09-Paris Economic Development Corporation's Quarterly ReportCITY COUNCIL AGENDA ITEM BRIEFING SHEET
Submitta( Date:
07/15/2011
Council Date:
07/25/2011
Originating Department:
PEDC
Presented By:
Steve Gilbert
Agenda Item No.:
9.
RECOMMENDED MOTION:
Not an action item.
POLICY ISSUE(S):
Requirement of PEDC By-laws.
BACKGROUND:
Paris Economic Development Corporation's Quarterly Report.
BOARD/COMMISSION RECOMMENDATION:
EXHIBITS:
Report
ACTION:
BUDGET INFO:
[j Financial Report ❑ Minute Order
Expense
$
❑ Department Report ❑ Resolution
Budgeted Amt.
$
Z Presentation ❑ Ordinance
y'I'D Actual
$
❑ Public Hearing ❑ Other
Acct. Name
Acct. Number
FISCAL NOTES:
REVIEWED AND APPROVED BY:
~ Administration [R City Clerk ❑ Community Development ❑ EMS/IT
❑ Municipal Court ❑ Legal ❑ Library ❑ Police ❑ Eng./Public Works
❑ Finance ❑ Fire
❑ Utilities
City of Paris Revised 2/04/08
34
~ ~
~V
l nle
r j Paris Economic Deveiopment Corp. Mid-year Review
As of April l s`; Paris Economic Development Corporation (PEDC) will be half way into its fiscal
year. The following mid-year review is a two part, brief look at what the PEDC Board and staff
have been working on far the past six months, as outlined in its 2010-l 1 Plan of Work. The full
text of the PEDC Plan of Work is available at http://ww",.paristexasusa.com/node/216. As
always your comments, feedback and suggestions are welcome at parisedc~c~paristexas.com or
~k,,,~,NA,. facebook. com/pari stexasusa.
Business Attraction & Marketing
PEDC has gone wet in its approach to attract new business to the area. With the abundance of
water available for industry in Paris and Lamar County, PEDC staff has begun to actively
promote this valuable natural resource to companies thirsty for it. With ads in two nationally
distributed publications promoting both water and transportation assets; PEDC is hoping to eatch
the attention of businesses that are either closely related to our existing industry or who can
potentially become suppliers to those industries. To maximize the effectiveness of its marketing
efforts, PEDC has begun thorough research of a wide range of water-intensive industries with a
goal of identifying a short list of prime targets for attraction to the area. The research process
consists of reviewing a list of water-intensive industries in two specific geographic regions, as
provided by the database service InfoUSA. Geographic regions of interest are the upper
Midwest and Ca]ifornia, targeted because of their historically high costs of doing business as
compared with Paris; Lamar County and the State of Texas.
PEDC receives qualified leads on a regular basis from the Governor's Office of Economic
Development. These leads are reviewed to deterxnine how Paris matches up with the minimum
criteria specifed by the company engaged in the site search. If minimum criteria are met, then a
proposal package is prepared by PEDC staff and submitted for consideration. Project leads also
come from site location consultants and from PEDC's direct marketing efforts. This year to date,
PEDC is working on approximately 15 projects in response to our marketing and project lead
generating efforts. We work every day to keep the project pipeline full.
In cooperation with the Governor's office, through the website www.texassitesearch.com, PEDC
markets many of the Paris and Lamar County area's available commercial properties. Using this
online too, site selectors and expanding companies can search from a large database of properties
across the state by searching for key property features or nanowing the search by geographic
area. Any building or site posted on the PEDC website will be promoted on the State's property
tool as well, providing double exposure.
PEDC staff is adding value to the local real estate owner and broker community as well. PEDC
recently assembled a thorough listing of retai] and commereial buildings and land. This
information has been, and will continue to be made available to the developer and investor
community showing an interest in Paris, Texas. The information is organized by location, price,
lot size; agenUbroker, company, contact, distance to loop and miscellaneous notes. Al] locations
are mapped and identified by a unique reference number. PEDC's goal is to make Paris more
friendly for this who wish to invest and operate businesses in our community.
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To reach a much broader audience; 3'EDC has significantly ramped up its presence on the Web.
Our new website, w~v-w.paristexasusa.com; was launched in the Fall and has become a critical
tool for promoting available properiies, posting up-to-the minute PEDC news; and providing a
vast amount of community data to site selectors and the public. PEDC also communicates via
the social media outlets of Facebook (NAwxN,.fac.ebook.com/paristexasusa); Twitter
(~~,w.twitter.com/paristexasusa) and YouTube (wwvv.youtube.com/paristexasusa). Be sure to
"friend" or "follow" us so you can stay in the loop on all that is going on in economic
development in Paris and Lamar County.
Business Retention & Expansion
Businesses understand it is easier to keep a customer than find a new one. PEDC's goal for
business retention and expansion is building arid strengthening relationships with our existing
industries. We want to keep existing jobs and help companies grow in Paris. There are several
activities that PEDC incorporates into its relationship-building efforts. First, PEDC supports and
sponsors monthly Industrial Managers meeting,s with active participation by both board members
and staff. Through these regular meetings, PEDC learns of new opportunities or challenges
facing our loca] industries. Industrial Manager meetings allow the leaders of local industry to
hear from each other what changes have taken place in their organization in recent months and
what changes or opporiunities may be on the horizon. By keeping abreast of factors impacting
each other, existing industries are able to share knowledge, information and insight, and PEDC is
able to offer support and advocacy to ensure the continued success of these businesses.
Another important tool for relationship building is one-on-one meetings with the owners and
managers of existing businesses. PEDC regularly makes on-site visits to companies where the
PEDC staff is able to provide detailed information about services and resources we can offer, as
well as provide information on political and legislative matters that may have an impact on the
business. More importantly, PEDC listens to local companies to understand their needs,
requirements and expectations. The informatian shared in these meetings is held in confidence.
We encourage our business contacts to candidly express any problems, issues, jconcerns or needs
for which PEDC may be able to offer assistance. By maintaining frequent contact with our
industries, PEDC is often able to learn of needs and concerns early on and offer support that can
help to not only retain the business in the community, but also to help it grow.
Lastly, PEDC develops and nurtures relationships with existing businesses by sponsoring an
industry appreciation week each year. This week allows PEDC staff and board members to meet
not only leaders but also employees of some of our existing industry. We provide a light
breakfast to a different business each day of the week. The week culminates with a celebration
in appreciation of our business and industry where guests are able to have fun while networking
among each other, and PEDC board, staff; community leaders and elected officials. Building
and maintaining relationships and regular comrnunication helps everybody stay on the same
page.
