HomeMy WebLinkAboutResolution - 3337 - Adopts Econonomic Development Plan - 03_22_1990Resolution # 3337
March 22, 1990
Item #26
JCR:da
RESOLUTION
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF LUBBOCK:
THAT the Lubbock Economic Development Plan attached herewith is
hereby adopted as the official Economic Development Plan of the City of
Lubbock, a copy of which has been filed in the office of the City
Secretary, which shall be spread upon the minutes of the Council and as
spread upon the minutes of this Council shall constitute and be a part of
this Resolution as if fully copied herein in detail.
Passed by the City Council this 22nd day of March , 1990.
6. C. McMrNN, MAYOR
Hanette soya, city secretary
APPROV TO CONTENT:
Rod lis, Business Liaison Officer
APPROVED AS TO FORM:
ohn C. Ross, Jr., City Attorney
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TEXAS
Economic
Development
City Council
Economic Development Philosobh�
"To the extent that Lubbock competes with other cities for
economic development in a rapidly changing global econ-
omy, we must maintain an economic development plan
which makes us more knowledgeable, more responsive,
more creative and more flexible than our coTRetifors. We
cannot and will not accept less than success .
Lubbock City Council
February 8, 1990
Lubbock
Economic Development Plan
Lubbock
Economic Development Vision
"The vision of Lubbock's Economic Development Plan is to promote
expanded, diversified job opportunities which will assure a healthy
tax base and an excellent quality of life for all citizens".
Lubbock City Council
February 8,1990
PREFACE
As Lubbock competes with other cities for economic development and business prosperity in
the rapidly changing global economy of the 1990's, civic and business leaders must work to-
gether to promote our success and answer the challenges which lie ahead during this decade.
This Five -Year Economic Development Plan must be embraced and implemented with a spirit
of cooperation, teamwork and community pride if the specific action items are to achieve the
stated goals.
All Lubbock citizens must recognize the potential of our community, we must work together to
promote our positive assets and support the changes necessary to bring about growth and
prosperity in our community. The City Council's vision of this Economic Development Plan is
to promote expanded, diversified job opportunities which will result in a healthy tax base and an
excellent quality of life for all citizens.
The plan elements must be reviewed annually by the Council to identify successes as well as
setbacks and to re-evaluate the philosophy, vision and goals of this plan. Ongoing progress on
the action items must be monitored closely and citizen input should be used to revise the plan
when needed. The City's Economic Development Plan should be reviewed frequently to deter-
mine the extent to which the assigned actions have achieved the related goals and the extent to
which our "vision" has been accomplished. All economic development actions and expendi-
tures must be measured against the specific goals in this plan. Each action should lead toward
accomplishment of our goals. The activities of all economic development service providers
must be mutually supportive. The Council must ensure through adequate monitoring and
evaluation that the work of all economic development service providers is coordinated in order
to accomplish the plan goals.
Local economic development activities are changing rapidly and have evolved into a complex
and sophisticated system involving many entities -- some well -established and some new to the
scene. Rapid changes in the national and global economic environment threaten the economic
well-being of many communities and often make local opportunities for growth difficult to
identify. Competition for these opportunities has become intense as creation of new jobs and
investment has become the number one priority for almost every community in America. To
succeed in this environment, Lubbock must posture itself to maintain a flexible economic
development plan and associated implementation strategy which will allow us to be more
resourceful and responsive than our competitors.
Effective implementation of this Economic Development Plan depends on the involvement and
commitment of local public and private sector leaders. It is critical that strong community
leaders serve as key players in our economic development programs and specifically in the
implementation of this plan. Community leaders have access to the resources we need and can
involve and motivate others in our community who will help promote our success.
In summary, economic development for our community is a top priority which must be viewed
as a proactive process between government and the private sector. To fully use all of Lubbock's
many resources and assets, a true public/private partnership must be established which will
allow us to quickly recognize positive growth opportunities and to pull together the resources
needed to effectively compete for these opportunities. When a city develops a true entrepre-
neurial economy, then prosperity occurs in unexpected ways!
