the challenge by jianglifang


									                                                                                                             FAIRFIELD, TEXAS

                         int roduction
                         TIP Strategies, Inc. (TIP) was engaged by the Fairfield Industrial Development Corporation (FIDC) to
                         assist them in the preparation of an economic development strategic plan. The purpose of the plan is to
                         provide the FIDC with a framework for economic growth. Fairfield’s location at the intersection of I-45 and
                         Highway 84, as well as its proximity to major metropolitan areas and abundant natural resources,
                         provides a number of opportunities. The strategies in this plan will help define Fairfield in the minds of
                         businesses and residents throughout the region and enhance the potential for the community to capture
                         the outward expansion of the state’s metropolitan areas, particularly Dallas.


                         This plan builds on information compiled and analyzed by the consulting team with input from the FIDC,
                         city officials, and other key stakeholders. This document is a direct result of these discussions and of
                         additional research conducted by members of the consulting team.
Economic                 The consulting team held four workshops in Fairfield—a project kick-off meeting, a review of the
development: the         community assessment, a public forum, and a vision and strategy development session—and received
application of public    input from key stakeholders during focus groups. Topic areas for the focus groups included education,
resources to stimulate   major employers, and economic development organizations. In addition, phone interviews were held with
private investment.      developers in the I-45 corridor and with other stakeholders in the area.

                         To fully understand the development opportunities in Fairfield, the team conducted an economic
                         assessment of the area. The purpose of the assessment, which is included as Appendix I, was to gain an
                         understanding of Fairfield’s strengths and to identify the most pressing challenges facing the community.
                         As part of this assessment, the community was compared to four neighboring communities—Corsicana,
                         Madisonville, Mexia, and Palestine. The results of the benchmarking are presented as part of the
                         economic assessment.

                         Input received from the workshops and focus group meetings was combined with the consulting team’s
                         quantitative analysis, benchmarking, and experience to develop the recommendations outlined in this
                         plan. The recommendations were also compared with the FIDC’s existing activities to ensure that they
                         were complementary to the organization’s current plans.

                         KEY FINDINGS

                         Location > Fairfield’s primary advantage derives from its location on I-45. From this vantage point, the
                         city is well-positioned to capture expansion from Houston and Dallas. As a priority corridor for Trans
                         Texas Corridor, this location provides the potential for distribution and for serving as a regional retail hub.

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Amenities > In addition to its prime location, Fairfield has several amenities that other communities
might envy. Natural recreation areas—Fairfield Lake State Park and Richland Chambers Reservoir—offer
a means for attracting visitors to the county. The existing downtown provides another key amenity that
could be capitalized upon.

Housing > The lack of affordable housing was mentioned as a constraint to attracting workers by every
employer we spoke with. An influx of new residents has begun to drive up housing costs in the region
without corresponding increase in wages. The issue is further exacerbated in Fairfield by the lack of
available land for development.

Annexation > Arguably the most significant obstacle facing Fairfield is the lack of room for expansion
(both residential and commercial) within the city limits. Developing an annexation strategy would address
this issue. Perhaps more important, however, it could provide a means for increasing the city’s population
above the 5,000 threshold for home rule.

Educational attainment > Low levels of educational attainment among area residents have been
typical of communities with a strong manufacturing presence. However, the continued outsourcing of
unskilled and semi-skilled jobs means that only relatively low-wage or high-skilled jobs will remain. To
remain competitive, Fairfield must raise the level of education and training of its workforce.


In our planning model, vision is inextricably linked to opportunity, with each informing the other. A clear
vision statement should provide a framework that both guides the recommended actions and establishes
priorities among available alternatives; the range of opportunities should suggest a larger vision. While
the assessment serves as the foundation for this process, our goal is to develop a vision that is supported
by the data, but not driven by it.

A strong vision is one that is:

     Clear and concise
     Creates a call to action
     Expresses a preferred future
     Requires commitment

Using this framework, TIP has prepared a draft vision statement:

Fairfield envisions a future with a vibrant economy that meets the needs of residents and attracts
others to the community.

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As with most vision statements, it is important to read between the lines. What commitments does it
require and what is the call to action? First and foremost, the vision calls for a willingness to remove
barriers for new development. Those barrier are identified throughout this plan and the action required
is both traditional (site availability) and non-traditional (“quality of place”). In addition, the vision statement
calls for a willingness to attract businesses and people. To achieve that goal requires an appreciation
for why people choose to live and work where they do. Attracting people as well as businesses again
affirms that “place” matters and that “quality of life” is not defined the same way for everyone.


The following strategies provide a specific action plan around which the FIDC can energize its economic
efforts and contribute to city-led initiatives. Two points must be made about the plan’s orientation. First,
the purpose of this plan is to provide the FIDC with specific guidance regarding the commitment of
resources for enhancing the economic vitality of Fairfield. However, there are issues that have an
economic impact but are not within the purview of the FIDC. These concerns must be carefully
distinguished from FIDC’s specific economic development mission. They are raised in this plan because
failure to address these concerns will dramatically decrease the FIDC’s ability to conduct an effective
retention and recruitment effort.

Second, it will become apparent that the same, or similar, ideas appear in different strategies. This is
intentional. The issues facing Fairfield do not fit neatly into boxes and there are overlapping concerns.
The willingness to address the city’s future on a number of fronts, and to do so holistically, will go far in
determining the success of the plan.

Strategy One: Talent > The FIDC should take action to enhance the skill levels of Fairfield’s existing
workforce and address those issues that impact the city’s ability to attract new workers. Towards that end,
working with the city and chamber to improve access to higher education, increase housing options, and
leverage the area’s existing amenities should be among the FIDC’s top priorities.

Strategy Two: Quality of Place > Economic development activities are often undertaken in a
vacuum—as if “jobs” were somehow independent of the people who hold them. Workers need places to
live, amenities, and educational opportunities. Quality housing, good restaurants and good schools are
not luxuries for an educated workforce—they are necessities. This plan is about quality of place. Cities
that fail to provide a range of alternatives for their residents will fall behind those that do.