Red River Region Business Incubator (R3bi) & Support for Entrepreneurs
Your business incubator - R3bi - is now a reality. We have four applicants for the incubator and
two are already in residence at a temporary office. Pending completion of the finish out of the
" 36
facility in the Williamsburg Center at 1445 Clarl:sville, we plan to have the incubator open by
the end of April and wil] have eight new businesses in operation by the end of the year.
In addition to financial support from PJC, the Small Business Development Center (SBDC) and
PEDC, we must raise additional sponsorships to meet the start up expenses and our operating
cost for the remainder of 2011. We are on our way with significani contributions from each of
our local banks and the businesses of Paris including the Paris Regional Medical Center,
Campbell's, Oncor Energy, Paris Chevrolet, Harrison, Walker & Harper, J&L Asphalt, and Paris
Packaging. The R3bi will become a significant contributor to Paris and Lamar County business
success only with the support and sponsorship ol~our local business community and forward
looking individuals concerned about the future of Lamar County and the region. You have the
opportunity to be an imporiant member of that group.
1'he Red River Region Business lncubator has esiablished a presence on the internet at
www.r3bi.orQ.
Maintain & Market "Site Ready" Industrial Park
PEDC continues to identify and increase the amaunt of marketable land available in the City,
County and the Noriheast Industrial Park. Efforts have also been made to keep the park
aesthetically appealing by clearing its frontage along 19`h Street NW, shredding the property
several times throughout the cutting season, and ensuring the proper function of the entrance sign
and pond fountain. We are always prepared to show the property to prospects.
While brochures and images of the park have been available online for quite sometime, this year
PEDC added to its website a virtual tour of the existing available building in the park; the tour is
narrated by board member Rick Poston. PEDC has developed a strong working relationship with
the owner of the existing building and is daily working to find a suitable tenant or buyer for the
30,000 sq. ft. building and 6 acres of adjacent praperty.
The City of Paris will soon consider approval of the Cox Field Airport 20-Year Master Plan.
This document provides a blueprint for improving and developing one of our most valued assets
- our airport. PEDC looks forward to working closely with the City on this effort.
PEDC Reporting & Accountability
The PEDC staff has implemented a new budgeting and financial reporting process this year.
More than ever before, the PEDC Board and the public are aware of our community's economic
development financial resources. Our commitment to accountability and transparency with
taxpayer funds is priority number one. Vde are happy to review any aspect of PEDC's operations
and plans on request. Our website is www.paristexasusa.com.
Develop & Promote a Positive, Pro-Business Climate for Paris & Lamar County by
Providing Leadership & Strategic Future Vision
This portion of PEDC's Plan of Work is broad, and it is of great importance to PEDC's ability to
attract new business to the area. Many activities have been, and continue to take place in pursuit
of this goal. 1n late 2010 and early 2011 PEDC held two community strategic planning sessions.
The first session was attended by PEDC board members, city council menibers and key city
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staff. The second was attended by a broader audience of approximately 100 people representing
a cross-section of community leaders from business, education, governmenL politics and non-
profits.
The result of these community-wide planning sessions was a list of seven critical priorities and
accompanying strategies to address these priarities. The success of the strategic planning session
Nvill be determined by the 1eve1 of buy-in and ownership of the plan at all ]evels of community,
from leadership to citizenship. PEDC is committed to promoting this plan throughout the
remainder of this fiscal year and beyond. It is definitely a complicated and messy work in
progress to create a world-class community of which we are all proud.
Another imporiant step to achieving a positive, pro-business climate for our area is staying
informed on major legislative issues impacting Paris and Lamar County. To this end; PEDC is
actively involved in several transportation related organizations in an effort to keep the 4-lane
Highway 24 project on the forefront of all influential radars. With participation in the Sulphur
River Regiona] Mobility Authority and TEX-21; the I-30 Corridor Coalition, PEDC is up to date
on all transportation legislative matters.
PEDC Board and staff has also been involved in helping to create the Lamar County Chamber of
Commerce's legislative agenda for 2011. We will be attending Lamar County Day in Austin to
participate in meetings with key legislators and to help share Paris' needs with state leaders.
Communication with elected officials at all levels is necessary for our needs and concerns to be
heard. PEDC regularly communicates with our elected officials personally or through formal
written communication to ensure that no issue goes unheard.
Finally, a pro-business climate demands an available, trained, work-ready workforce. PEDC has
provided support for the formation of the Pari.s Young Professionals (YP) group and staff
frequently participate in or provide suppori for YP events. PEDC has also been working closely
with local ministers, Workforce Solutions NF; Texas and Paris Junior College to open
communication between people who need jobs and the employers who need dedicated, hard
working employees. PEDC has supported two employment-related fairs that resulted in job
seekers honing their job search skills and even submitting resumes for open positions.
PEDC is working closely with Workforce Solutions NE Texas; the City of Paris, and the
Diversity Taskforce on an exciting slate of events and activities to proactively address diversity
and inclusion issues in a positive and lasting way. Stay tuned for these efforts in the coming
weeks and months.
While many and varied; the goals of the PEDC 2010-11 Plan of Work are each vital to the health
and growth of Paris' and Lamar County's business and industry base. No two days are ever the
same and priorities can change at a moment's notice, but you can be sure that the ultimate goal
of the PEDC board and staff is to daily seek those things that position our City and County to be
a place where businesses grow and thrive, making our area irresistible to others who haven't yet
discovered their home in Paris, Lamar County, Texas.
- 38
Paris Economic Development Corporation (PEDC)
Request for Proposals (RFP)
City of Paris, Texas Development Services Comprehensive Review
August 2010
Cit~, of Paris Business Climate Issues (Opportunih for Improvements)/Scope of Work
Background
From time-to-tiine concern and dissatisfaction with the City of Paris' processes, policies, procedures, etc.
related to "development services" have been discussed and brought to PEDC's atteiition. To be fair, many
customers who are required to interface with the City for their project are very satisfied with the results.
However, there are also many who have had an experience they would say is less than satisfactory.
Similarly, the City ofMcKicmey faced many similar challenges related to their "development services"
fiinctions. McKiriney hired a consulling firm named Zucker Systems to review these functions and make
specific recommendations io correct an unacceptable situation.