Economic Development Plan
TABLE OF CONTENTS
Page
Vision Statement-----------------------------------
i
Preface------------------------------------------
ii
Overview-----------------------------------------
1
Legal Authority for Economic Development - - - - - - - - - - - - - - -
2
Lubbock Economic Development Planning Process - - - - - - - - - -
3
Economic Development Roles-------------------------
4-5
Organization Chart---------------------------------
6
Definitions for Action Priorities------------------------
7
City Council Economic Development Goals and
Actions------------------------------------------ 8-22
- Business Retention and Expansion ................................. 8-11
- Small Business Development ...................................... 12-13
- Industrial Attraction and Recruitment .............................. 14-15
- Vocational/Technical Training ..................................... 16
- Infrastructure and Public Services .................................. 17-18
-Financing and Incentives .......................................... 19
- Quality of Life ................................................... 20
- Marketing and Promotion.........................................21-22
LUBBOCK
ECONOMIC DEVELOPMENT PLAN
An Overview
The "Economic Development Plan" for Lubbock is similar to a "Business Plan" for a private
business. It deals with terms and concepts, such as Economic Development, vision, and goals
and actions (including timetables, responsibilities, and accountability). For the purpose of this
plan, those terms are defined as follows:
ECONOMIC DEVELOPMENT is a net increase of new jobs and/or investment
within the Lubbock environs, while maintaining existing jobs and investment that other-
wise appear destined to leave the City. Activities or enterprises which appear to simply
shift jobs or investment from one sector of the local economy to another, will not typi-
cally be viewed as economic development activities/initiatives insofar as this plan is con-
cerned.
VISION for economic development should inspire and set the tone for all future goals,
strategies, actions and accountability for implementation.
GOALS should express ideal ends to be achieved or to which we should aspire. They
should guide specific actions/strategies. Total attainment of goals is meant to occur over
a long time frame.
ACTIONS are the critical, specific action -oriented elements of the plan. They should
set timetables, responsibilities, funding and accountability for implementation. The
organizations assigned responsibility for implementation should have flexibility to
modify or expand these actions during the annual city budgeting process.
The Economic Development Plan establishes specific action steps for economic development
over a five-year period. It also includes a one-year, "work program" linked to the annual City
Council budget and Capital Improvements Program. The one-year work program is updated
annually.
The overall plan should be analyzed each year with modifications or reaffirmations of the
established philosophy, vision, goals and actions.
The following pages describe in more detail the background leading up to the creation of this
plan, its organization, and specific implementation plans.
- 1 -
LEGAL AUTHORITY
Recent changes in State Law have dramatically altered the manner in which Texas municipali-
ties may function in the area of economic development. This is especially true in the City of
Lubbock.
Basically, the changes stem from three laws:
1. HB 3192 -- This particular statute grants new and previously unauthorized pow-
ers to the governing body in the area of economic development. The law specifi-
cally makes the Governing Body (in our case -- the City Council) accountable and
responsible for its programs of economic development. In essence, it makes the
governing body the major force in local economic development. Greater flexibil-
ity is granted to the governing body in determining how it carries out its programs.
2. HB 28 -- This statute, passed in the 1989 special session of the Legislature, com-
plements and clarifies the Council's authority in the area of real estate acquisi-
tion.
3. SB 971-- This statute is a companion to HB 3192. SB 971 authorizes the Council
to create a non-profit corporation which can exercise some, but not all, of the
powers vested in the Council by HB 3192. Such a corporation is nevertheless
subject to complete control by the Council. The primary source of funds for the
operation of the corporation is the sales and use tax. This tax may only be imple-
mented by a vote of the people.
