HomeMy WebLinkAbout08/26/2025-4B-Agenda Packet-Regular4B DEVELOPMENT CORPORATION
MEETING AGENDA
AUGUST 26, 2025, 6:00 PM
4B DEVELOPMENT CORPORATION REGULAR MEETING
DEVELOPMENT SERVICES BUILDING - 201 BOLIVAR STREET, SANGER, TEXAS 76266
CALL THE REGULAR MEETING TO ORDER AND ESTABLISH A QUORUM
INVOCATION AND PLEDGE
CITIZENS COMMENTS
This is an opportunity for citizens to address the Corporation on any matter. Comments related
to public hearings will be heard when the specific hearing begins. Citizens are allowed 3
minutes to speak. Each speaker must complete the Speaker’s Form and include the topic(s) to
be presented. Citizens who wish to address the Corporation with regard to matters on the
agenda will be received at the time the item is considered. The Corporation is not allowed to
converse, deliberate or take action on any matter presented during citizen input.
DISCUSSION ITEMS
1. Discussion regarding recognition for former board member’s service.
CONSENT AGENDA
All items on the Consent Agenda will be acted upon by one vote without being discussed
separately unless requested by a Board member to remove the item(s) for additional discussion.
Any items removed from the Consent Agenda will be taken up for individual consideration.
2. Consideration and possible action on 4B minutes from 05/29/2025.
PUBLIC HEARING ITEMS
3. Conduct a Public Hearing on expenditures for an economic development strategic plan
in the amount not to exceed $40,000.
ACTION ITEMS
4. Consideration and possible action on expenditures for an economic development
strategic plan in the amount not to exceed $40,000.
5. Consideration and possible action to approve and authorize the execution of a service
agreement with Civic Solutions Partnership, LLP for the development of an Economic
Development Strategic Plan, subject to City Council approval.
1
6. Consideration and possible action on amending the Property Enhancement Incentive
Grant for 202 Bolivar.
7. Consideration and possible action on electing officers for the Sanger Texas
Development Corporation.
REPORTS
8. Financial Reports.
FUTURE AGENDA ITEMS
The purpose of this item is to allow the President and Board members to bring forward items
they wish to discuss at a future meeting, A Board member may inquire about a subject for
which notice has not been given. A statement of specific factual information or the recitation of
existing policy may be given. Any deliberation shall be limited to a proposal to place the subject
on an agenda for a subsequent meeting. Items may be placed on a future meeting agenda with
a consensus of the Corporation or at the call of the President.
ADJOURN
NOTE: The Corporation reserves the right to adjourn into Executive Session as authorized by
Texas Government Code, Section 551.001, et seq. (The Texas Open Meetings Act) on any item
on its open meeting agenda in accordance with the Texas Open Meetings Act, including,
without limitation Sections 551.071-551.087 of the Texas Open Meetings Act.
CERTIFICATION
I certify that a copy of this meeting notice was posted on the bulletin board at City Hall that is
readily accessible to the general public at all times and was posted on the City of Sanger
website on August 21, 2025, at 3:00 PM.
Shelley Warner, Secretary
The Historical Church is wheelchair accessible. Request for additional accommodations or sign
interpretation or other special assistance for disabled attendees must be requested 48 hours
prior to the meeting by contacting the City Secretary’s Office at 940.458.7930.
2
4B DEVELOPMENT CORPORATION
COMMUNICATION
DATE: August 26, 2025
FROM: Shani Bradshaw, Director of Economic Development
AGENDA ITEM: Discussion regarding recognition for former board member’s service.
SUMMARY:
Board President Payne and staff would like to discuss possible options with the Board to
appropriately honor Mr. Springer’s memory and recognize his contributions to the community.
FISCAL INFORMATION:
Budgeted: NA Amount: NA GL Account: NA
RECOMMENDED MOTION OR ACTION:
ATTACHMENTS:
NA
3
Item 1.
4B DEVELOPMENT CORPORATION
COMMUNICATION
DATE: August 26, 2025
FROM: Shani Bradshaw, Director of Economic Development.
AGENDA ITEM: Consideration and possible action on 4B minutes from 05/29/2025.
SUMMARY:
4B Board Minutes from 05/29/2025.
FISCAL INFORMATION:
Budgeted: NA Amount: NA GL Account: NA
RECOMMENDED MOTION OR ACTION:
Staff recommends approval.
ATTACHMENTS:
4B Minutes from 05/29/2025
4
Item 2.
4B Minutes 05-29-2025
Page 1 of 2
4B DEVELOPMENT CORPORATION
MEETING MINUTES
MAY 29, 2025, 6:00 PM
4B DEVELOPMENT CORPORATION REGULAR MEETING
DEVELOPMENT SERVICES BUILDING - 201 BOLIVAR STREET, SANGER, TEXAS 76266
CALL THE REGULAR MEETING TO ORDER AND ESTABLISH A QUORUM
As there was a quorum John Payne called the meeting to order at 6:02 p.m.
BOARD MEMBERS PRESENT
Board Member, Place 1 Lee Allison
Board Member, Place 2 John Payne
Board Member, Place 4 Beverly Howard
Board Member, Place 6 Eddie Piercy
Board Member, Place 7 Carrie Bilyeu
BOARD MEMBERS ABSENT
Board Member, Place 3 Matt Fuller
Board Member, Place 5 Jeff Springer
STAFF MEMBERS PRESENT
Director of Economic Development Shani Bradshaw, and Secretary Shelley Warner
INVOCATION AND PLEDGE
Invocation and pledge were led by Board Member Howard.
CITIZENS COMMENTS
No citizens came forward to speak.
CONSENT AGENDA
1. Consideration 4B minutes from 02/25/2025.
Motion to approve the consent agenda as shown was made by Board Member Howard.
Seconded by Board Member Piercy.
5
Item 2.
4B Minutes 05-29-2025
Page 2 of 2
Voting Yea: Board Member Payne, Board Member Allison, and Board Member Bilyeu.
The motion passes unanimously.
ACTION ITEMS
2. Consideration and possible action on the 4B Fiscal Year 2025-2026 Budget.
Board Member Payne read the item. Director Bradshaw presented the item.
Comments were made and questions were asked by Board Member Payne, Board
Member Piercy, and Board Member Allison. Director Bradshaw responded and
addressed questions.
Motion to approve the budget, with specific item notes, was made by Board Member
Piercy. Seconded by Board Member Howard.
Allocate $1,000,000 for the Tom Thumb agreement.
Show a complete and accurate budge of all expenditures.
Create a line item of $1,000,000 for Porter Park, with the possibility of
transferring funds to this account on a quarterly basis, contingent upon
the ability to manage such transfers. Additionally, explore opportunities to
move these funds into a separate bank account.
Staff will investigate the possibility of establishing a separate bank
account to facilitate the transfer of the $1,000.000.
Voting Yea: Board Member Payne, Board Member Allison, and Board Member Bilyeu.
The motion passes unanimously.
REPORTS
3. Financial Reports.
Director Bradshaw goes over the financial report.
FUTURE AGENDA ITEMS
No future items were discussed.
ADJOURN
As there were no further items on the agenda Board Member Payne adjourned the
meeting at 7:07 p.m.
6
Item 2.
4B DEVELOPMENT CORPORATION
COMMUNICATION
DATE: August 26, 2025
FROM: Shani Bradshaw, Director of Economic Development
AGENDA ITEM: Conduct a Public Hearing on expenditures for an economic development
strategic plan in the amount not to exceed $40,000.
SUMMARY:
The board has agreed to allocate up to $40,000 in the 2024-2025 FY Budget to develop an
Economic Development Strategic Plan.
This will be a collaboration between the Type A and Type B boards on focused on driving economic
growth to Sanger.
Notice of Public Hearing was published in the Denton Record-Chronicle on August 15, 2025.
FISCAL INFORMATION:
Budgeted: Yes Amount: $40,000 GL Account: NA
RECOMMENDED MOTION OR ACTION:
NA
ATTACHMENTS:
Notice of public hearing
7
Item 3.
CITY OF SANGER, TEXAS
NOTICE OF PUBLIC HEARING
TYPE B SANGER
TEXAS DEVELOPMENT
CORPORATION
Notice is hereby given that the Type B Sanger Texas Development Corporation will conduct a public hearing during a meeting scheduled to begin at 6:00 P.M. on August 26, 2025, at the Development Services Building, 201 Bolivar Street, Sanger, Texas 76266, for expenditures not to exceed $40,000 of Type B Sanger Texas Development Corporation funds for the development and implementa tion of the Economic Development Strategic Plan.All interested citizens and property owners are hereby notified of their right to appear and be heard on this matter.
drc 08/15/2025
8
Item 3.
4B DEVELOPMENT CORPORATION
COMMUNICATION
DATE: August 26, 2025
FROM: Shani Bradshaw, Director of Economic Development
AGENDA ITEM: Consideration and possible action on expenditures for an economic development
strategic plan in the amount not to exceed $40,000.
SUMMARY:
The board has agreed to allocate up to $40,000 in the 2024-2025 FY Budget to develop an
Economic Development Strategic Plan.
This will be a collaboration between the Type A and Type B boards on focused on driving economic
growth to Sanger.
Notice of Public Hearing was published in the Denton Record-Chronicle on August 15, 2025.
