2009 Economic Development Advertisement Economic Enhancement District REDCo Economic Development Outlook El Paso County Annex

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Roxanne Simpson
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FUTURE VILLAGE - ECONOMIC OPPORTUNITY FUTURE VILLAGE ECONOMIC OPPORTUNITY Being a small place like Vinton has both advantages and disadvantages.

1 FUTURE VILLAGE - ECONOMIC OPPORTUNITY FUTURE VILLAGE ECONOMIC OPPORTUNITY Being a small place like Vinton has both advantages and disadvantages. The conventional wisdom is that the lack of resources financial, human, technological, and physical in small communities constrains their options and severely limits the capacity to do a whole lot with respect to economic development. It is common for small towns to feel victimized by forces beyond their control and passively wait for external assistance, especially financial assistance. This might be in the form of federal and state funds that are thought to be forthcoming. However, in a growing number of cases, including that of Vinton, small towns become motivated to take matters into their own hands and decide to take control of their own destiny. They look inward to find assets and strengths to build upon in charting a new course. In the quest for an approach that works, they innovate and try new economic development strategies and often by design and sometimes by accident they find one. In this sense, the apparent limitations of being small lead to innovation out of sheer necessity. Innovation is essential to Vinton s economic development future as it strives to create a new image as the Village of Industry and opportunity. The provision of public services by the Village and economic development initiatives have a symbiotic relationship. Increased economic activity that creates a growing tax base better enables the Village to provide the infrastructure and services desired by residents and businesses (e.g., water, sewer and stormwater). In turn, the services, infrastructure, and amenities provided by the Village are enticements that encourage further economic growth. Additionally, housing continues to be a related component that is needed to support new job growth and may also need support itself to develop in the quantity and quality expected by Vinton residents. Well-constructed economic development policies will provide the Village the greatest opportunity to influence the quality, quantity, and timing of development. Such policies will create the ability to shift some of the risk of funding public improvements to private sector partners and will afford the opportunity to ensure growth pays for itself. TIMELINE OF PAST ECONOMIC DEVELOPMENT EFFORTS 2007 Economic Development Administration Grant Application 2009 Economic Development Advertisement 2010 Economic Enhancement District 2011 REDCo Economic Development Outlook 2011 El Paso County Annex 2012 Tourism/Recreation location 2013 Sustainable Community Workshops (EPA Program) 2014 Proposed Creation of a Public Improvement or Management District 2014 Update Economic Development Plan 2014 Chapter 380 Policy 2015 Updated Economic Development Plan DRAFT

IMAGINE VINTON 2035 KEY ISSUES AND CONSIDERATIONS Three key issues and considerations related to Economic Opportunity were identified through the comprehensive planning process and should be

2 IMAGINE VINTON 2035 KEY ISSUES AND CONSIDERATIONS Three key issues and considerations related to Economic Opportunity were identified through the comprehensive planning process and should be addressed as the Village s associated guiding principles, goals, and strategic action priorities for the coming years are pursued. advantages (between El Paso and Las Cruces). While some residents in the community want to preserve its small town character, a significantly larger number expressed a desire to take advantage of its unique geographic location between two fastgrowing cities to grow Vinton s economic base. 1. Optimize the development potential of sites along Interstate 10, Vinton Road, Doniphan Drive, and Valley Chile Road. Future water, sewer and stormwater investments will help expedite this. The traditionally industrial areas that are in proximity to rail in Vinton need to be leveraged to attract additional jobs at higher salary ranges. Capitalizing on market momentum taking place throughout El Paso County, particularly the delivery of projects new to the El Paso market. Maintain an inventory of strategic properties to market. 2. Workforce concerns involving the quantity of available labor and quality in terms of education, training, and skills. A pipeline supply of educated and trained individuals remains critical for the expansion of existing businesses and the attraction of new primary employers, as well as to ensure a reliable talent pool for the Village and other area public agencies. Village efforts to support the organizations and agencies that provide this training needs to be continued, especially in partnership with local institutions of higher learning and area technical colleges. A young population capable of providing workforce support is an asset. 3. Determine best ways to take advantage of unique geographic and trade area A recent relocation win (e.g., ChemStation) continues to vindicate residents who expressed an interest in the Village taking advantage of opportunities to grow by capitalizing on its location and context. Frontage road access to do business in the Village will be made even more possible by TxDOT investments in feeder road reconstruction (Desert Boulevard). Vinton provides the lowest property tax rate in El Paso County. RECENT MOMENTUM: CHEMSTATION MOVES TO VINTON ChemStation is a manufacturer of environmentally friendly products that range from alkaline cleaners and foaming detergents to biodegradable sanitation chemicals. Through their partnership with Safer Choice, ChemStation has formulated several products that have the seal of approval under the U.S. EPA s Design for the Environment Program. After ten years of being located in El Paso, ChemStation relocated to Vinton to meet their growing demand for additional space. Source: Village of Vinton, Kendig Keast Collaborative 2 DRAFT