As one reads these statutes, it is clear that the intention of the Legislature is to place the Coun-
cil in complete control of its program or programs for economic development. The Council is
required to be responsible and accountable for the expenditures of public monies for economic
development. The Council is required to be responsible for its programs. While the Council
has greater flexibility in administering its programs, certain duties are placed on the Council
which may not be delegated to others. Only the Council may make grants of public money for
economic development purposes and, in the absence of the corporation authorized by SB 971,
only the Council may make loans of public money for economic development purposes.
While that portion of the City of Lubbock Charter which requires the Council to appoint a 15-
member Board of City Development is not inconsistent with State Law and remains an oper-
able part of the Charter, the new statutes noted above have altered the operations of the Board
somewhat. For example, the provision in Chapter Three of the Charter requiring the mill tax
allocation to the BCD is now determined to be inconsistent with State Law and does not con-
tinue to be effective. Only the Council may now determine how to fund programs, to what
extent they will be funded, and whether or not they shall be funded. While the Council is still
able to assign certain duties to the BCD, the Council cannot delegate any of the non -delegable
duties placed upon the Council by the State Law. The Council may use the BCD in an advisory
capacity and/or assign specific tasks of work identified in its program or programs for economic
development within the City.
In summary, State Law has dramatically changed the role of the Council in economic develop-
ment and has also impacted the Charter provisions regarding the BCD.
- 2 -
71
LUBBOCK ECONOMIC DEVELOPMENT
PLANNING PROCESS
The Economic Development Plan for Lubbock is a guide for an on -going "process." It recognizes
that change will occur and, therefore, is designed to adapt quickly. The following describes the
process followed in creating the plan, as well as the process for updating it in the future:
ORGANIZING FOR PLANNING
*Establish the Council's legal responsibility for economic development.
*Obtain broad -based citizen input on issues.
*Establish an economic development planning philosophy and adopt an economic
development vision for the future.
*Establish Economic Development Roles.
*Establish an organization chart for implementation.
IDENTIFY AND PRIORITIZE
ECONOMIC DEVELOPMENT OPPORTUNITIES
*Determine critical economic development issues.
*Establish kev economic
DEVELOP WORK PLANS
*Adopt strategic actions/initiatives.
*Agee on a 5-vear elan and one-year work
ORGANIZE FOR IMPLEMENTATION
*Establish/identify the organizations to implement the plan.
*Adopt the economic development plan by resolution.
*Assign economic development responsibilities by contract.
*Fund the one-year work programs.
*Monitor ongoing progress.
*Evaluate successes and setbacks.
*Annually re-evaluate philosophy, vision statement, goals and proposed five-vear actions.
- 3 -
ECONOMIC DEVELOPMENT ROLES
In order for economic development actions to proceed in an orderly and efficient manner, it is
essential that the roles of economic development participants be well defined. For the pur-
poses of the Economic Development Plan, the following roles have been established by Coun-
cil:
CITY COUNCIL
*Establish the philosophy, vision, and overall direction
for economic development in Lubbock.
*Create the overall economic development plan and program and function as the "Board
of Directors" for the City corporate.
*Set goals and approve annual work plan.
*Approval and award of contracts with SERVICE PROVIDERS.
*Provide budgeted funds for SERVICE PROVIDERS and
require performance reports.
* Establish reporting guidelines to measure effectiveness of economic development actions
and develop methods of strict accountability for funds disbursed under the economic
development plan.
*Annually review the economic development program and modify the plan as needed.
*Provide and administer capital project fund expenditures for economic development.
*Maintain communications between economic development organizations to minimize
overlap and duplication of services.
*Set policy for city staff roles in economic development activities.
*Set policy for economic development incentives (loans, grants, bonds, etc.).
CITY STAFF
*Provide administrative support to City Council, including drafting of overall program and
annual plan in accordance with Council directive.
*Prepare request for proposals for annual economic development work plan.
*Assist in evaluation of proposals.
*Contract monitoring and compliance.
