TCOG's Economic Disaster Mitigation Plan

Texoma Council of Governments

Economic Disaster Mitigation Plan

This project was funded by EDA CARES program, Economic Development Administration (EDA), U.S. Department of Commerce Texoma Council of Governments January 2022

Texoma Council of Governments

Economic Disaster Mitigation Plan ACCEPTED JANUARY 2022

Texoma Council of Governments Economic Disaster Mitigation Plan Development Team TCOG Staff

Eric Bridges Executive Director

Molly Guard GIS & Planning Program Manager Mailinh Nguyen Regional Project Coordinator Consultant Team

Hawes Hill & Associates Tony Allender Naina Magon Fabiana Boero

The Goodman Corporation Jim Webb Verdunity Kevin Shepherd Marshall Hines

01

INTRODUCTION

09

REGION ASSESSMENT

59

STRATEGIES

73

RECOMMENDED TCOG IMPLEMENTATION PROGRAM

TABLE OF CONTENTS

INTRODUCTION

Texoma Council of Governments Economic Disaster Mitigation Plan

PURPOSE The pandemic created by COVID-19 struck the United States and the entire world in a manner unseen since the Spanish Flu in 1918. The economic fallout of the pandemic remains to be fully measured, in part because eradication of the virus is still underway. Generally, the impacts across local economies were widespread.

•

•

•

Businesses closed to the public, including the majority of retailers, dining establishments and entertainment venues. Some adapted to survive. Others never recovered. Across the United States roughly 74 percent of small businesses reported negative impacts from the pandemic.

Available labor was erratic as nonessential workers stayed home to remain healthy while others that became sick from the coronavirus or were potentially contaminated were required to quarantine.

Orders of goods were cancelled as demand plummeted or companies cut purchases to preserve revenue.

As a nation, Gross Domestic Product decreased 3.5 percent in 2020.

Page 2

•

Employees were furloughed or dismissed and the unemployment rate skyrocketed.

Approximately 9.4 million Americans lost jobs in 2020. (source: usafacts.org “How is the U.S. economy doing compared to pre-pandemic levels”)

Locally, the Texoma region consisting of Cooke County, Fannin County and Grayson County was certainly impacted. Full details are not yet clear, but it appears that local impacts may have been slightly less severe than in other areas of the country. As an example, unemployment in the region spiked from 4.4 percent in March 2020 to 10.3 percent by April. However, by April of 2021, unemployment rates had subsided to 4.8 percent.

Regardless of the severity, the pandemic served as a “wake up call” as communities across the country realized that their economies are vulnerable to “economic shocks”. Also, unlike natural disasters, there is no local emergency response system in place for those moments when economic disaster strikes.

To locally address these concerns, the Texoma Council of Governments is developing an Economic Disaster Mitigation Plan. The purpose of the plan is to better prepare the region for economic shocks from events such as a natural disaster, a pandemic, or completely unforeseen circumstances.

The plan is intended to strengthen the regional economy to better withstand economic impacts and also to allow the region to respond aggressively when an economic disaster strikes.

To do so, the report assesses typical conditions in the region, establishes a worstcase scenario, and crafts recommendations that will allow the region to withstand and respond to the economic impacts of events.

Chapter One: Introduction

ABOUT THE TCOG REGION The Texoma Council of Governments serves Cooke, Fannin and Grayson counties, three counties abutting the Red River and separating the State of Oklahoma and the metropolitan area of Dallas and Fort Worth.

The counties are largely reminiscent of rural and small town Texas. Communities range in size from the likes of Sherman (44,002), Denison (24,340), Gainesville (16,886) and Bonham (10,157) to Bailey (268), Oak Ridge (186) and Dorchester (71). In total, 35 incorporated towns of various shapes and conditions are located in the 2,776 square miles of the three counties.

TCOG Region: Cooke, Grayson & Fannin Counties

Circumstances across the region differ.

Smaller communities along the southern edge of the region are seeing growth from the Dallas/Fort Worth metropolitan area as it expands north. Cooke and Grayson counties enjoy major roadway access. Fannin County sees opportunity in an expanded reservoir.

Cooke County

Grayson County Fannin County

While needs and opportunities may be diverse, the cause to create a stronger system for economic disaster mitigation is shared.

Denton County

Texoma COG

Collin County

Hunt County

0

2.5

5

10 Miles

County Boundary Service Layer Credits: Sources: Esri, HERE, Garmin, USGS, Intermap, INCREMENT P, NRCan, Esri Japan, METI, Esri China (Hong Kong), Esri Korea, Esri (Thailand), NGCC, (c) OpenStreetMap contributors, and the GIS User Community BCAD, TNRIS

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Texoma Council of Governments Economic Disaster Mitigation Plan

An economic disaster is a sudden and substantial downturn in the local economy spurred by an “economic shock” - an unexpected event with economic consequences. A shock can come from anywhere and at any scope. Flooding or a plant closure may cause an economic shock to a specific area while the COVID-19 pandemic was felt across the globe.

Economic Impact

TYPES OF ECONOMIC IMPACT & RECOVERY The Brookings Institute and other organizations depict the extent of an economic disaster based upon the depth of the impact from a local economic shock as well as the length of time necessary to recover.

BETTER: V-Shaped Impact & Recovery The economy adapts in relatively quick manner with minimal loss in local GDP as life in the region returns to normal.

TIME

U-Shaped Impact & Recovery

REAL GDP

WHAT IS AN ECONOMIC DISASTER?

REAL GDP

V-Shaped Impact & Recovery

Economic Impact

BAD: U-Shaped Impact & Recovery

TIME

The economy is not able to recover as quickly from the shock resulting in an extended period of lost productivity before returning to normal.

The economic shock cannot be overcome and the impact on the economy is severe to permanent.

REAL GDP

WORSE: L-Shaped Impact & Recovery

L-Shaped Impact & Recovery

Economic Impact

TIME Page 4

Chapter One: Introduction

KEYS TO ECONOMIC DISASTER MITIGATION

RESPONSE represents efforts throughout the region to prepare for a potential economic shock and to adapt and act to address impacts. Emergency response is expected during physical events. It is equally essential to mitigating economic shock.

RESILIENCE

RESILIENCE represents characteristics that make the region less susceptible to economic shocks. In the case of a natural disaster, building codes are put into place so that in the event of a tornado, the impact is minimized as much as possible. The same concepts of resilience can be applied to the local economy.

Ability to

RESPONSE

An economic shock can occur as a result of any one or more of many types of events ranging from a global pandemic or the fiscal crisis of the Great Recession to a local flood. The region’s ability to absorb the resulting economic shock and prevent it from becoming an economic disaster comes down to its ability to strengthen resilience and response.

Roles of Resilience and Response in Economic Disaster Mitigation Ability to

Ability to

AVOI D

WI TH STA ND

R EC OV ER

Communities and local businesses have the resilient traits necessary to side step the major impacts of an economic shock when it strikes.

Some impacts may be felt, but they are manageable. Local revenue streams remain relatively stable and employment opportunities secure.

An economic shock cannot be avoided. Impacts are felt by local communities and businesses, including potential loss of jobs, revenue/sales and more. However, communities and businesses have enough resilient traits to endure the crisis without lasting damage.

Communities and local businesses are damaged by an economic shock.

Fortunately, the foundation is set for an aggressive reconstruction of the local economy in a manner that returns the region to normal and possibly to new heights.

Deliberate and advance establishment of programs, regulations, incentives and other features needed to strengthen the local economy in preparation for future shocks. This is the ultimate goal of an economic disaster mitigation program.

Implementation of programs, incentives and more designed to offset or buffer against the most substantial impacts of an economic shock. A network of new and preplanned programs and other support efforts are put into place in an efficient and aggressive manner that is responsive to regional and local needs as they arise or are anticipated.

A series of programs, incentives, changes in regulations, and other efforts to initiate or enhance spurring a strong and expedient recovery from an economic shock.

Concerted efforts focus on limiting the impact and recovery to a “v-shaped” return to normal - or better.

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Texoma Council of Governments Economic Disaster Mitigation Plan

ELEMENTS OF LOCAL RESILIENCE AND RESPONSE Both resilience and response rely on characteristics of the People, the Business Environment, the Built Environment and Economic Infrastructure. Traits of all four elements contribute to the region’s ability to avoid, withstand and recover from economic shock.

The Business Environment The mix of local businesses and employers that attract people into the area, produce products, pay salaries and otherwise contribute to the TCOG region

The People The employees, the visitors, the consumers, and residents that earn or invest resources in the TCOG Region

The Built Environment The downtowns, employment centers and interesting spots and the critical infrastructure that serves the region’s Business Environment

Page 6

The Economic Infrastructure The regulations, incentives, programs, policies, training opportunities, response systems and more that guide various aspects of investment and economic activity

Chapter One: Introduction

CREATING THE ECONOMIC DISASTER MITIGATION PLAN The process established for the TCOG Economic Disaster Mitigation Plan is built upon understanding existing community characteristics and the region’s expected performance when faced with a worst-case scenario economic shock. Solutions for enhancing local resilience and response take advantage of the area’s strengths while shoring up vulnerabilities.

The Economic Disaster Mitigation Planning Process

STEP ONE

STEP THREE

STEP FIVE

Conduct an Initial Assessment of the Region Focusing on the Four Key Elements

Define the Assets, Opportunities, Challenges & Vulnerabilities of the Region

Recommend Actions & an Implementation Program to Complete Plan

STEP TWO Establish a WorstCase Economic Shock Scenario for the Region

STEP FOUR

STEP SIX

Brainstorm and Test Strategies to Improve Resilience & Response to Economic Shocks

Conduct Followup and Project Support for Plan Implementation

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Texoma Council of Governments Economic Disaster Mitigation Plan

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REGION ASSESSMENT

Texoma Council of Governments Economic Disaster Mitigation Plan

THE PEOPLE

Grayson Cooke

Cooke, Fannin, and Grayson Counties are predominantly rural communities with few major cities and employment centers driving the overall growth for the region.

• • • •

140,000 120,000

The most populous county in the TCOG Region is Grayson County which has grown 14.4 percent since 2010

100,000

The annual growth rate has been generally similar between the three counties

80,000 60,000

The region has grown slightly over 12% or by a population of just under 24,000 people

40,000

Sherman, Denison, Gainesville, and Bonham are the largest cities in the TCOG region, accounting for 45 percent of the total regional population

20,000

2010

140000

2011

Grayson County

Page 10

2012

2013

42000

2014

2015

2016

2017

Cooke County 36000

131600

40400

35000

127400

39600

34000

123200

38800

33000

2010

2010

38k

2012

2014

2016

2018

38000 2020 2010

2020

2010

2020

37k

41200

119k

2019

Fannin County

135800

119000

2018

37000

42k

140k

Source: US Census – American Community Survey

Fannin

Population Growth by County 2010-2020

POPULATION

32k

2012

2014

2016

2018

202032000

2020

2010

2020

Chapter Two: Community Assessment

TCOG Region Age Distribution 9%

18 to 24

AGE • •

• •

Citizens aged 65 and over account for roughly 18 percent of the total population of the region

In comparison, neighboring Denton, Collin and Hunt counties have younger median ages of 36 to 38 years and a much smaller percentage of citizens aged 65 years and over

RACE • • •

TCOG region is overwhelmingly White, and the racial distribution is mostly homogeneous

Cooke County has the largest percentage of Hispanics and Latinos - 18.9 percent

Fannin County has the largest percentage of Black or African American residents 6.5 percent

45 to 64

18% 65 +

The median age in each of the counties in the TCOG Region ranges between 40 and 41 years Roughly half of the population in the TCOG Region is between the ages of 25 to 64 years, providing a sizeable employable population for the region and surrounding area

26%

24%

23%

25 to 44

Under 18

Grayson Cooke Fannin

Selected Age Categories by County 140,000 120,000 100,000 80,000 60,000 40,000 20,000

Under 18

18-24

25-44

45-64

65+ Page 11

Texoma Council of Governments Economic Disaster Mitigation Plan

Median Household Income Average Household Income Median Income Per Capita

INCOME & UNEMPLOYMENT

80000 $72,000 72000 $64,000 64000 • Cooke County has the highest median $56,000 56000 household income in the TCOG Region $60,202. The median household income 48000 $48,000 is $3,832 higher than the state of Texas $40,000 median household income and $8,501 40000 greater than the US median household $32,000 income 32000 • Fannin County has the highest median per $24,000 24000 capita income among the three counties $16,000 16000 • Grayson County median household income was $58,815 in 2019 $8,000 8000 All three counties have experienced steadily 0 declining unemployment rates over the past The Census ACS 1-year survey reports that the median household income for the TCOG region has been strong as of 2019 (the latest figures available).

decade.