FISCAL INFORMATION:
Budgeted: Yes Amount: $40,000 GL Account: NA
RECOMMENDED MOTION OR ACTION:
Staff recommends approval. (RECOMMENDED MOTION) – I make a motion to approve
expenditures for an economic development strategic plan in the amount not to exceed $40,000.
ATTACHMENTS:
Notice of public hearing
9
Item 4.
4B DEVELOPMENT CORPORATION
COMMUNICATION
DATE: August 26, 2025
FROM: Shani Bradshaw, Director of Economic Development
AGENDA ITEM: Consideration and possible action to approve and authorize the execution of a
service agreement with Civic Solutions Partnership, LLP for the development of
an Economic Development Strategic Plan, subject to City Council approval.
SUMMARY:
The Economic Development Strategic Plan will serve as a guiding framework to support sustainable and
targeted economic growth in the City of Sanger. It will provide clear direction for city staff, board
members, elected officials, and community stakeholders to pursue a unified and proactive approach to
development.
FISCAL INFORMATION:
Budgeted: YES Amount: $40,000 GL Account: 76-5420
MOTION OR ACTION:
Staff recommends approval. (RECOMMENDED MOTION) – I make a motion to approve and authorize
the execution of a service agreement with Civic Solutions Partnership, LLP for the development of an
Economic Development Strategic Plan, subject to City Council approval agreement.
ATTACHMENTS:
Service Agreement
Scope of Services
10
Item 5.
AGREEMENT TO PROVIDE PROFESSIONAL SERVICES
THIS AGREEMENT (“Agreement”) is entered into this day of
,20___, by and between Civic Solutions Partnership, LLC
("PROFESSIONAL") and between the Sanger Industrial Development Corporation (SIDC), a
Texas non-profit corporation, and the Sanger Texas Development Corporation (STDC), a Texas
non-profit corporation, each acting by and through their respective authorized officers and
representatives.
WITNESSETH
WHEREAS, SIDC, and STDC desire to engage PROFESSIONAL to provide
professional services as more fully described on Exhibit “A” attached hereto and incorporated
herein by reference; and
WHEREAS, SIDC and STDC recognize the importance of a strategic plan to guide
long-term economic development efforts, support sustainable growth, and enhance the
economic competitiveness of the region; and
WHEREAS, PROFESSIONAL agrees to provide such work and services for SIDC,
and STDC in accordance with the terms of this Agreement;
NOW, THEREFORE, for the mutual promises set forth herein, and for other valuable
consideration, the receipt and sufficiency of which is hereby acknowledged, the parties hereto
mutually agree as follows:
1. Employment of PROFESSIONAL.
(a) SIDC and STDC agree to engage PROFESSIONAL and PROFESSIONAL
hereby agrees to perform the services described in Exhibit “A” attached hereto and
incorporated herein by reference.
(b) Notwithstanding anything to the contrary contained in this Agreement, SIDC,
and STDC and PROFESSIONAL agree and acknowledge that SIDC, STDC is entering
into this Agreement in reliance on PROFESSIONAL’s special and unique abilities.
PROFESSIONAL accepts the relationship of trust and confidence established between
it and SIDC, and STDC by this Agreement. PROFESSIONAL acknowledges that
PROFESSIONAL shall be solely responsible for determining the methods for
performing the services described in Exhibit “A” attached hereto. PROFESSIONAL
covenants with SIDC, and STDC to use its best efforts, skill, judgment, and abilities to
perform the work required by this Agreement and to further the interests of SIDC and
STDC in accordance with SIDC’s and STDC’s requirements, in compliance with
applicable national, federal, state, municipal, laws, regulations, codes, ordinances,
orders and with those of any other body having jurisdiction. PROFESSIONAL warrants,
represents, covenants, and agrees that all of the work to be performed by
PROFESSIONAL under or pursuant to this Agreement shall be done (i) with the
professional skill and care ordinarily provided by competent engineers or architects, as
11
Item 5.
the case may be, practicing under the same or similar circumstances and applicable
professional license; and (ii) as expeditiously as is prudent considering the ordinary
professional skill and care of a competent engineer or architect, as the case may be.
(c) PROFESSIONAL will be responsible for supplying all tools and equipment
necessary for PROFESSIONAL to provide the services set forth in Exhibit “A” attached
hereto.
2. Compensation. SIDC and STDC agree to pay PROFESSIONAL the fees set forth in
Exhibit “A” attached hereto. Within fifteen (15) days of the end of the month within which
services were rendered, PROFESSIONAL shall provide SIDC and STDC an invoice
specifying the services provided during the previous month and the total amount owed by
SIDC and STDC. Payment will be made by SIDC and STDC within thirty (30) days of receipt
of an invoice from PROFESSIONAL.
3. Changes. SIDC and STDC may, from time to time require changes in the scope of services
of PROFESSIONAL to be performed hereunder. Such changes, which are mutually agreed
upon by and between SIDC and STDC and PROFESSIONAL, shall be incorporated in
written amendment to this Agreement.
4. Services and Materials to be Furnished by SIDC and STDC. SIDC and STDC shall
furnish PROFESSIONAL with all available information and data PROFESSIONAL
requests pertinent to the execution of this Agreement. SIDC and STDC shall cooperate with
PROFESSIONAL in carrying out the work herein and shall provide adequate staff for
liaison with PROFESSIONAL.
5. Ownership of Documents. All reports, plans, specifications, computer files and other
documents prepared by PROFESSIONAL for which SIDC and STDC have been compensated
pursuant to this Agreement shall be the property of SIDC and STDC. PROFESSIONAL
will deliver to SIDC and STDC copies of the prepared documents and materials.
PROFESSIONAL shall make all documents and related data and material utilized in
developing the documents available to for inspection whenever requested.
PROFESSIONAL may make copies of any and all such documents and items and retain same
for its files. PROFESSIONAL shall have no liability for changes made to or use of the
drawings, specifications, and other documents by anyone other than PROFESSIONAL
subsequent to delivery of the prepared documents and materials. However, any such change
or other use shall be sealed by the individual making the change or use and shall be
appropriately marked to reflect what was changed or modified.
6. Term and Termination of Agreement. This Agreement will be for a period of
beginning on and expiring on . Either party may terminate this agreement at any
time by providing thirty (30) days written notice to the other party.
7. Notices. All notices, consents, demands, requests and other communications which may or
are required to be given hereunder shall be in writing and shall be deemed duly given if
personally delivered or sent by United States mail, registered or certified, return receipt
12
Item 5.
requested, postage prepaid, to the addresses set forth hereunder or to such other address as
the other party hereto may designate in written notice transmitted in accordance with this
provision.
If intended to the SIDC
Sanger Industrial Development Corporation
Nancy McAlister, Board President
302 Bolivar Street
Sanger, TX 76266
If intended to the STDC
Sanger Texas Development Corporation
John Payne, Board President
302 Bolivar Street
Sanger, TX 76266
With a copy to
Shani Bradshaw, Director of Economic Development
302 Bolivar Street
Sanger, TX 76266
With a courtesy copy to
John Noblitt, City Manager
502 Elm Street
Sanger, TX 76266
8. Completeness of Contract. This Agreement and the documents incorporated herein by
specific reference contain all the terms and conditions agreed upon by the parties hereto,
and no other agreements, oral or otherwise, regarding the subject matter of this contract or
any part thereof shall have any validity or bind any of the parties hereto. If there is any conflict
between the terms of this Agreement and the documents attached hereto, the terms of this
Agreement shall control, then Exhibit A SIDC’s and STDC’s Request for Qualifications,
then Exhibit B PROFESSIONAL’S Response to the Request for Qualifications. This
Agreement may not be subsequently modified except by a writing signed by both parties.
9. SIDC and STDC Not Obligated to Third Parties. SIDC and STDC shall not be obligated
or liable hereunder to any party other than PROFESSIONAL.
10. Final Decisions. Serving as a PROFESSIONAL to SIDC and STDC, PROFESSIONAL
shall advise all parties that final decisions shall be made by the City Council of the City of
Sanger.
13
Item 5.
11. Indemnification. PROFESSIONAL DOES HEREBY COVENANT AND
CONTRACT TO WAIVE ANY AND ALL CLAIMS, RELEASE, INDEMNIFY, AND
HOLD HARMLESS CITY, ITS CITY COUNCIL, OFFICERS, EMPLOYEES, AND
AGENTS, FROM AND AGAINST ALL LIABILITY, CAUSES OF ACTION,
CLAIMS, COSTS, DAMAGES, DEMANDS, EXPENSES, FINES, JUDGMENTS,
LOSSES, PENALTIES OR SUITS, WHICH MAY ARISE BY REASON OF DEATH
OR INJURY TO PERSONS OR PROPERTY, CAUSED BY OR RESULTING FROM
THE NEGLIGENCE, INTENTIONAL TORT, INTELLECTUAL PROPERTY
INFRINGEMENT, OR FAILURE TO PAY A SUBPROFESSIONAL OR SUPPLIER
COMMITTED BY PROFESSIONAL, ITS AGENTS, OR CONSULTANTS UNDER
CONTRACT, OR ANY OTHER ENTITY OVER WHICH PROFESSIONAL
EXERCISES CONTROL, SUBJECT TO THE LIMITATIONS IN TEXAS LOCAL
GOVERNMENT CODE § 271.904 AND TEXAS CIVIL PRACTICE AND
REMEDIES CODE, § 130.002 (b) AND PROFESSIONAL WILL, AT ITS OWN
COST AND EXPENSE, DEFEND AND PROTECT CITY AGAINST ANY AND ALL
SUCH CLAIMS AND DEMANDS.