*Report to Council as needed/requested.
* Maintain communications between economic development organizations to minimize
overlap and duplication of services.
- 4 -
BOARD OF CITY DEVELOPMENT
*Advisor to Council on economic development programs,
when requested.
*Assist Council in evaluating requests for funding, when
requested.
*Recommend direct economic development assistance.
*Provide economic development services as assigned by
Council.
*Report to Council as needed/requested on performance
and goals attainment.
* Maintain communications between economic development
organizations to minimize overlap and duplication of services.
SERVICE PROVIDERS
*Respond to request for proposals.
*Provide services, as required by contract.
*Report to Council as needed/requested on performance and goals attainment.
* Maintain communications between economic development organizations to minimize
overlap and duplication of services.
* The City Council may ask and seek advice from any service provider, as needed.
- 5 -
0
ECONOMIC DEVELOPMENT
ORGANIZATION CHART
The following chart shows, in graphic form, the roles to be assumed by the various
Economic Development groups in the City:
BCD ---------------- City Council ---------------- City Staff
BCD I
Non Profit I I
Non Profit
or Others or Others
Tasks Assigned (i.e. Chamber (i.e. Chamber
by Council of Commerce, of Commerce
VCB VCB
COMA COMA
Black Chamber Black Chamber
Others) Others
Tasks by Tasks by
Contract Contract
Non Profitl IFed., State
or Others] other Gov.
(i.e Chamber (i.e. Tech,
of Commerce SPAG,SBDC,
VCB
PIC,
COMA
Etc.)
Black Chamber
Tasks by
Others
Contract
Tasks by
Contract
Roles for Service Providers
Respond to request for proposals.
Report to Council on performance.
Provide services as assigned or by contact.
City Gov.
(Infrastructure
& Public Serv.)
Tasks Assigned
by Council
(Business Retention, Small Business Industrial
Attraction, Training, Infrastructure, Incentives
Quality of Life, Marketing, Etc.)
DEFINITIONS FOR ACTION PRIORITIES
In the section immediately following this page, specific goals and actions are set forth. In order
that the reader might fully understand the significance the priorities assigned to each, the fol-
lowing definitions are provided:
Definition For Top PrioriWOngoing Activity - Actions that show greatest, immediate
to one-year, potential for increasing jobs and expanding the tax base or improving quality of life
factors. Some top priority action items should be ongoing from year to year.
Definition For High Priority - Actions that show immediate to three-year potential for
increasing jobs and expanding the tax base or improving quality of life factors.
Definition For Moderate Priority - Actions that show three-year or longer potential for
increasing jobs and expanding the tax base or improving quality of life factors.
- 7 -
City Council Economic Development
Goals and Actions
While Economic Development "visions" and "goals" provide the basic direction for the
economic plan, the essential elements of a plan that bridges the gap between plans and
results are "actions" assigned to economic development service providers.
The following "actions" are linked to their associated goals and are prioritized. The top
priority actions generally outline an "Annual Work Program" which assigns first -year actions
to be carried out in the upcoming municipal fiscal year. All other actions are prioritized for
subsequent action in the five-year plan period.
Specific actions will be committed in the annual municipal budget, by formal agreement, or
by contract with service providers.
Actions:
A. Conduct an annual personal survey of busi-
nesses to determine problems, concerns or
expansion opportunities:
Link identified problem, concern or expansion
opportunity with appropriate resource within
30 days.
. Respond to every business within 60 days.
B. Improve communications and cooperation
between all economic development organi-
zations. Establish monthly meetings be-
tween heads of all city -funded economic
development agencies, rotated between
agencies. Discuss programs, projects and
opportunities for our City.
City Council to provide staff liaison between
Council and economic development agencies.
Staff economic development liaison to attend
monthly meetings.
City Council to be invited to monthly meetings.
Priori
Top
Top
C.
In
E.
F.
