Special Thanks & Acknowledgment
The BCIC Strategic Plan 2025–2029 was shaped with you and because of you.
From early 2024, nearly 200 community members participated in the planning process through a series of focus groups, one-on-one interviews, and our open Town Talk forums. These included students, educators, entrepreneurs, small business owners, civic leaders, and past BCIC program participants, each offering invaluable perspectives on Brownsville’s future.
Your voices were heard, and they mattered.
This strategic plan re ects the ideas, hopes, and challenges you shared with honesty and passion. Your input was instrumental in de ning our priorities, re ning our goals, and ensuring this plan truly belongs to the community it serves.
We extend our deepest gratitude for your time, care, and commitment. We look forward to working alongside you to bring this vision to life.
Economic Development by Design
BCIC Former and Current Board of Directors
Brownsville Chamber of Commerce
Brownsville Indepent School District
Brownsville Public Library System
Brownsville Public Utilities Board
Cameron County Economic Development Of ce
City of Brownsville Municipal Government
Downtown Brownsville Merchants
Greater Brownsville Incentives Corporation
Housing Authority of the City of Brownsville
IDEA Public Schools
Port of Brownsville
School of Public Health - Brownsville
Travis D. James – TXP
Texas Southmost College
The University of Texas Rio Grande Valley
A big thanks to all our real estate professionals, nonpro t community members, and the citizens who participated!
Executive Summary
The Brownsville Community Improvement Corporation (BCIC) Strategic Plan for 2025–2029 outlines a bold, inclusive vision to expand economic opportunity and enhance quality of life across Brownsville.
Rooted in BCIC’s mission to foster innovation, investment, and equitable growth, this plan outlines ve strategic goals that will guide the organization’s priorities over the next four yearsIt serves as both a roadmap and a commitment, helping BCIC’s Board of Directors, staff, and stakeholders align resources, track progress, and work collectively toward a more connected and opportunity-rich Brownsville.
The plan was developed through a community-centered engagement process. Beginning in early 2024, Economic Development By DESIGN conducted in-person focus groups, individual interviews, and four open community forums called Town Talks. Nearly 200 participants, including students, educators, entrepreneurs, small business owners, civic leaders, and past BCIC clients, shared their insights, hopes, and concerns.
From these conversations, several key themes emerged:
• Pride in Brownsville’s bilingual culture and natural environment.
• Desire for more diverse job opportunities and student-business connections.
• Need for family-friendly spaces, events, and recreational infrastructure.
• Access to nancial literacy and access to healthcare.
• Housing affordability and the impacts of gentri cation.
• A call for better alignment among economic development actors.
• Frustration over the absence of a shared long-term vision.
• Talent retention and youth outmigration, despite strong local ties.
These themes are re ected throughout the plan’s ve strategic goals
1. Enhance Community Well-Being Through Quality of Life Projects and Initiatives: Investing in parks, public spaces, wellness programming, and sports infrastructure, particularly in underserved areas to elevate community health, connectivity, and civic pride.
2. Strengthen Entrepreneurship and Small Business Support: Target investments in infrastructure, programs, and capital access to position the city as a regional innovation hub.
3. Support the Revitalization of Downtown Brownsville: Expanding BCIC’s grant programs, recruiting businesses, and activating Downtown through events and public art to foster a vibrant and inclusive urban core.
4. Strengthen Collaborations and Partnerships: Cross-sector alignment with city agencies, education partners, nonpro ts, and industry leaders to maximize resources and impact.
5. Advance Organizational Development: Internally, BCIC will focus on capacity-building, streamlined processes, and business continuity planning to ensure its ability to adapt, deliver, and lead.
Together, these priorities will help shape a resilient, equitable, and prosperous future for Brownsville, one that re ects the voice of the community and invests in its people, places, and potential.
BCIC President’s Message
Brownsville has always been de ned by its people—resilient, creative, and proud of where we come from and where we’re headed. At BCIC, we’re here to nurture that spirit, create opportunities, and build a Brownsville where families, entrepreneurs, and future generations can truly thrive.
We’ve seen our downtown bloom again, our small businesses rise, and our neighborhoods come alive with art, culture, and energy. This momentum isn’t accidental—it results from years of hard work, collaboration, and belief in what’s possible when we invest in ourselves.
Our 2025–2029 Strategic Plan is a re ection of that belief. Shaped by the voices of our community members, this plan lays out where we’re going next.
Together, we will:
• Enhance public spaces, parks, and recreational infrastructure.
• Expand support for entrepreneurs and small businesses — the foundation of our economy.
• Accelerate downtown revitalization with mixed-use development and cultural activation
• Foster cross-sector partnerships that strengthen workforce, nancial access, and community well-being.