THE INDEMNIFICATION UNDER THIS SECTION SHALL INCLUDE
REASONABLE ATTORNEYS’ FEES AND COSTS, COURT COSTS, AND
SETTLEMENT COSTS IN PROPORTION TO PROFESSIONAL’S LIABILITY.
PROFESSIONAL’S OBLIGATIONS UNDER THIS SECTION SHALL NOT BE
LIMITED TO THE LIMITS OF COVERAGE OF INSURANCE MAINTAINED OR
REQUIRED TO BE MAINTAINED BY PROFESSIONAL UNDER THIS
AGREEMENT. THIS SECTION (INDEMNIFICATION) SHALL SURVIVE THE
TERMINATION OF THIS AGREEMENT.
12. Insurance. PROFESSIONAL shall, at its own expense, purchase, maintain and keep in
force throughout the duration of this Agreement and for a period of four (4) years thereafter
the following minimum insurance:
A. Commercial general liability insurance, including personal injury liability,
blanket contractual liability, and broad form property damage liability in an amount of
not less than
$1,000,000.
B. Automobile bodily injury and property damage liability insurance with a limit of not
less than $1,000,000.
C. Statutory workers’ compensation and employers’ liability insurance as required by
state law.
D. Professional liability insurance (Errors and Omissions) with a limit of $1,000,000
per claim/annual aggregate.
PROFESSIONAL shall provide SIDC and STDC with proof of insurance required
hereunder prior to commencing work for SIDC and STDC, and SIDC and STDC shall be
named as an additional insured on the policy. PROFESSIONAL shall provide SIDC and
STDC with written notice of any coverage limit change on the insurance. Such policies shall
name SIDC and STDC, its officers, and employees as an additional insured and shall provide
14
Item 5.
for a waiver of subrogation against SIDC and STDC. PROFESSIONAL shall insure that all
subcontractors comply with the same insurance requirements.
13. Client Objection to Personnel. If at any time after entering into this Agreement, SIDC and
STDC have any reasonable objection to any of PROFESSIONAL’s personnel, or any
personnel, professionals and/or consultants retained by PROFESSIONAL,
PROFESSIONAL shall promptly propose substitutes to whom SIDC and STDC have no
reasonable objection, and PROFESSIONAL’s compensation shall be equitably adjusted to
reflect any difference in PROFESSIONAL’s costs occasioned by such substitution.
14. Timeliness of Performance. PROFESSIONAL shall perform its professional services with
due and reasonable diligence consistent with sound professional practices.
15. Personnel. All of the services required hereunder will be performed by PROFESSIONAL
or under PROFESSIONAL's supervision, and all personnel engaged in the work shall be
qualified to perform such services.
16. Independent Contractor. In performing the services under this Agreement,
PROFESSIONAL is acting as an independent contractor. No term or provision hereof be
construed as making PROFESSIONAL the agent, servant, or employee of SIDC and STDC
or as creating a partnership or joint venture relationship between PROFESSIONAL and
SIDC and STDC.
17. Assignability. The parties hereby agree that PROFESSIONAL may not assign, convey or
transfer its interest, rights and duties in this Agreement without the prior written consent of
SIDC and STDC.
18. Successors and Assigns. Subject to the provisions regarding assignment, this Agreement
shall be binding on and inure to the benefit of the Parties to it and their respective heirs,
executors, administrators, legal representatives, successors and assigns.
19. Governing Law/Venue. This Agreement shall be governed by and construed in accordance
with the laws of the State of Texas. Venue for any action brought to interpret or enforce the
terms of this Agreement shall lie in Denton County, Texas.
20. No Third-Party Beneficiary. For purposes of this Agreement, including its intended
operation and effect, the parties specifically agree and contract that: (1) this Agreement only
affects matters/disputes between the parties to this Agreement, and is in no way intended by
the parties to benefit or otherwise affect any third person or entity, notwithstanding the fact
that such third person or entities may be in a contractual relationship with SIDC and STDC,
and PROFESSIONAL, or both; and (2) the terms of this Agreement are not intended to
release, either by contract or operation of law, any third person or entity from obligations they
owe to either SIDC and STDC or PROFESSIONAL.
21. Exhibits. The exhibits attached hereto are incorporated herein and made a part hereof for
all purposes.
15
Item 5.
22. Conflicts of Interest. By signature of this Agreement, PROFESSIONAL warrants to SIDC
and STDC that it has made full disclosure in writing of any existing conflicts of interest or
potential conflicts of interest, including business or personal financial interests, direct or
indirect, in property abutting the proposed project and business relations with abutting
property owners, or with elected officials or employees of SIDC and STDC.
PROFESSIONAL further warrants that it will make disclosure in writing of any conflicts of
interest that develop subsequent to the signing of this Agreement and prior to final payment
under the Agreement. PROFESSIONAL warrants that it has submitted to SIDC and STDC
a completed Conflicts of Interest Questionnaire as required by Chapter 176 of the Texas
Local Government Code.
23. Authority to Sign. The parties hereby warrant and represent that the undersigned have full
authority to execute this Agreement on behalf of their respective parties.
24. Counterparts. This Agreement may be executed by the parties hereto in separate
counterparts, each of which when so executed and delivered shall be an original, but all such
counterparts shall together constitute one and the same instrument. Each counterpart may
consist of any number of copies hereof each signed by less than all, but together signed by
all of the parties hereto.
16
Item 5.
IN WITNESS WHEREOF, SIDC, STDC and the PROFESSIONAL have executed this
Agreement as of the date first written above.
SIDC: Sanger Industrial Development Corporation
Executed this ______ day of __________, _____.
By:
Nancy McAlister, SIDC
President
STDC: Sanger Texas Development Corporation
Executed this ______ day of __________, _____.
By:
John Payne, STDC
President
Civic Solutions Partnership, LLC
By:
Print Name:
Title:
Approved as to Form
Jeff Moore
SIDC and STDC Attorney
17
Item 5.
EXHIBIT “A”
BID RESPONSE/SCOPE OF SERVICES
18
Item 5.
SCOPE OF SERVICES AND BUDGET:
ECONOMIC DEVELOPMENT STRATEGIC PLAN
FOR THE SANGER ECONOMIC DEVELOPMENT CORPORATION
Image: Sanger Economic Development Corporation
Civic Solutions Partnership, LLC
Steven Pedigo
steven@civicsol.com
+1 (617) 785-0807
19
Item 5.
TABLE OF CONTENTS
01.
COVER LETTER
Page 03
02.
COMPANY PROFILE
Page 05
03.
PROJECT APPROACH AND METHODOLOGY
Page 07
04.
PROJECT TEAM
Page 13
05.
RELEVANT EXPERIENCE AND REFERENCES
Page 16
06.
WORK EXAMPLES
Page 17
07.
PROJECT SCHEDULE
Page 21
08.
BUDGET
Page 22
SCOPE OF SERVICES AND BUDGET 2 20
Item 5.
01. COVER LETTER
Ms. Shani Bradshaw
Director of Economic Development
City of Sanger
Dear Ms. Bradshaw:
We are excited to submit our proposal to support the Sanger Economic Development Corporation in creating
its first Economic Development Strategic Plan. At CivicSol, we believe that economic development doesn't
happen to a community—it happens with one. That's why our approach is rooted in collaboration, data, and
policy execution. We design strategies that not only inspire but also translate into measurable outcomes,
capacity-building, and long-term success.
SANGER: A STRATEGIC GATEWAY IN NORTH TEXAS
Sanger has already demonstrated remarkable assets: strategic positioning along Interstate 35 that provides
unparalleled access to the North Texas economy, a balanced mix of residential, commercial, and industrial
land uses, and a vibrant downtown district that reflects the city's small-town charm. With nearly 12 square
miles and a growing population of 10,200, Sanger has the scale to compete meaningfully in the Denton
County market while maintaining the character that makes it distinctive.
This moment requires more than incremental growth—it demands a strategic transformation from reactive
development to proactive economic leadership. The communities that will thrive in North Texas over the next
decade will be those that can articulate their unique value proposition, align their workforce with emerging
opportunities, and create the conditions where businesses choose to locate, expand, and stay.
WHY CIVICSOL: BUILT FOR IMPLEMENTATION, PROVEN IN PRACTICE
CivicSol is not just a strategy firm—we are practitioners, problem-solvers, and former city leaders who have
stood where you stand. Our team includes former city managers, economic development directors,
workforce leaders, and policy professionals who have led both strategy and implementation inside local
government. We understand the difference between a plan that sits on a shelf and one that drives real
change.
Over the past five years, we've designed economic development strategies for more than 100
communities—from fast-growing suburbs like Sanger to major metropolitan areas, rural innovation hubs, and
complex regional collaboratives. Our work spans every stage of the economic development lifecycle: from
comprehensive sector analysis and workforce planning to business attraction protocols, startup ecosystem
development, and downtown revitalization initiatives. What sets us apart is our integration of strategy with
systems—we don't just recommend what should happen, we design how it will happen, who will do it, and
how success will be measured.
