Huntsville Preliminary Assessment

Tyler EDC Intercity Debrief Summary and Strategic Notes

Tyler Economic Development Team Intercity Delegation 2025 - Huntsville, AL Strategic Notes provided by Joe Valladares

I.Letter of Thanks... President & CEO, Scott Martinez II.Executive Summary – Strategic Reflections for TEDC from the Huntsville Delegation Visit III.Strategic Summary – a.Tyler EDC Presentation – Huntsville, AL b.Tyler Delegation – Key Takeaways from Huntsville-Madison Mayors’ IV.Summary & Content – a.Huntsville’s Cyber & Engineering Magnet School Model b.University of Alabama - Huntsville

Thank you To Our Sponsors, On behalf of the Tyler Economic Development Council (TEDC), I extend our heartfelt thanks for your integral role in the success of the Second Annual Tyler EDC InterCity Visit to Huntsville, AL, April 22-25. Your generous sponsorship has been crucial in making this unique opportunity a reality for our community.

Following the success of the inaugural visit to Chattanooga, TN, last year, we are excited to continue this important tradition, which is part of the ‘Pure Tyler Economic Development Strategy’ adopted by TEDC in 2022. This program provides us with the invaluable opportunity to learn from other thriving communities, and we are confident that the insights gained in Huntsville will be instrumental in shaping Tyler's future economic growth.

We aim to bring Huntsville’s remarkable rise as a hub for innovation and economic development back to Tyler. By engaging with industry leaders, touring key facilities, and learning about strategies that have contributed to Huntsville's success, we are building a stronger foundation for our community’s growth.

Your sponsorship was not just a financial contribution but a key factor in the success of our event. Your support enables us to bring back valuable knowledge and strengthens the camaraderie and collaboration that will continue to benefit Tyler's economic development long after the visit. We are grateful for your commitment to enhancing our community and helping to make this impactful experience possible.

Thank you once again for your generous support. We are excited about the insights and connections we will gain from this visit and look forward to sharing them with you and the broader Tyler community in the coming months. We hope for your continued support and collaboration in our future endeavors.

Warmest regards, President and CEO

Executive Summary: Strategic Reflections for TEDC from the Huntsville Delegation Visit I. Holistic Themes and What TEDC Should Consider 1. Unified Public-Private-Education Alignment is Non-Negotiable •

Huntsville’s most profound differentiator is the alignment across city leadership, education, business, and federal stakeholders. Everyone speaks the same language of mission-driven talent development and place-making.

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TEDC Insight: Formalize a structured “Trinity Table” in Tyler—city, education, and business leaders meeting quarterly with EDC facilitation to align workforce goals, project pipelines, and economic targets.

2. Institutions are Mission-Aligned, Not Siloed •

UAH, the Cyber & Engineering Magnet School, and the arts ecosystem are not just programs—they are aligned to a broader regional identity and mission to support aerospace, defense, innovation, and livability.

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TEDC Insight: Revisit Tyler’s institutional roles—what is TJC’s identity in tech or advanced manufacturing? What’s UT Tyler’s mandate to meet regional defense, AI, or life sciences growth? Realign them around a shared identity.

3. Workforce Development is a Storyline, Not a Product •

From “Battle of the Buffalo” to rocket engine tests, the community celebrates its own people and invests in their stories. This builds retention, pride, and momentum.

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TEDC Insight: Launch a “Tyler Talent Storyline” campaign spotlighting local engineers, artists, teachers, and business owners—reframe economic development as people development.

4. Student-to-Workforce Pipelines Are Structured, Funded, and Dynamic •

The high school cyber program creates a four-year scaffolded internship and mentorship pathway with embedded employer partnerships—some agencies start security clearance as early as 18.

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TEDC Insight: Structure a similar “Early Industry Accelerator” in Tyler. Target health sciences, cybersecurity, construction, or energy. Include freshman-to-senior exposure, mentor-matching, and flexible internships with local employers.