• •

Pre-COVID 2019 unemployment rates in Cooke, Fannin and Grayson counties were 4.5, 3.8 and 4.6 percent, respectively

In comparison, the unemployment rate for the State of Texas during the same period was 6.7 percent as reported by the Texas Workforce Commission

Average Income Per Capita

Household and Per Capita Income 2019 $78.6K $72.9K

$72.1K

$60.0K

$58.8K $54.6K

$39.7K $35.8K $32.3K

$30.7K

$28.0K

$27.1K

Cooke Cooke

Fannin Fannin

Grayson Grayson

Historical Unemployment Rate in TCOG Region 12% 10.3% 8.5%

8.5%

8%

4%

4.8% 4.1%

3.6% 2.5%

The Great Recession

COVID-19

0%

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Page 12

Source: US Census – American Community Survey

Chapter Two: Community Assessment

Grayson Cooke

EDUCATION •

•

Over 80 percent of the population 18 years and older has a high school degree or higher, but only 20 percent have a fouryear college degree The education distribution in the TCOG Region is generally appropriate for local manufacturing and construction trade jobs but perhaps less so in skilled industries

POVERTY •

•

Poverty in the region overall is on par with national and state averages. However, high poverty levels are concentrated into small pockets scattered throughout the region Census Bureau data shows that both age and education impact poverty, with the highest poverty levels present in children under 18 and those that have not acquired a high school degree or equivalent

Educational Attainment

Fannin

0.4

40%

0.3

30%

0.2

20%

0.1

10%

0.0

Less than High School

High School

Some College

Poverty Levels by Age

30% 30

0.25

25

20% 0.20

20 20%

0.15

15

10% 0.10

10 10%

0.05

5 Under>18 18 years18 to 34 years 35 to35-64 64 years 65 years and over 18-34 65+

Graduate Degree

Poverty Levels by Education

30% 0.30

0% 0.00

Bachelor’s

0%0

Less than HS

Source: US Census – American Community Survey

Bachelor’s or higher Page 13

Texoma Council of Governments Economic Disaster Mitigation Plan

HOUSING AND HOMES A home purchase is one of the largest investments individuals make. Home ownership accounts for a significant portion of households’ net worth in the United States.

As of October 2020, owner-occupied real estate accounted for slightly more than a quarter of a households’ net worth, according to Federal Reserve data.

• • •

•

Cooke County has the highest median home value of $183,200 in the TCOG Region.

Grayson County’s median home value is $156,100 and Fannin County’s $149,400.

The median home value for Cooke County may skew high due to 54 properties with a value above $1 million, whereas less than one percent of Fannin and Grayson’s homes cross the $1 million mark.

The majority of the occupied housing units are traditional single-family homes follwed by mobile homes. Large apartment structures and urban living are not prevalent and smaller options such as duplexes and live-work buildings appear to be extremely rare or nonexistent.

62%

Housing Values by County 0.6

of homes are Single-Family Detached

50% 0.5 40% 0.4

57%

30% 0.3

of buildings are 40+ years old

20% 0.2 0.1 10%

0.0

Less >$99k than $99,999 $100,000 to $299,999$300,000 to $499,999$500,000 to $749,999 $100k-299k $300k-499k $300k-499k

Types of Housing Units – 2019

Fannin

35.4K

30k

20k

10k

12.1K 7.5K

9.6K

4.7K

>1K

Single-Family Detached Page 14

Cooke

Grayson

Source: US Census – American Community Survey

>1K

>1K

Single-Family Attached

1.1K

1K

Multifamily

1.8K

1.7K

Manufactured Housing / Other

Chapter Two: Community Assessment

PUBLIC HEALTH

Health Rankings (out of all 254 counties)

County Health Rankings benchmark how counties are performing in regards to two aspects of community health:

Health Factors Health Outcomes

Health Factors measure lead indicators that influence health, such as the physical environment, social and economic factors, clinical care, and exercise habits.

Health Outcomes report the length and quality of life of residents in the county •

•

•

Cooke County ranks in the top 25 percent of Texas counties, and is the highest ranking of the three counties in the TCOG Region. Cooke County has a low number of injury deaths and fewer people in fair or poor health.

Fannin is the lowest ranking county in the TCOG Region. It has slightly better Health Factor scores than Grayson, but lower Health Outcomes which is likely due to the high percentage of population in poor/ fair health.

Grayson is in the middle both in the region and statewide, likely due to issues that come with a higher population. However, the higher population also results in more and better access to doctors, dentists, and mental health professionals.

51 – Cooke 61 – Cooke

Residents in Fair or Poor Health 96 – Fannin

Cooke

19%

Fannin

21%

Grayson

19%

106 – Grayson 120 – Grayson 130 – Fannin

1 in 5

residents in Fair or Poor health

Top 25%

Where Cooke County resides on Statewide health rankings Source: Robert Wood Johnson Foundation

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Texoma Council of Governments Economic Disaster Mitigation Plan

BUSINESS ENVIRONMENT BUSINESS AT A GLANCE In 2020, approximately 7,248 businesses were located in the three county TCOG Region. Together, local businesses employed 77,082 individuals and brought in over $13.4 million in sales. Key considerations include: • • • •

•

Grayson County accounts for approximately 65 percent of businesses and 72 percent of total sales Fannin County has slightly fewer businesses per capita than Cooke and Grayson Counties The “average” business in the TCOG Region would employ 10.6 people

Daytime population in the TCOG Region is 95 percent of the typical population, an indication that more people commute out of the area for work than come into the area Sales per Capita is substantially lower in Fannin County than in Cooke or Grayson Counties

2020 General Business Statistics by County Fannin County Number of Businesses

Grayson County

TCOG Region

998

1,558

4,692

7,248

14%

21%

65%

100%

9,738

16,111

51,233

77,082

13%

21%

66%

100%

9.8

10.3

10.9

10.6

$1,325,072

$2,405,882

$9,669,257

$13,400,211

Percent of Sales

10%

18%

72%

100%

Sales per Capita

$35.28

$56.74

$68.90

$60.83

Daytime Population

32,150

41,160

135,988

209,298

86%

97%

97%

95%

Percent of Businesses Number of Employees Percent of Employees Averge Number of Employees per Business Total Sales

Daytime to Typical Population

Source: ESRI, 2021

Page 16

Cooke County

Chapter Two: Community Assessment

Businesses & Employees in the TCOG Region by Industry Businesses

BUSINESS BY INDUSTRY Businesses in the TCOG Region fall across a variety of industries with the largest percentage falling into the retail trade sector.

More important is not only understanding the types of businesses in the area is understanding the number of people that are employed in each sector and where concentrations are located: •

•

•

Manufacturing accounts for only 3.5 percent of all businesses, however, those businesses employ roughly 10.1 percent of the workforce. Educational Services and Health Care & Social Services also employ a far greater percentage of employees On the other hand, Other Services such as automotive repair represent 13.4 percent of the number of businesses but only employ 5.6 percent of all employees Retail Trade represents 16.3 percent of all businesses and 14.7 percent of all employees

Industry by NAICS Code

Number

Percent

Employees Number

Percent

Agriculture, Forestry, Fishing & Hunting

91

1.3%

304

0.4%

Mining

44

0.6%

721

0.9%

Utilities

34

0.5%

538

0.7%

Construction

469

6.5%

3,839

5.0%

Manufacturing

253

3.5%

7,766

10.1%

Wholesale Trade

256

3.5%

3,615

4.7%

1,180

16.3%

11,342

14.7%

Transportation & Warehousing

151

2.1%

1,664

2.2%

Information

103

1.4%

1,029

1.3%

Finance & Insurance

430

5.9%

2,471

3.2%

Real Estate, Rental & Leasing

344

4.7%

1,287

1.7%

Professional, Scientific & Tech Services

491

6.8%

3,073

4.0%

12

0.2%

114

0.1%

Administrative & Support & Waste Management & Remediation Services

192

2.6%

1,315

1.7%

Educational Services

226

3.1%

9,055

11.7%

Health Care & Social Assistance

595

8.2%

10,867

14.1%

Arts, Entertainment & Recreation

154

2.1%

1,003

1.3%

Accommodation & Food Services

525

7.2%

7,445

9.7%

Other Services (except Public Administration)

969

13.4%

4,354

5.6%

Public Administration

337

4.6%

5,011

6.5%

Unclassified Establishments

392

5.4%

269

0.3%

7,248

100.0%

77,082

100.0%

Retail Trade

Management of Companies & Enterprises

Total Source: ESRI, 2021

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Texoma Council of Governments Economic Disaster Mitigation Plan

General Concentrations •

•

•

Fannin County has a substantial concentration of both businesses and employees involved in the Public Administration sector which reflects the presence of both the Sam Rayburn Memorial Hospital and the Buster Cole State Jail. A concentration of businesses in Educational Services does not translate into a concentration of employees in the same sector Cooke County has concentrations of both businesses and employees in sectors associated with agriculture, mining, utilities, manufacturing and transportation & warehousing, all of which reflect the composition of the county as well as proximity to major roadways and association with the oil and gas industry and large manufacturers.

Grayson County includes strong concentrations in the sectors associated with health care as well as arts, entertainment and recreation. Grayson County is home to the Texoma Medical Center and benefits from the tourism and arts activities available throughout the county, including in Sherman and Denison.

Page 18

Concentrations of Businesses & Employees Percentage of Industry in Each County Percent of Businesses by County Industry by NAICS Code

Fannin

Cooke

Grayson

Percent of Employees by County Fannin

Cooke

Grayson

13.2%

40.7%

46.2%

10.9%

43.4%

45.7%

Mining

4.5%

63.6%

31.8%

7.6%

74.3%

18.0%

Utilities

17.6%

32.4%

50.0%

15.2%

43.9%

40.9%

Construction

11.5%

21.1%

67.4%

9.4%

17.3%

73.3%

Manufacturing

14.2%

32.8%

53.0%

6.0%

32.9%

61.1%

Wholesale Trade

11.3%

25.4%

63.3%

5.6%

11.7%

82.7%

Retail Trade

13.4%

21.9%

64.7%

15.2%

17.4%

67.4%

Transportation & Warehousing

19.2%

29.1%

51.7%

7.0%

36.8%

56.1%

Information

14.6%

15.5%

69.9%

6.3%

11.4%

82.3%

Finance & Insurance

15.1%

19.8%

65.1%

11.4%

18.4%

70.3%

Real Estate, Rental & Leasing

15.7%

16.9%

67.4%

16.8%

15.8%

67.4%

Professional, Scientific & Tech Services

10.2%

20.6%

69.2%

6.3%

21.9%

71.8%

Management of Companies & Enterprises

16.7%

16.7%

66.7%

42.1%

18.4%

39.5%

8.9%

17.7%

73.4%

11.9%

30.1%

58.0%

Educational Services

19.0%

19.5%

61.5%

16.8%

20.6%

62.6%

Health Care & Social Assistance

10.3%

17.5%

72.3%

12.5%

13.4%

74.1%

Arts, Entertainment & Recreation

10.4%

17.5%

72.1%

10.5%

15.7%

73.9%

Accommodation & Food Services

11.4%

23.4%

65.1%

7.6%

24.3%

68.1%

Other Services (except Public Administration)

16.2%

20.7%

63.1%

11.1%

18.4%

70.5%

Public Administration

25.2%

21.7%

53.1%

32.5%

19.3%

48.2%

Unclassified Establishments

12.0%

16.6%

71.4%

25.7%

23.4%

50.9%

Total

13.8%

21.5%

64.7%

12.6%

20.9%

66.5%

Agriculture, Forestry, Fishing & Hunting

Administrative & Support & Waste Management & Remediation Services

Source: ESRI, 2021

Chapter Two: Community Assessment

Industry Clusters, Cooke and Fannin Counties NAICS 6-Digit Industry

SPECIFIC CLUSTERS Examination of more specific NAICS classifications provides a stronger understanding of unique strengths of the area. Analysis by Location Quotient complements the findings from general industry observations and information from the Bureau of Labor Statistics provides additional detail of the fiscal strength of refined clusters.

•

•

Refined data reaffirms that Cooke County is the county most closely aligned to the oil and gas industry. Machine shops also support the oil and gas industry as well as other large area employers. Wages in those industry clusters are high in comparison to other clusters.

