On the agenda: Wolfforth Economic Development Corporation Meeting — data center (Oct 5)

Economic Development Corporation
Meeting
October 5, 2026 at 4:00 PM
Wolfforth City Hall - 302 Main Street Wolfforth, TX

AGENDA
Call Meeting to Order
Roll Call and Establish a Quorum
Citizen Engagement
This is an opportunity for the public to address the Economic Development Corporation
regarding an item on the agenda, except public hearings that are included on the agenda.
Comments related to public hearings will be heard when the specific hearing begins. Citizen
comments are limited to 3 minutes per speaker, unless the speaker requires the assistance of a
translator, in which case the speaker is limited to 6 minutes, in accordance with applicable law.
Each speaker shall approach the designated speaker location, complete the citizen engagement
sign-in sheet and state his/her name and city of residence before speaking. Speakers shall
address the Economic Development Corporation with civility that is conducive to appropriate
public discussion. Speakers can address only the Economic Development Corporation and not
individual city officials or employees. The public cannot speak from the gallery but only from
the designated speaker location.
Consent Agenda
Items considered to be routine are enacted by one motion without separate discussion. If the
members of the board desire to discuss an item, the item is removed from the Consent Agenda
and considered separately.
1.

Consider and take appropriate action on September 1, 2026 minutes.

2.

Consider and take appropriate action on September 16, 2026, minutes.

3.

Consider and take appropriate action on August 2026 financials.

Items for Individual Consideration
4.

Conduct a public hearing on a project allocating EDC funds for business improvement
grants.

5.

Conduct a public hearing allocating EDC funds for marketing grants.

6.

Consider and take appropriate action on an update from Mathew Giese.

7.

Consider and take appropriate action on EDC Strategic and Work Plan.

8.

Consider and take appropriate action on board appointment.

9.

Consider and take appropriate action to appoint a Treasurer to the Wolfforth Economic
Development Corporation Board of Directors.

Page 1 of 72

Executive Session
In accordance with Texas Government Code, section 551-001, et seq., the City Council will
recess into executive session (closed meeting) to discuss the following: a. 551.072 Deliberations
about Real Property: to deliberate the purchase, exchange, lease, or value of real property. b.
551.087 Deliberations Regarding Economic Development Negotiations: to discuss or deliberate
regarding commercial or financial information that the governmental body has received from a
business prospect that the governmental body seeks to have locate, stay, or expand in or near the
territory of the governmental body and with which the governmental body is conducting
economic development negotiations; or to deliberate the offer of financial or other incentive to a
business prospect.
Reconvene into Open Session
In accordance with Texas Government Code, chapter 551, the Wolfforth Economic
Development Corporation will reconvene into regular session to consider action, if any, on
matters discussed in executive session.
Adjourn
In accordance with the Americans with Disability Act any person with a disability requiring
reasonable accommodation to participate in this meeting should call the City Secretary at 806855-4120 or send written request to P.O. Box 36 Wolfforth Texas 79382 at least 48 hours in
advance of the meeting date. Certification I, the undersigned authority do hereby certify that the
Notice of Meeting was posted at City Hall of the City of Wolfforth, Texas was posted on
September 29, 2026, at 4:00 p.m.

In accordance with the Americans with Disability Act any person with a disability requiring
reasonable accommodation to participate in this meeting should call the City Secretary at 806855-4120 or send written request to P.O. Box 36 Wolfforth Texas 79382 at least 48 hours in
advance of the meeting date.
Certification
I, the undersigned authority do hereby certify that the Notice of Meeting was posted at City Hall
of the City of Wolfforth, Texas on XX XX, XXXX at XX.
/s/ Danielle Sweat, Economic Development Director

Page 2 of 72

ECONOMIC DEVELOPMENT
CORPORATION MEETING
September 01, 2026 at 11:30 AM
Wolfforth City Hall - 302 Main Street Wolfforth, TX

MINUTES
CALL MEETING TO ORDER
Meeting was called to order at 11:32 am.
ROLL CALL AND ESTABLISH A QUORUM
In attendance: Glen Frick, Tyler Zalmanzig, Nicole Butler, Joel Robinett, Farley Reeves, Shawn Vinson,
Russell Thomasson, Paula Sexton
Director: Danielle Sweat
City Manager: Randy Criswell
Leading EDG: Taylor McAlpine
Guest: Joana Brown
Absent: Ryan Smith, Steve Deaton
CONSENT AGENDA
Items considered to be routine are enacted by one motion without separate discussion. If the members of
the board desire to discuss an item, the item is removed from the Consent Agenda and considered
separately.
1.