Strategic Reflections for TEDC from the Huntsville Delegation Visit

JOE VALLADARES

5. Place Matters—And So Does Memory •

The amphitheater’s artist treatment, wraparound tourism campaigns, and even cemetery walks—Huntsville builds infrastructure that creates positive emotional associations with place.

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TEDC Insight: Think beyond infrastructure to memory-making design. What places in Tyler currently evoke no emotion or legacy? Which ones could?

6. Middle-Weight Universities Can Punch Heavy When Aligned with Market •

UAH excels despite modest size, because it’s embedded in a research ecosystem, deeply responsive to regional needs, and specializes in high-value fields (cyber, aerospace, AI).

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TEDC Insight: Position UT Tyler as a specialized R&D partner. Advocate for applied research funding, workforce-aligned academic units, and partnerships with Tyler’s strongest clusters.

7. Sustainability and Inclusion Are Baked In, Not Bolted On •

From composting bars to student dorm rules, Huntsville institutions integrate sustainability and student wellbeing into core operations.

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TEDC Insight: Embed sustainability principles in business attraction, zoning, site readiness, and incentive policies. Tie workforce housing, mobility, and wellness into the economic development narrative.

II. Key Takeaways for TEDC Board and Strategy Planning •

Tyler’s Growth Strategy Needs a North Star. Huntsville’s clarity of identity (science, defense, innovation, pride) allows every sector to align. Tyler should revisit its narrative— what future are we building together, not just chasing?

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Institutional “In-Betweenness” is an Asset. UAH and the Cyber Magnet School thrive by being neither traditional nor radical. TEDC should embrace Tyler’s ability to be a bridge—between rural and urban, academic and applied, tradition and innovation.

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Action Demands Activation: o

Build a Community Talent Council with education, city, employers.

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Co-develop a Tyler Early College Industry Academy modeled after the Cyber School.

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Create a Campus Activation Plan to make UT Tyler a hub for civic and business life, not just a commuter zone.

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Tie Tourism, Tech, and Talent into a Single Campaign: Huntsville’s marketing is not segmented—it’s holistic.

Strategic Reflections for TEDC from the Huntsville Delegation Visit

JOE VALLADARES

Strategic Summary for the Tyler Delegation: Key Takeaways from Huntsville-Madison Mayors’ Address (April 23, 2025) This strategic summary draws on the joint remarks of Huntsville Mayor Tommy Battle and Madison Mayor Paul Finley, aligning their insights provided to the Tyler, TX intercity delegation.

It captures key lessons for strategic growth, inclusive prosperity, and regional alignment that can inform the future of Tyler’s MSA.

1. Unified Regional Vision & Governance Stability Question: How does the city balance rapid growth with quality of life and inclusivity? What guiding principles are in your comprehensive plan to ensure all parts of the city benefit from development?

Takeaway: Both mayors emphasized the need for regional cooperation and governance continuity as key to strategic execution. Madison had previously resisted collaboration, but Mayor Finley literally "buried the hatchet" with Mayor Battle, setting the tone for shared priorities and joint advocacy in Montgomery. Their ability to speak with "one voice" unlocked state and federal funding.

Mayor Battle described how decades of steady leadership enabled Huntsville to make long-term decisions—transforming neglected areas like North Huntsville through a sequenced plan: job creation first, followed by housing, retail, and education investments. Continuity was critical: “It took 8 years just to build the relationships needed to implement a vision.”

2. Intentional Economic Diversification Question: Which industries are you targeting for future growth, and what criteria do you use to evaluate opportunities?

Takeaway: Huntsville intentionally targeted advanced manufacturing during the 2008–2010 recession to fill a hollow middle class and reduce dependence on federal employment. This was not reactive—it was planned.