Most agree that tlie City of Paris and I.amar County must exude a business friendly attitude and PEDC can
market this as a sVength and competitive advantagc for successful economic development. Simply saying we
arc business friendly does not make it true. If there is a problem, it must not be ignored. The recent assessment
report for the Red River Region Business lncubator iiicluded interviews, comments and a ranking of the City of
Paris' business friendliness of 4 on a scale of 1 to 10. Admittedly, the sample size of these rnterviews was
small, and speaking to awider population of thc City's customers may have resulted in a completely different
result. AMe must not ignore these issues, however large or small they are. There is an opportunity to work with
thc City of Paris to address these challenges.
Staff is requesting Board approval authorizing them to develop and issue a request for proposals (RFP) for a
cornprehensive review of the following City of Paris' development related functions:
1. Building Plans Review
2. Pemiits and Licensing
3. tnspection Services
4. Code Enforccmcnt
5. Historic Preservation Commission
6. Planning and Zoning Commission
Thc proposed review would include existing ordinances, policies, procedures, processes, fees, staffing levels
and other related issues to delivering these "development services". The review will identify areas of sU-ength
as well as areas needing improvement.
Pro.posed Scope of Services
The scope of services to be performed inay ijiclude, but not be limited to the following:
1. Review and analysis of management control practices and organization struchires.
2. Tdentif), work activities and deterniine work volumes, and recommend appropriate staffing levels.
39
Paris Economic Development Corporation (PEDC)
Request for Proposals (RFP)
City of Paris, Texas Development Services Comprehensive Review
August 2010
Rescarch and develop best practiccs and capabilities for thcsc functions to bc delivered in a dynamic and
customer-oriented environment.
Recommend work process redesign, iuternal restructuring witlliri and across existing departments,
divisions, work units, etc., to include related Boards and Commissions.
Review, analyze and recommend specific actions to enhance management and operationa( processes
resulting in higher quality, more efficient delivery of services.
Develop business processes that compliment the use of technology and software tools to inerease
efficiency, effectiveness and customer responsiveness.
Develop specific perfomiance indicators and reporting mechanisms to measure quality, quantity and
efficiency/effectiveness of service delivery.
Conduct any necessary fieldwork to gather the data needed to perform the evaluation of the efficiency
and effectiveness for the assigned project, including:
a. Personal interviews.
b. Review of documentation.
c. Review of policies, principles and procedures.
d. Observance of operations and/or survey questionnaires.
c. Companng and contrasting the data with any availahle benchmarks for similar operation or
functions.
f. If no benchmarks are available, consultant will perform surveys of other similar sized municipal
govcrnmcnts to develop comparison data.
g. Identify current organizational structures and best practices of the various functions, divrsions,
departments, Boards and Commissions identified.
Provide PEDC and the City of Paris with a draft copy of the initial findinbs for review and commend
prior to issuance of final report.
10. Appear at PEDG and City Council meetings to present and explain methodologies, analyses, conclusions
and recommendations to achieve the following goals:
a. Improve customer service and communication.
b. Eliminate redundancy.
c. Inerease work productivity/capacity.
d. lmprovc response times.
e. Create streamlining opportunities.
f. Address issues/problems resulting from interviews, surveys and data gathering.
g. A detailed illustration or flowchart of the existing processes (as-is) and a revised illustration or
flowchart of the reconlmended process (to-be).
h. Specific actions required to transform the processes from "as-is" to "to-be"
Rccommendation
1.This process viust be cooperative and collaborative. PEDC cannot force the City to participate, nruch less
implement changes based on recommendations of the consultant.
- 40
Paris Economic Bevelopment Corporation (PEDC)
Request for Proposals (RFP)
City of Paris, Texas Development Services Comprehensive Review
Augusr 20] o
2.The McKinney study was conducted by Zucker Systems, San Diego, CA at a cost of approximately $90,000.
PEDC should agree to fund at least half (if not all) of thc cost of the proposed study. Also interviewed werc
Management Partners, Cincinnati, OH and Matrix Consulting, Plano, TX
3."I'here must be an agreeinent and commitment of the City to implement the recommendations, similar to thc
contractual accountability and perfonnance PEDC reqtiires of companies who receive incentive funds
through PEDC.
4.AIso recomTnended is to forrn a"Blue Ribbon" Taskforce in conjunction with the City Council to coordinate
this effort and oversee implementation.
S.Finaily, these issues are critica] to PEDC's ability to be successful at business attraction, thereby increasing
newjob cieation and capital invcstments in Paris ancf Lamar County.
3
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City of Paris Lean Assessment Proposal
March 10, 2011
PREPARED FOR:
Paris, Texas Economic Development Corporations
1125 Bonham Street
Paris, TX 75460
www.paristexasusa.com
POINT OF CONTACT:
Steve Gilbert
SUBMITTED BY:
Texas Manufacturing Assistance Center (TMAC) and
Texas Engineering Extension Service (TEEX)
301 Tarrow Drive
College Station, TX 77845
(800)541-7149
Fax (979)458-6727
POINT OF CONTACT:
Roger Caldwell
TMAClTEEX Program Manager
(979) 277-2365
roaer.caldwell@teexmail.tamu.edu
Albert Perez
TMAClTEEX Project Coordinator
(979) 421-2283
albert.perez@teexmail.tamu.edu
_ 42
P"roposal: City af Paris Lean Assessment
The Texas Manufacturing Assistance Center (TMAC) and the Texas Engineering Extension
Service (TEEX) are pleased to submit a proposal in response to Steve Gilbert's request to
provide the City of Paris with an onsite Lean assessment. The aim is to create a spirit of
improvement that draws on specific tool sets, concepts and principals necessary to achieve the
strategic vision of the city officials. This proposal is based on experience in providing similar
services supporting companies statewide.
Objective
The primary objective of this two day assessment is to discuss the possibility of using Lean
techniques and initiatives to identify opportunities for improvement within the city resources for
the City of Paris.
The assessment will require the TMAC practitioner to evaluate the city's current administrative
processes and public resources (i.e. Fire, Police and Utility etc...) to identify potential Lean
initiatives that may be used to improve service levels and/or lowering cost by eliminate waste
within the city's operations.
These objectives clearly fall into the scope of work that TEEX has experience in accomplishing
as a member of the TMAC network.
Scope of Work
Upon acceptance of this proposal, TMAC will work with Steve Gilbert and Paris City Officials to
identify the specific strategies to accomplish the general objectives listed above.