Strategy Three: Industry > The FIDC should continue to address issues related to the attraction of
new business, as well as the retention and expansion of existing businesses. Gaining a clear
understanding of the needs of current business owners and the factors that influence location decisions of
targeted industries is critical to success. Specific industry targets and marketing recommendations are
covered in a separate section of the plan to underscore their importance among the FIDC’s efforts.

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Strategy Four: Opportunity > The ability to capitalize on key opportunities can mean the difference
between a stagnant economy and a vibrant one. Perhaps the most significant opportunity available to
Fairfield is building on the existing downtown. Key to that effort will be the development of a retail strategy
to capture spending of existing residents, commuters, and visitors to the region. While such projects
would typically fall under the purview of the City of Fairfield, the FIDC can play an important role by
participating in the creation of a downtown development organization, evaluating potential sites, and
targeting appropriate retailers.

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1: t alent
Goal: To retain existing workforce and attract talent, particularly young, educated

Economic development planning has failed to keep pace with
global economic changes. If we were to diagram the old economic
planning models, we might envision a triangle representing the
following goals:

This model assumes that the recruitment of new businesses could
be best accomplished by providing sites in industrial parks, which
in turn would result in the creation of new jobs. For many
communities, this remains the default economic development
strategy. Unfortunately, this approach depends heavily on tax
abatements and the availability of fully serviced land. As a result,
the benefits of attracting new industry and “creating new jobs” are often compromised by a decreasing
lack of services and increasingly compromised economic vitality.

                                        Economic development planning that is responsive to new
                                        opportunities – an approach championed by TIP Strategies – sees
                                        the same “triangle” with very different goals.

                                        Instead of trying to recruit industry through incentives and cheap
                                        land, this approach recognizes the increasing importance of
                                        quality of place in the attraction and retention of business. This
                                        approach places community planning on an equal footing with
                                        technology and capital. It recognizes that community development
                                        initiatives may generate as significant a return as industrial parks
                                        (which are often disconnected from the community and which
                                        require huge public investment). And it sees “jobs” as something
                                        more than just a reduction of unemployment – looking instead at
                                        the duration of those jobs, the wages they pay, and their impact on
the community. This broader perspective on workforce is what is described by “talent” and encompasses
a different view of training than merely job-specific skills acquisition. This thinking also opens the door to
a reconsideration of transportation and housing investments and the benefits they can provide to a

In large measure, these are the concepts of Richard Florida’s arguments on behalf of “the creative class.”
But they are also informed by a keen sense that economic vitality is not achieved in a passive fashion.
Competition is a fact of economic development and that challenge must be met aggressively. Fairfield’s

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ability to retain existing workers and attract new ones will play an important role in the success of this


1.1     Housing > The lack of available housing in Fairfield was cited as a key obstacle by the major
        employers we spoke with. Increasing the amount of land available for commercial and residential
        development within the city limits should be a priority.


        1.1.1      Work with city officials to develop and implement an annexation strategy

        1.1.2      Establish contact with development community

        1.1.3      Work with city officials to provide a level of certainty regarding development controls

        1.1.4      Work with city officials to explore a land assembly program

1.2     Amenities > Amenities have become increasingly important in the attraction of both businesses
        and workers. Fairfield has several advantages from natural attractions such as Lake Fairfield and
        Richland-Chambers, to its attractive courthouse and town square.


        1.2.1   Participate in downtown development organizations, such as the Fairfield Main Street

        1.2.2      Work with relevant groups to develop a retail strategy for existing business and for the
                   attraction of new retail.

                   While there are limits to the uses of economic development sales tax funds in connection
                   with retail attraction, economic development corporations are still able to provide
                   infrastructure assistance to retailers in the form of streets and roads, rail spurs, water,
                   gas, and electric utilities, drainage and related improvements, telecommunications and
                   internet improvements. They can also provide job training assistance to retail and
                   commercial projects so long as the employer meets the wage requirements specified in
                   the Development Corporation Act. (Source: The New & Improved Economic
                   Development Sales Tax: A Primer For Local Practitioners, Texas Economic Development
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        1.2.3  Support tourism efforts that maximize area attractions, such as the lakes and existing

1.3     Professional Development > Another key element in successful communities that can
        attracting talent is the availability of opportunities for professional development.


        1.3.1      Develop networking opportunities for

        1.3.2.     Work with city officials to develop a leadership training program for local residents.

1.4     Education > Our research uncovered two areas of concern related to education. One is the
        relatively low levels of educational attainment by adults. The second is the impact of the city’s
        changing demographics on local schools.


        1.4.1      Explore options for higher ed (e.g., distance learning options)

        1.4.2      Work with Fairfield ISD officials to develop strategies for addressing current language
                   proficiency issues that are having a negative impact on the district’s test scores.

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                                       2: quality of place
                                       Goal: To align the efforts of local economic development organizations and the city to
                                       enhance options for current and future residents.

                                       Much has been written about the importance of quality of life to the site selection process. Communities
                                       throughout the nation have positioned themselves by touting their advantages in this regard—good
                                       schools, safe streets, pleasant weather. We do not argue that these factors are important. We take issue
                                       only with the narrowness of the focus. Quality of life assumes that everyone thrives in the same
                                       environment and is attracted to the same amenities. It assumes that current residents’ view of what
                                       makes a community would be shared by all.

                                       By contrast, quality of place considers what is attractive to a range of residents, both old and new. The
                                       idea of quality of place accommodates growth and recognizes the benefits of change. It recognizes that
                                       one person’s “good place to raise a family” might translate into another’s “bad place to be young and
                                       single.” Quality of place is about providing options, not just for current residents, but for those who will be
                                       residents in the future.