Coordinate closely with Centercorp and sup-
port activities of their business plan for revi-
talization of central Lubbock.
Identify an "early action" project for central Lub-
bock and structure a tax increment financing plan
geared toward achieving these development is-
sues. Examples of projects are:
Sports Arena for downtown. Specialty retail clus-
ter
Convention Center Hotel
Retain Reese Air Force Base and promote
the expansion of its national security mis-
sion.
. Complete airport zoning for Reese Air Force
Base.
Promote and expand the Host Family Program for
Reese personnel.
. Conduct a minimum of two marketing/expansion
trips each year to visit legislative and military
officials.
Develop and maintain a program of complete
community support for all Reese activities.
Promote and expand Lubbock's medical/
health care industry.
Conduct a survey of all medical/health care pro-
viders to determine needs and opportunities for
industry growth.
Develop complete report on findings and recom-
mendations.
Expand the City's manufacturing base.
Maintain an active manufacturing task force.
Communicate to Council and the public, manu-
facturing expansion needs.
Priori
Top
High
Top
Top
Top
High
Top
Top
Top
Top
Top
Top
G. Maintain legislative support for Texas Tech
University and its programs.
Establish an on -going task force to actively sup-
port and promote legislative needs and opportu-
nities.
H. Ensure that Lubbock remains a center for
regional retail activities and grows as new
goods and services are added.
Develop specific marketing themes and materials
(T.V., radio, newspaper and magazines to pro-
mote and advertise our assets).
Continue to promote the local wine industry.
I. Review tax abatement policies and other in-
centive programs to determine if they apply
favorably to expansion of existing indus-
tries.
J.
FS
L.
. Report to Council on findings.
Keep businesses informed of growth incentive
programs.
Promote the development of agricultural
industries.
Maintain a business liaison office in City hall
to assist in delivery of city -related services
-on development issues.
Continue other programs and informal efforts to
strengthen relationships between the City of
Lubbock and the business community.
Maintain business luncheons.
Maintain monthly development group and busi-
ness association meetings.
City departments to assist industry in finding so-
lutions to growth -related problems.
Expand the tax base in all parts of the city
with special emphasis to areas where the tax
base is now eroding.
Priority
Top
Top
Top
Top
Top
Top
Top
Top
Top
Top
Top
Top
Top
Top
High
M. Create an innovative financing program to
assist existing companies with expansion
plans. Keep businesses informed of financ-
ing opportunities.
N. Develop new avenues of national and inter-
national trade.
. Evaluate Sister Cities program.
O. Carry out aggressive recognition and appre-
ciation program for existing businesses.
Priority
High
High
High
High
t1l:L1UU1J-
A. Create innovative incentives to help existing
companies expand.
. Coordinate through Small Business Development
Center.
Identifying Funds - Continue program which acts
as resource base to entrepreneurs.
Establish risk capital plan to provide start-up and
second stage financing for small companies.
B. Continue and market SBDC counseling
programs to benefit the long term growth of
Lubbock.
C. Conduct monthly education seminars through
SBDC for small business development.
D. Maintain and promote export assistance
program for small business.
E. Maintain and market Bid Procurement
Program to assist small companies to bid on
government contracts (with emphasis on
minority owned enterprises).
F. Investigate establishing a system for disad-
vantaged business certification.
G. Continue Small Business Recognition Pro-
gram.
H. Improve communications and cooperation
between all economic development organi-
zations.
Monthly meetings between heads of all City fund-
ed economic development agencies.
Priority
Top
Top
Top
High
Top
Top
Top
Top
Top
Top
Top
Top
- 12 -
I. Establish business incubator.
Review other cities with successful projects.
Identify alternative sites.
Continue working with BCD and provide support
for creation of Business Incubator Center.
J.
BCD implement based on control data study.
(Develop and operate a business incubator in
Lubbock)
Provide technical assistance and product
review to businesses using resources avail-
able at Texas Tech University. To include:
Cost effective manufacturing methods,
prototype evaluation, quality assurance
methods and testing of new products.