Timeline
TMAC will work diligently to complete a proposal for the City of Paris in 2 to 4 weeks after the
initial assessment. The proposal will outline recommended Lean training and/or events, along
with proposed start dates, to aid in accomplishing the objective and goals identified during the
onsite assessment.
Project Fee
As agencies of the State of Texas, TEEX and TMAC are non-profit State Agencies. We ask that
you consider this proposal valid for 30 days from the date of submission. If you need to consider
these services after that date, please request a new proposal so we may review personnel
availability and provide an accurate estimate of timeline and fees. The total cost of the
assessment is $3,915. This is a fixed fee proposal consisting of a two day onsite assessment as
outlined in the objectives listed above.
0 1 1 43
Background
The Texas Manufacturing Assistance Center (TMAC) is a participating member of a National
Institute of Standards and Technology (NIST) manufacturing outreach program "Manufacturing
Extension Partnership (MEP)". Founded in 1995, TMAC serves as the MEP for Texas tasked
with helping Texas companies stay in business by improving their ability to compete in the
global marketplace through improvements in efficiency and productivity.
TMAC consists of a consortium of technical experts from many different disciplines provided by
the TMAC partners: Texas Engineering Extension Service (TEEX), University of Texas at
Arlington, University of Texas Pan American, University of Texas at EI Paso, Texas Tech
University, University of Houston and Southwest Research Institute.
As a partner in TMAC, TEEX is a not-for-profit State agency and a member of The Texas A&M
University System. TEEX has been providing assistance for public and private institutions since
its conception in 1919 and as a State agency under the Texas Education Code since 1948.
TEEX is wetl known for its technical training and technical assistance in many disciplines and
internationally known by the Fire Service through its Bratton Fire Training Institute in College
Station, leadership in Texas Taskforce 1, and its role in the National Emergency Response and
Rescue Training Center.
44
FEI)C Executive Director's Update
June 2011
Budget Highlights:
1. $ I.19M estimated revenue for current FY, ag,ainst $ l.OM budget.
2. $427K estimated fiind balance carryover from FY 2010-1 l to FY 2011-12.
3. $1.OM conservative revenue projections from 1/4 cent sales tax for FY 2011-12.
4. $2.8M in current cash including bond reserves and CDs.
5. Shannon B. position upgrade.
6. Shannon J. to full-time.
7. Staff training and professiona] development, association memberships, etc.
8. Year 3 of Chamber lease agreement $60,000.
9. Retain Rachel Schory and Rickey Hayes.
10. Budget for all incentives payable from fund balance/carryover/cash reserves.
11. New and existing industry funds available (Sustainable Manufacturing Initiative
Recorrvnendations, Texas A&M, Diversity and Youth Summit, etc.)
12. Equipment (LCD projector, laptop, software, iPad) and telephone upgrades as needed.
13. R3bi staff and operational financial support, also option to extend SBDC suppori.
FY 20] l-l2 Plan of Work update in progress, to align with 7 Critical Issues and Strategic Plan
Priorities and Regionnovate's recommendations. Key elements:
l. Business Attraction and Marketing.
2. Business Retention and Expansion.
3. R3bi and Entrepreneurial Supports.
4. Maintain and Market "Site Ready" Industrial Parks (Northwest and Airport).
5. PEDC Reporting and Accountability.
6. Develop and Promote a Positive, Pro-Business Climate for Paris and Lamar County by Providing
Leadership and Strategic Vision.
A. Legislative Agenda. B. City of Paris Utilities and "Development Services."
C. Downtown and Historic District.
D. Workforce, Talent Attraction and Diversity.
• Diversity Update Report Attached. City Council approved share of funding. Timeline pending.
• Two site visits with Rickey Hayes last week as follow-up to RECON Trade Show.
• Successful ]ncubator Grand Opening. Working on draft MOU with PJC.
• Regionnovate Update Attached. Kick-off ineetings June 22nd-24th. 4:00-5:30 pm, June 22nd.
• WF Solutions NE TX Regional Workforce Study w)th TIP Strategies underway.
• Highway 24 Project Opportunities under development with TXDOT, SR.R.MA, I-30 Coalition and
other stakeholders.
- 45
PEDC Executive Director's Update
June 2011
- Active Projects:
1. Westward Bound - Site visit follow-up sent to Governor's Office and forwarded to prospect. See
Executive Session Repori.
2. Extreme EZ - Follow-up information sent. See Executive Session Repori.
3. Tiger Tale - 1 st Phase TMAC Assessment completed. Executive Session Update.
4. Wrecking Bal] - Follow-up to proposal sent to prospect. Awaiting their response. They are
considering a site in the County as well as the original site in the City.
5. Westgate - Continue to coordinate with prospect.
• Proposal this week to Project Green Bull. Presentation to PEDC at next meeting.
• Attending Rural Summit in San Marcos June 16-17.
Respectfully Submitted,
~
Steve Gilbert, Executive Director
Attac}unents
• Diversity Initiative Update and Taskforce Support
• Regionnovate Advisory Committee Letter and Project Timeline
• White House Rural Council Information and Executive Order
46
2
Shannon Barrentine
From: Paris Diversity Task Force [Paris_Diversity_Task_Force@mail.vresp.com]
Sent: June 10, 2011 3:37 PM
To: shannon@paristexas.com
Subject: Task Force Update and Council Address
Click to view this email in a browser
Diversity Task Force Update
Dear Task Force,
Attached is the presentation we plan to make at the Paris City Council Meeting on Monday. As you can
see, we are supporting the Diversity Initiative proposed by the PEDC and plan to merge the Task Force
efforts into this new one. We have so appreciated all of your help and hope you can join us for our last
three projects as well as the Initiative. And, we welcome your presence at the City council Meeting on
Monday
Mary and Marva
ADDRESS TO THE PARIS CITY COUNQL
"As you know, the Task Force was begun 31/2 years ago as a grassroots organization to address the
racial tension in the community. Many of you have participated with our committees and in our events
and we have appreciated it. Our projects have been a positive force in Paris. We have given
opportunities for people of all races to meet, talk, and work together through our projects - the City
Wide Block Party, The Law Enforcement Meet and Greet, Motivational Speakers in the schools, our U-
Turn awards, the ministerial swaps between white and black churches, Diversity Dinners, and the very
powerful Challenge Day that was brought to three school districts and changed lives. We've met all over
town - MLK Church of Christ, St. Paul Baptist, Calvary Methodist, Mt. Zion Methodist, First Christian
Church, the Civic Center, and the Fairgrounds. We have received financial support from many
individuals, the United Way and from the City of Paris for which we are grateful.