Fannin County location quotients show that the county retains its agricultural character in specific sectors but its strongest and most lucrative industry cluster is the result of Sam Rayburn Memorial Hospital

Quarterly Establishments

December Employment

Total Quarterly Wages

Average Weekly Wage

Total Quarterly Location Quotient

COOKE COUNTY Private Industry NAICS 333132 Oil and gas field machinery and equipment

4

190

$3,348,438

$1,358

45.78

22

508

$9,681,619

$1,473

35.88

NAICS 444210 Outdoor power equipment stores

3

49

$539,447

$859

18.38

NAICS 112920 Horses and other equine production

7

10

$77,614

$663

16.82

NAICS 213111 Drilling oil and gas wells

4

54

$974,924

$1,406

15.88

NAICS 332710 Machine shops

9

209

$2,394,624

$888

8.15

NAICS 541370 Other surveying and mapping services

3

27

$461,626

$1,440

6.52

NAICS 327320 Ready-mix concrete manufacturing

3

26

$686,891

$2,032

5.31

NAICS 111421 Nursery and tree production

4

61

$611,543

$780

17.67

NAICS 111940 Hay farming

3

8

$56,607

$502

14.22

NAICS 444130 Hardware stores

5

48

$331,391

$542

5.95

1

656

$13,378,028

$1,544

40.51

NAICS 213112 Support activities for oil and gas operations

FANNIN COUNTY Private Industry

Federal Government NAICS 622110 General medical and surgical hospitals

Source: US Bureau of Labor Statistics, Quarterly Census of Employment and Wages

Page 19

Texoma Council of Governments Economic Disaster Mitigation Plan

•

•

Industry Clusters, Grayson County NAICS 6-Digit Industry

Quarterly Establishments

December Employment

Total Quarterly Wages

Average Weekly Wage

Total Quarterly Location Quotient

GRAYSON COUNTY Private Industry NAICS 713930 Marinas

13

226

$3,206,466

$1,066

32.04

NAICS 621610 Home health care services

32

3,298

$41,398,755

$963

11.54

NAICS 237130 Power and communication system construction

10

695

$13,742,375

$1,561

10.37

5

110

$6,323,209

$4,304

7.65

NAICS 112111 Beef cattle ranching and farming

12

23

$761,830

$2,548

7.07

NAICS 332321 Metal window and door manufacturing

3

112

$1,358,897

$928

5.5

3

52

$776,943

$1,164

13.16

NAICS 236210 Industrial building construction

Local Government NAICS 926150 Licensing and regulating commercial sectors

Source: US Bureau of Labor Statistics, Quarterly Census of Employment and Wages

Page 20

Grayson County’s relationship with water and recreation are reflective of the county’s strength in marinas that couple well with the general concentration of other tourism related activities. The county also shows strength in home health care and industrial construction Examination of retail and dining shows that the TCOG region is slightly strong in limited and full-service restaurants; however, with the exception of family clothing, the region shows some weakness in the specialty retail sector that typically accompanies tourism activites

Chapter Two: Community Assessment

LOCATION Not surprisingly, the majority of businesses in the TCOG Region are located in the four major communities of Sherman, Denison, Gainesville and Bonham. However, a number of businesses are also clustered in smaller communities such as Howe, Leonard, Muenster, and Van Alstyne or located in proximity to regional amenities.

•

• • • •

TCOG Region: Location of Businesses TEXOMA COG Business (5,784) City Limit

Grayson County accounts for approximately 66 percent of all businesses in the region. Roughly 48 percent of all businesses are located in Sherman and Denison

County Boundary

Gainesville and the combination of Sherman/Denison represent 73 percent of businesses in their respective counties On the other hand approximately 40 percent of businesses in Fannin County are located outside of Bonham

Cooke County

Grayson County

Fannin County

Business location shows the importance of recreation and Lake Texoma to the region

The substantial percentage of businesses located outside of the four major communities reflects importance of commercial activity to the numerous small communities in the area

Wise County

0

Denton County

10 Miles

Collin County

N

Hunt County

Data Source: TCOG HHA LLP | July 2021

Source: InfoUSA, 2021

Page 21

Texoma Council of Governments Economic Disaster Mitigation Plan

Location of Businesses by County 13% Fannin County

66% Grayson County

Location of Businesses by County & Community Percent

Percent of County

21%

100%

Gainesville

16%

73%

Outside of Gainesville

6%

27%

66%

100%

Sherman

32%

49%

Denison

16%

24%

Cooke

Grayson

Location of Businesses by Major TCOG Community & Outside Areas 35%

20% 15%

13%

100%

10%

Bonham

8%

60%

Outside of Bonham

5%

40%

Total Businesses Source: InfoUSA, 2021

Page 22

100%

29%

25%

27%

Fannin

32%

30%

18%

Outside of Sherman & Denison

21% Cooke County

16%

18%

16%

11% 8%

5% 0%

Sherman

Denison

Gainesville

Bonham

Outside of Major TCOG Cities

Grayson County

Cooke & Fannin Counties

Chapter Two: Community Assessment

SIZE In some circles the focus of economic development is on large employers. For others, it is the number of small businesses.

In fact, both are critical to a local economy and are particularly relevant to discussion of regional resilience.

•

•

•

•

The TCOG Region has a healthy mix of small business owners. More than half of all businesses in the TCOG Region are very small - employing less than five people. Approximately 86 percent of all businesses employ less than 20 individuals

Generally, the percentage of small businesses only slightly differs across the three counties and is only marginally higher outside of the four largest communities

Despite the sheer number, small businesses are exactly that - small. The 55 percent of businesses that employed fewer than 5 employees only employed 13 percent of individuals Businesses with 100 or more employees make up less than 2 percent of all reporting businesses - but those same businesses provide employment for generally 30 percent of people

Estimated Business Size by Number of Employees in the TCOG Region 60%

55%

50% 40%

86% of businesses

30%

20%

20%

11%

10%

6%

0% 1 to 4

5 to 9

10 to 19

20 to 49

2%

1%

<1%

<1%

<1%

50 to 99

100 to 249

250 to 499

500 to 999

1,000 to 4,999

4% Not Reporting

Source: InfoUSA, 2021

Page 23

Texoma Council of Governments Economic Disaster Mitigation Plan

TYPE

TCOG Businesses by Type

Type of business plays an important role in the amount of revenue that stays within the region and often in the final location of decision making.

1% Headquarters or Subsidiary

•

•

• • •

19% Branch

Approximately 80 percent of all reporting businesses in the TCOG Region are single location workshops, storefronts and other places of business Nearly 20 percent of businesses are comprised of nationally and regionally branded chains and other branches of larger companies

Businesses are slightly more likely to be branches in Grayson County than in Cooke and Fannin Counties

Businesses are more likely to be be single location companies in areas outside of the four major communities

A limited number of businesses have established headquarters in the TCOG Region or serve as a subsidiary to another company

Page 24

80% Single Location

Types of Businesses Headquarters “Home base” for a business that includes branches or divisions for which it is financially responsible.

Subsidiary A business that is at least 50 percent owned by another company. A subsidiary often operates under its own name.

Branch A secondary location of a larger organization.

Commercial franchises such as fast food restaurants, grocery stores and department stores are all branches.

Single Location Businesses that are only located at a single address and are not subsidiary to another company. “Mom and Pop Shops”, specialty stores, and other locally owned and operated businesses are all examples.

Chapter Two: Community Assessment

THE BUILT ENVIRONMENT OVERVIEW The TCOG Region is large. In total, the three county area spans 2,776 square miles.

Traveling from Muenster in Cooke County to Honey Grove in Fannin County requires well more than an hour. It is also an area that is growing, led by Grayson County and its two largest cities, Sherman and Denison.

As a result, the region is transforming from pristine natural areas dotted with small rural towns to more developed highway corridors with regional power centers and communities with small but vibrant downtowns. The combination of population growth and increasingly extreme weather events is placing growing pressure on area lakes, floodways and amenities, as well as the infrastructure and mobility systems required to connect and serve current and future residents, employees and guests. The burden of new capital improvements as well as maintenance of existing infrastructure and amenities, falls largely to local governments with limited revenue streams.

TCOG Region Communities by Size

Page 25

Texoma Council of Governments Economic Disaster Mitigation Plan

Area Growth, 1990 to 2020

REGIONAL DEVELOPMENT Some of the fastest growing communities in the entire country over the past two decades are located between SH 75 and IH 35 in Denton and Collin Counties. In fact, according to population projections established by the Texas Water Development Board, the area of Collin, Denton and Hunt Counties has increased by more than 1.4 million since 1990.

1990

Commercial and residential growth is now moving north into Grayson and Cooke Counties, and the construction of the new Bois d’Arc Lake reservoir is going to catalyze expansion into Fannin County as well. Current Texas Water Development Board projections estimate that the TCOG Region will add roughly 86,000 people by 2050; however, that number is likely to be low and possibly very low.

This influx of new residents combined with higher levels of tourism and commercial activity will require the region and its local communities to put plans in place to guide development and infrastructure investments in a manner that positions the region for longterm vibrancy and resilience.

2020 Page 26

Chapter Two: Community Assessment

DESTINATIONS & ATTRACTIONS

Cooke County

The TCOG Region is comprised of a mix of pastoral landscapes, reservoirs and wildlife habitats, small towns, and small cities. It includes downtowns that range from sleepy to bustling, with music, shopping, food and entertainment. It includes parks, colleges, and other activity areas as well as commercial corridors, industrial parks, medical centers and even a state jail.

•

•

•

These are some of the key features that draw a person to the area to live, work or visit.

•

Sherman, Denison, Gainesville, and Bonham are the four largest cities in the TCOG region with total 2019 population ranging from 44,002 in Sherman to 10,386 in Bonham. These cities provide the largest sources of employment, learning, shopping, health care and entertainment in the area

•

•

Gainesville is the county seat and its thriving downtown serves as a commercial, educational, and cultural hub for the surrounding small towns and countryside population centers

Gainesville is home to the oldest twoyear college in Texas, North Central Texas College. The school offers a selection of degree and career programs in two divisions, the Arts & Sciences Division and the Applied Sciences Division Muenster leans deeply into its German roots to boost local tourism Lindsay boasts the beauty of St. Peter Catholic Church

Smaller towns provide attractions in their own right. Communities such as Van Alstyne, Leonard and Muenster add their own unique character and attractions to the fabric of the TCOG Region

GAINESVILLE Page 27

Texoma Council of Governments Economic Disaster Mitigation Plan

Fannin County

Grayson County

•

•

• •

Bonham is the county seat and offers an attractive main street/downtown area and access to the Sam Rayburn Veterans Administration Center Fannin County boasts more than 100 historical markers and a Quilt Barn Trail

Communities such as Honey Grove and Leonard add to the rural flavor of Fannin County

•

• •

BONHAM •

Anchored by the county seat of Sherman and the college town of Denison, Grayson County provides most of the big city amenities in the region while retaining small city qualities

Sherman and Denison offer attractive and vibrant downtowns with regular events and are active participants in the Main Street program

SHERMAN

Denison is proud to showcase the birthplace of President Dwight D. Eisenhower

Higher education opportunities are available at the private liberal arts institution of Austin College in Sherman as well as Grayson College. Located between Denison and Sherman, Grayson College offers several campus locations and serves more than 5,000 students

Van Alstyne offers an attractive downtown and activities at the southern edge of the county but it is not alone in offering small town charm to the county

DENISON Page 28

Chapter Two: Community Assessment

PARKS

HOUSING STOCK

These three counties contain two of the regions three largest lakes. These natural resources and resulting tourism industry is one of the catalysts for the TCOG regional economy.

The quality of the housing stock in the TCOG Region is inextricably intertwined with the area’s economic development. Housing inventory factors into corporate relocation decisions, the profitability of companies, the prosperity of residents, and the tax base that local governments rely on to provide services and infrastructure.

Texas Parks and Wildlife Division (TPWD) operates three state parks in this region: •

Bonham State Park,

•

Lake Ray Roberts State Park

•

Eisenhower State Park, and

TPWD also operates a Wildlife Management Area (WMA) within the Lake Ray Roberts state park.

In addition, the U.S. Fish & Wildlife Service manages the roughly 12,000 acre Hagerman National Wildlife Refuge.

These parks provide recreational opportunities to the public, as well as help maintain a healthy fauna and flora. Water and nature based recreation in these public lands draw many visitors to region annually.

• •

•

The TCOG Region has a large amount of aging housing stock, built before 1980.

Less than 10 percent of the total occupied housing units in each of the three counties were built during the last 10 years.

This signifies the increased possibility of higher maintenance cost, sub-standard housing structures, and possible government assistance required to replace old structures.

Page 29

Texoma Council of Governments Economic Disaster Mitigation Plan

TRANSPORTATION The regional mobility network consists primarily of TXDOT and county roads. IH 35 and US 75 are the primary north/south trade and commute corridors, and there are several smaller state highways (SH 82, SH 289, SH 377, and SH 121) that connect the major cities together and serve as smaller commercial corridors. Rail is limited to freight, and public transit consists of local bus service and limited ride sharing.