Develop a newsletter for small business
regarding available resource information.
* When feasible, the City Council desires to use the
services of the Black Chamber of Entrepreneurs
and COMA to provide small business resource
programs to minority -owned enterprises.
Priorily
Top
Top
Top
Top
Top
High
High
- 13 -
Actions:
A. Develop aggressive industrial attraction
promotion program including advertising,
direct mail and personal contact with tar-
geted industries.
Leverage all resources at Texas Tech University,
Lubbock Christian University, South Plains Col-
lege and Wayland Baptist College.
B. Market and promote agricultural industry
development.
C. Market and expand Lubbock's medical
industry.
D. Market and expand Lubbock's wholesale
distribution industry.
E. Market and expand City's manufacturing
base.
F. Build and maintain business recruitment
contact team -- bringing together utilities,
transportation, education, etc.
G. Package total incentive programs for tar-
geted industries (tax abatement, utilities,
land, buildings, financing, start-up training
programs, etc.)
Packaging - Total unit would involve site, money
tax, labor, education, quality of life. Packaged for
specific industries. Function to be centralized.
H. Maintain business attraction actions which
focus on:
. Promotion
Personal prospecting
Handling prospects on site
Servicing needs of prospects
Priority
Top
High
Top
Top
Top
Top
Top
Top
Top
Top
Top
Top
Top
- 14 -
. Maintaining adequate research
I. Improve communications and cooperation
between all economic development organi-
zations.
Monthly meetings between heads of all City
funded economic development agencies.
J. Develop an industrial research park.
. Conduct feasibility study and market analysis.
. Identify alternative sites.
Identify infrastructure components (transporta-
tion, utilities, rail, etc.)
If feasible, provide capital funding and
market incentives for development.
K. Develop new avenues for national and in-
ternational trade and foreign investment.
Write targeted marketing plan.
L. Establish Venture Capital Fund. (A source
of money to purchase and develop com a-
nies as part of the infrastructure needs
M. Investigate creating an enterprise zone
(Purpose is to create jobs in distressed areas
of Lubbock to encourage redevelopment,
business retention, expansion, or start-up
companies in this area.
N. Develop workable Freeport Law.
Priori
Top
Top
Top
Moderate
High
High
High
Moderate
High
High
High
High
High
15 -
Actions:
A. Annually assess and project vocational train-
ing needs by job skills.
Coordinate closely with the manufacturers task
force.
. Keep City Council and public informed.
Provide assistance to local companies needing or
seeking assistance to recruit, screen, train or re-
train employees.
B. Provide educational support for jobs.
Call for an election to establish a technical train-
ing program.
. Determine training needs.
Determine organization(s) to provide services.
Develop vocational/technical training program
for labor force.
C. Improve communications and cooperation
between all economic development organi-
zations
Establish monthly meetings between heads of all
City -funded economic development agencies,
rotated between agencies. Discuss programs,
projects and opportunities for our City.
D. Determine Texas Tech University's role and
resources for technical training.
E. Develop strong community education infra-
structure.
Priority
Top
Top
Top
Top
Top
Top
Top
Top
Top
Top
M
High
High
- 16 -
Actions:
A. City Council shall support the utility and
infrastructure needs for Lubbock's future.
B. Annually update surveys which compare
cost of infrastructure and services to compe-
tition cities.
. Take follow-up actions to remain competitive.
C. City staff shall perform basic services well,
with customer oriented attitudes.
D. City to take business -type approach to ex-
penditures.
. City to justify costs and provide accountability.
E. Develop the East/West Freeway.
F. Continue an aggressive highway develop-
ment program to secure an extension of
Interstate Highway 27 South to connect with
Interstate Highway 10 and 20.