But, from the beginning, we knew we needed a plan to address diversity issues. Our projects were good
but not enough. We had thought one would come from the U.S. Justice Department. We asked the City,
the Chamber of Commerce and the PEDC to provide the needed funds to develop a road map of where
we are, where we need to be, and how to get there. Until recently, we made little progress. But thanks
to Steve Gilbert and the current board of the PEDC, we hope the Paris Diversity Initiative is going to
finally happen and we welcome the help.
Our position on the Diversity Initiative is that we will support the group that gets the contract. It is
important to have a company that can deliver the services which apparently all three bidding companies
can. But what is most important is that this community embrace the initiative, participate, be willing to
hear and to act, and that we recognize we're being held back by our inability to adequately address
racial concerns. Support must come from all races, from the rich and poor, businesses and schools. If
that kind of participation happens, we will, at last, acquire tools to deal with the future and improve our
reputation.
- - 4'7
,
The Task Force plans to finish its projects for this year - one more Diversity Dinner, the Block Parly, and
the return of the speaker, Keith Davis, to the Paris schools. In September, we wiii close out and merge
into the Diversity Initiative where we look forward to the involvement of many more citizens who care
about Paris and are wilting to work for solutions.
This is not a project to be taken lightly. IYs not something to just check off. We have to be serious
about the need but we can also be hopeful about the result. We encourage the City of Paris to
financially support the Initiative through a contribution towards the cost of the contract. "
If you no longer wish to receive these emails, please reply to this message with "Unsubscribe" in the subject line or simply click on the following link: Unsubscribe
Paris Diversity Task Force
115 Bonham Street
Paris, 75460
US
Read the VeAicalResponse marketing policy.
CiYV[r9:!~tn~
48
Paris, Texas Biversity Initiative Update
June 2011
7'onight's Goals
1. Answer Questions
2. Provide Accurate Information
3. Move Forward
Issue: Whv do we need to spend any money on a diversitv initiative?
1. Learn from other best practice communities.
2. Assess aNvide range of opinions and perspectives about our cunent situation.
3. Develop a focused implementation plan for the future.
4. Be proactive and change the perception and bad publicity we have received as a racist community.
5. Stop and counteract negative outsider influences tl-iat create conflict, strife and disagreements in Paris.
6. Show that we are not as we have been portrayed.
7. Create a business environment to attract new industry and jobs.
8. Show that our diversity is our strength and teach that to our youth.
9. Work together to understand our differences and make them our competitive advantage.
10. Help small businesses with training and tools that help them recruit and keep a diverse workforce.
Purpose of the Diversity RFP
I. Engage employers and community to be proactive and together on issues of race and diversity in Paris,
Texas.
2 Conduct a 3rd party assessment (interviews, focus groups, surveys, forums, data gathenng).
3. ldentify and Showcase Best Practices We Can Learn From.
4. Provide Recommendations, Action Plans, Implementation Activities at a Leadership and Youth Summit.
5. Develop a Workplace Diversiry Toolkit and Training Program for Small Business.
Issue: PEDC Stole Ken Rogers' Ideas.
1. PEDC engaged with the Diversity TaskForce and NAACP Leadership in response to the Turner
Industries crisis in May 2010. We have been working with them since then.
2. PEDC's Plan of Work includes conducting both Diversity and Youth Summits.
3. The Diversity Taskforce supporis hiring a third-party consultant to develop a plan for the future.
4. PEDC staff prepared the scope of work for the RFP.
5. We used Google searches for "diversity summit," "diversity taskforce," etc., for ideas from other
communities.
6. The RFP scope of work is not anybody's intellectual property.
7. The RFP includes language that the proposals and materials provided by Bidders in response to the RFP
become property of the funding organizations.
8. The RFP gives PEDC the right to act in it's best interest at it's sole discretion.
9. How the individual companies deliver their services is their intellectual property - their "know-how" and
their ide.as of "how-to" are uniquely theirs. We get the intellectual property of the company we hire.
The RFP Process
1. WF Solutions and PEDC cooperated to ]everage resources and coordinate efforis.
2. Comrnittee Review of Written Proposals.
1 49
I'aris, Texas Diversity Initiative Update
June 2011
3. Public Bidder Presentations to PEDC, City Council, Diversity TaskForce, NAACP
4. Cost Comparison (Best Value)
lssue: We should spend monev with local companies.
1. Generally we contract with and purchase from loca] companies for goods and services.
2. Sometimes we must hire outside companies who have unique knowledge, experience and expertise.
3. It is healthy to seek opinions and perspectives from knowledgeable experts fram outside of Paris.
4. A cost difference of $30,000 is significant.
5. Te RFP says price is a key component of the evaluation criteria, and addresses best value.
6. We cannot justify the cost difference to contract with the local company.
7. To argue for spending an additional $30,000 for the local services is not defensible or fiscally
responsible.
Issue: Five white men made this decision.
Review Committee (4)
• 25% Female
• 50% African American
Bidder Presentation Participants (27)
• 26% Female
• 19% African American
PEDC supports the City Council to appoint women and minorities to City Boards and Commissions,
including PEDC.
Outcome and Next Steps
1. All three bidders are experienced and qualified to deliver requested services.
2. All three are minority owned businesses.
3. With City Council's support, PEDC will seek support of Judge Superville and the County Board of
Commissioners.
4. Negotiate and execute the final contract with Executive Diversity Services.
5. Form a project leadership/advisory team including key stakeholders, groups and individuals who are
interested and willing to volunteer their time, talent and resources.
6. Complete project timeline and launch project.
Respectfully Submitted,
/Steve Gilbert
50
2
0
llttie ROtk
~
0
J*dMm
Gulf of Mexico
Multi-Modal
• US Highways 82 and 271
• Four-lane route from
Mexico to Ontario, Canada A
• 38 miles from I-30
• 130 miles to I-40
• One hour to US Highway 75
• Cox Field Airport - 6,000 ft. lighted asphalt
runway and two 4,500 ft. crossways
• Regional short line railroad - Three CLASS I
interchange points (KCS, UP, BNSF)
a
NmoN»n.
a ~
►
Prime Central Location
To Port of Houston 300 miles
To Dallas/Ft. Worth Metroplex 100 miles
To Oklahoma City, OK 210 miles
To Shreveport, LA 155 miles
Proximity to DFW Metroplex and
Southeastern United 5tates
• 110 miles northeast of Dallas/Ft. Worth Metroplex,
and the I-35 corridor
• Four state region - Texas, Oklahoma, Arkansas
and Louisiana
Regional Hub and Workforce-Ready
• 196,000+ available skilled workforce
I'EXAS
P R
I
S
Economic Develolm2ent C
orl)oration
~
l
Paris Econamic Developrrient Corporation
1Vleetin 1Vlinutes
ay 10, 201
Board 1Vlembers
Present: Pike Burkhart; Sr.