                                       2.1      Home Rule > In addition to providing more land for housing and industry, annexation can also
FREESTONE COUNTY                                help raise the city’s population above the 5,000 person threshold for adopting a “home rule”
POPULATON BY CENSUS                             charter. This designation would provide greater flexibility and control as described below:
TRACT, 2000
                                                A home rule charter may provide for establishment of any of the three types of city
    Census                                      government; may specify the number of members of the governing body; may allow
                     Population                 annexation by the governing body of land adjacent to the city with or without the approval
                                                of the residents to be annexed; may set a maximum property tax rate of $2.50, compared
    9801*                4,116                  to a maximum of $1.50 per $100 valuation for a general-law city; and may authorize other
    9802*                1,355                  functions and responsibilities, provided they are not specifically prohibited by the state
                                                constitution or laws.
    9803*                1,327
   9804                  2,155                  Source: Texas Historical Commission, The Handbook of Texas Online
   9806                  3,117
   9807                  4,393
   9809                  1,404                 2.1.1      Develop and implement an annexation strategy
   Total               17,867          2.2     Development Controls > Businesses seek certainty. They seek the certainty of sites that will
*Tracts that include portions of the           continue to be accessible to their suppliers, customers and workers. They seek certainty regarding
City of Fairfield. Total population            future expansion. And they seek certainty regarding potential conflicts with neighbors and
for these three tracts was 6,978 in
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        competitors. In a similar way, residents seek certainty regarding the value of their property, the
        future composition of their neighborhood, and the infrastructure that serves them. To ensure this
        certainty, the way development occurs – and doesn’t occur – should be of concern to the city and
        to the FIDC. There is no question that cities can (and do) overreach when it comes to “controlling
        growth.” Nevertheless, there is a balance between controls that are too rigid and a lack of
        certainty that can inhibit future development. This plan encourages consideration of development
        controls on new annexations at a minimum.


        2.2.1      Work with city officials to put development controls in place. At a minimum, such controls
                   can be accomplished on new annexation through the use of covenants and deed
                   restrictions. A more beneficial approach would be the establishment of “general purpose”

2.3     Amenities > In addition to their role in attracting and retaining talent, access to amenities is a key
        factor in quality of place for existing residents.


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3: indu stry
Goal: To retain existing businesses, foster entrepreneurship, and attract new business
to the city.

This plan incorporates many non-traditional elements that encompass new trends in economic
development. But the heart of an economic development program remains industrial recruitment.
Business retention and entrepreneurship, however, are intimately linked not only to the economic vitality
of the city, but also to the success of any recruitment effort. As a result, this plan emphasizes greater
attention to the supply network of existing businesses, as well as their expansion needs.

To be effective with business recruitment and expansion – as well as with entrepreneurial support – a
sophisticated marketing and image effort is required. While sometimes thought of as a “big city”
requirement, it is actually at least as important (if not more so) for small cities. There is no question that
effective marketing tools must now attain a higher and more professional level. Printed marketing
materials—that is, brochures, profiles, maps, newsletter, trade show signage, folders, and other
promotional materials—must be part of a broader effort that includes a linked web presence. These
materials must both convey a community's image and address the audience's needs for focused, up-to-
date information. In addition, all the material needs to be consistent in the information presented and in
the overall appearance. They must have the same "look and feel" designed to be part of the same set.


3.1     Business Retention > The expansion and retention of existing businesses should be at the
        heart of any economic development strategy. Existing businesses form the backbone of a thriving
        economy, but they are often overlooked in a community's enthusiasm to recruit new, headline-
        generating businesses. Given the issues facing the attraction of new business to Fairfield—
        current economic conditions, educational attainment issues, land availability—the FIDC should
        make business retention a priority.

        Providing local industry with mechanisms to access resources and solve problems helps sustain
        a community’s economic advantage. Groups such as trade and business organizations that allow
        companies to express opinions and share ideas create more community awareness, both of the
        issues and the role the business community plays in the overall community. As a result, local
        policies can be modified to help meet employers' needs. In some instances, joining regional
        alliances can strengthen a lobbying effort to change state or federal policies. Local linkages can
        be formed to remedy other issues, such as having an available workforce.


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While not addressed in this document,


     3.1.1      Maintain inventory of existing businesses > Having a clear understanding of
                the types of businesses already in the community, in addition to keeping tabs on new
                locations and expansions, is key to on-going economic development efforts. The FIDC
                should continue to document existing businesses and available properties. Tax records,
                utility hookups, and ownership transfers can be important sources for information.

     3.1.2      Provide support to small businesses > Fairfield can support its existing business
                base by ensuring that support exists for small businesses and entrepreneurs. Small
                businesses provide the services and products that support business operations in a
                community. Over the past decade, small businesses have contributed the country’s
                largest share of job creation. Innovation and entrepreneurship contribute to a vigorous
                economy and are the foundation of a thriving high-tech economy. promoting and ensuring
                that small businesses are connected with available technical and financial assistance,
                such as that provided by Small Business Development Centers; microfinance programs;
                state programs that help companies expand their markets, such as the state bidders list,
                the Texas Marketplace program, and export trade events; local financial programs, and
                so on, is an appropriate part of the community’s overall business retention program.

     3.1.3      Develop networking opportunities > Small communities face obstacles that make
                networking and entrepreneurship more challenging than in larger cities. The same basic
                considerations apply, however, regardless of the size of the community. The needs of
                emerging businesses are the same: how can they capture market share? how do they
                position themselves? how can they get information? One of the best means for nurturing
                new businesses is to provide networking opportunities. By establishing a regular meeting
                schedule, hosted jointly by the chamber and the FIDC, business owners can discuss
                issues on a topical basis (workforce, supplier networks, start-up resources). Thought
                should be given to providing support on a regional basis as well. In addition,
                entrepreneurial companies, including retail businesses, should be actively supported in
                these meetings.

3.2 Conduct targeted marketing campaign to attract new business > A target marketing
    campaign is provided as a separate section of this document.


     3.2.1      Implement target marketing campaign > See pages xx to xx for more detail
                about targets and actions.