• Build the internal capacity to serve our community more effectively and sustainably.
This plan isn’t just a set of goals—it’s a shared vision for the city we all love. I see it every day in the people I meet: the entrepreneur with a dream, the family enjoying their neighborhood park, the artist painting the mural downtown. That’s the Brownsville we’re building.
We hope you’ll join us in making it real.
Warm regards,
Cori Peña President & CEO
Brownsville Community Improvment Corporation
Board Chair’s Message
Strength of purpose, creativity, love of family, and celebration of culture are what shaped Brownsville and her people. These are strong descriptions that have proven themselves to be true for generations.
BCIC exists alongside the people of Brownsville to help foster the collaborations and opportunities our community needs to perpetuate today’s health and prosperity into the future. BCIC knows that when done well, economic development and public wellness are not mutually exclusive opponents; they are instead mutually reinforcing, synergistic partners.
One such synergy exists in Brownsville’s growth of parks and green spaces…. Years of hard work and committed partnership have led to beloved and well used parks and trails, and over a decade of programming making healthy food choices easier to access. Public spaces like Market Square have come alive and sparked a movement of downtown revitalization.
BCIC understands these relationships and is moving forward with the people to create more opportunity, more prosperity, more collaborative energy. Our 2025-2029 Strategic Plan aims to honor this belief and people centered
Enrich public spaces, parks, and recreational accessibility and infrastructure.
• Enrich support for entrepreneurs and small businesses
• Continue downtown revitalization with mixed use development and cultural activation.
• Innovate cross sector partnerships that strengthen workforce, nancial access, and access to healthy food choices and active living. All three as one support community well being.
• Grow capacity to serve our people effectively and sustainably.
This plan’s goals are thoughtful, robust, and achievable. A “vibrant” Brownsville is ready for families, entrepreneurs, community programmers , artists, tourists, and more. BCIC is in the midst of all....ready to achieve.
Dr. Rose M. Z. Gowen
BCIC Board Chair (2025)
SWOT Analysis
As part of this strategic planning process, BCIC conducted a thorough SWOT analysis to evaluate the internal strengths and challenges, as well as the external opportunities and threats impacting our mission. Informed by community input, stakeholder engagement, and internal re ection, this analysis helped shape the strategic priorities in this plan—ensuring they re ect real conditions and respond directly to the needs and aspirations of the Brownsville community.
Strengths Weaknesses
Cultural Diversity & Bilingual Advantage
Multicultural identity and Spanish-English uency enable inclusive programming and cross-border commerce.
Thriving Entrepreneurial Ecosystem
Strong small business culture and revitalization momentum, particularly in Downtown districts.
Robust Community Amenities
Green spaces, parks, trails, zoo, and cultural venues enhance quality of life and workforce attraction.
Academic & Workforce Development Hubs
UTRGV and TSC provide talent pipelines and business development support.
Strategic Binational Market Position
Border proximity fuels international trade, labor force expansion, and tourism potential.
Fragmented Collaboration & Awareness
Limited coordination among partners; low visibility of eBridge programs.
Limited Indoor Recreation & Event Infrastructure
Lack of a multi-purpose indoor venue limits year-round events and reduces capacity to attract regional tourism and economic development activities.
Financial Vulnerability in the Community
High poverty and low nancial literacy hinder business resilience and upward mobility.
Insuf cient Scale-Up Support for Firms
Lack of resources for second-stage business growth, including capital, mentorship, and interns.
Persistent Talent Drain
Youth and professionals leave due to limited highpaying jobs and career development pathways.
Opportunities Threats
Public Space Activation & Venue Enhancement
Investment in parks, trails, and indoor venues supports health, tourism, and event attraction.
Student-to-Business Pipelines
Internships, apprenticeships, and entrepreneurial exposure can retain and upskill local talent.
Cultural & Sports Tourism Development
Celebrating heritage and hosting regional events drives foot traf c and economic impact.
Escalating Cost of Living & Displacement
Rising housing and commercial costs challenge affordability and inclusivity.
Aging Downtown Infrastructure
Infrastructure gaps in core districts slow revitalization and deter private investment.
Climate & Disaster Vulnerabilities
Hurricanes and climate threats require proactive planning and infrastructure resilience.
Enhance Community Well-Being Through Quality of Life Projects and Initiatives Goal 1
Objective: Leverage BCIC’s authority as a Type B Economic Development Corporation to invest in infrastructure, amenities, and public programs that foster health, wellness, tourism, pride, equity, and connectivity across Brownsville.