Consider and take appropriate action on August 7, 2026, minutes.

2.

Consider and take appropriate action on July 2026 financials.

3.

Consider and take appropriate action on BIG and Marketing Grants.

4.

Consider and take appropriate action on declaring a project to use $20,000 in economic
development funds for marketing grants for fiscal year 2026-2027.

ITEMS FOR INDIVIDUAL CONSIDERATION
5.

Consider and take appropriate action on workforce grant for Lubbock School of Allied Health.

Page 3 of 72

Joana Brown was a guest to the meeting. She was able to present her business plan and
financials to the board. The board is asking for more information on revenue before awarding
her a workforce grant.
6.

Consider and take appropriate action on board education related to The High Ground of Texas
regional economic development organization.
The director gave an overview of the High Ground of Texas regional economic development
organization. No action taken.

7.

Consider and take appropriate action on WEDC sponsorship of the Lubbock Chamber of
Commerce Harvest Luncheon.
A motion was made by Shawn Vinson and seconded by Russell Thomasson to sponsor the
Lubbock Chamber of Commerce Harvest Luncheon at the gold level. This motion passed
unanimously.

8.

Consider and take appropriate action on South Plains Career Expo sponsorship.
A motion was made by Paula Sexton and seconded by Nicole Butler to commit to a $500
sponsorship for the South Plains Career Expo. This motion passed unanimously.

9.

Consider and take appropriate action on board chair appointment.
A motion was made by Russell Thomasson and seconded by Shawn Vinson to appoint Glen
Frick as board chair for the EDC. This motion passed unanimously.

EXECUTIVE SESSION
In accordance with Texas Government Code, section 551-001, et seq., the Economic Development
Corporation will recess into executive session (closed meeting) to discuss the following:
a. 551.072 Deliberations about Real Property: to deliberate the purchase, exchange, lease, or value of
real property.
b. 551.087 Deliberations Regarding Economic Development Negotiations: to discuss or deliberate
regarding commercial or financial information that the governmental body has received from a business
prospect that the governmental body seeks to have locate, stay, or expand in or near the territory of the
governmental body and with which the governmental body is conducting economic development
negotiations; or to deliberate the offer of financial or other incentive to a business prospect.
The board entered into executive session at 12:33 PM.

Page 4 of 72

RECONVENE INTO OPEN SESSION
In accordance with Texas Government Code, chapter 551, the Economic Development Corporation will
reconvene into regular session to consider action, if any, on matters discussed in executive session.
The board reconvened into open session at 12:50PM. No action was taken.
ADJOURN
The board adjourned at 12:51.
In accordance with the Americans with Disability Act any person with a disability requiring reasonable
accommodation to participate in this meeting should call the City Secretary at 806-855-4120 or send
written request to P.O. Box 36 Wolfforth Texas 79382 at least 48 hours in advance of the meeting date.
Certification
I, the undersigned authority do hereby certify that the Notice of Meeting was posted at City Hall of the
City of Wolfforth, Texas was posted on August 26, 2026, at 5:00 p.m.

Danielle Sweat, Economic Development Director

Glen Frick, Board Chair

Page 5 of 72

Economic Development Corporation
Meeting
September 16, 2026 at 12:30 PM
Wolfforth City Hall - 302 Main Street Wolfforth, TX

MINUTES
Call Meeting to Order
Meeting was called to order at 12:30PM
Roll Call and Establish a Quorum
Present Board Members:
Russell Thomasson
Ryan Smith
Farley Reeves
Paula Sexton
Glen Frick
Tyler Zalmanzig
Absent:
Joel Robinett
Shawn Vinson
Citizen Engagement
This is an opportunity for the public to address the Economic Development Corporation
regarding an item on the agenda, except public hearings that are included on the agenda.
Comments related to public hearings will be heard when the specific hearing begins. Citizen
comments are limited to 3 minutes per speaker, unless the speaker requires the assistance of a
translator, in which case the speaker is limited to 6 minutes, in accordance with applicable law.
Each speaker shall approach the designated speaker location, complete the citizen engagement
sign-in sheet and state his/her name and city of residence before speaking. Speakers shall
address the Economic Development Corporation with civility that is conducive to appropriate
public discussion. Speakers can address only the Economic Development Corporation and not
individual city officials or employees. The public cannot speak from the gallery but only from
the designated speaker location.
Items for Individual Consideration
1.