•

•

There are over 3,000 miles of TXDOT roads serving the three counties. This network is sufficient from a connectivity standpoint, but many of the TXDOT and county roads are aging and lack the capacity to support anticipated future growth. Many local streets in the smaller communities are also deteriorating and in need of repair or upgrading

The region has 1,128 bridges. Just under half of these are in Grayson County, and roughly 20 percent were built prior to 1960. Many of the region’s critical mobility corridors have bridges that are in need of maintenance and/or upgrading in the near future to accommodate higher traffic volumes and expanded floodplain limits and elevations

Page 30

Transit Service Area

•

Public transit is limited to the TAPS bus network that is an ‘on-demand’ service.

Ride sharing services such as Uber and Lyft operate in the larger cities, but are not as active as in counties to the south

Roads & Bridges in the TCOG Region

Chapter Two: Community Assessment

UTILITIES Much like the roadways, the region’s utility network can be generally characterized as aging and lacking the capacity that will be needed to serve future growth. Water and wastewater services are provided by a combination of local governments and special utility districts, with more rural areas being served by wells and septic. Power and broadband access is sufficient in the larger cities, but lacking in the more rural areas.

Surface Water and Wastewater Intake/Outfall Locations

Page 31

Texoma Council of Governments Economic Disaster Mitigation Plan

Lakes in the region serve as a hub of activity

LAKES, CREEKS, & FLOODWAYS The TCOG Region shares Ray Roberts Lake with Denton County and Lake Texoma with the State of Oklahoma. These lakes and creeks generate tourism and recreation activity that anchors the local economy, but they are also critical infrastructure for managing storm water and supplying water to communities.

Bois d’Arc Lake is currently under construction and will provide recreation opportunities as well as much needed water to Fannin County.

The Upper Trinity Regional Water District has also recently broken ground on Lake Ralph Hall, a second reservoir in Fannin County located near Ladonia.

Page 32

Lakes and Flood Zones in the TCOG Region

Unchecked growth can lead to increased flooding

Chapter Two: Community Assessment

Assessed Value Per Acre, Cooke County in 2D & 3D

LAND USE & FISCAL PRODUCTIVITY An economic shock can place immediate and lasting hardship on community resources.

Among the impacts, a shock may result in: • • • •

•

Reduced tax revenue, including property tax, sales tax, hotel occupancy tax and more Business closures (temporary or permanent)

Cooke

Hubert M. Moss Lake

Increased unemployment

Increased and unexpected costs that result from the event (such as masks and other equipment in a pandemic or roadway repairs from a flood)

Gainesville

Lindsay Muenster

S

Increases in emergency services and other municipal or county activities

The fiscal health of local communities is critical for the TCOG Region to avoid or withstand an economic disaster. Rate of growth and development patterns play a direct role in each community’s overall fiscal health, including revenue that it receives, service costs, and future infrastructure obligations. It also impacts the overall economic resilience of the community during an economic shock.

Higher Value

Lower Value

Lake Kiowa

Page 33

Texoma Council of Governments Economic Disaster Mitigation Plan

Assessed Value Per Acre, Fannin County in 2D & 3D

Taxable value and property tax revenue per acre are metrics that can be used to measure the fiscal productivity of development patterns and identify opportunities for communities to build tax revenue without having to raise tax rates or charge fees.

These values can be compared to current and future general fund revenue per acre to estimate funding gaps and inform strategies to build fiscal health, including the ability to provide services and maintain and replace infrastructure and prepare for upcoming events.

•

Bonham Ector Trenton Savoy

• Dodd City

Windom Leonard

Page 34

Ladonia Honey Grove

The highest producing development patterns (for revenue/acre) are more compact, mixed-use neighborhoods with smaller lots, narrower streets, and multi-story buildings – characteristics most commonly found in downtowns, mixed-use developments, and traditional neighborhoods

Examination of assessed value per acre for the three counties shows that the core downtowns in the region are where the most financially productive properties are located. These are typically also the locations that can drive retail sales and serve as destinations that attract revenue from outside of the community

Chapter Two: Community Assessment

Assessed Value Per Acre, Grayson County in 2D & 3D

•

•

While higher assessed value per acre tends to skew to the municipalities, several parcels in the rural areas prove that increase in valuation is not only important to cities but also to the three counties that must serve substantially larger areas

Overall, assessed value per acre information shows that current property tax resources in many areas of the TCOG Region may not be enough to meet core services and cover costs associated with a major event, such as substantial infrastructure replacement or community support in a long term economic shock.

Preston

Pottsboro Rock Creek Sherwood Shores

Tioga

Whitesboro Collinsville

Sherman Cambridge

Denison

The Bridges Golf Club Gunter

Howe

Tom Bean

Bells

Whitewright

Van Alstyne

Page 35

Texoma Council of Governments Economic Disaster Mitigation Plan

ECONOMIC INFRASTRUCTURE ROLE PLAYERS A large number of organizations play a role in the growth and development of the regional economy by establishing regulations, incentives, business support programs, training, marketing and more.

For purposes of this study, examination of organizations providing economic infrastructure are limited to government entities, nonprofit organizations and higher education institutions within the three county region. Federal and state entities, while important, are excluded because the majority of programs available to the region through require application and administration by local entities. One exception is the state’s role in emergency management.

Because the area is substantial, the impact of available infrastructure is largely dependent upon location. Available resources and options are greater in the larger cities of the region; however, a number of smaller communities also offer robust support. Rural areas outside of municipalities have the fewest resources available in the region.

34

Cities and towns

30+

Community economics associated nonprofit organizations

3

Counties

3

Higher education institutions and associated small business development centers

2

Regional entities Page 36

Chapter Two: Community Assessment

Percentage of Communities Utilizing Dedicated Sales Tax by Type

DEDICATED SALES TAX Communities and counties have the opportunity to establish dedicated sales tax for specific purposes and when approved by voters. A large number of communities throughout the TCOG Region have opted to utilize additional sales tax revenues to boost economic and community development activities, improve infrastructure and reduce local tax burden.

•

• • •

•

Communities that opted for no dedicated sales tax were ALL below 1,000 in population and with limited commercial facilities Denison and Sherman utilize Type A dedicated sales tax while Gainesville and Bonham utilize Type B More than one-third of communities opted for both Type A and Type B

Smaller communities largely utilize sales tax revenues for community infrastructure improvements as well as community amenities that can draw business and increase sales tax revenue The majority of communities with a Type A or B dedicated sales tax indicate willingness to incentivize business growth

60% 50%

50% 40%

38%

35% 29%

30% 20%

18%

10% 0%

Type A

Type B

Both Type A and B

Property Tax Reduction

Street Maintenance

Dedicated Sales Tax by Type in each County Type A

Both Type A and B

Type B

Property Tax Reduction

Street Maintenance

Total Communities

Cooke

0

2

1

3

0

6

Fannin

1

4

1

1

1

12

Grayson

12

11

10

6

5

16

Total

13

17

12

10

6

34

Source: comptroller.texas.gov

Page 37

Texoma Council of Governments Economic Disaster Mitigation Plan

Use of Type A and Type B Dedicated Sales Tax

Sales Tax Range in TCOG Region: Generally Allowable Use of Funds

Type A Dedicated Sales Tax

Type B Dedicated Sales Tax

0.00250 to 0.00500

0.00250 to 0.00500

To create “primary jobs” primarily through activities that spur manufacturing and industrial development. Entities using Type A sales taxes can “fund land, buildings, equipment, facilities expenditures, targeted infrastructure and improvements for projects including:

To create “primary jobs” through projecs eligible under Type A requirements PLUS other project types, including quality of life improvements. Entities using Type B revenues “may pay for land, buildings, equipment, facilities, targeted infrastructure and improvements for:

•

manufacturing and industrial facilities, recycling facilities, distribution centers, and small warehouse facilities;

•

•

•

research and development facilities, regional or • related store, restaurant, concession, parking and national corporate headquarters facilities, primary transportation facilities; job training facilities operated by higher education • related street, water and sewer facilities; and institutions, job training classes, telephone call affordable housing. centers and career centers not located within a junior • college taxing district; To promote and develop new and expanded business certain infrastructure improvements that promote or enterprises that create or retain primary jobs, a Type B develop new or expanded business enterprises; EDC may fund: aviation facilities; • public safety facilities;

•

commuter rail, light rail or commuter bus operations;

•

recycling facilities;

•

port-related facilities, railports, rail switching facilities, marine ports, inland ports; and

•

streets, roads, drainage and related improvements;

•

maintenance and operating costs associated with projects.”

•

demolition of existing structures;

•

general municipally owned improvements; and

•

maintenance and operating costs associated with projects.

•

professional and amateur sports and athletic facilities, tourism and entertainment facilities, convention facilities and public parks;

Type B EDCs also may seek voter approval to spend Type B sales tax funds for a water supply, water conservation program or cleanup of contaminated property.

Type B EDCs created by cities with a population of 20,000 or less may use sales tax proceeds to fund projects that promote new or expanded business development that do not create or retain primary jobs.”

Source: Type A and B Economic Development Corporations Overview, www.comptroller.texas.gov

Page 38

What’s in a Name?

Communities differ in terminology and the manner in which they create entities that administer Type A and B funds, but the intention is similar.

•

•

•

Some communities refer to entities that administer Type A funds as Industrial Development Corporations while others are called Economic Development Corporations

Entities that administer Type B funds may be called Economic Development Corporations or Community Development Corporations as a result of their added focus on quality of life improvements Other organizations may take an entirely different name, however function remains the same

Chapter Two: Community Assessment

SPECIAL FINANCE DISTRICTS The State of Texas allows for creation of special finance districts for purposes of spurring community reinvestment. Tax Increment Reinvestment Zones (TIRZs) are created at the local level and utilize the increment of increased tax value resulting from improvements as a means of financing capital and economic investments.

• • •

Thirteen TIRZs are currently in use within the TCOG Region All reinvestment zones are located in Grayson County and, with exception of two, are all in Sherman or Denison

While reinvestment zones are viable tools for smaller communities, only Gunter and Pottsboro have created one

Tax Increment Reinvestment Zones in the TCOG Region as Reported TIRZ Name

Fund Balance

Revenues Total

Tax Base

Captured Appraised Value

$617,171

$7,212,447

$66,418,427

$1,416,918

$473,892

$1,890,810

$5,000

$83,189,741

$47,396,979

$130,586,720

Expenditures Total

Total Taxable Value

Cooke County NONE Fannin County NONE Grayson County City of Denison TIRZ #1

$7,501

$255,632

City of Denison TIRZ #2

$1,404

$1,404

City of Denison TIRZ #3

$464,213

$317,820

City of Denison TIRZ #4

$92,644,653

City of Denison TIRZ #5 City of Gunter TIRZ #1

$73,630,874

$179,788,366 $0

$216,249

$216,249

$17,946,877

$50,630,006

$68,576,883

City of Pottsboro TIRZ #1

$1,037

$1,063

$0

$12,900,000

$4,186,919

$17,086,919

City of Sherman TIRZ #1 (Town Center)

$354,944

$288,591

$200

$3,552,682

$117,576,982

$121,129,664

City of Sherman Downtown TIRZ #2

$370,658

$154,399

$1,000

$15,263,809

$30,575,119

$45,838,928

$33,826

$178,611

$202,112

$35,025,477

$36,443,136

$71,468,613

City of Sherman Crossroads TIRZ #5

$611,156

$118,489

$0

$3,913,895

$19,748,471

$23,662,367

City of Sherman Landing TIRZ #6

-$10,347

$178,095

$133,856

$103,429

$8,505,298

$8,608,727

City of Sherman TIRZ #7 (Legacy Village)

$491,365

$2,401,937

$1,910,572

$0

$0

$0

$2,325,757

$4,112,290

$3,086,160

$452,958,294

$381,955,229

$562,480,505

City of Sherman TIRZ #3 (Woodmont)

TIRZ TOTAL

Source: TIRZ Financials Combined by County Report, www.comptroller.texas.gov

Page 39

Texoma Council of Governments Economic Disaster Mitigation Plan

BUSINESS SUPPORT ENTITIES Organizations within the various communities have been established for purposes of promoting and advocating for local businesses and local business districts.