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     3.2.2          Maintain formal prospect management system >

3.3 Work to increase Fairfield’s visibility in the region LINK TO NEXT STRATEGY>
    Fairfield officials must leverage existing media outlets and work to develop an informal network for
    telling the city’s story outside the region, particularly in the Dallas metropolitan area. This visibility
    has direct benefits associated with marketing the community, and indirect benefits in building
    support for new programs and initiatives.

     The recent marketing efforts of the chamber should be linked to FIDC recruitment and the marketing
     message should be harmonized with all entities (city, chamber, FIDC, as well as any regional
     tourism activity).


     3.3.1.     Develop a media strategy > One well-written, informative article in a reputable publication
                in your target market is worth as much as the visibility that can be bought by the largest
                advertising budget. Regular contact with local and regional media can generate interest in
                the community and raise its overall profile. The inclusion of smaller communities in various
                “best of” lists is often the result of this kind of marketing.

                Develop a press kit. A press kit is one of a community’s most important media relations
                tools. It is a set of materials available to initiate interest or respond to information requests
                from journalists and other writers. Among the materials to be included in the press kit are:

                •     Cover letter to answer specific questions or address specific topics the writer is
                      covering, as well as offering to put the writer in touch with potential interviewees.
                •     Fact sheet about Fairfield.
                •     List of major employers.
                •     Unique features of the area.
                •     Copies of other articles that have been published about Fairfield.
                •     New expansions and locations in the area.
                •     Photographs of the area, if available.

§       Increase visibility in regional papers by submitting stories and press releases on a regular basis.

-        Develop list of reporters with key publications and contact them to find out what type of stories
they are interested in. Based on these conversations and input from city and chamber representatives,
prepare a schedule of press releases for distribution to local newspapers, as well as regional publications,
like the Dallas Morning News and the Dallas Business Journal. Focus press releases on a particular
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event or the release of a new report or key indicator about the area. Think about how press releases and
stories can be used to improve communication about events or issues of interest to current residents.

§       Identify trade publications for key industries and geographic markets and prepare similar list of
contacts and schedules.

§       Identify other media outlets, such as radio or regional TV broadcasts

2.        Develop a public relations strategy > Public relations involves strategically telling people what you
are doing. A well-managed public relations campaign helps build a positive image for the area and
increases awareness, both inside and outside the region, of business activity in Fairfield. Public relations
is also about developing relationships with the people who are in a position to disseminate information
about Fairfield or give firsthand testimonials about the city as a place to live and work. These people can
include reporters (who are always looking for a good story), state and regional economic development
officials, elected officials, and local business and community leaders who can be the city’s best advocates
if they have the right stories to tell.

§       Identify people both in and outside the region that fit this category. Examples include:

-       Local business owners

-       Regional media personalities

-       Regional promotional organizations

-       State economic development officials

-       Congressional delegation

-       Developers that have experience in Fairfield

§       Create awareness about what Fairfield has to offer by hosting special events. Examples include:

-         Site location visit. Consider inviting site location specialists, commercial real estate brokers, and
land developers to tour the community. The developer can be asked to speak to the FIDC and city
officials regarding impressions of the city and its facilities. In exchange for compensating developers for
their time and efforts, the community would gain valuable insight as to how it is perceived by outsiders, as
well as establishing a new relationship with the development community.

3.     Enhance city web presence > Fairfield economic development organizations, including the city,
should work to create a unified Internet presence. A search of “Fairfield, Texas” on Google finds the website immediately. However, the site lacks content and organization. A search of

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20 pages did not yield the city’s website, probably due to the less common “.net” extension. At minimum,
the city’s website should be a link from the economic development site.

    -       Work to enhance Fairfield’s web presence so that all sites are ‘content-rich’ and visually

    -       Take action to improve the city’s ranking with search engines such as Google and Yahoo.
            This can include the use of meta-tags or keywords, increasing the number of links to the
            city’s page (by having Fairfield as a featured link on partner organizations’ websites), or
            payment of direct fees.

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4: opport unity
Goal: To increases the area’s economic vitality

Any plan that seeks to be “strategic” needs to think about business growth in a larger context. This larger
context is one in which major projects are identified, even if they are not immediately part of a recruitment
strategy. Such signature projects can range from the formation of a downtown district to a collaborative
tourism and promotion effort.


4.1     Downtown development > Working with the city and the chamber, the FIDC should help form a
        new downtown development organization. This organization should view the downtown as an
        economic development force as well as an overall amenity. It should be structured as a board with
        public and private participation, should be connected to the chamber, the city, and the FIDC, and
        should have a narrow mission with specific goals. The board should have a “sunset” provision
        dissolving it upon completion of its mission.

        While there are risks in recommending a new organization that might siphon away interest and
        support for core economic development efforts, TIP feels that such an organization would help
        generate interest and momentum towards increased retail sales and community visibility.

        The advantage of a downtown as an economic entity bears many of the same hallmarks as a retail
        shopping mall. While it is unlikely that Fairfield can compete successfully for a major retail
        development, it can create its own, comparable shopping experience.


        4.1.1      Form an exploratory working group comprised of the city planning director, the chamber
                   president, and a FIDC representative to consider specific organizational needs.

        4.1.2      Establish a working document that can function as a business plan for development in
                   the downtown.

        4.1.3      Make specific provisions for retail management along the lines recommended by Main
                   Street, with design standards, regular store hours, collaborative promotional efforts and
                   similar initiatives.

        4.1.4      Conduct an inventory of existing sites and buildings in the downtown area. Work with city
                   to identify land that could be assembled and presented to a potential retailer or other
                   appropriate target.

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4.2     Regional promotion > In keeping with the emphasis on quality of place, the FIDC should become
        more actively involved with regional promotion efforts. This would include marketing of the lake, of
        the downtown, and of special events.


        4.2.1      Move from a general endorsement of chamber and city promotional efforts to a strategic
                   response. Help establish benchmarking standards that determine (through surveys) the
                   frequency of visitation, dollars spent at which establishments, and the effect of special
                   events on downtown retail sales.