3 FUTURE VILLAGE - ECONOMIC OPPORTUNITY POTENTIAL NEW TOOLS FOR VINTON: TIRZs, PIDS AND TYPE 4A/4B SALES TAX TAX INCREMENT REINVESTMENT ZONE (TIRZ) A Tax Increment Reinvestment Zone (TIRZ) is a special purpose district; a way for the Village of Vinton to reinvest added tax revenue from new development back into the area where it originated. The TIRZ program can be used to finance new public improvements in designated areas. The goal is to stimulate new private investment and thereby increase real estate values. Any increase in tax revenues (caused by new development and higher property values) is paid into a special TIF fund to finance improvements. Potential improvements include wider sidewalks, utilities, public landscaping, lighting, environmental remediation, demolition, and historic facades etc. PUBLIC IMPROVEMENT DISTRICTS (PIDs) A Public Improvement District (PID) is a special assessment area created at the request of the property owners in the district. These owners pay a supplemental assessment with their taxes, which the PID uses for services above and beyond existing Village services. The assessment allows each PID to have its own work program, which may consist of eligible activities such as marketing the area, providing additional security, landscaping and lighting, street cleaning, and cultural or recreational improvements. TYPE 4A OR 4B SALES TAX The Development Corporation Act (the Act ) authorizes municipalities to create a nonprofit corporation funded by local sales tax revenue to promote and develop new and expanded business enterprises and job training. A municipality may adopt one-eighth, one-fourth, three-eighths or one half of one percent sales tax for economic development. Two options are available to a municipality to adopt this tax Type A and Type B. Most incorporated municipalities may impose a Type A sales tax, which an economic development corporation acting on behalf of a municipality may use to implement programs related to industrial development, business infrastructure, and the promotion of new and expanded business enterprises that create or retain primary jobs. All incorporated municipalities, however, may impose a Type B sales tax, which the economic development corporation may use on a wide variety of projects, including public parks and business development. Chapters 501 through 505 of the Texas Local Government Code govern the initiation of an economic development sales tax, the creation of economic development corporations, and the use of the economic development sales tax proceeds. TIRZ MODEL Revenue trajectory begins to level off as district spending life comes to a close Revenues to taxing bodies locked-in at base year level for duration of district Tax Revenues Early TIF-financed projects cause bump-up in tax revenues new TIF-induced General Fund Revenues revenues (Passive rate of increase, usually <3%/year) TIF base year (district start date) Years TIF Model YEAR DURATION District retirement date (typically 20+ years) All revenues flow back into General Fund DRAFT

IMAGINE VINTON 2035 4. Readiness to employ available economic development and financing tools where appropriate. Every business expansion or recruitment opportunity has its own unique set of needs.

4 IMAGINE VINTON Readiness to employ available economic development and financing tools where appropriate. Every business expansion or recruitment opportunity has its own unique set of needs. The Village needs to be clear in the universe of tools it is willing to use and be ready to listen to the unique needs of each situation so that the right tool can be employed. The Village needs to continually review and update economic development policies that point to certain tools for certain situations to allow for flexibility in unique or more complex negotiations. Along with tools used to entice particular business prospects and secure sitespecific investments, some special district mechanisms and regulatory tools can help provide stability and greater certainty for investors within a broader sub-area of Vinton (e.g., Business Park on Valley Chile Road). FRAMEWORK FOR ACTION The Economic Opportunity framework for action is organized in three tiers: Guiding Principles, Goals, and Strategic Action Priorities. These topics are intended to support the other elements in this Comprehensive Plan. The Strategic Action Priorities convey tangible actions that will, in the long-run, lead to achievement of the Goals in line with the Guiding Principles. GUIDING PRINCIPLES 1. Vinton s residents will enjoy a robust, diverse economy that provides a high quality of life. 2. Vinton remains a great location to do business. 3. Vinton has a unified focus on developing, retaining and attracting a workforce that meets the needs and skills expectations of the 21st Century economy. 4. Vinton has a centralized water and sewer system, along with stormwater management capacity. 5. Vinton is a regional innovation leader with a modern business park and strong sales tax revenue stream. GOALS 1. Provide sewer/water infrastructure. 2. Identify gaps in basic needs and services. 3. Establish a local business incubator. 4. Establish a farmers market and community garden as business incubator extensions. 5. Revisit land use policies (ordinances, codes, zoning and enforcement). 6. Establish an economic development task force. 7. Create walkable spaces. 4 DRAFT