Major wins included Remington, Polaris, GE Aviation, and Mazda-Toyota, adding 35,000 jobs in a decade. The city strategically prepared certified sites and invested in infrastructure while the economy was slow, positioning itself to capitalize on the next cycle. Mayor Battle’s phrase: "We were like the dog who caught the car—then had to figure out how to staff it," speaks to their unexpected scale of success.

Key Takeaways from Huntsville-Madison Mayors’ Address (April 23, 2025)

JOE VALLADARES

3. Equitable Development for Underserved Areas Question: How do you ensure that historically underserved neighborhoods participate in and benefit from growth?

Takeaway: North Huntsville was historically overlooked—fewer jobs, homes, and retail. Mayor Battle candidly acknowledged community frustration, and responded with a targeted effort post2009 to change the narrative. They leveraged job creation to drive market-driven investment: schools, retail, new homes. The area’s unemployment rate dropped from 9% to 2%.

Mayor Battle shared: “We were told directly: 'We don’t feel like we’re part of Huntsville’s future.'

We had to change that.” Their approach is a blueprint for place-based equity in economic development.

4. Strategic Infrastructure Investment via Dedicated Funds Question: What financial tools have been most effective in enabling long-term infrastructure and economic development?

Takeaway: Huntsville and Madison both emphasized the role of dedicated sales tax funds.

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Huntsville’s 1990 Capital Fund (0.5%) covers internal infrastructure (parks, fire stations).

The 2014 Capital Plan (1.0%) funds roads and economic development (~$65M/year).

This "pot of money" gave them the agility to respond quickly to prospects like Mazda-Toyota and Polaris without pulling from essential services. Mayor Battle contrasted this with the past: "We had to rob Peter to pay Paul. Now we have designated funds ready to go."

5. Downtown Revitalization as an Economic Engine Question: What role has downtown redevelopment played in your broader economic development strategy?

Takeaway: Huntsville redeveloped a dead mall in a prime retail corridor into MidCity, anchored by the Orion Amphitheater and experiential retail. The city bought out five separate mall owners, including JC Penney, and invested over $100M in infrastructure.

Return on investment: the site now generates ~$20M/year in tax revenue with a projected 6-year payback. This followed earlier successes like Twickenham Square (near Huntsville Hospital), where a $8M parking deck unlocked $2.5M+/year in new taxes.

Key Takeaways from Huntsville-Madison Mayors’ Address (April 23, 2025)

JOE VALLADARES

Mayor Battle explained: "Each of these urban developments became nodes of activity that together form the city." Madison’s downtown is smaller, but they are working to overcome concentrated property ownership that has blocked revitalization.

6. Workforce Development & Recruitment Strategy Question: What workforce strategies have been most successful in attracting and retaining talent across income levels?

Takeaway: Huntsville faced a wave of underemployment (e.g., 10,000+ applicants for 300 jobs).

Their multi-pronged approach included: • • • •

Regional labor shed of 1.2M across North Alabama/South Tennessee.

Social media geo-fencing to attract skilled workers.

SmartPlace.com—an employer-branded recruitment site with video spotlights.

Weekend fly-ins for out-of-state recruits to experience the community.

This was coordinated via the Chamber's workforce team, a critical partner in industry recruitment.

7. Education Investment & Governance Structure Question: How does the city collaborate with the school district to align with workforce and community development?

Takeaway: Madison’s success in public education is rooted in an appointed school board with staggered terms and a 10-year rotation norm. This governance model enables consistency and depoliticized rezoning.

Voters approved tax increases to fund new schools and safety infrastructure with overwhelming support (73%).

Mayor Finley: “We didn’t stop growth—we managed it. We rezoned every 2 years to ensure economic balance in schools.”

Key Takeaways from Huntsville-Madison Mayors’ Address (April 23, 2025)

JOE VALLADARES

8. Tourism as a Revenue and Talent Strategy Question: How do tourism and cultural amenities support your economy and help attract young professionals?

Takeaway: Tourism and hospitality are structured for dual value: • • •

Hotel/lodging taxes fund the Von Braun Center, Convention & Visitors Bureau, and other economic anchors.