OUR TEXAS EXPERIENCE: UNDERSTANDING YOUR CONTEXT
Our deep experience in Texas communities gives us unique insight into the opportunities and challenges
facing places like Sanger. We've worked extensively with Type A and Type B economic development
corporations, understand Texas economic development law and incentive structures, and have helped
numerous communities navigate the balance between growth and character preservation. From Terrell's
SCOPE OF SERVICES AND BUDGET 3 21
Item 5.
strategic positioning east of Dallas to Buda's rapid growth in Central Texas, we understand how communities
like Sanger can leverage proximity to major markets while building their own distinctive economic identity.
We also understand the significance of developing first-ever economic development strategic plans. Like
Sanger, many of the communities we've worked with have been creating their inaugural comprehensive
economic development strategies—from fast-growing suburbs like Gilbert, Arizona establishing their first
formal economic development framework to regional collaboratives in the Quad Cities developing their first
unified approach. We bring specialized expertise in helping communities navigate this foundational planning
process, ensuring that first-time strategies are both ambitious and achievable, comprehensive yet focused,
and designed for successful implementation from day one.
OUR COMMITMENT: TOOLS FOR REAL-WORLD IMPLEMENTATION
Our deliverables won't just be recommendations—they'll be tools for execution designed specifically for
SEDC staff and board capacity. From an implementation matrix that assigns clear responsibilities across both
corporations to a Year 1 work plan with immediate action steps and budget implications, we provide the
frameworks needed to track progress, adapt strategies, and maintain momentum across election cycles and
staff transitions. We know this matters because we've been inside city governments ourselves—we
understand budget realities, staff capacity constraints, and the critical importance of designing strategies
that can actually be implemented.
We also understand that economic development strategy isn't just about what the SEDC does directly—it's
about how the SEDC enables, coordinates, and amplifies the work of others. Our approach will help you
maximize leverage with existing partners while identifying new collaboration opportunities that can
accelerate progress. Whether that's strengthening relationships with regional partners, building new
connections with workforce development providers, or creating innovative public-private partnerships, we'll
help you design systems that multiply your impact.
We are ready to help Sanger write its next chapter as a leading economic development success story in North
Texas. We see a city with tremendous assets, clear leadership, and the vision to build something distinctive
and sustainable. Please don't hesitate to contact us at steven@civicsol.com or laura@civicsol.com if you have
any questions.
Sincerely,
Steven Pedigo Laura Huffman
Co-Founder, CivicSol President & Co-Founder, CivicSol
SCOPE OF SERVICES AND BUDGET 4 22
Item 5.
02. COMPANY PROFILE
CIVICSOL: STRATEGY THAT GETS DONE
CivicSol is a nationally engaged economic development and public strategy firm, headquartered in Austin,
Texas, with deep experience in fast-growing suburban and regional communities across the United States.
Founded by two seasoned practitioners with decades of experience inside local government, we help public
agencies, cities, and coalitions translate big ideas into operating plans—workforce initiatives, innovation
districts, governance frameworks, investment strategies, business retention systems, and everything in
between.
We work at the intersection of research, policy, and operations. That means we ask big questions—about
industry shifts, regional competitiveness, demographic trends, and equity—but always with an eye toward
practicality. How will this strategy get funded? Who will run it day-to-day? What systems are needed to
sustain it through election cycles? Which partnerships are essential for success? What are the budget
implications, and how do they align with existing revenue streams? We bring a strong bias toward action and
accountability. That's what distinguishes CivicSol—and what makes us the right partner for Sanger.
Our two founding principals, Laura Huffman and Steven Pedigo, bring both deep expertise in city
management and a proven track record in strategic planning for local governments. Combined, we wield over
45 years of experience spanning municipal leadership, chamber of commerce management, economic
development practice, and workforce strategy. We've worked in over 100 communities across the U.S.—not
just writing bold strategies but standing up the systems, structures, and partnerships that make them real.
We understand what it takes to move a plan from concept to execution, from launch to institutionalization,
from political vision to administrative reality.
OUR TRACK RECORD: FROM STRATEGY TO RESULTS
What sets CivicSol apart is our integration of strategy with implementation systems. We don't just identify
what should happen—we design how it will happen, who will be responsible, what resources are required,
and how progress will be measured. Our approach generates early buy-in by giving stakeholders a
meaningful seat at the table, ensuring that the final strategy isn't just visionary—it's owned by the
community.
Recent examples of our impact include:
Austin Infrastructure Academy: We designed and launched a nationally recognized workforce platform that
connects local talent with $25 billion in infrastructure investment, earning the National Association of
Workforce Boards' 2024 "Trailblazer Award" for innovation.
Terrell Economic Development Strategy: We helped this suburban metroplex community develop a
comprehensive plan that leverages its proximity to Dallas while maintaining local character, resulting in new
business recruitment protocols and workforce development partnerships.
Buda Economic Development Strategic Plan: We supported this fast-growing Central Texas city in creating a
five-year implementation roadmap that includes detailed sector analysis, business retention initiatives, and
entrepreneurial support systems to create an Innovation Hub in the Texas Hill Country.
SCOPE OF SERVICES AND BUDGET 5 23
Item 5.
Multi-jurisdictional Regional Strategies: We've successfully facilitated economic development planning
across multiple communities in Arizona, Iowa, Texas, and beyond, understanding the complex dynamics of
coordination, resource sharing, and unified messaging while respecting local autonomy.
DEEP TEXAS EXPERIENCE: UNDERSTANDING YOUR LANDSCAPE
Our Texas roots give us unique insight into the regulatory environment, political dynamics, and market
conditions that shape economic development success in communities like Sanger. We understand Texas
economic development law, the structure and governance of Type A and Type B corporations, and the
opportunities and constraints of ½ cent sales tax funding. We've worked extensively with Texas communities
navigating rapid growth, infrastructure challenges, workforce development needs, and the balance between
economic opportunity and community character.
We also understand the North Texas market dynamics that create both opportunities and competition for
communities like Sanger. Our work in the Dallas-Fort Worth metroplex—in communities like Terrell, Sachse,
and Mesquite—has given us insight into regional industry trends, workforce patterns, transportation assets,
and the competitive positioning that smaller communities need to succeed in this dynamic market.
Sanger occupies one of the most enviable positions in North Texas—strategically positioned along Interstate
35 with direct access to both Dallas-Fort Worth and Oklahoma markets, bordered by Lake Ray Roberts to
the east and positioned as a gateway between Denton's innovation economy and rural Texas. But Sanger's
greatest asset isn't just location—it's timing. North Texas is experiencing unprecedented growth, with
Denton County leading the region in population and job growth.
The question isn't whether economic development will come to Sanger; it's whether Sanger will be ready to
capture and direct that growth in ways that benefit existing residents and businesses while attracting the
kinds of high-quality investment that strengthen the community's long-term prosperity.
SCOPE OF SERVICES AND BUDGET 6 24
Item 5.
03. PROJECT APPROACH AND METHODOLOGY
PROJECT UNDERSTANDING
Sanger is entering a defining moment in its economic development journey—one shaped not by untapped
land or conventional growth models, but by the city's ability to maximize its strategic location, leverage its
existing assets, and compete strategically in an increasingly sophisticated North Texas economy. With its
position along Interstate 35, proximity to Dallas-Fort Worth's job centers, and access to Denton's innovation
ecosystem, Sanger's future economic success will depend on its ability to act strategically and proactively
while maintaining the community character that makes it distinctive.
This moment requires more than just a strategy—it calls for a clear, data-informed roadmap that helps the
SEDC maximize existing assets, validate and expand target sectors, strengthen relationships with current
businesses, and build the workforce development partnerships essential for long-term competitiveness. The
strategy must be both practical and forward-looking, connecting talent development and industry growth to
infrastructure investment, quality of place initiatives, and community well-being.
UNDERSTANDING SANGER'S COMPETITIVE POSITIONING
Sanger occupies a unique position in the North Texas economic landscape. Unlike communities competing
primarily on available land or low costs, Sanger's advantages lie in its strategic access, quality of life assets,
and potential for targeted development that enhances rather than transforms the community's character.
The city's location provides businesses with access to Dallas-Fort Worth markets while offering employees a
small-town quality of life increasingly rare in the metroplex.
The challenge—and opportunity—lies in translating these assets into a coordinated economic development
strategy that attracts the right kinds of businesses, supports existing employers, and builds the infrastructure
(both physical and programmatic) needed for sustainable growth. This requires understanding not just what
Sanger has to offer, but how those assets align with market trends, business location decisions, and
workforce development needs in the broader region.
KEY STRATEGIC CHALLENGES AND OPPORTUNITIES
Market Position and Business Attraction: Sanger's strategic positioning within North Texas
creates significant opportunities for targeted business attraction, but success requires
sophisticated understanding of industry trends, site selection criteria, and competitive
positioning. The community needs strategies that leverage its transportation access and
quality of life while differentiating it from other communities along the I-35 corridor.
Business Retention and Expansion (BRE): A more structured, proactive approach to business
retention and expansion is essential to maintain economic momentum and support existing
employers. This includes understanding current business needs, identifying expansion
opportunities, addressing policy or infrastructure barriers, and creating systems for ongoing
business relationship management.
Workforce Development Alignment: Sanger's economic strategy must connect with regional
workforce development resources while building local capacity to serve both employers and
job seekers. This includes understanding labor market dynamics, skills gaps, training
SCOPE OF SERVICES AND BUDGET 7 25
Item 5.
opportunities, and the connections between workforce development and business
attraction/retention.
Entrepreneurial Ecosystem Development: Small business development and
entrepreneurship support represent significant opportunities for economic dynamism, job
creation, and community wealth building. This includes access to capital, technical assistance,
mentorship, and creating an environment that supports innovation and local investment.