Consider and take appropriate action on civic campus workshop.

Page 6 of 72

The EDC board, city council, and key staff worked with Lake Flato, MWM Architects, TBG
Partners, and Hugo Read to begin the five month process of a master plan for the Patterson Park
Civic Campus and mixed-use development. No actions were taken.
Adjourn
Meeting adjourned at 2:05PM.

In accordance with the Americans with Disability Act any person with a disability requiring
reasonable accommodation to participate in this meeting should call the City Secretary at 806855-4120 or send written request to P.O. Box 36 Wolfforth Texas 79382 at least 48 hours in
advance of the meeting date.
Certification
I, the undersigned authority do hereby certify that the Notice of Meeting was posted at City Hall
of the City of Wolfforth, Texas on September 10, 2026 at 12:00PM
/s/ Danielle Sweat, Economic Development Director

Page 7 of 72

Account Detail

City of Wolfforth

Date Range: 09/01/2025 - 09/16/2026

Account

Name

Fund: 07 - Economic Development Corpora on
07-000-31300-000
EDC Sales Tax
Post Date
Packet Number Source Transaction
Pmt Number
09/12/2025 GLPKT11140
JN04120
09/30/2025 GLPKT11494
JN04238
09/30/2025 GLPKT11817
JN04369
12/12/2025 GLPKT12196
JN04652
01/09/2026 GLPKT12471
JN04761
02/13/2026 GLPKT12758
JN04936
03/13/2026 GLPKT13087
JN05089
04/10/2026 GLPKT13470
JN05246
05/08/2026 GLPKT13796
JN05399
06/12/2026 GLPKT14212
JN05596
07/10/2026 GLPKT14519
JN05770
08/14/2026 GLPKT14970
JN05997
09/14/2026 GLPKT15343
JN06198

9/16/2026 11:05:39 AM

Beginning Balance

Description
Due from COW Sales Tax
Accrue Sales Tax Receivable EDC
Accrue Sales Tax Receivable
Due from COW Sales Tax
Due from COW Sales Tax
Due from COW Sales Tax
Due from COW Sales Tax
Due from COW Sales Tax
Due from COW Sales Tax
Due from COW Sales Tax
Due from COW Sales Tax
Due from COW Sales Tax
Due from COW Sales Tax

Vendor

-541,622.03
Project Account

Total Activity

Ending Balance

-987,749.32
-1,529,371.35
Amount Running Balance
-65,803.22
-607,425.25
-70,743.00
-678,168.25
-80,068.91
-758,237.16
-73,194.94
-831,432.10
-63,240.40
-894,672.50
-85,207.23
-979,879.73
-62,481.24
-1,042,360.97
-63,549.35
-1,105,910.32
-80,583.32
-1,186,493.64
-70,979.25
-1,257,472.89
-90,148.18
-1,347,621.07
-97,493.86
-1,445,114.93
-84,256.42
-1,529,371.35

Total Fund: 07 - Economic Development Corporation:

Beginning Balance: -541,622.03

Total Activity: -987,749.32

Ending Balance: -1,529,371.35

Grand Totals:

Beginning Balance: -541,622.03

Total Activity: -987,749.32

Ending Balance: -1,529,371.35

Page 1 of 2

Page 8 of 72

EDC Detail Report

Date Range: 09/01/2025 - 09/16/2026

Fund Summary

Fund
07 - Economic Development Corporation
Grand Total:

9/16/2026 11:05:39 AM

Beginning Balance

Total Activity

Ending Balance

-541,622.03
-541,622.03

-987,749.32
-987,749.32

-1,529,371.35
-1,529,371.35

Page 2 of 2

Page 9 of 72

EDC Balance Sheet

Account Summary

City of Wolfforth

As Of 08/31/2026

Account
Name
Fund: 07 - Economic Development Corporation
Assets
07-000-01100-000
Cash in Bank
07-000-01104-000
Cash in TexPool Prime EDC
07-000-01105-000
Cash in Savings - EDC Debt Service
07-000-01375-001
Notes Receivable
07-000-01376-000
N/R-Potential Forgiveness
07-000-01550-000
Prepaid insurance
07-000-01560-000
Prepaid expense
Total Assets:
Liability
07-000-02180-000