Events like volleyball tournaments, defense industry conferences, and SEC softball provide year-round hotel demand.

The Orion Amphitheater (Huntsville) and Toyota Field (Madison) were purpose-built to drive weekend tourism and economic activation.

Mayor Finley explained how even minor-league baseball was adapted for concerts and sporting events, maximizing use.

9. Leadership Philosophy: Collaboration over Competition Question: How do you build consensus and trust between cities, stakeholders, and state leaders to enable bold projects?

Takeaway: The most powerful theme was a humble, regional-first mindset. Madison and Huntsville collaborate rather than compete—sharing projects, redirecting prospects, and working through the Chamber.

Mayor Finley: "If Tommy wants it, he’s going to get it. But we talk. And that’s how we landed both the amphitheater and baseball team in the right locations for the region.”

This collaboration also extends to public trust—the mayors stood shoulder-to-shoulder during COVID briefings, school crises, and major decisions.

10. Strategic Planning and Leadership Continuity Question: What role has stable leadership played in advancing long-term strategic goals?

Key Takeaways from Huntsville-Madison Mayors’ Address (April 23, 2025)

JOE VALLADARES

Takeaway: Both mayors described continuity as the cornerstone of success. Institutional knowledge, regional relationships, and vision execution all require time.

Mayor Battle: “In my first eight years, I was just building the relationships. The next nine, we executed.” Mayor Finley emphasized that city staff and stakeholders need time to understand leadership—and vice versa.

Tyler Reflection: Consider forming a cross-sector Tyler Growth Compact with public, private, and civic leaders who commit to long-term collaboration and strategic alignment.

Key Takeaways from Huntsville-Madison Mayors’ Address (April 23, 2025)

JOE VALLADARES

Strategic Summary of EDC Presentation – Huntsville, AL (Speaker: Lucia Cape, SVP Economic Development, Huntsville/Madison County Chamber of Commerce)

Context & Speaker Role Lucia Cape, Senior Vice President of Economic Development at the Huntsville/Madison County Chamber, presented a comprehensive overview of Huntsville’s multi-decade strategy to build a nationally recognized innovation economy. Her presentation blended historical narrative, datadriven metrics, industry targeting, site readiness, and community alignment—offering a compelling roadmap of what it looks like when long-term vision and operational execution converge.

Key Strategic Themes 1. Layered Growth Model: Building on Existing Assets •

From agriculture in the 1940s to space, defense, biotech, and AI today, Huntsville has continually layered new industries onto foundational strengths.

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Apollo-era rocket scientists and ballistic missile programs seeded what is now Redstone Arsenal, Marshall Space Flight Center, and a thriving aerospace-defense corridor.

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Federal BRAC decisions (1995, 2005) were leveraged with local readiness—such as workforce pipelines and site control—to absorb job inflows and support follow-on growth decades later.

Tyler Takeaway: Rather than chasing trendy sectors, identify “stackable” assets—areas where Tyler already has infrastructure, institutions, or talent—and focus recruitment where new industries can be accretive to those. Think regional healthcare, higher education, and data infrastructure.

2. Visionary Infrastructure Planning •

Moved the airport miles outside the core decades ago—initially criticized, now heralded for enabling housing, recreation, and business expansion.

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Cummings Research Park (2nd largest in U.S.) was created to give contractors a collaborative space outside Redstone Arsenal gates.

Huntsville, AL (Speaker: Lucia Cape, SVP Economic Development, Huntsville/Madison County Chamber of Commerce)

JOE VALLADARES

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Master planning included utilities (Google Fiber rollout before COVID), real estate control (city-owned parcels + options), and district-scale coordination (Redstone Gateway).

Tyler Takeaway: Begin assembling land banks and rights-of-way that can support 20-year needs, even if not immediate. Consider how utilities, digital infrastructure, and zoning must align now for future mixed-use or R&D assets. Visionary land use wins.