Infrastructure and Development Capacity: Strategic infrastructure investment and targeted
development policies are core to business attraction and retention. The plan must address
how infrastructure priorities, development incentives, and land use decisions align with
economic development goals.
Regional Collaboration and Positioning: Success requires understanding Sanger's role within
the broader North Texas economic ecosystem, including relationships with neighboring
communities, regional economic development organizations, workforce development boards,
and transportation authorities.
Organizational Effectiveness: The dual structure of Type A and Type B corporations creates
both opportunities and coordination challenges. The strategy must address how these
entities can work together effectively while maximizing the impact of available resources and
ensuring clear, coordinated community messaging.
METHODOLOGY
We propose a four-phase scope of work, running from September 2025 through April 2026, that moves from
discovery to economic research and stakeholder engagement, ending with implementation. Each phase
includes defined deliverables, bi-weekly check-ins, and milestone moments for feedback and alignment. Our
methodology is iterative and participatory, ensuring the final strategic plan is evidence-based and
community-owned.
01.
LAYING THE
GROUNDWORK
Project Kickoff and
Stakeholder Alignment
Sep. 2025
02.
MAPPING
SANGER’S
ECONOMY
Economic Research and
Data Analysis
Oct. – Dec. 2025
03.
LISTENING TO
SANGER
Community and
Stakeholder
Engagement
Jan. – Feb. 2026
04 .
FROM VISION TO
ACTION
Strategy Development
and Implementation
Roadmap
Mar. – Apr. 2026
SCOPE OF SERVICES AND BUDGET 8 26
Item 5.
PHASE 01. LAYING THE GROUNDWORK
SEPTEMBER 2025
WHY THIS MATTERS
Economic development strategy that lacks foundational alignment is strategy that fails in implementation.
Sanger's plan must reflect not just best practices from other communities, but the specific priorities, values,
and operational realities of Sanger's leadership and community. Without early investment in relationships,
shared understanding, and process design, even the most sophisticated analysis can produce
recommendations that don't fit local context or political realities. This phase ensures that everything we
build together is designed for Sanger's specific circumstances and genuine implementation success.
WHAT WE WILL DELIVER
1.1
PROJECT KICKOFF MEETING AND
PLANNING ALIGNMENT
Convene a kickoff session with SEDC Boards, City Council, and staff to confirm
project scope, align on desired outcomes, clarify roles, and establish shared
communication cadence.
1.2
WORK PLAN AND ENGAGEMENT
CALENDAR
Develop a detailed, living work plan and engagement calendar that outlines project
phases, key milestones, and stakeholder outreach activities. This tool will identify
benchmark communities for comparison and provide transparency for leadership
and the public.
1.3
CONTEXTUAL ANALYSIS
Conduct comprehensive review of background documents including the 2020 City
of Sanger Comprehensive Plan, economic reports, and other relevant studies to
understand existing priorities and frameworks.
1.4
STEERING COMMITTEE LAUNCH,
CITY TOUR, AND STAKEHOLDER
INTERVIEWS
Establish a Steering Committee composed of SEDC Board members, city leaders,
and select community stakeholders to guide the project and ensure strategic
alignment throughout the process. Host an in-person launch event with a guided city
tour and early stakeholder interviews.
WHAT SANGER GAINS
A dedicated Steering Committee to guide strategy development and ensure alignment with
leadership priorities;
A detailed Work Plan and Engagement Calendar to track progress and keep stakeholders
informed;
Strategic alignment between CivicSol, SEDC leadership, and Sanger's existing comprehensive
plans and municipal initiatives;
Early stakeholder engagement process to build community support and involvement in the
planning process.
SCOPE OF SERVICES AND BUDGET 9 27
Item 5.
PHASE 02. MAPPING SANGER’S ECONOMY
OCTOBER – DECEMBER 2025
WHY THIS MATTERS
Sanger's economic future starts with understanding its present. This phase provides a comprehensive,
fact-based analysis of the city's economic landscape, industry clusters, and development opportunities.
Through peer benchmarking, sector analysis, and market assessments, we'll highlight Sanger's competitive
advantages, identify strategic gaps, and surface actionable opportunities for bold, future-focused decisions.
WHAT WE WILL DELIVER
2.1
PEER BENCHMARKING
ASSESSMENT
Evaluate demographic, economic, and quality-of-life indicators, benchmarking
performance against 8-10 peer communities across North Texas. Compile and analyze
current and projected demographic, workforce, housing, and income trends to
establish a comprehensive economic baseline and illuminate where Sanger leads, lags,
or has competitive opportunities.
2.2
CLUSTER AND SECTOR SCAN
Conduct scan of current and emerging industry clusters in the Dallas-Fort Worth
and North Texas regions, incorporating analysis of the Governor’s Bigger. Better.
Texas. economic development plan to identify sectors aligned with Sanger's assets
and opportunities. Review regional employment trends, investment patterns, and
workforce alignment to provide targeted recommendations for sector development
based on state and regional priorities rather than comprehensive local cluster
analysis.
2.3
PEER EDO BEST PRACTICES
ANALYSIS
Assess the SEDC's organizational structure, funding mechanisms, staffing,
programming, and strategic orientation, comparing it to 5–6 peer EDOs to identify
strengths, gaps, and best practices in economic development governance and
execution. Incorporate evaluation of current business retention and expansion
processes, incentive structures, and policies within the peer comparison framework
to provide integrated recommendations for organizational and program
improvements.
WHAT SANGER GAINS
A comprehensive "State of Sanger" report illustrating Sanger’s economic baseline and
competitive positioning;
A clear understanding of competitive position relative to peer communities across North
Texas;
Integrated assessment of organizational effectiveness and BRE programs with peer
comparison insights;
Targeted sector recommendations based on regional DFW trends and state economic
development priorities.
SCOPE OF SERVICES AND BUDGET 10 28
Item 5.
PHASE 03. LISTENING TO SANGER
DECEMBER – JANUARY 2026
WHY THIS MATTERS
Data tells us what's happening, but community voices tell us what's possible. Sanger's strategy must be
grounded in the lived experiences, priorities, and aspirations of residents, business owners, and community
leaders. This phase creates multiple touchpoints for authentic engagement, ensuring that the final plan
reflects not just economic opportunity, but community values and vision. Through business roundtables,
community surveys, stakeholder interviews, and public sessions, we'll capture diverse perspectives and build
ownership of the process across Sanger.
WHAT WE WILL DELIVER
3.1
BUSINESS RETENTION AND
EXPANSION ROUNDTABLES
Facilitate structured conversations with existing Sanger businesses to understand
their experiences, challenges, and growth plans. Assess workforce needs,
infrastructure requirements, and policy barriers while identifying opportunities for
business expansion and retention support.
3.2
WORKFORCE DEVELOPMENT
FOCUS GROUPS
Facilitate targeted focus groups with local employers, educational partners, training
providers, and job seekers to understand workforce needs, skills gaps, and training
opportunities. Assess alignment between available workforce development
resources and employer needs while identifying opportunities for enhanced
partnerships and program development.
3.3
ONE-ON-ONE STAKEHOLDER
INTERVIEWS
Conduct individual interviews with key stakeholders including property owners,
elected officials, community organization leaders, and development partners to
gather in-depth insights on opportunities, challenges, and strategic priorities.
3.4
SMALL BUSINESS, INNOVATION,
AND ENTREPRENEURSHIP
ROUNDTABLES
Host focused discussions with local entrepreneurs, small business owners, startup
founders, and innovation support organizations to understand the entrepreneurial
ecosystem, identify barriers to business creation and growth, and explore
opportunities for enhanced entrepreneurship support services.
WHAT SANGER GAINS
Direct input from existing businesses on retention and expansion needs and growth
opportunities;
Targeted workforce development insights from employers and training providers across the
North Texas region;
In-depth stakeholder perspectives on strategic opportunities and challenges facing the
Sanger community;
Understanding of entrepreneurial ecosystem strengths, gaps, and business development
opportunities for enhanced support.
SCOPE OF SERVICES AND BUDGET 11 29
Item 5.
PHASE 04. FROM VISION TO ACTION
FEBRUARY – MARCH 2026
WHY THIS MATTERS
We're not just creating a document—we're crafting a living roadmap that will guide economic development
decisions for the next five years. The strategic framework connects recent successes with a sustainable
future that benefits businesses, residents, and the broader community. This phase transforms aspirations
into action—setting clear priorities and committing to concrete steps that will strengthen Sanger's economic
resilience.
WHAT WE WILL DELIVER
4.1
STRATEGIC FRAMEWORK
DEVELOPMENT
Integrate all findings into a comprehensive Strategic Framework with unified
economic vision, measurable goals, and priority strategies tailored to Sanger's
strengths and opportunities. Include fiscal strategy and funding prioritization
recommendations to prioritize and fund key economic development goals, including
potential use of financial incentives, grants, public-private partnerships, and
reallocation of internal resources.
4.2
STRATEGIC VISIONING WORKSHOP
Facilitate interactive workshops with SEDC leadership, staff, and key stakeholders to
review and refine the strategic framework and vision statement. These sessions will
ensure the final plan balances economic development objectives with the
community's values and vision for Sanger's future.