•

• •

•

Roughly half (17) of the communities in the TCOG Region have established local chambers of commerce. Some are established as “area” chambers that include businesses in nearby rural areas and small towns

Chambers of commerce can differ substantially in the types of programs and support offered to local businesses Sherman and Denison participate in the Main Street program with dedicated staff focused on strengthening downtown activity in each community

Small Business Development Centers for the area are located in Grayson College (service area includes Grayson and Fannin Counties) and North Central Texas College (service area includes Cooke County)

Page 40

Business Support Entity by Community Main Street Program

Chamber of Commerce

Cooke County

Main Street Program

Chamber of Commerce

Grayson County

Callisburg

No

Bells

No

Gainesville

Yes

Collinsville

Yes

Lindsay

No

Denison

Muenster

Yes

Dorchester

No

Oak Ridge (Town)

No

Gunter

Yes

Valley View

Yes

Howe

Yes

Knollwood

No

Fannin County

Yes

Yes

Bailey

No

Pottsboro

Yes

Bonham

Yes

Sadler

No

Dodd

No

Sherman

Ector

No

Southmayd

No

Honey Grove

Yes

Tioga

Yes

Ladonia

Yes

Tom Bean

No

Leonard

Yes

Van Alstyne

Yes

Pecan Gap

No

Whitesboro

Yes

Ravenna

No

Whitewright

Yes

Savoy

No

Trenton

No

Windom

No

Yes

Yes

Chapter Two: Community Assessment

PROGRAMS A number of communities in the TCOG Region have made programs available to attract new business and industry to the area and to allow existing businesses to grow and prosper. Programs play a critical role in not only supporting the business community, but also in establishing priorities such as types of businesses desired, niches to be filled, needs to be met or locations to promote.

• •

•

Many communities with Type A or B resources noted local incentives for new or expanding businesses Some communities added programs in response to the COVID-19 pandemic.

Others actively encouraged residents to support local businesses by buying goods and food when possible

Communities may have additional ongoing or pandemic-specific programs that were not easy to find online. Some prefer conversation prior to announcing available tools

Examples of Ongoing Business Programs

Examples of Pandemic Responsive Programs

•

•

•

•

•

The Van Alstyne Community Development Corporation offers a Retention and Expansion Grant to allow local businesses to prosper and remain

The Sherman Economic Development Corporation (SEDCO) offers grants for businesses that are expanding or relocating to the community and a “Buy Local” grant that promotes purchase of goods and services from area businesses Cities such as Leonard, Van Alstyne and Whitesboro offer facade grants that offer the dual benefit of enhancing the curb appeal of both the business property and the community The Denison Development Alliance has established a Revolving Loan Fund for purchase of property and equipment

•

•

•

The Denison Development Alliance launched the E-Commerce Accelerator Incentive program to promote stronger online presence by area businesses. The community also adopted changes to area parking to improve curbside service In Howe, the Howe Area Chamber of Commerce purchased gift cards and hosted “seek and find” events that would allow residents to get out during the pandemic in a manner that was both safe and supportive of local business

The Bonham Economic Development Corporation (BEDCO) established a Small Business Emergency Assistance program that began as a grant and has transitioned into a loan to continue support as needed SEDCO served as a communication conduit between local industries to share information and ideas between companies

Page 41

Texoma Council of Governments Economic Disaster Mitigation Plan

REGULATIONS & PLANNING Nearly all of the 34 communities in the TCOG Region have zoning and subdivision regulations and the three counties also manage subdivision development outside of the communities and their respective extraterritorial jurisdiction. Some also supported development regulations with a comprehensive plan or other form of long range vision.

• • •

Generally speaking, most communities in the TCOG Region have highly traditional zoning and subdivision standards Only a limited number of communities offer both regulations and a zoning map for online review

Fannin County has been granted zoning authority within 5,000 feet of the anticipated shoreline of the Lower Bois d’Arc Reservoir to manage anticipated develpment. Cooke and Grayson Counties apply the same authority to areas adjacent to Lake Ray Roberts. Grayson County also applies zoning in the area of NTRA-Perrin Field

Page 42

Van Alstyne Downtown Vision Plan In 2018, the City of Van Alstyne developed a vision designed to protect and enhance the community’s downtown area. The plan offers increased attractions and amenities, as well as mobility/connectivity improvements to enhance the marketability of the area.

Designing Downtown Denison The City of Denison is reimagining portions of the downtown area to continue to add value to the already vibrant heart of the community.

As part of the implementation process, the City is offering alley access grants to assist local businesses while streetscape improvements are underway.

Fannin County Comprehensive Plan for Lower Bois d’Arc Creek Reservoir The project is notable as a study intended to inform development regulations and policies associated with property surrounding the reservoir that is currently under development.

The project is expected to have a substantial impact on area economics. The plan provides: •

•

• •

A land use plan for the area immediately surrounding the reservoir, including limited commercial areas along with residential and preservation of agricultural activities Transportation, including new trail connectivity opportunities (including long term connection to the proposed Ralph Hall Reservoir in south Fannin County Recreation opportunities including locations for public access to the reservoir

Development standards for items such as docks, marinas, boat ramps, shoreline protection and nonresidential development

Chapter Two: Community Assessment

TRAINING & EMPLOYMENT The TCOG Region includes critical educational and employment partners that are available to support both the business community and the local workforce, including: • • • •

Two community colleges in Grayson and North Central Texas College Small Business Development Centers serving the TCOG Region and more

A nationally regarded liberal arts college

An organization dedicated specifically to meeting the employment needs of the region by supporting both the business community and workforce

Grayson College

North Central Texas College (NCTC)

Grayson College is a community college that offers three campuses within the TCOG Region and that provides services to Grayson and Fannin Counties. In addition to provision of a variety of two-year programs, Grayson College offers the Center for Workplace Learning that focuses on noncredit coursework. The college also provides customized training for area companies and is the location for the Small Business Development Center that serves Grayson and Fannin Counties.

NCTC is a community college with multiple campuses, including the main campus in Gainesville. The college provides multiple career opportunities for area residents along with certification and continuing education opportunities, often in collaboration with local industry. NCTC is home to the Small Business Development Center that serves Cooke County.

Austin College Austin College is a small, liberal arts institution located in Sherman. The school provides over 55 areas of study for a student population of approximately 1,300.

Workforce Solutions Texoma Workforce Solutions Texoma is a public entity designed to assist both employers and employees in the three county region.

Employee assistance includes job seeking support and assistance with training, including financial assistance for qualifying people and professions. The organization aids employers through recruiting, hiring events, support during potential or realized staff reductions, as well as market data.

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Texoma Council of Governments Economic Disaster Mitigation Plan

MESSAGING & EVENTS Marketing and events are sometimes considered the “softer side” of economic development from the perspective that they do not directly result in the creation of jobs.

However, both are important to promotion of the community and to support local businesses - particularly those that benefit from tourism at any scale.

•

Many communities did not necessarily promote a slogan but instead used imagery and logos to establish identity.

Common themes included: •

recreation and sailing

•

small town living

• • •

•

•

Examples of Local Events

•

Crossroads of Friendliness - City of Bells

•

•

Moving Forward. Kicking Back - City of Denison

•

•

• •

western ranching

•

pride in state and country

•

history/heritage

support for family, church and the military

Advertised events range from local activities intended to benefit both community residents and businesses to special/unique events designed to attract a regional audience

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Examples of Messaging

•

Great Texas Pride - Keep Collinsville Beautiful

Come Play. Come Stay - City of Pottsboro

•

Old Roses. New Friends - City of Whitewright

•

Classic Town. Broad Horizon - City of Sherman Totally Texas. All American - City of Gainesville

The Star of North Texas - City of Bonham

• • • • • • •

Communities such as Denison, Sherman, Gainesville and Van Alstyne all host farmer’s markets to support local businesses and farmers Frontier Days - Collinsville

Bonham Quilt Hop - Bonham

Doc Holliday Saints & Sinners Festival Denison 20 Mile Garage Sale - Ladonia Arts & Jazz Fest - Denison

Hot Summer Nights - Sherman Sherman Arts Fest - Sherman Founders Day Festival - Howe Peanut Festival - Whitesboro Fall der All - Van Alstyne

Chapter Two: Community Assessment

TEXOMA COUNCIL OF GOVERNMENTS (TCOG) TCOG may be best known throughout the area for its focus on providing social service support to citizens in Cooke, Fannin and Grayson Counties, as well as hazardous waste collection, and disbursement of grants for programs related to criminal justice and other critical services. Additionally, TCOG serves as the Economic Development District for the region and, as such, provides a series of services, including: • •

• • • •

A Comprehensive Economic Development Strategy for the three county region

Economic support programs such as the City Series seminars, SizeUp small business data support, and demographics and other data needs as appropriate Geographic Information System services for communities and rural areas of the TCOG Region as needed Development of the Economic Disaster Mitigation Plan for the region

Establishment of the Five Year Regional Transportation Plan Section 3 support for businesses as needed

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Texoma Council of Governments Economic Disaster Mitigation Plan

EMERGENCY MANAGEMENT The TCOG Region has a structure in place to address natural and man-made disasters from preparation to recovery. It is a nationally recognized and largely standardized system that has been utilized by cities such as Gainesville and Sherman, the three TCOG counties, and other public or private entities.

•

•

•

Emergency Operations Plans are considered “all hazards plans” and they do address many of the events that could lead to an economic shock such as a flood or pandemic Similarly, Hazard Mitigation Plans are designed to assess and address risks associated with man-made and natural events

The process of anticipating, preventing, preparing for, and recovering from economic shocks is highly complementary to the traditional incident management process

Guidance According to NIMS

Critical Documents

The National Incident Management System - known as NIMS - was established for purposes of building a continuity of language and structure in the emergency management process. NIMS provides a system that counties and cities can utilize to establish Emergency Operations Plans. NIMS broadly covers:

•

•

•

•

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Resource Management. Includes all aspects of materials and personnel throughout an event, including acquisition of equipment, mobilizing material and personnel when needed, and mutual aid

Command and Coordination. Establishes chain of command as well as roles, an incident command system, emergency operations centers (EOC), and a joint information system Communications & Information Management. Determines a system of unified communication, including provision of managed but timely and consistent information

•

Emergency Operations Plan. The EOP is intended to define the manner in which a city, county or other public or private entity will organize and respond in an emergency situation. An Emergency Operations Plan typically consists of a Basic Plan that includes the general foundation of the plan and a series of Annexes that further address specific topics

Hazard Mitigation Plan. The HMP is intended to document methods for recognizing potential hazards and addressing them in advance of a potential event. A Hazard Mitigation Plan typically includes a risk assessment followed by a series of mitigation strategies. The plan is intended to reduce the impacts of most natural or man-made disasters; however, it most often does not include consideration of economic disasters

Chapter Two: Community Assessment

Entities & Roles •

•

Texas Department of Emergency Management. TDEM implements the state’s emergency management program and aids “cities, counties, and state agencies in planning and implementing their emergency management programs..

Individuals responsible for support to the TCOG Region include the Region 1 Assistant Chief located in Garland, and the District 22 Coordinator located in Sherman Counties & Cities. The three counties and cities in the area are directly responsible for addressing events in their area. The communities, three counties and various other engaged entities in the TCOG Region utilize the processes established in the Emergency Operations Plan to establish command, implement procedures and request assistance

•

TCOG. The Texoma Council of Governments is by its very nature a support system for a regional coalition of cities and counties. TCOG aids communities in development of emergency management documents.

Equally important, TCOG is also the author of the Regional Response Plan developed in 2006 that establishes the Texoma Regional Response Unit of Coordination (TRRUC) which facilitates “resourcing during an overwhelming response to a catastrophic incident that occurs within the region”

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Texoma Council of Governments Economic Disaster Mitigation Plan

SWOC ANALYSIS STRENGTHS

WEAKNESSES

•

•

• • • • • • • • • • • • •

Nature - and plenty of it

Recreational opportunities from boating and fishing to hunting and bird watching

Reservoirs provide water and flood reduction to the region

•

Rural character and small town charm throughout the region

•

Industry diversity (agriculture, manufacturing, recreation, health care and more)

•

Variety of employment opportunities in the area and nearby

•

Connectivity to the Dallas Fort Worth Metropolitan area, the Oklahoma region and beyond

•

Local entrepreneurial spirit seen by the number of locally owned small businesses and retail establishments Affordable land and sites available for development and redevelopment

“Small town” qualify of life including low crime, affordable taxes, quality schools, and recreational opportunities Availability of educational & training resources from community colleges to more

Tourist attractions including charming downtowns, historical sites, events and recreational amenities

Collaborative spirit and willingness to help and support each other as individuals and communities

Ingenuity of public and private parties to endure and support during the global pandemic

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• • • • • •

Spread out, rural nature of area limits access and connectivity

Many residents must commute outside of the region for employment

Lack of housing options in stock, variety and affordability

Limited educational attainment and low skilled employment Insufficient workforce with attributes to attract additional living wage jobs Poverty levels in some areas of the region

Limited transportation options within the region and to travel to nearby areas Limited access to healthcare and related facilities Infrastructure conditions in rural areas

Limited commercial base and empty storefronts in some small communities

Limited resources in smaller cities to respond to major events

Development regulations in some communities not adaptable to trends in residential and commercial development that could strengthen resilience

Chapter Two: Community Assessment

OPPORTUNITIES

CHALLENGES

•

•

• • • • • • • • • • •

Recreational, economic and service opportunities from new reservoirs in Fannin County Expanded and unified tourism opportunities in the region combining nature, recreation, downtowns and more

Small communities with available storefronts and sites for commercial clusters and downtown redevelopment

Growth of the creative and local craft/food beverage industries, particularly in downtowns with restaurants, cafes, boutique shops, art and cultural amenities

• • •

Strengthen and expand entrepreneurial and small business activity across the full geographic and demographic spectrum of the region

•

Strengthen existing industries but continue to diversify with new businesses/industries

•

Expand remote work experience and options in region

Build upon growing niche agribusiness markets from urban farming to farm-to-table Adjust regulations, policies and services to adopt positive changes discovered during global pandemic

Increase communication and collaboration between public, nonprofit and private entities

•

• •

Knowledge of resources, such as funding opportunities and programs available to small communities and rural areas, including those available through TCOG Competition with the Dallas/Fort Worth Metropolitan Area and Oklahoma areas for jobs, resources and funding

Access to technology, including broadband, particularly in isolated populations

Changes in demographics, labor pool and needs of the local economy

Protection of rural and community character as growth in the TCOG region increases Long term maintenance and replacement of county and community infrastructure

Lack of NIMS-like standardized and fully collaborated system for addressing economic shocks as part of natural/manmade disasters or other conditions Improved programs and access to funding, including government/public and private sources

Programs and practices to provide emergency economic assistance to audiences unused to seeking or needing support

Expand coordination between educational institutions and industries in training and enhancing/shifting workforce skills Increased role for TCOG as a regional resource to enhance economic resilience and response, including as a source of shared knowledge and resources during economic events

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Texoma Council of Governments Economic Disaster Mitigation Plan

OBSERVATIONS PUTTING IT ALL TOGETHER The Community Assessment involves a substantial amount of data analysis, interviews with a variety of individuals, examination of previous studies and professional expertise. Observations represent the combination of those elements to highlight the most important “take-aways” from the Community Assessment.