3. Intentional Industry Targeting – Revised with Community Input •

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Six refined industry targets include: o

Aerospace & Defense (civil, commercial, and unmanned systems)

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Advanced Manufacturing (robotics, semiconductors, hypersonics)

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Life Sciences (genomics, therapeutics)

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Cybersecurity & Geospatial Tech

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Artificial Intelligence (now supported by task force + summit)

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HQ/Operations & Music Economy (talent attraction tool)

More than 100 local leaders contributed to the refinement. The list wasn’t radically new—but now includes sharper definitions and messaging uses in social media, media PR, and recruiting.

Tyler Takeaway: Refresh Tyler’s industry targeting via community engagement—not just to adjust strategy but to build ownership and networked promotion. Ensure industry definitions are sufficiently specific to support tailored messaging and workforce alignment.

4. Workforce-First Economic Development • • •

UAH and Calhoun Community College adapted programming to defense and cyber needs (e.g., avionics, cyber magnet school, AI curriculum).

70% of UAH graduates stay local; many are in STEM. Mayor created a task force model (e.g., Cyber Huntsville, AI Task Force) to organize industry input, promote public awareness, and stimulate education-to-career pipelines.

Tyler Takeaway: Huntsville, AL (Speaker: Lucia Cape, SVP Economic Development, Huntsville/Madison County Chamber of Commerce)

JOE VALLADARES

Coordinate more directly with TJC and UT Tyler to shape programs around EDC recruitment priorities. Use Huntsville’s task force model to create industry-academic working groups in target sectors (e.g., rural telehealth tech, smart manufacturing, bioinformatics).

5. Recession-Proofing Through Dual Anchors •

Federal and commercial investment is intentionally balanced. Federal investment in Redstone and FBI anchors long-term stability; commercial partners like Mazda-Toyota and Meta diversify tax and job base.

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Meta’s data center was recruited with land purchase (unusual) and without seeking further expansion. Huntsville views data centers as low-job-yield plays best limited to the best corporate citizens.

Tyler Takeaway: For industrial land strategy, be selective about low-job-impact uses (e.g., data centers). Align incentives with long-term multipliers like workforce participation, R&D presence, or supply chain anchoring.

6. Place-Based Quality of Life as Recruitment Tool •

Music was elevated as a strategic sector—not for economic output, but for its role in talent attraction.

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Investments in venues (Orion Amphitheater), programming (music ambassador), and branding (recognized by Fast Company as #1 in ED innovation).

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Public schools, commute times (23 min average), and cost of living (~90% of U.S. avg) are embedded in every pitch.

Tyler Takeaway: Prioritize cultural placemaking and quality of life improvements—music, arts, trails—as core components of economic recruitment. Tyler’s distinct character should be promoted not just for residents but as part of industry strategy.

7. Data-Led Decision Making and Brand Discipline •

“A Smart Place” was trademarked in 2007, still used today.

Huntsville, AL (Speaker: Lucia Cape, SVP Economic Development, Huntsville/Madison County Chamber of Commerce)

JOE VALLADARES

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Economic development decisions are backed by studies, community input, and performance tracking (e.g., $111B investment over 10 years; 21,000 new jobs).

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Huntsville maintains AA+ bond rating for fiscal discipline, frequently cited as a trust signal to long-term investors.

Tyler Takeaway: Codify a clear Tyler brand identity linked to intelligence, opportunity, and livability—and embed it consistently in recruiting. Embrace long-horizon analytics for investment decisions and ensure your fiscal posture is part of the marketing story.

Huntsville, AL (Speaker: Lucia Cape, SVP Economic Development, Huntsville/Madison County Chamber of Commerce)

JOE VALLADARES

Summary & Context (Huntsville’s Cyber & Engineering Magnet School Model) This portion of the site visit centers around a cutting-edge public magnet (ASCTE) school in Huntsville focused on cybersecurity, applied engineering, and real-world workforce development.