4.3
IMPLEMENTATION ROADMAP, YEAR
1 WORK PLAN, AND RESPONSIBILITY
MATRIX
Develop detailed implementation matrix assigning each action to specific
responsible parties, supporting partners, and realistic timelines with comprehensive
Year 1 Work Plan for immediate implementation. Create specific action plans for
small business development and entrepreneurship support, as well as workforce
development and talent attraction initiatives. Conduct fiscal impact analysis to
estimate costs and funding needs for implementing identified actions to ensure the
plan is financially feasible and aligned with the SEDC's fiscal capacity.
4.4
FINAL STRATEGIC PLAN AND
PRESENTATION
Finalize comprehensive Economic Development Strategic Plan incorporating all
research findings, stakeholder input, and feedback from workshops, including target
sector strategies, business attraction recommendations, retention initiatives,
entrepreneurial support, workforce development, and community development
priorities. Present Final Plan to SEDC Boards, City Council, and community
stakeholders with performance monitoring framework providing ongoing
transparency and accountability.
WHAT SANGER GAINS
Comprehensive Economic Development Strategic Plan with an actionable roadmap, clear
priorities, and implementation guidance for sustainable economic development success;
Specific recommendations for current program enhancement or restructuring to maximize
organizational effectiveness;
Organizational capacity plan to support expanded strategy implementation and long-term
economic development goals;
Comprehensive measurement framework for ongoing evaluation and improvement with
performance tracking capabilities.
SCOPE OF SERVICES AND BUDGET 12 30
Item 5.
04. PROJECT TEAM
Our two founding principals, Laura Huffman and Steven Pedigo, bring both deep expertise in city
management and a proven track record in strategic planning for government entities. Steven Pedigo, partner
at CivicSol, will serve as the dedicated senior principal project manager for this engagement.
STEVEN PEDIGO
CO-FOUNDER, CIVICSOL
“I’m passionate about helping communities with strong identities—like Sanger—leverage innovation-driven workforce
and economic development to create lasting opportunities."
Steven Pedigo is a trusted advisor and strategist for city leaders, brands, and
placemakers worldwide, helping them build better cities and communities. With over
two decades of experience, he brings deep expertise in the challenges of fast-growing
suburban communities and rural innovation ecosystems, with plans in Terrell, TX;
Olathe, KS; Brookings, SD; Gilbert, AZ; Vancouver, WA, Prince George, British
Columbia, Deep East Texas, and more.
EDUCATION
BA, The University of
Texas at Austin
MS, Heinz College of
Information Systems
and Public Policy at
Carnegie Mellon
University
MA, University of
Illinois at
Urbana-Champaign
NOTABLE
Assistant Dean for
Faculty of Practice
and Policy at the LBJ
School of Public
Affairs
Professor of Practice
at the LBJ School of
Public Affairs
CERTIFICATES
Human Research
WHAT STEVEN BRINGS TO SANGER
Steven is a nationally recognized expert in workforce strategy, innovation ecosystems,
and place-based development. His work helps communities like Sanger position
themselves to excel in people-centered economies while driving
innovation—leveraging proximity to major metroplexes, regional entrepreneurship
programs, and workforce development opportunities.
RELEVANT EXPERIENCE
→ Steven led the development of more than 100 economic and workforce
development strategies, spanning transformative projects from New York City,
Miami, and Jerusalem to the Yukon, San Diego, Tulsa, and Austin, Texas.
→ Steven helped design the Austin Infrastructure Academy, a workforce
development initiative supporting $25 billion in regional investment.
→ He is an expert in anchor institutions and university engagement, crafting
strategies for The University of Texas at Arlington, Drexel University, Thomas
Jefferson University, Rutgers Newark, UT-Permian Basin, and others.
→ Steven is the primary author of the Texas Metropolitan Blueprint, a five-year
policy framework for the state of Texas.
→ He is a featured expert, quoted, and published in The New York Times, The Wall
Street Journal, The Washington Post, The LA Times, NPR, The Houston Chronicle,
Dallas Morning News, San Antonio Express-News, and more.
→ He has founded two Urban Policy Labs—one at The University of Texas at Austin’s
Lyndon B. Johnson School of Public Affairs, and a second at New York University.
SCOPE OF SERVICES AND BUDGET 13 31
Item 5.
LAURA HUFFMAN
CEO & CO-FOUNDER, CIVICSOL
“Real impact happens when visionary strategy meets practical execution—and that’s only possible when the voices of
local residents, workers, and business leaders are genuinely heard."
Laura Huffman brings more than 25 years of experience in city leadership, economic
strategy, and public-private collaboration, including as Assistant City Manager for the
City of Austin and Deputy City Manager for the City of San Marcos—two of the
fastest-growing cities in the U.S.—as well as CEO of the Greater Austin Chamber of
Commerce. Laura is an expert in municipal budgeting, and governance helping cities
manage growth while delivering core services.
EDUCATION
BA, Texas A&M
University
MA, LBJ School of
Public Affairs at The
University of Texas at
Austin
RECOGNITION
Artificial Intelligence,
Cornell University
Shoal Creek
Conservancy Bob
Strong Award for
Lifetime Achievement
in Conservation
City of Austin Office
of Sustainability Net
Zero Hero
WHAT LAURA BRINGS TO SANGER
Laura specializes in turning strategy into action, with a focus on economic
development and workforce planning. For Savage, she will help align programmatic
excellence with Savage’s economic needs, ensuring sustainable, practical solutions
that integrate with governance, budgeting, and policy for long-term growth and
prosperity.
RELEVANT EXPERIENCE
→ As Assistant City Manager for the City of Austin, Laura led downtown
redevelopment with a focus on local retail, small business growth, live/work
housing, cultural districts, and public infrastructure including the Central
Library—making downtown Austin the living room of the community.
→ In her role as Deputy City Manager for the City of San Marcos, Laura championed
outlet mall development as major retail and sales tax drivers, forging a path to use
economic strategies to stabilize the City’s dependence on sales tax, a notoriously
volatile revenue stream.
→ As Texas State Director of The Nature Conservancy, she founded the North
American Cities program, positioning TNC to lead the next generation of urban
policies and plans that guarantee protection of natural resources.
→ As President and CEO of the Austin Chamber of Commerce, Laura successfully
implemented the organization’s vision, short- and long-range strategic plans, and
annual operational plans.
SCOPE OF SERVICES AND BUDGET 14 32
Item 5.
CLARA BELK
ECONOMIC RESEARCH AND STORYTELLING, CIVICSOL
"Research is only useful if it tells a story people can believe in—my job is to connect the data to Sanger’s future."
Clara Belk specializes in research and economic storytelling, ensuring Sanger’s
strategy is data-driven, compelling, and actionable. With experience in economic and
workforce development research, ecological conservation, and public affairs, Clara
has worked on projects for Terrell, TX, Prescott, AZ, and South Burlington, VT, helping
communities craft clear, strategic narratives around their economic and workforce
development goals and helping bring them to life.
EDUCATION
BA, Tufts University
MPA, LBJ School of
Public Affairs at The
University of Texas
at Austin
AWARDS
Presidential
Volunteer Service
Award, Gold Tier
NOTABLE
Team Leader,
AmeriCorps National
Civilian Community
Corps, Southern
Region, Vicksburg,
MS
Clara also speaks
Spanish and Arabic,
in Modern Standard
(FusHa) and
Colloquial Levantine
(3miyya)
WHAT CLARA BRINGS TO SANGER
Clara has extensive experience in stakeholder engagement, transforming complex
workforce and economic trends into clear, actionable insights that build buy-in from
businesses, community leaders, and residents. For Sanger, she will leverage labor
market data and analytics to identify workforce pathways that connect people to
quality jobs, supporting strategies that drive inclusive economic growth and regional
mobility.
RELEVANT EXPERIENCE
→ Clara has conducted in-depth economic research on workforce trends, industry
clusters, and labor market dynamics to support strategic workforce development
plans in cities across the US. She has led occupational and workforce
assessments, peer benchmarking, and stakeholder engagement process to align
workforce strategies with regional economic needs.
→ Clara has worked as a community organizer in Des Moines, IA, Reno, NV, Denver,
CO, and Saint Paul, MN, collaborating directly with diverse cultural and
community groups, labor representatives, grassroots organizations, educators,
and policymakers to boost civic participation and political engagement.
→ She previously completed a term of national service, where she worked with
rural and ex-urban communities throughout the Southeast—including in
Southern Mississippi, the Louisiana Bayou, Virginia’s Eastern Shore, and Central
Tennessee—to support economic development through infrastructure
improvements, ecological conservation projects, and natural disaster recovery
efforts.
SCOPE OF SERVICES AND BUDGET 15 33
Item 5.
05. RELEVANT EXPERIENCE AND REFERENCES
AGENCY NAME CONTACT INFO WORK PERFORMED
City of Austin, TX Kirk Watson, Mayor, City of
Austin
(512) 964-8306
kirkpwatson@gmail.com
Designed and launched the Austin Infrastructure
Academy, a first-of-its-kind workforce platform
connecting local talent with career pathways in
construction and operations, supporting $25 billion
in regional investment
Terrell Economic
Development
Corporation
Carlton Tidwell, President,
Terrell EDC
(469) 853-6512
carlton@terrelltexas.com
Led comprehensive economic development
strategic planning including community
engagement, target sector analysis, and
implementation roadmap
City of Prescott, AZ John Heiney, Director of
Community Outreach, City
of Prescott
(928) 777-1220
john.heiney@prescott-az.go
v
Principal strategic planning consultant developing
economic development plan, sector targeting, and
workforce alignment strategies
City of Mesquite,
Office of Economic
Development
Kim Buttram, Director of
Economic Development,
City of Mesquite
(972) 216-6340
kbuttram@cityofmesquite.c
om
Designed comprehensive economic development
strategy engaging over 200 stakeholders and
prioritizing inclusive growth with complete cluster
analysis and implementation roadmap
SCOPE OF SERVICES AND BUDGET 16 34
Item 5.