5 FUTURE VILLAGE - ECONOMIC OPPORTUNITY STRATEGIC ACTION PRIORITIES Provide water and sewer infrastructure. Review and possibly update existing plans in terms of constructing a water and wastewater system in the Village. Apply for the following three grants: Texas Water Development Board (TWDB), U.S. Department of Agriculture (USDA), and Border Environmental Cooperation Commission (BECC). Apply for the following grants related to wastewater system: TWDB, USDA, BECC whereas BECC would not be requested until completion of design. Identify gaps in basic needs and services. Create a list of basic needs (healthcare, housing, child care, transportation, employment, fresh foods, etc.) and identify all existing and viable resources within the Village of Vinton and their level of service (how many people that business can serve). Identify gaps in basic needs and services and rank those needs by most viable for business recruitment efforts. Develop a business recruitment plan to bridge gaps in priority basic needs and services. Coordinate with partnering non-profit organizations, agencies and academic institutions to develop curriculum and schedule of services, trainings, materials and programs to be offered through the business incubator. Begin outreach and recruitment to local Vinton residents and businesses about the Business Incubator programs, classes, events and starting dates and loction (s). Manage a list of interested residents. Apply to funding opportunities to help offset the immediate costs of the Business Incubator. Hire a Business Incubator coordinator or consultant. Important roles as coordinator, contact person, intake registrations for residents and businesses, as well as to help maintain participant database and documentation for use as backup when applying for business incubator expansion funding. Identify permanent site for Business Incubator facilities and draft MOU. Consult with architect to determine rehabilitation and/or construction needs and determine budgetary requirements. Coordinate a volunteer force to execute any cleanup or rehabilitation tasks that do not require a contractor. Hold Cleanup Day event to prep site for contractor. Pending business incubator participation, identify Vinton residents that have an interest in developing businesses that are in need, recruit them to the business incubator, and encourage them to fill those niche markets that are in demand. Establish a local business incubator. Determine the location (s) and facilities for the business incubator. If location (s) identified require Council approval, secure Council approval for trainings, workshops, and other business incubator activities. Oversee the rehabilitation/construction of Business Incubator center and develop a sustainability plan for long-term operations. Establish a farmers market and community garden as business incubator extensions. Generate interest from the public and spread the word about Vinton s plans to establish a Farmers Market and Community Garden and gather a list of interested residents. DRAFT

6 IMAGINE VINTON 2035 Hold an information session about the Farmers Market and Community Garden. Assign interested residents to vendor, grower and volunteer roles. Identify and secure the site (s) for the community garden. Develop a master plan and site prep for the garden. Apply for funding opportunities to help offset the cost of the community garden. Identify vendors for the Farmers Market and develop a calendar of events for Farmers Market dates. Identify areas where funding is necessary for execution of the Farmers Market and apply to funding opportunities to help offset the cost of running the market. Revisit land use policies (ordinances, codes, zoning and enforcement). Engage external consultant to review and recommend changes to ordinances, zoning policies, and building codes in order to enhance business development opportunities as well as promote Smart Growth development. Complete the hiring of a code enforcement officer. Review business registration processes to ensure that the process does not hinder economic development growth and new businesses from starting up, as well as that the process encourages business development in the business/services needs areas identified in Goal 2 of this Plan. Develop, publish and distribute educational/promotional material on all zoning, code and permitting changes enacted. Continue the 10-year annexation plan as adopted. Establish an economic development task force. Recruit members from the public and private sectors to the Economic Development Task Force and hold the first planning meeting. Gather resources and materials for the Task Force, including, but not limited to surveys, materials and publications, programs, services and assistance available through partner organizations, sources of funding, and other economic incentives in preparation for business site visits and community outreach efforts. Collect a list of financing resources available to Vinton businesses. Categorize by eligibility, funding range, etc. Update regularly and create a quick reference handout. Conduct regular site visits to local businesses to establish favorable relationships, assess business needs, collect data, and connect businesses with resources. Recruit Vinton residents who are interested in starting a new business into programs available through the proposed business incubator. Create walkable spaces. Based on rezoning efforts from Goal 5 of this Plan, the Village and external consultant will identify potential sites to develop into walkable spaces, open spaces, and integrate mixed-use facilities with commercial spaces. Create a list of priority and feasible capital improvement projects to be completed within the next four years. Allocate local funding to priority projects and apply for funding from eligible funding sources in order to decrease costs to the public and close gaps in financing. 6 DRAFT