OBSERVATION

Recreation, Nature and Small-Town Character Define the TCOG Region The TCOG Region boasts reservoirs, three state parks and a federal wildlife refuge that provide an escape for relaxing, boating and fishing – and two more reservoirs are on the way. These amenities are surrounded by rural farm and ranch land that is dotted by a series of idyllic small cities and towns, several of which offer vibrant and attractive downtowns. All of this comes together in the TCOG Region to present a way of life and a place worth visiting that is nestled between the big cities and the casino. Each community has unique characteristics that add value to the area but this seems to be the image of the TCOG Region as a whole.

Hagerman National Wildlife Refuge Image Credit: Pam Rendall Bass www.friendsofhagerman.com

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1

Chapter Two: Community Assessment

OBSERVATION

The Population is Growing and Nearly Fully Employed

2

Growth in the area has been historically steady but it may not be enought to keep up with employment needs. Statistics show that the majority of the local population is “working age” - 25 to 64 years of age. Despite the growth in population, unemployment rates in recent years and outside of the global pandemic are so low that the available labor pool could be considered “constrained”. By the numbers, nearly everyone of working age is actively employed.

OBSERVATION

Housing is Affordable, but Hard to Come By

3

According to an economic overview study conducted for Workforce Solutions Texoma, the vacancy rate for owner occupied housing is very low and vacancy among renters is also relatively low - sufficiently low to signal the need for additional housing in the market.

More than half of all homes are 40 years or older.

Homes in the area are considered affordable in comparison to the local median household income. Housing consists very largely of single family detached structures in comparison to other housing types.

Residence in Gainesville

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Texoma Council of Governments Economic Disaster Mitigation Plan

OBSERVATION

Blue Collar Prosperity Happens Here

4

The TCOG Region lags behind the state and the country in individuals with four or more years of college. On the other hand, it outperforms in the category of people earning an Associates Degree. Despite the limited percentage of persons with four years of college, the median household income is competitive with Texas and better than the country. This is due in part to industries such as energy and manufacturing found most prominently in Cooke and Grayson Counties.

Other prominent industries in the region also tend to favor blue collar skills.

OBSERVATION

Small Business is a Big Deal in the Region

The area enjoys its share of large businesses that employ substantial numbers of people and contribute to local revenue streams.

However, the very large majority of businesses in the TCOG Region employ less than ten people. The majority are also classified as a “single location” businesses - locally owned “mom and pop shops” that range from restaurants and specialty shopping to beauty salons and machine shops. Businesses outside of Gainesville, Denison, Sherman, and Bonham are even more likely to be small.

Business in Sherman

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5

Chapter Two: Community Assessment

OBSERVATION

Downtown is a Vital and Valued Asset

6

Regardless of size, communities that have a “downtown” see the value in maintaining and enhancing it. A number of communities have specific ordinances related to development in the “Central Business District” or “Downtown”. A few, such as Van Alstyne and Denison have established plans for downtown growth. A number of communities have implemented façade or site improvement grants that help both the business and downtown “curb appeal”. Denison and Sherman also participate in the National Main Street program and actively promote downtown improvements and activities.

OBSERVATION

7

Most Communities Have an Economic Toolkit but It May Not be Completely Full

Regardless of size, every community with an internet presence has declared an interest in economic development. More than half of communities have passed a special sales tax for economic development purposes.

Similarly, half of communities have a chamber of commerce, although some may be more active than others. Several indicate the willingness to consider tax abatements and four have established special financing districts for purposes of attracting investment. The most aggressive efforts tend to occur in communities that can afford dedicated economic development staff.

Denison downtown Main Street Fall Festival

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Texoma Council of Governments Economic Disaster Mitigation Plan

OBSERVATION

Messaging is a Mixed Bag in the Region

8

Every area has a story to tell and the strength of that story and the way it is presented is a critical element to attracting businesses, residents and tourists. A variety of communities offer attractive websites but very few offer a tagline or branding elements designed to immediately capture an individual or entities interest. Larger communities, particularly Denison and Sherman, appear to have greater focus on building and reinforcing a community brand.

There is no indication of shared messaging or of a broader regional message.

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Pottsboro Chamber of Commerce Messaging

Chapter Two: Community Assessment

OBSERVATION

The Pandemic Showcased the Region’s Entrepreneurship and Ingenuity

9

In interviews, many stated that the COVID-19 Pandemic forced business owners and communities to become creative in ways they either hadn’t anticipated or were planning to happen less quickly. Businesses moved online, streamlined, provided curbside service and found other creative means of connecting with customers. Some cities collaborated closely with businesses and customers to add programs, change standards and more to adapt as well. People working from home found opportunities for side businesses or new businesses.

OBSERVATION

10

Addressing Economic Shock at the Local Level is a New Emergency Response

The federal response to the global pandemic involved making funds quickly available to support small businesses and other institutions. However, response to economic shock is not a component of traditional emergency operations. As a result, implementation proved to be an uneven learning experience for both those dispersing funds and recipients. Some entities in the TCOG Region were quick to adapt to circumstances and offer assistance while others took longer to respond. Recipients equally struggled, particularly those that had never sought economic assistance in the past.

Denison Curbside Pickup Program Image Credit: Herald Bulletin

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Texoma Council of Governments Economic Disaster Mitigation Plan

WORST CASE SCENARIO WHY A WORST CASE SCENARIO? The purpose of the Economic Disaster Mitigation Plan is to prepare for the potential for economic shocks of various types and magnitudes. The initial economic shock of the COVID-19 global pandemic certainly impacted the TCOG Region. Some businesses and households are still on the path to recovery. It is important to note

that the virus continues to mutate and the possibility remains that future variants have an increased impact.

Examination of local unemployment rates over time show a severe spike in unemployment due to COVID-19. However, unemployment rates have rebounded indicating a likely V-shaped economic shock

and recovery. In comparison, the Great Recession may not have seen the same level of unemployment, but the longevity of the impact was an extended U-shape shock.

A worst-case scenario will allow for added shock to the regional economy and force increased resilience and more aggressive responsiveness.

Second Quarter Unemployment Rate in TCOG Region, 2007 to 2021 12% 10.3% 10%

8.5%

8.5%

8%

4.8%

6%

4.1%

3.6%

4%

2.5%

The Great Recession: 2008 - 2014 U-Shaped Economic Shock

2%

COVID-19 Pandemic: 2019 - Ongoing Projected V-Shaped Economic Shock

0% A M J 2007

A M J A M J 2008

2009

Source: Texoma Workforce Solutions

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A M J A M J 2010

2011

A M J A M J 2012

2013

A M J A M J 2014

2015

A M J A M J 2016

2017

A M J A M J A M J 2018

2019

2020

A

Chapter Two: Community Assessment

SHOCKS CONSIDERED Emergency Management Plans in the area recognize potential hazards in the area by largely focusing on natural or manmade events and assessing the potential threat level. Those hazards as well as other economic events were considered in determination of the worst-case scenario.

•

•

•

Global Pandemic. The COVID-19 Pandemic created the deepest and most immediate climb in unemployment rates across the United States since the Great Depression and caused extensive fear, particularly at the outset, about lasting impacts on retail, tourism, manufacturing and other sectors

•

•

Major Flood Event. The flood event of 2015 was the result of substantial local rainfall, particularly in Cooke County, in a relatively short period of time. The flood resulted in substantial damage to connectivity and infrastructure, particularly along the Red River

Tornado. A tornado is recognized as both likely and potentially among the most damaging local, natural events for this region

•

Drought, Hazardous Spill or Other Event. Any number of additional natural or man-made events have the capacity to create an economic shock; however, all were considered either less likely or less likely to have the type of economic shock necessary to be considered for a worstcase scenario

Texoma Area Rainfall, May 2015 Flood Event

The Great Recession. An entirely economic event driven by unsustainable market policies. The depth of longevity of the economic shock had many concerned that the United States was facing its next depression Winter Freeze. The winter freeze of 2021 - dubbed as “Snovid” and “Snowmageddon” - was a surprise in its severity and its impacts to livestock, landscape and public and private infrastructure. Many communities are still financing damage repair

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Texoma Council of Governments Economic Disaster Mitigation Plan

WORST CASE SCENARIO The selected worst case scenario is a combination of events that are intended as a combination of global economic shock compounded by a local event.

Global Pandemic

Major Flood Event

•

Similar in nature to the COVID-19 pandemic, the worst case scenario strikes at a rapid pace and with slightly greater severity

•

Federal programs to support businesses, local government and other employers and impacted entities are stretched as the time to find a vaccine grows

•

•

•

•

•

Mutation makes a dependable vaccine more difficult to create and forces greater precautions for a more extended period of time

The job of sustaining the local business community and other employers falls more greatly on local entities - cities, counties, TCOG, and others

The economic shock becomes a U-shape event that requires several years for unemployment rates to return to normal

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•

• • •

Approximately six months into the global pandemic the TCOG Region must deal with a major flood event similar in nature to the flood event of May 2015

The rain event is broader in scope and strikes both Cooke and Grayson counties with approximately 30 inches of rainfall over a short period of time

Roadways and infrastructure particularly in proximity to the Red River are damaged

Federal and state aid for the flood event is slowed by stress on the state and national budgets caused by the global pandemic Local reconstruction is hindered by concerns of contagion and availability of materials The added economic shock from the flood event threatens to prolong and deepen the U-shape event

STRATEGIES

Texoma Council of Governments Economic Disaster Mitigation Plan

KEYS TO SUCCESSFUL STRATEGIES The key to mitigation is preparedness. As a region. As a community. As an organization. As a business. As a household.

A focus on economic disaster mitigation means expanding local resilience and responsiveness in the following ways:

Increasing Economic Diversity • •

Support, attract and expand businesses and ecosystems in critical industries Increase responsiveness and support systems for employers/businesses

Building Fiscally Strong Communities

Embracing Local Identity and Assets

•

•

•

•

Expanding Personal Prosperity • •

Build personal skills and wealth to better manage in difficult times Cultivate growth through incremental development and encourage real estate ownership and local reinvestment

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•

Development patterns that generate sufficient tax revenue to cover service and infrastructure costs

Buildings and neighborhoods that are designed with flexibility over time (avoid standards that lock in one particular pattern or use) Identify, connect, and leverage local partners’ time and talent

Understand the full fiscal impact of all new development and redevelopment

• • •

Establish an economic environment that is built upon the unique traits of the TCOG Region and local communities Attract investment that is compatible with and/or enhances Local Identity

Consistently craft ways to remain relevant while maintaining and protecting local identity Invest in cultural, natural and physical assets of the Region

Chapter One: Introduction

Seeking Equity and Environmental Justice • •

Seek opportunities for entrepreneurship and skills development at all income levels/circumstances Identify and fully consider historically underserved communities and populations in allocation of resources

Building Regional Sustainability •

•

Target, prepare, and incentivize industries and industry clusters that align with TCOG’s approach to resiliency and sustainability Recognize and foster healthy regional interdependence such as the natural relationship between rural activity and small towns, regional tourism opportunities, and more

Enhancing Regional Collaboration, Leadership and Responsiveness •

•

Collaborate on “opportunities of mutual benefit” – those that offer benefit (or aid in mitigating negative impacts) to both community and region

As the Economic Development District for the Texoma Region, serve as a. the leader and facilitator for regional economic development, including during economic events

•

b. an increasingly strong resource for economic development support

Build the necessary system to regionally respond to economic events in the same manner as natural and physical events.