06. WORK EXAMPLES
THE AUSTIN INFRASTRUCTURE ACADEMY
LEVERAGING HISTORIC INVESTMENT IN INFRASTRUCTURE TO BUILD LOCAL
OPPORTUNITIES FOR FAMILY-SUPPORTING CAREER PATHWAYS
COMMUNITY SNAPSHOT: AUSTIN, TX
Austin—now the ninth-largest city in the nation—has
experienced 14% population growth in the past five
years, driving an increasing demand for
infrastructure development. The City, and region, will
invest $25 billion in transformational regional
infrastructure through the year 2040. Currently,
Austin's Mobility and Infrastructure (M+I) sector
employs more than 222,000 workers, making it the
region's second-largest industry, surpassing
healthcare and advanced manufacturing. However, to
keep pace with ongoing and future investments, the
city must fill a gap of 10,000 infrastructure jobs
annually.
THE OPPORTUNITY
CivicSol’s labor forecast revealed a critical need for a
skilled workforce to support Austin’s rapid
infrastructure expansion. Despite the high level of
investment, accessible workforce training programs
do not align with the needs of both employers and job
seekers. The City saw a unique opportunity to
address affordability challenges by creating
family-supporting jobs and sustainable career
pathways in M+I, all while enhancing super-regional
mobility. By strategically integrating workforce
development with infrastructure projects, Austin can
ensure long-term economic growth, equitable job
access, and increased mobility solutions for the
region.
Image: LBJ School of Public Affairs
THE CIVIC SOLUTION
To address these challenges, CivicSol conducted a
comprehensive labor forecast to project the gap in
labor supply and demand, assessed existing training
offerings and outcomes, facilitated rigorous
stakeholder engagement with training providers,
employers, job seekers, project sponsors, economic
development entities, and community organizations,
and conducted a dynamic, iterative service delivery
model design process. From this research, we
developed the Austin Infrastructure Academy—a
first-of-its-kind public-private network designed to
connect local talent with career pathways in
construction and operations. The Academy
integrates recruitment, a centralized training hub,
and childcare support to remove barriers to
workforce participation. Our work with the Austin
Infrastructure Academy received the National
Association of Workforce Board’s 2024 Trailblazer
Award, naming it the most innovative workforce
program in the country.
Link: Full Report
February 2023–February 2025
Kirk Watson, Mayor, City of Austin, kirkpwatson@gmail.com
SCOPE OF SERVICES AND BUDGET 17 35
Item 5.
BUDA , TEXAS
A COMPREHENSIVE AND COMMUNITY-DRIVEN APPROACH TO ECONOMIC
DEVELOPMENT
COMMUNITY SNAPSHOT: BUDA, TX
A highly desirable Central Texas destination, Buda
attracts skilled professionals and investment alike.
Despite its modest size— home to approximately
17,000 residents—the city packs a punch with its
access to metropolitan amenities and assets:
world-class educational institutions, an international
airport, and a highly-skilled workforce. What truly
sets Buda apart, however, is its small-town charm. Its
downtown area is adorned with independent shops,
its state-recognized schools emphasize a sense of
belonging and training for a 21st-century economy,
and its arts community reflects the creativity that
makes the City unique.
THE OPPORTUNITY
With its proximity to Austin and world-class
educational institutions like Texas State University,
and The University of Texas at Austin, and access to a
talented workforce, Buda had an opportunity to
position itself as a hub for innovation, small business
growth, and workforce development. By leveraging
partnerships with regional educational institutions
and investing in entrepreneurial support systems, the
City could chart new pathways for economic
opportunity— attracting targeted knowledge-based
industries, retaining highly-skilled talent, and
ensuring long-term prosperity while maintaining the
community’s unique character.
Image: Texas Monthly
THE CIVIC SOLUTION
In partnership with the Buda EDC, CivicSol
developed a comprehensive 5-year Economic
Development Strategic Plan to guide the city’s future
growth. This process included a comprehensive
benchmarking analysis of Buda and its peer
communities, an evaluation of best practices from
other economic development corporations, and an
assessment of the economic impact of a destination
hospitality center. Additionally, the process involved
a series of stakeholder roundtable discussions,
one-on-one interviews, and workshops with BEDC
Board members and City Council members. The
resulting strategy emphasized workforce
development, the creation of an innovation
hub—fostering entrepreneurship and supporting the
small businesses that are central to Buda’s
identity—and marketing Buda as a unique Central
Texas experience for residents and visitors alike.
Link: Full Report
January 2024–August 2024
Jennifer Storm, Buda Economic Development Corporation, jennifer.storm@budaedc.com
SCOPE OF SERVICES AND BUDGET 18 36
Item 5.
MESQUITE, TEXAS
CHARTING NEW PATHS AND EMBRACING FRESH IDEAS TO BUILD BETTER LIVES
AND GROW PROSPERITY FOR ALL
COMMUNITY SNAPSHOT: MESQUITE, TX
Situated in the Dallas-Fort Worth (DFW) metroplex,
Mesquite is a city that enjoys close proximity to the
urban core while maintaining a small-town charm
with its outdoor activities and spectacular
attractions. Mesquite has seen a recent uptick in
development and business expansions thanks to
forward-thinking investments in infrastructure,
comprehensive strategic planning, and a strong
marketing and branding approach that celebrates the
community’s diversity and family-friendly amenities.
THE OPPORTUNITY
The City of Mesquite is home to a robust and diverse
workforce, reflecting the skills and demographics of a
multicultural population that brings invaluable
experience to the industries they serve. While the
City plays host to a robust and growing industrial
economy, retail is Mesquite’s largest employment
sector—at nearly nine times the workforce
concentration of the U.S. overall. Retaining the
budding population of young, career-trained
professionals has proven difficult because the City
lacks the diverse housing options needed to
holistically compete for high-skilled talent. The City is
poised for a state-of-the-art economic development
strategy to stake its claim on growth in the DFW
region, while ensuring that all residents and
enterprises have an equitable opportunity to thrive.
Image: Downtown Mesquite TX
THE CIVIC SOLUTION
CivicSo’s team led a comprehensive economic
development planning process, evaluating Mesquite’s
competitive advantages and growth potential. The
plan is data-driven, sector- focused, and leveraged by
deep input and inclusive engagement from a diverse,
multi- cultural group of stakeholders. This effort
included competitive benchmarking and target
cluster analyses, and engagement with more than
200 individuals through roundtable discussions,
interviews, and workshops to ensure a
community-driven approach. The result was a
five-year economic development strategy and
implementation plan that has helped position
Mesquite as one of the top five cities in the DFW
metroplex for investment. This plan has also laid the
groundwork to attract and retain quality jobs that
foster shared prosperity, grow a diverse
entrepreneurial community, upskill for the jobs of
tomorrow, and transform Mesquite into a destination
for young professionals and families.
Link: Full Report
May–October 2022
Kim Buttram, City of Mesquite Department of Economic Development, kbuttram@cityofmesquite.com
SCOPE OF SERVICES AND BUDGET 19 37
Item 5.
PRESCOTT, ARIZONA
LEAVING THE ORDINARY BEHIND TO BUILD THE VERY BEST OF OPPORTUNITY IN
ARIZOONA
Community Snapshot: Prescott, AZ
Nestled in the mountains of central Arizona, Prescott
combines historic charm with natural beauty,
creating a unique quality of place that has long
attracted visitors and retirees. With its historic
downtown centered around Courthouse Square,
outdoor recreation opportunities, and Western
heritage, Prescott enjoys unrivaled quality of place
assets as a growing destination. The city has recently
made strategic investments in infrastructure and
amenities to further economic development,
including airport expansion, greenspace initiatives,
and land acquisitions that position it well for future
growth.
The Opportunity
While the city has experienced impressive population
growth in recent years, this expansion has primarily
been driven by retirees. This demographic trend has
created a significant imbalance, with a workforce
participation rate well below national averages and a
striking shortage of younger professionals needed to
sustain long-term economic vitality. Despite these
challenges, the regional airport, bolstered by
significant infrastructure investments, creates a
foundation for developing specialized industry
clusters, while the presence of Embry-Riddle
Aeronautical University offers potential for
innovation in aviation, aerospace, and cybersecurity.
Image: Islands
The Civic Solution
Civic Solutions Partnership led a comprehensive
strategic planning process, assessing Prescott's
assets and challenges while convening diverse
stakeholders to guide the city's economic future. The
team conducted a competitive assessment,
benchmarking Prescott against eight peer
communities, and facilitated in-depth interviews with
key business leaders, educational partners, City
Council members, and the Mayor. The resulting
five-year economic development strategy presents a
new paradigm for Prescott's growth—one that
balances development with preservation of the city's
distinctive character. The plan focuses on workforce
development, strategic investment in high-growth
sectors, support for entrepreneurship, enhancement
of Prescott's quality of place, and building strong
partnerships for sustained growth. By targeting key
sectors like aviation, cybersecurity, healthcare, and
sustainable advanced manufacturing, the strategy
positions Prescott to attract innovation while
addressing workforce and housing needs.