Doug Wehrman
Dan Smith
Rick Poston
Chad Brown
Ex-officio Members '
Present: Pam Anglin, PJC President
Gene Anderson, Acting City Manage
Mindy Moree, Chamber President
Legal
Counsel: Kent McIlyar, City Attorney
City Council
Liaison: Edwin Pickle
Staff Steve Gilbert. PEDC
Present: Shannon Barrentine. PEDC
Shawn Napier, City Engineer
Guest(s)
Present: Connie Beard, The Paris News
r Fred Green, R3bi Incubator Director
James Price, Diversity Task Force
Laurie O'Neal, Econ. Dev.
Texas Governor's Office
Kay O'Dell, Exec. Director
Workforce Solution of NE Texas
Kenny Dority
Kenneth Rogers, Sr., The Right Talent
Kenneth Rogers, Jr., The Right Talent
Rhonda Rogers, Paris City Counci]
Pike Burkhari, called the meeting to order at 3:07 p.m. Pike welcomed those present.
Minutes from April 14, 2011 were reviewed. Doug Wehrman mentioned, for the record, thai the
County was invited to attend any and all PEDC Board meetings for their input on any subject that is being
discussed. Gene Anderson stated that his reference in the April 14, 2011 minutes to whether the County
had been "invited" was meaning had they been approached about monetarily supporting the Diversity
effort as the City has been of late. The Minutes were approved, as submitted, by a motion from Doug
Wehrman; seconded by Rick Poston. Motion Carried 4-1, with Chad Brown abstaining due to his not
being present at the Apri] 14, 2011 PEDC Board meeting.
Financial reports for April; 2011 were approved, as submitted, by a motion from Chad Brown;
seconded by Rick Poston. Motion Carried 5-0.
Steve Gilbert stated that the majority of his Director's Report involved discussion in Executive
Session. He also stated that a site visit was scheduled for Wednesday, May 11`h.
Discussion and possible action regarding Diversity Training RFP recommendations. Steve again
outlined the cost of services from Executive Diversity Services for $59,000 and The Right Talent for
$89,000. He then provided an overview of the proposed project broken down in Tasks l through S
(attached). Workforce Solutions has negotiated servic,es for Task 5: "Develop a diversity training program
including a how-to toolkit for small business owmers" with Executive Diversity Services for a cost of
5;000. Steve recommended that the PEDC Board not seek additional funding to avoid delays and
controversy and approve to pay the balance of $44;900 for Tasks ] through 4 with Executive Diversity
~ 52
Invitation to Participate
To: Projeci Advisory Committee
From: Pike Burkhari; Chairman; Paris EDC Board
Steve Gilbert, Executive Director, Paris EDC
RE: Paris Regional Manufacturing Initiative
June - September 2011
You are invited to participate as a member of the Project Advisory Committee far the
Paris Regional Manufacturing Initiative. This is a short-term commitment and is critically
important to our economic future. Below is information about the Advisory Committee
and the Initiative:
Background on Proiect and Initiative
The Paris Regional Manufacturing Initiative, through the initial funding from the Paris
Economic Development Corporation, has retained the services of Richard Seline, from
Washington DC-based Regionnovate LLC. The Initiative is focused on identifying assets,
infrastructure, capacity of workforce and skills, and the near-term scenario for our region
to become a national hub of sustainable, advanced manufacturing in food and consumer
goods.
In this scenario, we would leverage our existing relationships with five consumer brands,
partner with regional and state interests around the emerging Corporate America focus
for more efficient and profitable manufacturing, and become a state-leader in the
recruitment and attraction of new brands, increased market-share, and ultimately the
transformation of our economic development future.
The goal is to position the Paris Region as a state test-bed and then to connect with other
regions around the U.S. in driving manufacturing in rural America as a place of choice
for national and global brands. Further, our initial goal is to ensure our people, assets, and
infrastructure are prepared now to engage with and respond to the expectations of
Corporate America's selection of locations that "get it" - that understand why sustainable
and advanced manufacturing are vital to their bottom-lines and the communities in which
they thrive.
Role of the Proiect Advisory Committee
The members of the Project Advisory Committee are viewed as civic stewards and in turn
civic "investors" - suggesting that you will examine the Initiative through a lens that
encourage hard questions, assessment, and specific implementation tactics - along with
vital performance and outcome metrics. Very similar to how an investor would examine a
business plan and their own investment in an opportunity.
53
We wil] meet no more than four times over the course of the Phase 1 project plan
(attached) and foi- no more than 90 minutes in length. Each meeting will have an agenda
for the work to be done then and the feedback, decisions, and direction required from the
Committee. Upon completion of the firsi, kick-off session, we will sub-divide into three
working groups around key elements of the Initiative design - and ask that you take a
role in one of those working groups. Materials; briefing papers, and any information
requiring your attention will be provided at ]east one-week prior to each gathering.
Criticat Work of the Advisory Committee
In the capacity of `civic stewards/civic investors' - the critical work of the Advisory
Committee can be found by:
1) Focusing on the implementation of the findings and recommendations created
from Richard Seline's analysis and the input of the PEDC staff
2) Identification of priorities and spec-ific action steps; we tuiil identify 5-7 items on
which to launch the Initiative, not 20 nor 30 as some previous plans have
suggested or encouraged. Thus we wi11 be highly targeted
3) Performance metrics will be adopted for each part of the Initiative planning and
execution - simply if we cannot measure it then i# will not be included.
4) Investment of time, energy, and then resources is the pathway to success - we
need your ideas, thinking, networks outside of the region, and commitment
towards transforming the Paris regional economy through the Initiative. Only then
- based on the specifics - will resources be necessary to invest in the `business
plan.'
5) The Initiative WILL have a business plan approach - how much market-share we
are looking to attract in food and consumer good manufacturing, what is
necessary infrastructure and transportation to seek federal and state grants, where
do we take our `team' Lo recruit coznpanies and industry to Paris and what do we
offer them to become partners in our strategy? These and other questions will be
addressed in the plan.