It functions as a hybrid between a high school, junior college, and early-college model—blending elements of higher ed, K-12, and industry training under one roof. The school is independently chartered by the state and maintains a unique operating structure separate from the Alabama State Department of Education.

Every student is embedded in a 4-year experiential journey that connects them with government and private-sector partners—like NASA, TVA, Redstone Arsenal, and Davidson Technologies— while also living on-site in residential facilities and following strict personal accountability systems.

This educational model also includes a CTO, a Director of Research, multiple industry-certified instructors, and an evolving curriculum designed to pre-train students for the national security workforce.

Key Program Features Integration of Industry, Higher Ed, and K-12 •

All key stakeholders (industry, higher ed, K-12) are “at the table” in curriculum design.

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Programs are updated annually through syllabi (not static textbooks), informed by an advisory board of real industry partners.

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Teachers must have real-world experience; NASA and others regularly recruit from this talent pool.

Four-Year Talent Pipeline (Progressive Model) 1. Year 1 – Professionalism & exposure to employers; intro to soft skills.

2. Year 2 – Field trips to partner agencies.

3. Year 3 – National mentor matching; students build professional portfolios.

4. Year 4 – Internships (government & private), many require security clearance; always in pairs (“battle buddies”).

Huntsville’s Cyber & Engineering Magnet School Model

JOE VALLADARES

Curriculum Innovation & Ethics Integration •

Interdisciplinary AI, cybersecurity, and engineering modules.

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Ethics sequence includes legal, philosophical, and AI-related implications.

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Goal: create builders of secure tech—not just threat hunters.

Residential Life & Culture •

Students live on-site; residential life is regulated and structured like a college prep academy.

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Culinary program includes a full-time chef (non-cafeteria model) to foster retention and high quality of life.

Community-Facing Sustainability •

Student-grown herbs are used in cooking.

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Full-time sustainability manager offers classes to students and the public.

Strategic Insights for Tyler EDC 1. Replicable Education Model •

The interdisciplinary, early-college, industry-integrated education framework in Huntsville could serve as a template for Tyler ISD, TJC, or UT Tyler to pilot a regional magnet model—especially for AI, cybersecurity, energy, and medical tech.

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A strong case could be made for partnering with local industry (Brookshire’s, Trane, CHRISTUS Health, UT Health) to co-design talent pipelines.

2. Early Engagement with Employers •

Require local employers to invest early: exposure, mentorship, site visits, internships.

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Public-private structure (perhaps via TISD Foundation or new EDC-led vehicle) could allow more agile curriculum adaptation and allow paid/unpaid internship innovation.

3. Residential & “Stickiness” Model •

The intentional “live-learn” structure encourages local retention and talent bonding.

Huntsville’s Cyber & Engineering Magnet School Model

JOE VALLADARES

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Consider feasibility of student residential or fellowship housing for dual-credit or job-track programs near downtown or a “Tyler Innovation Hub.”

4. Curriculum Autonomy as a Differentiator •

Autonomy from standard DOE curriculum enabled rapid AI integration, advanced electives, and ethics training.

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In Tyler, this might take form via an early-college charter campus, magnet overlay, or “innovation academy” jointly managed by a local higher ed institution.

5. Strategic Workforce Alignment •

Huntsville’s model is driven by workforce demand signals from Redstone Arsenal. For Tyler, similar alignment might center around: o

Regional healthcare

o

Energy/utilities (e.g. infrastructure resilience, grid modernization)

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AgriTech & food supply chain

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Insurance/financial services (cyber, AI)

Next-Step Considerations for Tyler •

Conduct feasibility study with TISD, TJC, UT Tyler for a magnet/academy model.

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Inventory local employers willing to co-develop mentorship and internship programs.

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Evaluate existing local foundations’ appetite to fund a pilot talent pipeline.

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Explore downtown “live-learn” pilot campus tied to Tyler Innovation District.