        4.2.2      Participate in regional promotions

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t arget market ing plan
The primary purpose of Fairfield’s economic development marketing is to generate interest in the area
from companies with expansion or relocation plans and to attract workers to the region. To do so, the
FIDC and its partners, will need to differentiate Fairfield from its competitors and provide focus to the
community’s efforts.

Given limited available resources (time, money, and people), it becomes apparent that local economic
development professionals must focus their recruitment efforts on industries that provide the greatest
opportunities for success. Choosing appropriate target industries is as much an art as it is a science.

Our approach to identifying industries that provide Fairfield with the greatest potential for success began
with a community assessment. This assessment (provided under separate cover) analyzed key
demographic and economic factors affecting the region. Our understanding of the community’s strengths
and potential opportunities was then filtered through employment growth predictions at the global,
national, and regional level.

Our analysis revealed that Fairfield’s economic vitality remains highly dependent on its traditional
industrial base: oil and gas. Long-term trends point, however, to dwindling opportunities for employment
growth from this major resource. As a result, area leaders will continue to be faced with the task of
diversifying the local economy to ensure renewed growth and sustained economic vitality for the


As with all successful marketing, you must identify your target audiences and focus your efforts on them.
The primary targets for Fairfield’s marketing efforts are:

(1) regional business leaders that can influence business location decisions

(2) key allies, such as state and regional economic development organizations, institutions of higher

(3) members of the media

(4) site location consultants

(5) decision-makers at companies within the target industries

Perhaps the most important target is the people and businesses who are already in Fairfield. These
people have made some level of investment in the city already. They are also the ones who represent

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Fairfield’s on a daily basis. Fairfield’s leadership should undertake a sustained internal marketing
campaign to promote a positive image of the city. Making sure that existing residents and local business
leaders have a positive image of their city is key to the success of any external campaign as these are the
people who can best tell the Fairfield story to the outside world.

Strategies > To achieve success, Fairfield will need to set itself apart and provide focus to the
community’s efforts. The following marketing strategies are recommended for Fairfield:

1. Make “xx” the primary theme for marketing. Elements to support this theme include a web site,
   prospect folder, specific industry profiles, and a press packet for both internal and external uses.
   [Looking for the big idea, like “advancing Beaumont”]


    ▪   Design a new Beaumont economic development logo incorporating the new theme.

    ▪   Re-design the current economic development web site to reflect a corporate look. The web site
        should incorporate the new theme and should respond to the needs of both the corporate site
        selection consultants and business prospects.

    ▪   Develop a new multi-purpose folder and proposal cover.

    ▪   Develop industry profiles for the target industries (using information provided in the target industry
        section included in Appendix A.) These profiles will be used in direct mail as well as in any
        information provided to prospects.

    ▪   Prepare a press packet with a summary of Beaumont business highlights and contact
        information. Specific items to include are:

    ▪   Cover letter to answer specific questions or address specific topics the writer is covering, as well
        as offering to put the writer in touch with potential interviewees

    ▪   Fact sheet about Beaumont

    ▪   List of major employers

    ▪   Unique features of the area (such as proximity to the Big Thicket, Lamar University, strategic

    ▪   Copies of other articles that have been published about Beaumont and the Golden Triangle (for
        example, the U.S. News & World Reports issue on the nation’s best colleges and universities)

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                                                                                  FAIRFIELD, TEXAS

    ▪   -       New expansions and locations in the area

    ▪   -       Photographs of the area, if available.

    ▪   ▪       Set up an electronic prospect management systems. There are several off-the-shelf
        software packages that can be easily customized for economic development. This system can
        help staff manage direct mail, tracking, and reporting.

2. Build awareness locally among Fairfield’s business leadership that the community is
   dedicated to advancing business opportunities. Executives, managers, and others in local firms
   often travel to meetings with professionals from other firms. These individuals can serve as your best
   marketing channel. TIP proposes the establishment of a Fairfield Ambassadors program, which would
   have a two-fold purpose: 1) build an awareness of the city’s strengths among area business
   executives, and 2) provide information for allowing them to spread a more positive image of the
   community in their business relationships.


    ▪   Identify business leaders most likely to influence decision makers and invite them to establish a
        Fairfield Ambassadors program. [Could this be the existing Team Fairfield? Would it allow
        him a way to redirect their efforts?]

    ▪   Create a brief profile touting Fairfield’s positive aspects to be used by area business leaders

    ▪   Meet regularly with Fairfield Ambassadors keeping them up to date on current initiatives,
        progress, and honing the FIDC’s marketing message

    ▪   Create a mechanism for the Ambassadors to refer prospect leads.

3. Build awareness throughout the region. Fairfield leaders need to focus their efforts on enhancing
   the community’s external image throughout the region, with an emphasis on the greater Dallas area.
   Opportunities such as xx, xx, and the existing business park, should be promoted through a
   combination of partner advertising, public relations, and networking.


    ▪   Design and initiate an advertising campaign in partnership with the city and other appropriate
        parties. Using the new marketing theme, design and place advertisements in the Houston
        Business Journal and other regional publications touting both Beaumont and specific
        opportunities from the partner entities. Advertisements would include the Advancing Business
        logo and highlight the specific projects of the partners.
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                                                                                 FAIRFIELD, TEXAS

    ▪   Implement a public relations campaign targeted at regional publications. TIP recommends
        identifying key regional publications and sending press releases about recent business

    ▪   Continue networking with individuals and organizations that can refer prospect leads. Examples
        include Entergy Texas, the Governor’s Office of Economic Development, the council of
        governments, and area industry associations.

4. Build awareness among corporate site selectors. Many businesses (medium to large market) hire
   site consultants to assist in their evaluation of potential expansion sites. Fairfield should create a
   database of these consultants, target them through direct marketing and a visitation program, and
   invite them to the city to see specific projects.