G. Continue an aggressive highway develop-
ment program to secure a four -lane highway
between Lubbock and Dallas/ Ft. Worth as
well as a four -lane highway connecting
Lubbock with Austin and Houston.
H. Enhance Lubbock International Airport
Service/Development.
Develop more hubbing operations.
Attract more airlines to ensure adequate service
to enhance business development.
Priori
Top
Top
Top
Top
Top
Top
Top
High
High
High
High
High
17 -
I.
J.
K.
L.
M.
Maintain modem, convenient airport facilities
that establishes Lubbock as a leader in aviation
services.
Market and develop the airport's industrial de-
velopment opportunities.
Develop East Lubbock and other underde-
veloped areas.
Identify and market development opportunities.
Develop incentives to offset low market de-
mand.
Minimize dividing effects of I-27 and East/
West Freeway.
Develop Broadway streetscape linkage.
Develop a public art display at Broadway and
I-27, symbolizing unity.
Develop regional solid waste program.
Conduct feasibility study and identify lead
entity.
Improve Mackenzie State Park.
Gain local control of the park.
Investigate re-establishing a first-class RV
park (develop and market).
Review and update the master plan.
Investigate vehicular and pedestrian pathway
continuity between Mackenzie and Canyon
Lakes system.
Develop an outer loop for Lubbock.
Priority
High
Top
Moderate
High
High
Top
Top
High
Moderate
Moderate
High
High
High
High
High
Moderate
Actions:
A. Annually update survey which compares
Lubbock's economic development incen-
tives and financing options with competing
cities.
B. Provide clearinghouse for all economic
development financial resources/incentives.
C. Create venture capital/risk capital funds.
. Implement BCD plans.
D. Review tax abatement plan.
. Identify plan components needing modification.
. Report to City Council.
Priority
High
High
High
High
�Z
Actions:
A. Improve Lubbock's image by cleaning up
environment.
. Continue active code enforcement in all areas.
Establish corridor and gateway beautification
plan.
Continue median and right-of-way cleaning.
Encourage businesses and institutions to plant
trees, flowers and flowering shrubs.
Support work of "Keep Lubbock Beautiful"
program.
Maintain a recognition program for individuals
or businesses for outstanding contributions
toward development of a positive image for
Lubbock.
B. Enhance Lubbock's cultural awareness.
Encourage wide -spread participation in the
Arts Festival and wine classic.
Support performing arts programs (ballet, sym-
phony and theater arts).
Investigate a Black Cultural Center.
Encourage widespread participation in Fiestas
Del Llano.
Create an attractive brochure which emphasizes
Lubbock's multi -ethnic population, and
identifies cultural activities, facilities and
offices.
Priori
Top
Top
High
Top
High
Top
High
High
High
High
High
High
High
EWE
ACUU1i5-
A. Expand tourism and convention busi-
ness in Lubbock.
In
C.
Increase promotional activities.
Review Convention Board structure and
activities.
. Aggressively pursue new convention oppor-
tunities for Lubbock.
Expand bus tour program.
Review Convention Board funding.
Maintain an aggressive legislative af-
fairs program (State and National) to
capitalize on funding opportunities for
Lubbock.
Data Base Research/Development.
Maintain existing data base for economic
indicators.
Develop targeted industry data base.
Maintain inventory of all available indus-
trial sites and buildings by size, owners,
terms, zoning, utility availability, develop-
ment features, etc.
Create and maintain complete data base
on job growth, including payroll in all
employment sectors.
Prepare and provide monthly statistical
reports and surveys necessary to imple-
ment the economic development plan.
Establish and maintain high quality infor-
mation reports and packets on Lubbock
community data.
Priority
Top
Top
High
Top
High
High
Top
Top
Top
Top
Top
Top
Top
Top
- 21 -
D. Improve City's economic development
marketing program.
. Develop regional marketing strategies which
target cities in our wholesale/retail trade areas.
E. Improve local attitudes through internal
promotions.
Priori
High
High
High
22 -