6) An open mind to be innovative, creative, and entrepreneurial - this is not
traditional economic development - and therefore if we are to compete for jobs,
resources, investment, and companies - then we need to think like global
competitors and learn the `language', the methods, and the tactics that others have
adopted. Therefore this is as much a learning process as it is a implementation
planning scenario.
7) Some members will be asked to attend meetings in Austin or other locations as we
make progress towards the final draft of the initiative plan - and we look to your
interest and schedule for such participation.
Resources Available to the Advisorv Committee
Each meeting and working group session will have specific materials related to the
objectives of the Initiative planning process - and we ask that you take the time to review
these before attending. In turn, we will make available a number of documents and
suggested readings on the PEDC website for the Initiative. And finally, where and when
applicable - we will an•ange conference or video-links to subject matter experts around
54
the US that can bring additional insights to your questions and explorations for the fina]
design of the plan and execution of tactics. Therefore, in less than 120 days, we will go
from exploration to execution...of not anather report but of a specific detailed initiative.
Final Observation of the Advisorv Committee
A food and consumer goods manufacturing initiative has been adopted in concept
because it offers a response to our competitive advantage in the Paris Region. It cannot
resolve every challenge nor problem facing the region, but we will look to apply the
elements of previous work by PEDC and the community to ensure that we are ]inking and
leveraging concerns and barriers. Simply, through a Manufacturing Initiative, we CAN
address workforce and skills, infrastructure, community outreach and inclusion,
entrepreneurial and new business development, and similar issues that have been
discussed over the years. However, we must be highly targeted and focused with your
time and energies - and therefore we will have to make tough choices about how we
allocate those energies and therefore existing and future resources to achieve success.
The most important challenge for the Advisory Committee and subsequent work is a key
phrase: "No champion, no initiative; no leader, no result... "
The Project Advisory Committee - and the larger community that will eventually become
part of the strategic implementation - must look to themselves as both champions and
]eaders to ensure that the initiative and results are the best selected for our region and our
long-term agenda. The consultant, Che PEI)C staff, and even elected officials are not the
sole source of champions and leaders - this must be a civic-driven, private sector focused
plan and implementation.
55
OPA News Release: Obama administration establishes White House Rural Council to stre... Page l of 1
News Refease
OPA News Release: [06/09/2031]
Contad Name: Elizabeth Alexander
Phone Number: (202) 693-4675
Release Number: 11-0894-NAT
Obama administration establishes White House Rurai Council to strengthen rural communities
WASHINGTON - The White House today announced the estabiishment of the first White House Rural Council. While rural
communities face challenges, they also present economic potential. To address these challenges, build on the administration's rural
economic strategy and improve the implementation of that strategy, the president signed an executive order establishing the White
House Rural Council.
"Strong rural communities are key to a stronger America," said President Barack Obama. "That's why I've established the White House
Rural Council to make sure we're working across government to strengthen rural communities and promote economic growth."
The White House Rural Council will coordinate programs across government to encourage public-private partnershlps to promote
further economic prosperiry and quality of life in rura{ communities nationwide. Chaired by Secretary of Agriculture Tom Vilsack, the
council will be responsible for providing recommendations for investment in rural areas and will coordinate federal engagement with a
variety of rural stakeholders, including agricultural organizations, small businesses, and state, local and tribal govemments.
"Rural America makes significant contributions to the security, prosperity and economic strength of our country," said Agriculture
Secretary Tom Vilsack. "The Rural Council announced by President Obama shows his continued focus on promoting economic
opportuniry, creating jobs and enhancing the quality of life for those who live in rural America. Together with the rest of the Obama
administration, USDA has worked to support families and businesses in rural communities so that their success will pay dividends for all
Americans."
In the coming months, the White House Rural Council wilf focus on job aeation and economic development by increasing the flow of
capital to rural areas, promoting innovation, expanding digital and physical networks, and oelebreting opportunity through America's
natural resources. The council will begin discussing key fadors for growth, including:
Jobs: improve job training and workforce devebpment in rural America.
Agriculture: expand maricets for agriculture, including regional food systems and exports.
Access to credit: increase opportunity by expanding aaess to capital in rural communities and fostering local investment.
Innovation: promote the expansion of biofuels production capacity and community-based renewable energy projects.
Networks: develop high-growth regional economies by capitalizing on inherent regional strengths.
Health care: improve access to quality health care through expansion of health technology systems.
Education: increase postsecondary enrollment rates and completion for rural students.
Broadband: support the president's plan to increase broadband opportunities in rural America.
Infrastructure: coordinate investment in critical infrastrudure.
Ecosystem markets: expanding opportunities for conservation, outdoor opportunities and economic growth on woricing lands and
public lands.
"Safe and healthy workplaces and a local workforce prepared for the jobs of the 21st century are vital to sustaining strong rural
communities," said Secretary of Labor Hilda L. Solis. "The Rural Council will help the Labor Department more effectivefy support
greater coordination among businesses, rural workers and government resources. The result will be safer, more innovative and more
competitive workplaces, and greater prosperity for our nation."
Since taking office, President Obama's administration has taken significant steps to improve the lives of rural Americans and has
provided broad support for ru21 communities. The Obama administration has set goals of modemizing infrastructure by providing
broadband access to 10 million Americans, expanding educational opportunities for students in rural areas and providing affordable
health care. In the long term, these unparalleled rural investments will help ensure that America's rural communities are repopulating,
self-sustaining and thriving economically.
View the Executive Order (PDF)
Freedom o! Inlormation Act I Drivaq B Securiry StatemeM I Disdaimen I Customer Survey I lmportant Web Site Notices I Plug-ins Used Cy DpL
U.S. Depanmmt of LaDor I Francts Perkins BuiMlrg, 200 Constilution Ave., NW, Washirgton, OC 10230
htt^'//www dd oov/ I Tekdwrk: 1-866-a-USA-0OL (7-666-497-1365) 1 l'fY: 1-677-889-5627 1 jyptad tis
56
THF V7HITE HOUSE
Cffice cf the Press Secretary
For Immediate Release June 9, 2011
EXECUTIVE ORDER
ESTABLISHMENT OF T1;E WHITE HOUSE RURAL COUNCIL
By the zuthority vested in me as President by the
Constitution and the laws of the United States of America and
in order to enhance Federal engagement with rural communities,
it is hereby ordered as follows:
Section 1. PolicY. Sixteen percent of the American
population lives in rural courties. Strong, sustainable rural
communities are essential to winning the future and ensuring
American competitiveness in the years ahead. These communities
supply our food, fiber, and energy, safeguazd our natural
resoUrces, and are essential in the development of science and
innovation. Though rural communities face numerons challenges,
they also present enormous economic potential. The Federal
Government has an important role to play in order to expand
access to the capital necessary for economic growth, promote
innovation, improve access to health care and education, and
expand outdoor recreational activities on public lands.