FUTURE VILLAGE - ECONOMIC OPPORTUNITY OTHER ACTIONS Along with the detailed list of Strategic Action Priorities outlined above, this section captures other potential action items discussed through

7 FUTURE VILLAGE - ECONOMIC OPPORTUNITY OTHER ACTIONS Along with the detailed list of Strategic Action Priorities outlined above, this section captures other potential action items discussed through the long-range planning process. These items are compiled in five categories that are the main ways Comprehensive Plans are implemented: 1. Capital Investments 2. Programs and Initiatives 3. Regulations and Standards 4. Partnerships and Coordination 5. Targeted Planning/Studies CAPITAL INVESTMENTS A. Further clarify utility capacity deficiencies. B. Make correction of these deficiencies a priority within the Village s capital improvement program (CIP); utilize Chapter 380 reimbursement agreements for properties that can advance fund utility extensions sooner than the CIP schedule. PROGRAMS AND INITIATIVES A. Create a broader economic development policy that encourages the use of tax increment reinvestment zones, Chapter 380 reimbursement agreements, and special district creation where feasible and likely to be effective. Impact on the provision of Village services. Anticipated debt obligations and duration, if any. The degree to which the prospect will comply with or exceed the Village s economic development policies and land development standards. B. Develop and monitor metrics for measuring economic activity in Vinton. This could be as simple as tracking land values and sales tax revenues over time. Measuring the level of private investment relative to public investment is also critical. C. Establish a weekly or monthly program of onsite visits to businesses in base sectors of the Vinton economy to monitor their prospects for expansion. D. Continue to expand and market the Village s number of arts and cultural events that promote tourism and spending money in the Village (e.g., Village Vibes Music Festival). E. Develop a shop local iniatitive. Incentives, whenever possible, should be based on performance-based reimbursements; use up-front cash incentives only for unique and critical situations. Potential projects should be vetted by the following criteria, at a minimum: Third Party Feasibility and Market Studies. Overall financial impact to Village and other governmental revenues. Overall economic impact for the community as a whole. DRAFT

8 IMAGINE VINTON 2035 PARTNERSHIPS AND COORDINATION A. Continue to maintain a list of ready and willing private and public partners. B. Increase the level of participation in regional economic development efforts. C. Strengthen working relationships with Canutillo ISD, UTEP, NMSU and El Paso Community College. D. Strengthen working relationships and partnerships with the major healthcare facilities in the area. TARGETED PLANNING/STUDIES A. Utilize feedback from developers to continue to assess barriers to investment and implementation that could be easily mitigated by the Village. B. Begin to track retail sales leakage to highlight and grow the sales tax base. C. Study the feasibility of possible sports and tourism connections. D. Conduct an annual benchmarking report against other communities in the region, especially those identified in the Existing Village. E. Continue to emphasize economic development directly in updates to the Strategic Plan. F. Conduct a competitive assessment analysis. G. Refine list of future target industries and align external marketing efforts with this list. Although external resources are available for Vinton, success will be determined largely from within. The pathway to success or innovation for a prosperous future in Vinton will be discovered, created, and built by those that rise to the challenge of being called Vinton leaders. 8 DRAFT

Village of Vinton, Texas. ECONOMIC DEVELOPMENT PLAN Presented to Council on August 18th, 2015

Village of Vinton, Texas. ECONOMIC DEVELOPMENT PLAN Presented to Council on August 18th, 2015 Village of Vinton, Texas ECONOMIC DEVELOPMENT PLAN Presented to Council on August 18th, 2015! TABLE OF CONTENTS 1. Introduction... 1 2. Methodology...... 3 3. Findings..... 6 4. Action Plan....... 16 5.