Invest in Public Parks, Green Infrastructure, and Recreational Spaces to Promote Equity and Citywide Impact Strategy 1.1
1.2.1 Collaborate with local partners, including developers, non-pro t organizations, and businesses, to support quality of life projects and placemaking initiatives that enhance tourism, entertainment, and community wellness, stimulate foot traf c, enrich public spaces, and contribute directly or indirectly to the city’s sales tax base. Activate Public Spaces Through Community Events and Quality of Life
Brownsville Historic Battle eld Trail
1.2.2 Support initiatives and events that activate public spaces, such as community festivals, arts, wellness events, and cultural programming that celebrate Brownsville’s heritage, and increase community engagement.
1.2.3 Host public engagement events and informational meetings across different city sectors to increase visibility, access, and community participation in BCIC initiatives.
Enhance Sports Infrastructure and Regional Competitiveness Strategy
1.3.1 Collaborate with the City of Brownsville and key stakeholders to advance initiatives at the Brownsville Sports Park that align with the goals and priorities outlined in BCIC-funded studies and the City’s Parks, Health, and Recreation Master Plan.
1.3.2 Support city-wide youth and adult sports programs by supporting regional, state, and international tournaments and events through partnerships with the City of Brownsville, local organizations, and athletic associations.
Strategy 1.4
Enhance Community Wellbeing Through Support of Nonpro t-Led Initiatives
1.4.1 Support nonpro t organizations delivering services aligned with BCIC’s mission to improve health, education, cultural enrichment, and quality of life in Brownsville.
1.4.2 Offer technical assistance, capacity-building support, or small grants to nonpro ts addressing community needs, especially in underserved areas.
1.4.3 Prioritize partnerships with nonpro ts that contribute to long-term economic mobility, resilience, and neighborhood revitalization.
Brownsville Wellnesss Coalition’Community Garden
Strengthen Entrepreneurship and Small Business Support Goal 2
Objective: Position Brownsville as a regional hub for entrepreneurship by investing in scalable infrastructure, capital access, and tailored business support programs. Empower local businesses from early-stage startups to second-stage retailers and service providers with the tools, networks, and funding to scale sustainably and contribute to local job creation.
Strategy 2.1
Strengthen eBridge Operations and Entrepreneurial Program Delivery
2.1.1 Provide operational support to sustain eBridge’s capacity as Brownsville’s primary entrepreneurship and commercialization hub, including facility support, technology infrastructure, and program coordination staff.
2.1.2 Co-fund and promote agship programming delivered at eBridge, such as the Startup Texas Accelerator, Small Business Advisory Clinics, and Maker Lab access.
2.1.3 Support outreach and pipeline-building efforts to engage underserved entrepreneurs by partnering with schools, workforce agencies, and local community groups to increase awareness and enrollment.
2.1.4 Track program performance and small business outcomes through shared metrics, including jobs created, revenue growth, and capital accessed, to guide continuous improvement and investment alignment.
eBridge Center for Business & Commercialization Open Space
2.3.2 Assess feasibility and pilot expansion of BIG-style grants to additional commercial corridors to promote citywide economic growth and accessibility.
2.3.3 Promote and expand the Border and Sea program to increase foot traf c and consumer engagement in the retail sector.
2.3.4 Maintain and market BCIC’s commercial property database to help entrepreneurs identify viable retail and commercial space.
Strategy
Expand Access to Capital and Angel Investment Networks
evolving needs of Brownsville entrepreneurs.
Collaborate with mission-driven lenders to launch targeted growth loan programs for early-stage, second-stage, and underserved businesses to connect with exible,
Alamo Angels’ rst Founders & Investors Mixer
Support the Revitalization of Downtown Brownsville Goal 3
Objective: Strengthen and Expand Downtown Revitalization Through Restoration, Business Recruitment, and Public Activation.
Downtown Sunset Ride visit to El Jardin Hotel
Strengthen Building Restoration and Business Growth Strategy 3.3
3.3.1 Host trainings for property owners, developers, and architects on how to leverage state and federal preservation tax credits.
3.3.2 Partner with the City of Brownsville, Cameron County, Texas Historical Commission, and preservation experts to guide rehabilitation projects that qualify for nancial incentives.
3.3.3 Promote historic preservation tools to encourage adaptive reuse and authentic economic development in our historic core.
Coca-Cola Building on 1018 E Washington St.
Strengthen Collaborations and Partnerships Goal 4
Objective: Foster cross-sector partnerships with educational institutions, nonpro ts, industry, healthcare providers, and community stakeholders t to advance small business support, nancial empowerment, workforce development, and community well-being.
4.1.2 Document and track joint action items and alignment summaries post-meetings.
Community and Nonpro t
4.2.2 Develop collaboration agreements with k-12 and higher education institutions to expand access to entrepreneurship, workforce development, and nancial literacy education.
