appoint the Directors oil' the Corporation, Ea.c1ii 111pirector shall be a. bona fide
These resident and shall. reside within 11'...,amair Caunty, Texas rhese seven. Directors shall constitute the
Governing Body of the Pa.ris Economic Developrnent Cotporation.
The City shall consider an individual's experience, accomplisIhments, and educational
background in appointing mernbea's to the Board.
No former or sitting member of the City Council shall be eligible for appointment to the
Board until they have ceased ((,:) serve on City's Council for a peiriod of at least one (1 ) year.
Section 4.03 General Duties of the Board. Tire Board is hereby required to perfonyi the
flollowing dutiesu
1. The Board shall vote on afl matters corning bef(,:)re the Board for action,
2. Th.e Board shall develop an overalll economic development plan for the City which shall
include and set forth both lorig and short term goals wNch the board deems necessary to
accomplish compliance with its overall econornic developmellt plan. Such plan shall be
, a.)pir l- � 0
ved by the 011y.
3, The Board shall review and update its overall econornic development: plan by June 30 of
each year to ensure that said plan is up to date with the current econornic climate and is
capable of nneeting Paris' currerift economic development needs,
4. The Board shall develop an annual plan of work outlining the activities, tasks, projects, and
programs to be undertaken by the Board during the upcoming fiscal year. The annual plan
of work shall be submitted with the annual budget as outlined in Section 8.03 of these
Bylaws.
BYLAWS -PARIS ECONOMIC DEVELOPMENT CORPORATION
Updated and Approved by the City Council on 7-11-2022
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
Asa 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 POF WOR
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
Board Member, Curtis Fendley
Vice Chairperson, Shay Bills
Board Member, AJ Hashmi
Secretary/Treasurer, Mihir Pankaj
Board Member, Stephen Terrell
Board Member, Chase Coleman
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:
I. 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
PLAN OF WORK SUMMARY AND PRIORITIES
I. Foster the retention and growth of jobs
• Implement a formal survey in Lamar County in partnership with Paris Junior College.
Timeline: Jan. 1, 2022 —June. 30, 2023 Outcome: Survey 20 primary employers
• Establish roundtable with plant managers to encourage existing industry collaboration, foster
opportunities, and identify solutions to shared challenges.
Timeline: Oct. 1, 2022 —June 30, 2023 Outcome: Host roundtable
II. Attract new employers and industry
• Update and enhance the PEDC website
Timeline: Oct. 1, 2022 — Feb. 28, 2023 Outcome: Functional new website
• Coordinate with Cox Field to target aerospace and aviation compatible opportunities.
Timeline: Oct. 1, 2022 —June. 30, 2023 Outcome: Identify and market assets
III. Cultivate an entrepreneurial ecosystem
• Coordinate with the Small Business Development Center and Paris Junior College on understanding current
resources and partner roles in assisting startups.
Timeline: Aug. 1, 2022 —June 30, 2023 Outcome: Understanding of entrepreneurial resources
IV. Support workforce development programming
• Partner with Workforce Solutions to support training grants
Timeline: Oct. 1, 2022 —June. 30, 2023 Outcome: Secure grant through Workforce Solutions
• Facilitate or support programming that creates opportunities for apprenticeships, internships, plant tours,
career days, job shadowing and more.
Timeline: Oct. 1, 2022 —June. 30, 2023 Outcome: Support or facilitate two initiatives
V. 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: Aug. 1, 2022 —June 30, 2023 Outcome: Acquisition of land
• Establish and maintain inventory of available sites and buildings.
Timeline: Feb. 1, 2023 —June. 30, 2023 Outcome: Working inventory of sites and buildings
VI. Encourage unified vision for Paris, Lamar County and the PEDC
• Brand Discovery — Launch the new brand
Timeline: Jan. 1, 2022 —June 30, 2023 Outcome: Implementation of brand
• Conduct a community assessment to identify opportunity areas, challenges, strengths, and assets (SWOT
Analysis) that informs a Five -Year Strategic Plan.
Timeline: Jan. 1, 2022 —June 15, 2023 Outcome: Complete Community Assessment
VII. Explore Internal and external funding mechanisms
• Identify funding resources that support infrastructure development and economic development projects.
Timeline: Ongoing Outcome: Project support via resources outside PEDC
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STRATEGIC INITIATIVE I: FOSTER THE RETENTION AND GROWTH OF JOBS
STRATEGIC CHALLENGES:
• More than 80% of all new net jobs are created by existing businesses and startups, prioritizing the need for
robust programming in Business Retention and Expansion.
• The PEDC does not have a formal business survey program in place for existing industry.
• The PEDC does not have a CRM or formally track data pertaining to existing employers.
STRATEGIC ACTIONS:
1. Determine the needs, opportunity areas, and challenges of existing employers through a formal business
site visitation program.
2. Implement a formal survey in Lamar County in partnership with Paris Junior College to understand overall
business climate, challenges in the local workforce, supply chain, opportunity areas for expansion and
recruitment and general business intelligence for our region that will inform our strategies and
programming.
3. Establish board member liaisons for existing industry and host dinners with corporate executives/plant
managers in partnership with the executive director to communicate appreciation and strengthen
relations.
5. Coordinate with local leadership of major industry to organize calling on corporate headquarters.
6. Establish roundtable with plant managers to encourage existing industry collaboration, foster
opportunities, and identify solutions to shared challenges.
7. Coordinate with the Chamber to establish a host team to assist with recruitment and hosting of executive
personnel moving to Lamar County.
8. Seek opportunities to connect existing industry to business opportunities, target relocation of suppliers and
foster opportunities for vertical integration.
4. Develop an internal incentive guideline that aligns with current revenue and fund balance to assist staff and
board in making financial decisions on retention and expansion projects.
9. Champion and support pro-business legislation and policy through participation in and outreach to TEDC
legislative affairs, Texas Association of Business (Texas State Chamber) and elected officials.
10. Record and track all confidential business intelligence in a CRM database to maintain data and determine
trends that will inform leadership and programming.
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.
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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.
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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.
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.
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• Over 68% of RFPs expressed a preference or requirement for an existing building, and over 27% of RFPs
received required an existing building in order to consider a location.
• Most requests (over 6696) 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.
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.
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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 '4 cent sales tax revenue compared to peer communities that average a
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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