Link: Full Report
February 2024–Ongoing
John Heiney, City of Prescott, john.heiney@prescott-az.gov
SCOPE OF SERVICES AND BUDGET 20 38
Item 5.
07. PROJECT SCHEDULE
TIMELINE OVERVIEW: SEPTEMBER 2025 - MARCH 2026 (7 MONTHS)
Critical milestone/deliverable Flexible timing/ongoing work
PHASE/TASK SEP.
2025
OCT.
2025
NOV.
2025
DEC.
2025
JAN.
2025
FEB.
2025
MAR.
2025
01. LAYING THE GROUNDWORK
1.1: Project Kickoff Meeting and Planning
Alignment
1.2: Work Plan and Engagement Calendar
1.3: Contextual Analysis
1.4: Steering Committee Launch, City Tour,
and Stakeholder Interviews
02. MAPPING SANGER’S ECONOMY
2.1: Peer Benchmarking Assessment
2.2: Cluster and Sector Scan
2.3: Peer EDO Best Practices Analysis
03. LISTENING TO SANGER
3.1: Business Retention and Expansion
Roundtables
3.2: Workforce Development Focus Groups
3.3: One-on-One Stakeholder Interviews
3.4: Small Business, Innovation, and
Entrepreneurship Roundtables
04. FROM VISION TO ACTION
4.1: Strategic Framework Development
4.2: Strategic Visioning Workshop
4.3: Implementation Roadmap, Year 1 Work
Plan, and Responsibility Matrix
4.4: Final Strategic Plan and Presentation
SCOPE OF SERVICES AND BUDGET 21 39
Item 5.
08. BUDGET
PHASE ITEM SUB-TOTAL
01.
LAYING THE
GROUNDWORK
1.1: Project Kickoff Meeting and Planning Alignment
1.2: Work Plan and Engagement Calendar
1.3: Contextual Analysis
1.4: Steering Committee Launch, City Tour, and Stakeholder
Interviews
PHASE 01 TOTAL
$12,000
02.
MAPPING
SANGER’S
ECONOMY
2.1: Peer Benchmarking Assessment
2.2: Cluster and Sector Scan
2.3: Peer EDO and Best Practices Analysis
PHASE 02 TOTAL
$29,400
03.
LISTENING
TO SANGER
3.1: Business Retention and Expansion Roundtables
3.2: Workforce Development Focus Groups
3.3: One-on-One Stakeholder Interviews
3.4: Small Business, Innovation, and Entrepreneurship Roundtables
PHASE 03 TOTAL
$17,100
04.
FROM VISION TO
ACTION
4.1: Strategic Framework Development
4.2: Strategic Visioning Workshop
4.3: Implementation Roadmap, Year 1 Work Plan, and
Responsibility Matrix
4.4: Final Strategic Plan and Presentation
PHASE 04 TOTAL
$31,500
TOTAL NOT-TO-EXCEED COST (inclusive of all travel, data, and design) $90,000
SCOPE OF SERVICES AND BUDGET 22 40
Item 5.
4B DEVELOPMENT CORPORATION
COMMUNICATION
DATE: August 26, 2025
FROM: Shani Bradshaw, Director of Economic Development
AGENDA ITEM: Consideration and possible action on amending the Property Enhancement
Incentive Grant for 202 Bolivar.
SUMMARY:
The board previously approved a Property Enhancement Grant in the amount of $8,350.45 for
improvements to 202 Bolivar
The scope of work included:
o Replacing the existing awning cover;
o Replacing rotting wood around the front door and installing a new black aluminum frame;
o Adding new concrete steps and a pad at the rear of the building, visible to customers.
The owner completed all enhancements except for replacing the awning, which has been confirmed
will not be installed.
The owner submitted a contractor invoice totaling $14,360.00 for the completed work.
Copies of payments totaling $11,830 were submitted (via check images).
A $5,000 withdrawal slip was also provided; however, no corresponding payment documentation
was included to verify that these funds were used toward the project.
Based on verified payments only, the eligible reimbursement amount has been adjusted.
The revised eligible grant amount is $5,915.00.
A revised contractor invoice (excluding the awning) has been submitted and aligns with the final
scope of completed work.
FISCAL INFORMATION:
Budgeted: Yes Amount: $60,000 GL Account: NA
RECOMMENDED MOTION OR ACTION:
Staff recommends approval. (RECOMMENDED MOTION) – I make a motion to amend the Property
Enhancement Incentive Grant for 202 Bolivar in the amount of $5,915.00.
ATTACHMENTS:
Property Enhancement Incentive Program Application – 204 Bolivar
Original Construction Quote – Emmstone Designs
Original Awning Quote
Revised Construction Quote – (Excluded Painting)
Copy of Checks
Before and After Photos
41
Item 6.
42
Item 6.
43
Item 6.
44
Item 6.
45
Item 6.
46
Item 6.
47
Item 6.
48
Item 6.
49
Item 6.
50
Item 6.
51
Item 6.
52
Item 6.
53
Item 6.
54
Item 6.
55
Item 6.
4B DEVELOPMENT CORPORATION
COMMUNICATION
DATE: August 26, 2025
FROM: Shani Bradshaw, Director of Economic Development
AGENDA ITEM: Consideration and possible action on electing officers for the Sanger Texas
Development Corporation.
SUMMARY:
President and Vice President of the Corporation are elected by the board
Terms are one (1) year
No limitations on the number of consecutive years a person may serve in the same office
FISCAL INFORMATION:
Budgeted: NO Amount: $0.00 GL Account: XXX.XX.XXXX
RECOMMENDED MOTION OR ACTION:
Staff recommendation: to appoint a President and Vice President to the Sanger Texas Development
Corporation Board.
ATTACHMENTS:
NA
56
Item 7.
4B DEVELOPMENT CORPORATION
COMMUNICATION
DATE: August 26, 2025
FROM: Shani Bradshaw, Director of Economic Development.
AGENDA ITEM: Financial Reports.
SUMMARY:
Revenues and expenditures reflect activity from October 1, 2024, through July 31, 2025.
Sales Tax Collection for July 31, 2025.
FISCAL INFORMATION:
Budgeted: NA Amount: NA GL Account: NA
RECOMMENDED MOTION OR ACTION:
NA
ATTACHMENTS:
Monthly Financial Report – July 31, 2025
Sales Tax Report – July 31, 2025
57
Item 8.
Percent
Budget Actual of Budget
Revenue
Sales Tax 962,500 721,467 75%
Interest Income 44,000 62,873 143%
Grants
Total Revenue 1,006,500 784,339 78%
Expenditures
Transfer to Debt Service Fund 195,000 195,000 100%
Supplies and Materials 50,205 46,486 93%
Maintenance and Operation 900 681 76%
Contract Services 61,000 11,518 19%
Grant Expenses 60,000 2,165 4%
Capital Outlay -
Total Expenditures 486,746 317,870 65%
Revenues Over Expenditures 519,754 466,469
Cash in Bank - Checking 213,118.47$
Certificate of Deposit 307,504.00$
Claim on Cash 2,749,910.00$
Total Cash 3,270,532.47$
TT Incentive (1,000,000.00)$
PPEast (1,000,000.00)$
1,270,532.47$
July 31, 2025
Fund 4B
Sanger Texas Development Corporation
58
Item 8.
Month 2020-2021 Total 2021-2022 Total 2022-2023 Total 2023-2024 Total 2024-2025 Total
October 52,602 52,602 50,303 55,222 65,621 65,621 84,045 84,045 67,307 67,307
November 50,054 102,656 55,222 105,525 61,751 127,372 72,499 156,544 76,909 144,216
December 52,405 155,061 48,145 153,670 72,220 199,591 62,317 218,861 71,117 215,333
January 44,941 200,002 56,155 209,825 61,974 261,565 78,147 297,009 76,821 292,154
February 62,144 262,146 76,753 286,579 71,749 333,314 69,257 366,266 96,830 388,984
March 49,700 311,846 57,471 344,049 52,565 385,879 61,032 427,298 60,873 449,857
April 48,180 360,026 44,446 388,495 54,627 440,506 45,186 472,483 59,146 509,003
May 63,691 423,717 64,395 452,890 67,275 507,780 67,969 540,452 69,680 578,683
June 47,099 470,816 65,968 518,858 60,186 567,966 73,838 614,290 71,869 650,552
July 50,290 521,106 56,987 575,845 61,729 629,695 68,028 682,319 70,915 721,467
August 62,523 583,629 68,209 644,054 62,807 692,502 72,940 755,259
September 52,474 636,104 51,911 695,965 63,730 756,232 70,492 825,750
TOTAL 636,104 636,104 695,965 695,965 756,232 756,232 825,750 825,750 721,467
BUDGET 462,500 173,604 600,000 95,965 800,000 (43,768)875,000 (49,250)962,500 (962,500)
Actual Actual %Actual Actual %
2025 2024 Change 2025 2024 Change
$ 70,915 $ 68,025 4%$ 721,467 $ 682,319 6%
Year To Date
Sales Tax Report - July 2025
July
Sales Tax
Collection
636,104 695,965 756,232 825,750
721,467
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
900,000
2020-2021 2021-2022 2022-2023 2023-2024 2024-2025
Sales Tax Revenue 2020-2025
59
Item 8.
`
60
Item 8.