Huntsville’s Cyber & Engineering Magnet School Model

JOE VALLADARES

Summary & Context (University of Alabama - Huntsville) Valuable insights for economic development and strategic planning, particularly relevant to higher education partnerships, workforce development, applied STEM training, and communityuniversity integration. Here’s a structured summary with contextual narrative to support analysis and takeaway:

Key Contextual Themes & Insights 1. Deep Integration with Workforce & Industry Needs •

Mission-Driven Origins: UAH was founded specifically to support Redstone Arsenal’s research needs under Wernher von Braun’s leadership. This military-industrial DNA has influenced all aspects of its structure.

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Ongoing Workforce Alignment: Strong emphasis on aligning university outputs (degrees, internships, research) with Huntsville’s defense, aerospace, cybersecurity, and STEM labor markets. For example, the president notes the head of Huntsville Hospital wants to hire “everyone in the nursing college—even those who haven’t graduated yet.”

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High Local Retention: About 80% of UAH graduates remain in the region postgraduation, enhancing the community’s talent base and economic vitality.

2. Recruitment Strategy Shift: Relationships > Marketing •

UAH is moving away from a passive, “they’ll come because we’re good” approach to a proactive, counselor-driven relationship model, hiring in-state and out-of-state recruiters.

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Strategic use of campus touchpoints (e.g., named parking spaces, department-specific tours, post-visit outreach) to build emotional connection during prospective student visits.

3. Unique Academic Identity & Culture •

Balance Between Rigor and Intimacy: With ~9,000 students, UAH offers a rare blend of Division II sports, high-caliber research, and accessible leadership opportunities for students (e.g., run a club, launch new teams).

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Engineering and STEM Core: 56% of students are in engineering; half of computer science enrollments fall within science—not business—reflecting academic rigor and technical depth.

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Programs Without Textbooks: Some programs avoid traditional textbooks, instead using syllabi and direct industry expert instruction—suggesting flexibility and real-world focus.

University of Alabama - Huntsville

JOE VALLADARES

4. Research as Economic Catalyst •

$160M+ in annual research activity, 90% from external sources, driven by 17 applied research centers.

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UAH is top 15 nationally in NASA and DoD research funding (despite its small size), illustrating a strong federal partnership model.

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Notable examples include: o

Research on pressure-cooker bomb mitigation with FBI.

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A rotating detonation engine project led by a Ph.D. student.

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Severe weather campaign leadership (in collaboration with NOAA and others).

5. Community Synergy & Civic Pride •

The university and city demonstrate mutual reinforcement. UAH faculty are involved in everything from the Botanical Garden to economic boards.

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Anecdote: A professor shared how UAH helped create a Space Hardware Club that finishes top nationally in lunar rover and satellite competitions.

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A vibrant tradition like the “Maple Hill Cemetery Stroll” highlights the city’s cultural depth, enhancing its attractiveness as a place to live and study.

Strategic Takeaways for Tyler (or Comparable Communities) •

Anchor Talent Regionally: Like UAH’s 80% retention rate, Tyler should design education-workforce pipelines that make it easy for students to stay local after graduating.

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Establish a High-Trust Triad: Pursue structured, high-touch collaboration between academia, industry, and government to align mission, curriculum, and applied outcomes.

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Recruit with Emotional Precision: Small touches (e.g., customized parking, deep counselor engagement) improve student yield and could be applied to workforce recruitment or university branding in Tyler.

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Leverage Research for Dual Gains: Focus not only on academic prestige but on applied research that solves local problems (e.g., public safety, aerospace, clean energy).

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Narrative Builds Place Identity: Huntsville has crafted a compelling story around space, patriotism, and innovation. Tyler should develop its own strategic narrative to attract talent, business, and residents.

University of Alabama - Huntsville

JOE VALLADARES

Thank You

Tyler Economic Development Team Intercity Delegation 2025 - Huntsville, AL Strategic Notes provided by Joe Valladares