    ▪   Create a site consultants database

    ▪   Compile site consultant information request database using the IEDC matrix format.

    ▪   Initiate a monthly site consultant letter campaign. Design site consultant letter and package
        (include IEDC rfi information). Letter should highlight a different opportunity each month.

    ▪   Initiate site consultant visitation program. Call on consultants in major cities each quarter
        (Chicago, Atlanta, Dallas).

    ▪   Design and hold “developer’s day” event in Fairfield for site consultants and regional industrial
        and commercial brokers.

5. Build awareness among decision-makers in target industries. Specific recommendations include:
   producing one-page marketing summaries for each target industry, utilizing the database of target
   companies provided as a separate deliverable, conducting a direct marketing campaign (direct mail
   and phone calls followed by visitation), and participation in key industry trade events.


▪       Create database of companies in each target industry

▪       Design marketing letters for each target industry

▪        Initiate direct mail program to each target sector. Mailings should occur monthly and continue for
at least six months.
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                                                                                   FAIRFIELD, TEXAS

▪       Initiate telemarketing campaign for appointment setting.

▪        Conduct four call trips per year (one each quarter) to regions where industry concentration is

▪       Identify key industry associations for each industry sector (see Appendix A – Target Industries)

▪       Develop in-house corporate intelligence program for each target industry.

▪       Participate in industry trade events (see marketing timeline and Appendix A – Target Industries
for specific trade shows.)

▪       Track success of campaign using contact management system. Evaluate effectiveness of each
marketing channel (mailouts, telemarketing, trade events) and adjust marketing activities accordingly.


Core industries represent the traditional realm of target marketing. And for good reason. They typically
represent economic opportunities that a community already has the necessary components (including
economic base, workforce, and infrastructure) in place to begin effective targeting and marketing efforts.
TIP Strategies determined that the following target industries present Fairfield with immediate
opportunities for economic growth but can also withstand the fundamental shift in the nation’s economy
toward the basis of consumer spending and services:

   Logistics & Distribution

   Plastics

   Automotive Suppliers

   Healthcare

   Business Services

Because of global trends, however, we believe that economic development is no longer just a competition
for recruiting industrial employers. The future of a community or a region also lies in its ability to retain
and attract workers and their families. In light of this, economic development practitioners must also
encourage opportunities with roots in non-traditional sectors that enhance or highlight their community’s
quality of place and ensure their survival in the war for talent.

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                                                                                  FAIRFIELD, TEXAS

With this in mind, TIP Strategies recommends the FIDC also target non-traditional opportunities that
will make the region more competitive at retaining and attracting skilled workers. Some will lead directly to
new job creation in service-related activities. Others are focused on fostering a more attractive climate for
tourists and potential residents, leading to further opportunities for economic growth.

   Tourism should be an essential component for any economic development plan for a community with
    Fairfield’s transportation access and existing attractions. The region offers abundant natural
    resources that already draw visitors from outside the area. Tourism is important, because it
    represents a unique opportunity to expand consumer spending, create new residents, and cement
    Fairfield’s reputation as a community with a strong sense of place. Within this broad sector, TIP
    Strategies recommends area leaders focus resources toward maximizing opportunities in outdoor

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                                                                                                                                FAIRFIELD, TEXAS

                                           indu stry profile: logist ics and dist ribut ion
                      County               DESCRIPTION
Establishments            8        7,426
Number           of                        Wholesale & distribution
                         23       98,534
Employees                                  Multi-modal terminal facilities & operators
Average      Weekly                        Specialized trucking
                        $480       $641
                                           488991 - Packing & crating
                                           484230 - Specialized freight trucking, long-distance
                                           423390 - Other construction material merchant wholesalers
                                           423310 - Lumber, plywood, millwork, & wood panel merchant wholesalers
                                           493110 - General warehousing & storage


                                           The logistics industry used to be known simply as “warehousing and distribution,” when the process of
                                           moving goods to market involved storing large quantities of goods and shipping them in bulk when end-
                                           users placed orders. Today, as companies work to minimize inventories and expect next-day – or even
                                           several-times-a-day – delivery, distribution has become an increasingly sophisticated science known as

                                           The Council of Logistics Management defines logistics as “the process of planning, implementing, and
                                           controlling the efficient, effective flow and storage of raw materials, in-process inventory, finished goods,
                                           services and related information from the point of origin to the point of consumption for the purposes of
                                           conforming to customer requirements.”

                                           Keeping inventories lean and goods in motion is the ultimate goal of manufacturers and retailers alike.
                                           But the continued need for warehouses is virtually assured; in the real world, there is rarely a perfect
                                           match between production and demand. While this suggests the need for more regional distribution
                                           facilities, to assure just-in-time delivery (JIT), the trend has been to operate fewer, but larger, facilities.
                                           This is feasible because of the development of increasingly sophisticated information systems that utilize
                                           tools such as electronic data interchange, bar codes, and satellite tracking. At the same time, the
                                           maintenance of fewer distribution facilities makes site location choices for logistics facilities ever more

                                           T.I.P    STRATEGIES                                                                                         23
                                                                                    FAIRFIELD, TEXAS


Growth in logistics and distribution has been shifting to the Southwestern U.S. in recent years. Business
Facilities magazine recently ranked Texas as the number one state for logistics industry growth, citing its
central location, extensive infrastructure, and competitive wage scale and transportation costs.
Innovations such as just-in-time delivery, which place a premium on speed and reliability and ship smaller
quantities of goods, generally favor the use of trucks. The value of goods carried by truck in Texas
increased from $317.2 billion in 1993 to $366.4 billion in 1997 (U.S. Bureau of the Census, Commodity
Flow Survey, 1997).

The increasing levels of technology use make logistics and distribution jobs more desirable.