To enhance the Federal Government's efforts to address
the needs of rural Amezica, this order establishes a council to
better coordinate Federai programs and maximize the impact of
Fedesai investment to promote economic prosperity and quality
of life in our rural communities.
Sec. 2. Establishment. There is established a White House
Rural Council (Council).
Sec. 3. Membership. (a) The Secretary of Agriculture
shall serve as the Chair of the Council, which shall also
inclurie the heads of the following executive branch departments,
agencies, and offices:
(1)
the
Department
of
the Treasury;
(2)
the
Department
of
Defense;
(3)
the
Department
of
Justice;
(9)
the
Department
of
the Interior;
(5)
the
Department
of
Commerce;
(6)
the
Departmer,t
of
Labor;
(7)
the
Department
of
Health and Human Services;
(E)
the
Department
of
Housino and Urban Development;
~ P~F
L
(5) the Department of Transportation;
(10) tne Department cf Energy;
(11) the Department of Educatior,;
(12) the Department of Veterans Affairs;
(13) the Department of Homeland Security;
(19) the Environmental Protection Agency;
(15) the Federal Cotnmunications Commission;
(16) the Office of Manaaement and Eudaet;
(17) the Office ef Science and Technology Policy;
(18) the Office of National Drug Control Policy;
(19) the CoLncil of Economic Advisers;
(20) the Domestic Fol2cy Council;
(21) the Nationai Economic Council;
(22) the Small Business Administration;
(23) tne Council on Environmental Quality;
(29) the White House Office of Public Engagement and
Interaovernmental Affairs;
(25) the White House Office of Cabinet Affairs; and
such other er.ecutive branch departments, agencies,
and offices as the President or the Secretary of
Agriculture may, from time to time, designate.
(b) A member of the Council may designate, to perform the
Council functions of the member, a senior-level official who is
part of the member's department, agency, or office, and who is a
full-time officer or employee of the Federal Government.
(c) The Department of Aoriculture shall provide funding
and administrative support for the Council to the extent
permitted by law and within existing appropriations.
(d) The Councii shall coordinate its policy development
through the Domestic Policy Council and the National Economic
Councii.
Sec. 9. Mission and Function of the Council. The Council
shall work across executive deparr_ments, agencie=, and offices
to coorriinate development of policy recommendations to promote
economic prosperity and quality of life in rural America, and
shall coordinate my AcUriinistratior;'s engagement with rural
communities. The Council shall:
(a) make recommendations to the Fresident, throuah the
Director cf the DomestIc Policy Cour,cil and the Director of
the National Ecenomic CoLncil, on streamlining and leveraging
- - 5 f~
FeaeraLL ~nvestments in rural areas, where appropriste, tc
increase the impact of Federoi dollars and create economic
opportLnities to imorcve the quality of life in rural America;
(b) cocrdinate and increzse the effectiveness ef
Federai enoaaement with rura] stakeholders, including
agricultural organizaticns, small businesses, education and
training institutions, health-care providers, telecommunications
services providers, research and land grant institutions,
law enfcrcement, State, loca]., and tribal governments, and
nongovernmental organizations regarding the needs of rural
America;
(c) coordinate Federal efforts directed toward the growth
and deveiopment of geoaraphic regions that encompass both urban
and rural zreas; and
(d) identify and faciiitate rural economic opportunities
asscciated with enezgy development, outdoor recreation, and
cther conservatior related activities.
Sec. S. General Pzovisions. (a) The heads of executive
depaztments and agencies shall assist and prcvide information
to the Council, consistent with applicable law, as may be
necessary to carry out the functions of the Council. Each
executive department and agency shall bear its own expense
for participating in the Council.
(b) Nothing in this ordez shall be construed to impais
or otherwise affect:
(i) authority granted by law to an executive
department, agency, or the head thereof; or
(ii) functions of the Director of the Office
of N,anagement and Budaet relating to budgetary,
administrative, or legislative proposals.
(c) This order shall be implemented consistent
with applicable law and subject to the availability of
appropriations.
(d) This order is not intended to, and does not, create
any right or benefit, substantive or procedural, enforceabie at
law cr in equity by any party against the United States, its
departments, agencies, or entities, its officers, employees, or
agents, or any other person.
BARACK OBAMA
THE WHITE HOUSE,
June 2011.
k t *
59
CAPITOL OFFICF
P.O. Box 12068
Ausrrn, Texns 78717 -2068
(512)463-0101
(512)475-3751 }'AX
DIAL 7 I I FOR RELAY CALLS
UISTRICT nFf1CE - TYLGR
3304 S. BROnnwnv AvE; Sre 103
TYI.ER,TEX45 75701
(903) 596-9122
(903) 596-91 R9 Fnx
KEVIN P. ELTIFE
STATE SENATOR
June 1, 2011
Mr. Steve Gilbert
Executive Director
Paris Economic Development Corporation
1125 Bonham Street
Paris, Texas 75460
Dear Mr. Gilbert:
DISTRICT OFFlCE - L.ONGVIFN'
GRE6G COUNTY COURTHOUSE, STE 301
lO] E. METH\'RJ
1,ovcvrEw, Texns 75601
(903) 753-8137
(903) 753-8568 Fnx
DISTRICT OFFICG - TEXARKAI:A
5411 PLnZn DR., STE D
TEXARKANA,Tex4s75503
(903) 223-7931
(903) 223-7963 Fnx
Thank you for your recent correspondence regarding the importance of protecting rural
areas in the redistricting process. I certainly share your concerns
As a member of the Senate Select Committee on Redistricting, I have publicly stated that
we need to protect rural interests as much as possible. During the recent Legislative
Session new maps for the state Senate and House were passed. While I supported the
Senate plan, 1 voted against the House map due to my belief that there were unnecessary
shifts in the boundaries of some districts in East Texas.
A proposed congressional map has been introduced for consideration during the Special
Legislative Session. 1 will keep these concerns in mind as this map is discussed.
Thank you again for taking the time to write. Please do not hesitate to contact me
whenever I inight be of assistance.
Kevi~K P. Elti:
State Senator
KPE/rw
c n