4.2.3 Coordinate with United Way, nancial institutions, colleges, and trained experts to
Support Regional Economic Development and Recruitment
4.3.2 Assist local hospital recruitment efforts by coordinating customized quality of life tours and marketing Brownsville’s recreational, cultural, and family-friendly assets.
4.3.3 Provide promotional support and materials in collaboration with tourism, housing, and real estate partners.
Downtown Sunset Ride visit to Gladys Porter Zoo
pathways that lead to the creation of high-wage, primary jobs in emerging industries such as aerospace, energy, biosciences, and advanced manufacturing.
4.4.2 Partner with industry associations, higher education institutions, and workforce agencies to co-deliver and promote sector-speci c programs through sponsorships, technical coordination, and cross-promotional efforts.
4.4.3 Support the development and expansion of cross-sector mentorship programs by funding, promoting, and co-developing partner-led initiatives such as the Frontera Leadership Program that connect students, professionals, and entrepreneurs. These efforts should emphasize career exposure, entrepreneurial skills, and leadership development within Brownsville’s priority industries. Develop the Talent and Industry Pipeline for High-Wage and Primary Jobs
Advance Organizational Development Goal 5
Objective: Strengthen BCIC’s internal capacity, operational ef ciency, and resilience through targeted talent development, process improvements, and comprehensive continuity planning.
Strategy
Streamline Processes and Technology
5.2.1 Implement project management, data automation, and CRM tools to improve coordination, accountability, and service delivery.
5.2.2 Standardize internal work ows to increase transparency and reduce inef ciencies.
5.2.3 Strengthen nancial and administrative procedures to support operational transparency and ensure alignment with internal policies (e.g., procurement, reimbursements, budget execution).
Cori Peña’s presentation to Leadership Brownsville
Implement Internal Disaster Planning, Communications, and Business Continuity Framework Strategy
5.3.1 Develop and maintain an internal BCIC-speci c business continuity and emergency communication plan to ensure operational resilience and protect mission-critical functions during disruptions.
5.3.2 Deliver annual internal training and scenario-based exercises for staff and leadership to improve preparedness, including crisis communications and continuity simulations.
5.3.3 Ensure continuity of mission-critical operations and clear internal/external communication protocols during emergencies or disruptions.
BCIC
About BCIC
The Brownsville Community Improvement Corporation (BCIC) is a Type B economic development organization funded by a ¼ cent sales tax on every taxable dollar spent within Brownsville city limits. Our mission is to enhance quality of life through innovation and equitable economic development initiatives, ensuring that every investment contributes to a more vibrant, inclusive, and prosperous Brownsville.
Our vision is for Brownsville to represent the country as an innovative leader in fostering business development and quality of life. To achieve this, BCIC revitalizes and creates public spaces that expand access to parks, wellness programming, and recreational amenities to promote welcoming environments for residents and visitors, and to position Brownsville as a destination that fosters health, pride, and connection.
We support small business growth and entrepreneurship to generate sustainable jobs, increase local ownership, and build a resilient economy that re ects the city’s diversity and potential. Through downtown revitalization, we reduce vacancy, stimulate cultural and commercial activity, and create a vibrant urban core that honors Brownsville’s heritage while catalyzing its future.
By cultivating cross-sector partnerships, we expand workforce readiness, promote nancial stability, and connect residents to high-wage careers. Internally, we continue to advance our organizational capacity to deliver measurable outcomes, respond to community needs, and sustain long-term impact through strategic planning, talent development, and innovation.
Transparency & Governance
BCIC is committed to transparency, accountability, and public trust. In compliance with the Texas Open Meetings Act, board meeting agendas are posted on our website, at the meeting location, and at City Hall at least three business days before the meeting date. All board-approved meeting minutes are also posted on our website. The BCIC Board of Directors meets monthly on the fourth Monday at 5:30 p.m. at the eBridge Center for Business and Commercialization.
The eBridge Center for Business & Commercialization
1304 E. Adams St., Brownsville, TX 78520
Operated by BCIC, the eBridge Center for Business & Commercialization is the largest innovation and entrepreneurship hub of its kind in the region. It was developed in partnership with the U.S. Economic Development Administration and The University of Texas Rio Grande Valley (UTRGV) to foster business growth, job creation, and commercialization in Brownsville.
The UTRGV Entrepreneurship and Commercialization Center (ECC) is located within the eBridge Center. It offers essential support services such as business incubation, technical assistance, and small business development programs. In collaboration with BCIC, UTRGV creates a resource-rich environment where entrepreneurs at all stages can receive the guidance, tools, and access to capital needed to grow and scale their ventures.
From coworking and prototyping to accelerator cohorts and pitch events, the eBridge Center is a one-stop launchpad that empowers innovation, drives economic resilience, and positions Brownsville as a thriving regional hub for entrepreneurship.