     Access to markets in most of Texas’s major metropolitan areas
     Excellent transportation infrastructure
     Relatively affordable industrial land (currently outside city limits)


While technology is a key factor driving the need for new logistics facilities, as well as their design and
location, a number of basic criteria must be considered as well. Many are identical to the issues driving
most manufacturing locations, since logistics operations are often tied to and frequently co-located with
production facilities. David Poitevint of GATX Logistics provided this checklist of site location factors in
Area Development magazine:

     Proximity to manufacturing sites
     Proximity to suppliers and customers
     The price of reaching customers from a particular market
     Tax issues
     The quality of the potential work force
     Access to a good selection of transportation providers
     The quality of available real estate
     Weather and other environmental issues
     The quality of a market’s transportation infrastructure

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                                                                                                                            FAIRFIELD, TEXAS

INDUSTRY STATISTICS                       indu stry profile: plast ics
                      County              DESCRIPTION
Number           of
Average Wage                              OVERVIEW

                                          Texas has historically been an important player in the plastics products and components sector because
                                          of the strong presence of the petroleum refining industry, which supplies the feedstocks for the plastics
                                          resins industry. While the state and the nation as a whole are expected to continue as major producers,
                                          significant changes are occurring in the plastics industry that will affect how companies operate and
                                          where they locate.

                                          Like so many other manufacturing industries, plastics is becoming increasingly globalized. While the
                                          United States, Japan, and Western Europe continue to possess comparative advantages in sophisticated
                                          production technologies and research, production of commodity resins is increasingly shifting to countries
                                          such as Saudi Arabia, China, and South Korea. Developed nations have responded by shifting to higher-
                                          value-added products. Shipments of plastics are forecast to increase by just over 3 percent this year, with
                                          demand accelerating slightly through 2003. While plastics imports are growing more rapidly than exports,
                                          the U.S. is expected to remain a net exporter of resins, because of its feedstock advantages,
                                          technological innovation, and focus on more specialized resins.

                                          In 1998, Mexico surpassed Canada to become the largest market for U.S. exports of plastics products.
                                          Exports to Mexico have surged since the inauguration of NAFTA in 1994. The rapid growth of
                                          maquiladoras has attracted a large number of plastics companies to Texas wishing to supply industry in
                                          Northern Mexico. Texas has also seen substantial manufacturing growth in the 1990s, creating many
                                          opportunities for plastics companies that supply parts, components, and packaging materials to other

                                          Citing exports and overall manufacturing growth in Texas, Business Facilities magazine has consistently
                                          rated Texas as the number one state in the country for the plastics products industry. Both the availability
                                          of feedstocks for resin production and the accessibility of customers in key industries such as automotive,
                                          computer, and television manufacturers are signficant advantages for Texas in the attraction of molded
                                          plastics producers. Moreover, the state is home to numerous research centers and educational
                                          institutions that support plastics research and manufacturing assistance to plastics producers, critical
                                          elements in developing the skilled work force demanded by the industry.

                                          T.I.P   STRATEGIES                                                                                     25
                                                                                  FAIRFIELD, TEXAS


For producers of finished plastic products, proximity to customers is an increasingly significant
consideration, as more and more customers demand just-in-time delivery. Some industry analysts see
these pressures, combined with widespread labor shortages, as fueling a trend away from large, single-
site plastics manufacturing facilities toward smaller, multi-site plants serving a more localized customer
base. One important implication of this trend for a community such as Fairfield is that smaller
communities could more effectively compete for these type of plants than for large-scale facilities, as long
as they satisfy other location requirements such as transportation infrastructure and worker training.


     Access to markets in most of Texas’s major metropolitan areas
     Excellent transportation infrastructure
     Relatively affordable industrial land (currently outside city limits)
     Access to raw materials (i.e., chemical resins)


The following are some of the key site location factors for plastics raw materials manufacturers:

     Proximity to customers: Today’s just-in-time manufacturing procedures have made being near
      the customer the most important factor for plastics companies choosing new locations.
     Skilled labor: The availability of a skilled labor pool ranks as the second most important site
      location consideration.
     Transportation: The Society of the Plastics Industry estimates transportation costs represent up to
      20 percent of the cost of plastic raw materials. Market access for finished products and how easily
      raw materials can be brought into a factory are major location factors for plastics companies. With
      over one-quarter of the nation’s plastic resins production located within the state, producers of
      plastics products in Texas are in close proximity to the raw materials they need.
     Energy costs: Low energy costs, particularly for natural gas, add to the competitiveness of plastics
      products companies located in Texas.

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                                                                                                                        FAIRFIELD, TEXAS

INDUSTRY STATISTICS                       indu stry profile: met al fabricat ion
                      County              DESCRIPTION
Number           of
Average Wage                              OVERVIEW

                                          WHY TARGET?

                                          WHY FAIRFIELD?

                                              Access to markets in most of Texas’s major metropolitan areas
                                              Excellent transportation infrastructure
                                              Relatively affordable industrial land (currently outside city limits)
                                              Access to raw material suppliers (e.g., presence of Jewett minimill)
                                              Existing workforce in the region

                                          SITE LOCATION FACTORS

                                          T.I.P   STRATEGIES                                                                                27
                                                                                                                             FAIRFIELD, TEXAS

INDUSTRY STATISTICS                       indu stry profile: automotive su ppliers
                      County              DESCRIPTION
Number           of
Average Wage                              OVERVIEW

                                          The Toyota announcement of a new facility in San Antonio is indicative of a southward shift in automotive
                                          manufacturing. Texas is a relatively new market for automotive assembly. While the Toyota location is
                                          not the first automotive assembly operation in the state (General Motors has a facility in Arlington) and the
                                          Texas-Mexico border is home to a large number of automotive suppliers, Toyota’s move to San Antonio
                                          will result in new supplier opportunities.

                                          Texas is a top 10 auto-producing state with more than 24,000 Texas workers directly employed in vehicle
                                          assembly and auto parts manufacturing. Even before Toyota announced its new plant, Texas was among
                                          the top 10 states in the U.S. for auto production. Texas outranks several southern states — including
                                          South Carolina, Alabama, and Georgia — in the number of workers employed in the auto industry.