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Texoma Council of Governments Economic Disaster Mitigation Plan

STRATEGY

1

Enhanced Education Series Build on the City Series that is currently underway, but more aggressively - and more aggressively marketed • •

Focus on the recommendations of the Economic Disaster Mitigation Plan

Create a Business Resilience series and website presence with topics such as: a. Disaster Preparedness/Business Continuity Plans

b. Curb Appeal - both site improvements and techniques for drawing in customers •

c. Online marketing

Create a Community Resilience series and website presence with topics such as:

Conduct a special set of workshops devoted to Development Codes/ Incentives for “Resilient Growth” a. Promote fiscally sound development patterns that provide higher return on investment, higher retail sales, increased community revenues, increased quality of life, and maximize use of (and ability to maintain) infrastructure/public services b. Promote creative subdivision development that actively integrates into the surrounding character: i.

Conservation subdivisions for open space and agricultural preservation

a. Community branding

ii. New Urbanist footprints to maintain small town character

c. Placemaking secrets

c. Emphasize downtown redevelopment and commercial clustering

b. Grant writing & grant management d. Development agreement basics •

•

e. True costs of infrastructure

Conduct the full Incremental Development training series for the region

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i.

Destination-building

ii. Adaptable reuse

c. Expand multimodal transportation options

d. Encourage economic “graduation” (garage to incubator, online, trucks, trailers, containers, pop-ups, shared space, ghost facilities, personal brick and mortar, etc.) e. Promote permit flexibility and incremental development f.

Allow accessory dwelling units (also known as “granny flats”) and limited scale “missing middle” housing to allow a variety of new housing solutions into the local market i.

ADUs allow for secondary income streams while providing an affordable housing alternative

ii. Housing options allows for greater flexibility in meeting market needs iii. Options Reduce the need/demand for large scale apartment activity

Chapter One: Introduction

STRATEGY

2

Regional Business Retention and Expansion (BR&E) Program •

• •

• •

Most communities struggle to maintain a consistent, robust BR&E program and those that can often don’t do it on a regular basis Builds relationships with the local business community and adds value to local governments – everybody wins!

Builds a regional communication network that is particularly valuable in assessing needs for both mitigation and disaster response

Requires a number of “ambassadors” (cities, counties, colleges and more could assist) Transitions to a consistent conduit for communication with local businesses during and post-disaster both to assess overall needs and to provide assistance

Example: Grants Pass, Oregon develops a summary report that provides results from their award-winning business retention and expansion program.

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Texoma Council of Governments Economic Disaster Mitigation Plan

STRATEGY

3

Promote an ecosystem of sustainable development of manufacturing and production in the TCOG Region • • • •

•

Proactively regionally leverage existing clusters such as the high-tech industry cluster led by Texas Instruments

Lead regional coordination with existing clusters to identify needs using the proposed regional BR&E Program Identify new and potential regional clusters and be aware of trends in evolving clusters such as oil & gas

Collaborate to establish a program that assists local businesses and industries seeking to evolve to more sustainable markets and services.

Coordinate regional incentives and strategies to promote and attract businesses and industries complementary to existing and preferred clusters

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•

Establish an Economic Resilience Finance program with area partners that is initially intended for disaster response but is equally valuable to mitigation a. Bridge loans

• •

b. Small business grants d. Revolving Loan fund

e. Community self-financing, crowdfunding

The intention is to create/manage a program, but all aspects of financing would be undertaken through finance partners.

g. TCOG could pursue financing grants and programs. For example, if USDA is providing grants for sustainable farming or rural small business support, then TCOG could bring that resource to the table

Establish a series of emergency programs that can be implemented in instances of economic disaster and recovery a. Emphasis is recommended on small businesses as most vulnerable (with the added benefit of the ability to spread resources across more businesses)

c. Micro finance

f.

Partners should include local EDOs, city leadership, financial institutions, and nonprofits/CDFIs (such as TruFund)

•

b. Consider involvement of the State of Texas and larger entities to assist support larger businesses

Determine which programs (or amended versions of programs) could become mitigation programs as well

Chapter One: Introduction

STRATEGY

4

STRATEGY

Expand and enhance access to data that aids in building local resilience

Become a Grant Resource for communities, counties and other partners

•

•

•

•

Continue to grow GIS as a valuable local resource for decision making, building local economic resilience, and preparing for response services during an economic disaster Consider annual acquisition of data sets for purposes of analysis and regular reporting to partner entities. This is equally beneficial as a regional service if it allows other communities to forego similar data collection/acquisition and reporting Coordinate with other data collection and producing entities such as Workforce Solutions and SBDC to build complementary services, particularly in support of area businesses and communities

• • • •

5 opportunities allow TCOG to lend expertise to small communities in project development and grant funding assistance, including assistance in raising local match

Allows TCOG to play multiple roles as it relates to grants, foundations and more

Grow the local knowledge base of grant and foundation opportunities Provide grant writing for communities and causes that build local community resilience Serve as grant administrator where appropriate

Particularly useful to communities that have need but limited staff a. Example programs include: i.

Texas Parks & Wildlife Outdoor Legacy/Parks/Recreational Trails, and other programs aligned with outdoor activities

•

iii. Transportation programs that provide funding for accessibility improvements to federal lands (Caddo Grasslands, the USACE reservoirs, etc.)

Collaborate with communities and counties and other partners to support for regional sponsorship (where appropriate), local participation, and matching funds.

ii. Texas Department of Agriculture Main Street, Community Development Block Grant and similar programs. Such

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Texoma Council of Governments Economic Disaster Mitigation Plan

STRATEGY

6

Develop a Mobile Marketplace that moves to select locations throughout TCOG – and could be managed by TCOG •

•

•

Example: Mobile farmers markets, such as this example in Sacramento, California provide a foundation for the mobile marketplace strategy proposed for TCOG communities.

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Establish a market of tents, trucks and/ or trailers for the TCOG region that rotates between communities to allow for improved access to goods and produce throughout the region

Each participating community could reserve market space for locals from that particular community or area to be part of the program Should complement current markets in the region

Chapter One: Introduction

STRATEGY

7

TCOG Emergency Response Enhancements •

a. Beneficial from the perspective that the regional economy can recover more quickly when all parts are operational

Establish TCOG as a Business Recovery Center as a part of the disaster response process (different from an Emergency Operations Center from the perspective of its focus on getting businesses stabilized and operational)

b. Other communities could provide staff support (although they could also opt for financial support to support specific sectors that also benefit them)

a. Establish guidelines in a BRC in a manner similar to those for the EOC in physical disaster response efforts

b. Allows a single source as a conduit for economic recovery efforts and a single source for coordination with the business community

•

c. Requires advance collaboration with communities to avoid issues of overlap or confusion

Add Economic Development “Mutual Aid” language that allows for communities and other partners to be ready to offer assistance

•

c. Partners could provide financial and service support Become a source of information to both businesses and communities (complimentary to local efforts) and a resource for sharing information and ideas among communities and from outside of the area

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Texoma Council of Governments Economic Disaster Mitigation Plan

STRATEGY

8

Enhance the TCOG Region’s support for entrepreneurship and small business growth •

•

Increase the health and number of small businesses in the TCOG region for purposes of building personal wealth and strengthening local communities Establish a Small Business incubation & TCOG region-centric entrepreneurship program as a partnership between TCOG, Grayson College, NCTC and other interested partners a. Consider specialized programming to support and diversify strength in local industries and industry clusters such as tech, health care, agriculture, machine shops, dining/food, and tourism

b. Develop a makerspace for purposes of hands on activities such as woodworking, welding, fabrication, arts and more to promote both artisanship and blue collar skills/small business development Page 68

• •

•

•

Collaborate with local SBDCs and EDCs to define gaps in local small business support and growth

Utilize regional resources, including previously mentioned BR&E program as well as financing and incentive programs to retain local businesses as they “scale up”

Collaborate with partners such as Grayson College, NCTC and EDCs to craft a spectrum of training programs aimed at all aspects of business and employee growth, including classes, workshops, apprenticeships and internships in order to not only expand local talents but also keep them local.

Examine entrepreneurship information and determine if additional effort or targeted marketing is needed to address all geographic areas of the region and historically underserved populations.

Example: In a community in rural Nebraska a local library has been retooled to also serve as a maker space for the community as a means of promoting local entrepreneurship.

Chapter One: Introduction

STRATEGY

9

STRATEGY

Enhance the regional brand • • • •

•

• •

Springboard from the “Explore Texoma” concept

a. Has the added benefit of increasing local resilience during economic disasters

Build upon the prior plan completed in 2012 by Northstar

b. Particularly marketable for local markets and dining establishments

Strong potential for collaboration from a marketing and physical improvements perspective

Attracts people who want to live in small communities, and rural or lakeside environments including those that can work remotely

Downtowns could benefit from strength in collaboration (potentially stronger with efforts to promote small businesses, incremental development and downtown redevelopment) Reservoirs (and more coming), downtowns, Caddo grasslands and a casino that is just outside of the area

• •

c. Adds another potential series of revenue streams to the local agriculture community

An umbrella brand that communities can co-brand that is natural to the region and communities Allows small communities that do not have a strong branding effort to build upon or simply utilize the regional brand

10

Expand access to Broadband service throughout the TCOG Region •

• •

Broadband access is critical to educational advancement, economic development and delivery of information during an economic event Collaborate with service providers and other partners to establish an approach to expanded broadband access

Pursue funding opportunities in coordination with partners, including service providers, for purposes of expanding access and quality of broadband service throughout the region (including possibilities through federal funding and Techwave grants)

Agriculture, aquaculture and farm to market opportunities, including a reciprocal relationship with the DFW region restaurants

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Texoma Council of Governments Economic Disaster Mitigation Plan

STRATEGY

11

Create a local development consortium in collaboration with area partners to incrementally promote and potentially address residential and commercial needs unmet by private development •

•

Specifically target unmet needs with the ultimate goal of filling gaps, proving demand, and building skills in construction, development, entrepreneurship and commercial services.

Examples could include:

a. Housing redevelopment, smaller scaled homes than traditionally built by the market, accessory dwelling units, and small scale missing middle housing b. Commercial redevelopment or infill such as a small town local goods grocer, hardware store, co-office or other

c. Mixed use live/work redevelopment or infill

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• • •

•

• •

Local education institutions for training, construction and service/management Could include coordination with local or national nonprofita

Communities and counties can provide incentives and development code amendments allowing ”relief” for targeted/ desired projects Potential collaboration with the Texoma Housing Finance Corporation where appropriate to address targeted affordable housing needs

Allows for local communities to also set a standard of quality and design if desired

Works with incremental development, mobile marketplace and entrepreneurship support recommendations

Example: An accessory dwelling unit in Pasadena, California designed to allow for additional affordable housing in the community as an alternative to large scale apartment buildings.

Chapter One: Introduction

STRATEGY

12

Establish a Regional Strategic Plan • •

• •

Initial effort could focus on items beneficial to communities and residents of the unincorporated areas of the region

•

Focus is on improvements that spur long term regional resilience to economic disaster (potentially as well as other disasters)

a. Allows a combined tourism strategy that benefits all parts of the region, grows the local business community and increases revenues

Could be incorporated into the regional CEDS

Recognize those elements of resilience and recovery that will be most effective if considered at a regional level a. Does not mean communities give up independence; but that all parties realize that certain efforts are improved when done in a regional or collaborative manner b. Allows for potential regional prioritization when competing for funding with other areas

c. Increases responsiveness in a period of economic recovery

A regional tourism program should be included to take full advantage of all of the area’s natural, recreational, cultural, and shopping/events assets

•

b. Allows for coordinated events and activities

Mobility, connectivity and other transportation elements are particularly enhanced when considered regionally a. Establish a common vision for the movement of goods and people throughout the area (and opportunities to build economic activities in communities along the way)

b. Identify and prioritize for state/federal funding specific capital projects that benefit regional resiliency Page 71

Texoma Council of Governments Economic Disaster Mitigation Plan

STRATEGY

13

Develop a special area planning and implementation program for local communities •

An example to build upon is the “Livable Centers” program offered by some Councils of Government that funds special area planning and implementation a. Examples of local use of the program could be a commercial marketplace for Road Runner or downtown special area study for communities such as Howe, Muenster, Leonard or others b. Could be completed as full studies or as visionary charrettes/workshops

• •

c. Could set the stage for changes to development codes, incentives and other programs

Allows for more communities to conduct special area plans, focus improvements and increase placemaking activities

Could utilize the 501c3 format as a means of pursuing and using additional funds

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STRATEGY

14

STRATEGY

15

Encourage local Community Economic Development Strategies (CEDS) to integrate elements of the regional Economic Disaster Mitigation Plan & Regional Strategic Plan

Enhance and expand traditional transportation and social support services provided by TCOG

•

•

•

Incorporate economic resilience recommendations as appropriate

Integrate local business and community economic disaster preparedness techniques into the CEDS

•

•

Continue collaboration with the ShermanDenison MPO to seek out opportunities to enhance local mobility Enhance services and support for underserved populations

Build upon the findings of the Needs Assessment and the Regional Transportation Plan

RECOMMENDED IMPLEMENTATION PROGRAM

Texoma Council of Governments Economic Disaster Mitigation Plan

THE ROLES OF TCOG The Texoma Council of Governments is a critical partner in efforts to increase economic resilience and mitigate the effects of economic shocks throughout the region.