                                          WHY TARGET?

                                          The Texas labor pool is unusually well suited for the auto industry. In addition to the 24,000 workers
                                          already directly employed by Texas auto plants and parts manufacturers, the state has a substantial
                                          workforce in occupations that are readily adaptable to the auto industry. Texas accounts for a significant
                                          share of U.S. occupations in key aspects of production and management.

                                          From an auto employer’s perspective, the Texas labor force is competitively priced. The salaries and
                                          wages for many occupations in Texas are very competitive with the national median. The median salaries
                                          for many production occupations are well below the national median.

                                          WHY FAIRFIELD?

                                               Ability to serve both San Antonio and Dallas automotive markets
                                               Presence of metal fabricators in the region
                                               Access to raw materials
                                               Relatively affordable industrial land (currently outside city limits)

                                          T.I.P   STRATEGIES                                                                                      28
                         FAIRFIELD, TEXAS


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                                                                                                                             FAIRFIELD, TEXAS

INDUSTRY STATISTICS                       indu stry profile: healthcare
                      County              DESCRIPTION
Number           of
Average Wage                              OVERVIEW

                                          Access to healthcare, both primary care and emergency care is viewed as both a quality of life issue for
                                          residents and an economic issue for communities. The presence of healthcare facilities is also seen as
                                          key in location decisions. While access to healthcare is an important factor in corporate location decisions
                                          (67.2 percent of respondents in Area Development’s annual corporate survey rated health facilities as
                                          “important” or “very important” in 2002—up from 65.3 percent in 2001), it is less critical than other
                                          business-related factors, such as availability of skilled labor (90.9 percent) and highway accessibility (86.6

                                          With the continued loss of manufacturing jobs, once a critical driver of rural economies, communities are
                                          becoming increasing reliant on the healthcare industry as a source of employment and tax revenue.

                                          WHY TARGET?

                                          Potential for continued growth. Career ladder opportunities. Includes occupations that are relatively high

                                          WHY FAIRFIELD?

                                               Existing medical businesses and workforce
                                               Presence of Texas Medical Center
                                               Aging population, continued growth of retirement market related to area lakes
                                               Nursing programs available in region, including Navarro College South Campus (Mexia)

                                          SITE LOCATION FACTORS

                                          T.I.P   STRATEGIES                                                                                       30
                                                                                                                          FAIRFIELD, TEXAS

INDUSTRY STATISTICS                       indu stry profile: bu siness serv ices
                      County              DESCRIPTION
Number           of                       The business services industry includes those firms that provide high-end support services to a variety of
Employees                                 companies. The category includes the following industries:
Average Wage
                                          73 Business Services
                                          7371 Computer Programming Services
                                          7373 Computer Integrated Systems Design
                                          7374 Data Processing & Preparation
                                          7375 Information Retrieval Services
                                          7376 Computer Facilities Management
                                          7378 Computer Maintenance & Repair
                                          7379 Computer Related Services, NEC

                                          87 Engineering, Accounting, & Management Services
                                          8711 Engineering Services
                                          8712 Architectural Services
                                          8713 Surveying Services
                                          8721 Accounting, Auditing, And Bookkeeping Services
                                          8731 Commercial Physical And Biological Research
                                          8732 Commercial Economic, Sociological, And Educational Research
                                          8733 Noncommercial Research Organizations
                                          8734 Testing Laboratories
                                          8741 Management Services
                                          8742 Management Consulting Services
                                          8743 Public Relations Services
                                          8744 Facilities Support Management Services
                                          8748 Business Consulting Services, Not Elsewhere Classified


                                          WHY TARGET?

                                          Our quantitative analysis revealed that Freestone County is weak in this sector and that growth has been
                                          constrained by local conditions. However, the presence of a well-developed business and data services
                                          sector is critical to the development of other sectors, as technology and information comprise an
                                          increasing share of the value of all products and services. This trend will only increase as technological

                                          T.I.P   STRATEGIES                                                                                    31
                                                                              FAIRFIELD, TEXAS

advances continue to revolutionize both “high-tech” and traditional industries alike. The presence of a
computer literate workforce and a competitive business and data service sector will continue to be an
important factor in the competitive position of Fairfield’s business community. Therefore, we feel that
targeting this industry should be a priority for the community.



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                                                                                                                           FAIRFIELD, TEXAS

INDUSTRY STATISTICS                       indu stry profile: t ou rism
                      County              DESCRIPTION
Number           of                       4581 Airports, Flying Fields, and Airport Terminal Services
Employees                                 4724 Travel Agencies
Average Wage                              4725 Tour Operators
                                          4729 Passenger Transport Arrangements
                                          7011 Hotels and Motels
                                          79 Amusement and Recreation
                                          8412 Museums and Art Galleries


                                          Texas captured six percent of all domestic travel spending in the U.S. in 2000, with only California and
                                          Florida holding greater market shares. Domestic and international visitors to the state spent more than
                                          $40 billion, which translates to more than $110 million each day. Approximately half of this spending was
                                          done by Texas residents. Tourism spending in the state supported an estimated 485,000 jobs in 2000
                                          and produced state and local tax revenues of $2.8 billion.

                                          Rural Texas counties captured just $2.5 billion—slightly more than six percent—of tourism spending in
                                          the state in 2000. Of the ten rural tourism regions used by the Texas Department of Economic
                                          Development (TDED), Rural South Texas, which includes Val Verde County, saw the highest amount of
                                          tourism dollars, with $674 million spent in the region. The area is endowed with natural, recreational, and
                                          historic attractions, such as Lake Amistad, Seminole Canyon State Historical Park, and Whitehead
                                          Memorial Museum. Neighboring Ciudad Acuña is an added draw for travelers to visit Del Rio.

                                          WHY TARGET?

                                          WHY FAIRFIELD?

                                          SITE LOCATION FACTORS

                                          T.I.P   STRATEGIES                                                                                    33
                             FAIRFIELD, TEXAS

implement at ion schedule

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