Following is an implementation program that is designed in a way that will let TCOG transform and grow its role in local economic development while simultaneously moving the region toward economic resiliency.

The TCOG Economic Disaster Mitigation Implementation Program consists of five overarching programmatic actions. Actions are intended to be a realistic extension of the COG’s activities or capabilities. They also recognize that actions can only be undertaken if a reliable revenue stream is available. Each action includes: • • •

•

A purpose and description

The role that the action allows TCOG to fulfill in building local economic resilience Strategies implemented as part of the recommended action An implementation timetable, including strategy prioritization Potential funding streams and/or implementation partners

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TCOG as a RESOURCE

TCOG as a PARTNER

TCOG as a LEADER

Emphasizes an economic development support role for which TCOG is already known but at a more advanced and aggresive scale

Expands the role that TCOG currently plays in the region in a manner that can be more valuable to counties, communities, businesses & other partners

A role that can make TCOG the recognized entity to tackle economic development activities that are regionally beneficial

Chapter One: Introduction

IMPLEMENTATION ACTION

1

TCOG becomes the regional resource for information Purpose: To promote economic disaster mitigation by substantially enhancing efforts to provide best practices, case studies, general information and economic data to the area. Doing so:

What it Takes to Get There:

•

Partners & Potential Funding Streams:

•

• •

builds upon the current City Series and similar practices already underway nudges counties, communities, businesses and existing/potential partners into best practices

ensures that critical information is readily available for counties, communities, businesses and other entities

Strategies Addressed: •

•

•

increases the potential for discussion and collaboration among peers

Role: RESOURCE •

•

Enhanced Education Series (No. 1)

Expand/Enhance Access to Data (No. 4)

•

Funding to cover costs associated with attracting speakers and data acquisition Acquisition and manipulation of information beneficial to building economic resilience

• • •

Economic Development Administration (EDA)

Local sponsors such as banks, builders, industry, EDCs, other partners TCOG could consider a small charge for larger/widely recognized speakers/ workshops

Professional development organizations such as the American Planning Association (APA), Urban Land Institute (ULI), Strong Towns, Texas Downtown Association for purposes of disseminating information and presenting best practices Texas Department of Agriculture Planning and Capacity Building Grants https://www.texasagriculture.gov/ GrantsServices/RuralEconomicDevelopment/ RuralCommunityDevelopmentBlockGrant(CDBG)/ CDBGResources/Applications/PCBApplicationandGuide. aspx

Implementation Timetable: •

Immediate - within 1 year

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Texoma Council of Governments Economic Disaster Mitigation Plan

IMPLEMENTATION ACTION

2

TCOG becomes the regional PARTNER in grant research, acquisition and administration

Purpose: To assist counties and communities throughout the TCOG region in acquiring funds for community development and economic development projects, particularly those aimed at increasing local economic resilience and improving fiscal sustainability.

Services including providing information, conducting research, grantwriting and grants administration for grants in which TCOG take part.

While this may be an activity in which TCOG has participated on a small scale in the past it is a natural extension for an organization that exists based upon grants acquisition.

Role: PARTNER

Strategies Addressed: •

Become a Grant Resource (No. 5)

Implementation Timetable: •

Near term - within 2 years

What it Takes to Get There: •

Potentially, very little to initiate effort at

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•

a small scale given that TCOG already has the capacity and resources for this activity

Building awareness throughout the region of the service and its benefits

Partners and Potential Funding streams: •

• •

EDA has in the past funded positions to support technical assistance in the development of EDA grants. This may be something to pursue as a component of upcoming Build Back Better-related EDA funding.

Administrative fee for grant administration to support a staff position dedicated to this role Invite and host workshops from funding partners identified for discussion, coordination, and exchange with regional stakeholders

•

Engage consultants to assist in efforts to include training existing staff in grantmaking and funding pursuit (there may be areas which require consistent consultant assistance as it relates to quantitative and technical analysis to support grant applications)

Chapter One: Introduction

IMPLEMENTATION ACTION

3

TCOG establishes the TCOG Regional Economic Development Partnership Purpose: To address strategies that build economic resilience and mitigate impacts of economic shock that require regional cooperation and collaboration. The Partnership is another natural extension of TCOG, particularly given that many of the partners are already active members of the Council of Governments and that TCOG also already functions as the region’s Economic Development District. In creating the Partnership, TCOG: •

• • •

Emphasizes the importance of a regional approach to economic disaster mitigation while respecting the autonomy of respective partner entities.

Enhances communication as it relates to regional economic resilience Tackles issues and opportunities that might otherwise go unmet or underperformed

Role: LEADER

Strategies Addressed: • • • • • •

Regional Business Retention and Expansion (BR&E) Program (No.2 )

Promote ecosystem of sustainable development of manufacturing and production (No. 3)

Develop Mobile Marketplace (No. 6) TCOG Emergency Response Enhancements (No. 7)

What it Takes to Get There: • • •

Collaborating with partner entities to market the concept of the TCOG Regional Economic Development Partnership

Building consensus on prioritization of actions and acquiring funding/partners for each activity Establishing performance measures for each action

Enhance region’s support for entrepreneurship and small business growth (No. 8)

Create a local development consortium to incrementally promote and potentially address residential and commercial needs unmet by private development (No. 11)

Allows TCOG the potential to take on projects that place a significant strain on local partners Page 77

Texoma Council of Governments Economic Disaster Mitigation Plan

Action No. 3 Implementation Timetable & Potential Partners and Funding Streams, Immediate to Near Term Action or Strategy

Immediate - Within 1 Year

Partners and Potential Funding Streams

Establish the TCOG Regional Economic Development Partnership

Near Term - Within 2 Years

Regional Business Retention and Expansion (BR&E) Program (No.2 )

•

TCOG Emergency Response Enhancements (No. 7)

•

Enhance region’s support for entrepreneurship and small business growth (No. 8)

•

• • • •

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Economic Development Corporations, Communities, Counties and Other Partners/Entities that can gain from the effort Sponsorships from Nonprofit, Institutional or Private Entities

Economic Development Administration, potential FEMA Hazard Mitigation grant EDA Economic Adjustment funding can provide for infrastructure, equipment, and operating assistance for projects related to job creation/attraction/retention. It is critical to identify a need and be able to document and quantify job creation US Department of Agriculture

Collaboration with educational institutions such as North Central Texas College and Grayson College

The Texas Rural Business Fund (TxRBF) can provide infrastructure dollars for projects that focus on job retention/creation in rural areas of the TCOG region. These resources can support established businesses in agricultural, food manufacturing, bio-tech, energy, IT, manufacturing, supply chain, and logistics industries. A first step in this area would be to identify applicable industries, their needs, and local governments that are interested in participating with a publicprivate partnership

Chapter One: Introduction

Action No. 3 Implementation Timetable & Potential Partners and Funding Streams, Mid to Long Term Action or Strategy

Partners and Potential Funding Streams

Promote ecosystem of sustainable development of manufacturing and production (No. 3)

•

Economic Development Administration

•

Local partners, including counties and communities

•

TxRBF (described above) as related to eligible industries

Mid Term - Within 3 Years

• Develop Mobile Marketplace (No. 6)

Long Term - Within 5 Years

Create a local development consortium to incrementally promote and potentially address residential and commercial needs unmet by private development (No. 11)

• •

Industrial partners

US Department of Agriculture, Farmers Market Grant https://www.ams.usda.gov/services/grants/lfpp https://www.ams.usda.gov/services/grants/fmpp

Economic Development Administration through special set-asides

•

Economic Development Administration

•

Sponsorships from financial institutions, builders and similar private or nonprofit entities

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Texoma Council of Governments Economic Disaster Mitigation Plan

IMPLEMENTATION ACTION

4

TCOG champions regional planning & economic resilience

Purpose: To implement plans and programs that are more beneficial to all parties if planned and implemented in a regional, collaborative fashion. This particular action recognizes that extensive effort may be needed to establish the value of regional planning activities and programs prior to moving forward.

• •

Strategies may be undertaken by the Regional Economic Development Partnership or singularly by TCOG

Strategies are granted a level of flexibility but they should be implemented immediately as resources and support are available.

•

What it Takes to Get There: •

• •

Role: LEADER

Strategies Addressed: • • • •

Enhance the regional brand (No. 9)

Expand access to Broadband service throughout the TCOG Region (No. 10)

Establish a Regional Strategic Plan (No. 12) Develop a special area planning and implementation program for local communities (No. 13)

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Encourage local Community Economic Development Strategies (CEDS) to integrate elements of the regional Economic Disaster Mitigation Plan & Regional Strategic Plan (No. 14) Education and awareness particularly in reinforcing that each of these items are intended to add value to each community and county in the region as well as build economic resilience.

Acquisition of funds to minimize initial costs associated with each action.

Broadband funding will require clear identification of existing broadband conditions, needs, and future proposed conditions (including speeds and availability of service - public and private)

Implementation Timetable: •

Flexible - each strategy can be implemented from Immediate to Long Term based upon availability of funding and support

Partners and Potential Funding Streams (for Strategies No. 9, 12, 13 & 14): •

Texas Department of Housing and Community Affairs - planning grant

Partners and Potential Funding Streams (for Strategy No. 10): • • •

•

Economic Development Administration Public Works and Economic Adjustment (with business support) US Department of Agriculture Rural eConnectivity (for rural areas)

Build Back Better Federal Funding National Telecommunications and Information Administration or Federal Communications Commission TxRBG could provide fiber and telecommunications infrastructure for eligible industries.

Chapter One: Introduction

IMPLEMENTATION ACTION

5

TCOG enhances its role as the regional community and social services resource

Purpose: To enhance the role that TCOG has historically played in the three county region and continue to strategically grow and enhance those services even as it expands into a prominent role in economic development. The various services currently provided by TCOG improve quality of life and, in some cases, the ability to achieve an increased level of economic independence.

While those services may not be considered direct economic development activities, they do impact the economic resilience of households in the region.

Implementation Timetable: •

Flexible - within 5 years as appropriate

Partners and Potential Funding Streams: •

As currently established

Role: LEADER

Strategies Addressed: •

TCOG to continue to lead in regional transportation and support services (No. 15)

What it Takes to Get There: •

Expanding and improving existing services as appropriate and in accordance with plans assocaited with those activities Page 81

Texoma Council of Governments Economic Disaster Mitigation Plan

Implementation Schedule By TCOG Implementation Action Strategy or Task

TCOG Implementation Action

YEAR ONE (Immediate) 1

Enhanced Education Series

1

4

Expand and enhance access to data that aids in building local resilience

1

Establish the TCOG Regional Economic Development Partnership

3

YEAR TWO (Near Term) 5

Become a Grant Resource for communities, counties and other partners

2

2

Regional Business Retention and Expansion (BR&E) Program

3

7

TCOG Emergency Response Enhancements

3

8

Enhance the TCOG Region’s support for entrepreneurship and small business growth

3

YEAR THREE (Mid Term) 3

Promote ecosystem of sustainable development of manufacturing and production

3

6

Develop Mobile Marketplace

3

YEARS FOUR & FIVE (long term) 11

Create a local development consortium to incrementally promote and potentially address residential and commercial needs unmet by private development

3

FLEXIBLE - can be implemented at any time in the five year plan timeline based on funding and support 9

Enhance the regional brand

4

10

Expand access to Broadband service throughout the TCOG Region

4

12

Establish a Regional Strategic Plan

4

13

Develop a special area planning and implementation program for local communities

4

14

Encourage local Community Economic Development Strategies (CEDS) to integrate elements of the regional Economic Disaster Mitigation Plan & Regional Strategic Plan

4

15

TCOG to continue to lead in regional transportation and support services

5

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