Customer Deposit
Total Liability:

Equity
07-000-02410-000

Fund Balance
Total Beginning Equity:

Total Revenue
Total Expense
Revenues Over/Under Expenses
Total Equity and Current Surplus (Deficit):

Balance

166,647.81
1,399,410.14
25,801.63
17,165.59
26,867.79
1,094.93
4,021.99
1,641,009.88
5,000.00
5,000.00
1,553,189.53
1,553,189.53
5,612,888.62
5,530,068.27
82,820.35
1,636,009.88

Total Liabilities, Equity and Current Surplus (Deficit):

9/2/2026 4:21:54 PM

1,641,009.88

1,641,009.88

Page 1 of 1

Page 10 of 72

EDC Budget Report

Account Summary

City of Wolfforth

For Fiscal: 2025-2026 Period Ending: 08/31/2026

Original
Total Budget

Current
Total Budget

Period
Ac vity

Fiscal
Ac vity

Variance
Favorable
(Unfavorable)

Percent
Used

Fund: 07 - Economic Development Corporation
Revenue
07-000-31300-000
EDC Sales Tax
07-000-36110-000
Interest income
07-000-39700-000
PlainsCapital Loan Proceeds 2026
Revenue Total:

725,000.00
50,000.00
0.00
775,000.00

725,000.00
50,000.00
0.00
775,000.00

97,493.86
4,591.85
0.00
102,085.71

686,877.77
51,010.85
4,875,000.00
5,612,888.62

-38,122.23
1,010.85
4,875,000.00
4,837,888.62

94.74 %
102.02 %
0.00 %
724.24%

Expense
ExpenseCategory: 42 - Supplies
07-752-42010-000
Office Supplies & Expense
07-752-42115-000
Apparel
07-752-42192-000
Meeting Expense
07-752-42195-000
Special Events and Awards
ExpenseCategory: 42 - Supplies Total:

250.00
0.00
3,000.00
18,000.00
21,250.00

250.00
0.00
3,000.00
18,000.00
21,250.00

0.00
0.00
204.27
0.00
204.27

324.65
50.90
2,781.91
3,555.15
6,712.61

-74.65
-50.90
218.09
14,444.85
14,537.39

129.86 %
0.00 %
92.73 %
19.75 %
31.59%

ExpenseCategory: 43 - Services
07-752-43101-000
Legal services
07-752-43117-000
Traffic Impact Analysis
07-752-43140-000
Legal Publications
07-752-43150-000
Marketing
07-752-43150-001
Marketing - Social Media
07-752-43151-000
Customer Appreciation
07-752-43195-000
Electricity/Gas/Phone
07-752-43220-000
Repairs and Maintenance
07-752-43230-000
R & M Grounds
07-752-43320-000
Postage/Freight
07-752-43401-000
Travel/Training/Conferences
07-752-43501-000
Memberships
07-752-43505-000
Fees and Charges
07-752-43900-000
Contract Services
07-752-43905-000
EDC Administra on Reimbursemen
ExpenseCategory: 43 - Services Total:

6,500.00
0.00
1,600.00
72,500.00
0.00
5,000.00
0.00
0.00
14,000.00
50.00
25,000.00
6,500.00
1,200.00
152,000.00
0.00
284,350.00

6,500.00
0.00
1,600.00
72,500.00
0.00
5,000.00
0.00
0.00
14,000.00
50.00
25,000.00
6,500.00
1,200.00
152,000.00
0.00
284,350.00

0.00
0.00
0.00
3,015.40
273.13
0.00
0.00
0.00
656.65
0.00
2,079.07
950.00
21.28
4,418.75
7,539.54
18,953.82

11,244.00
6,925.00
482.00
53,231.10
5,810.75
935.67
41.12
656.65
3,283.25
0.00
28,629.03
5,250.00
965.40
251,708.77
87,916.90
457,079.64

-4,744.00
-6,925.00
1,118.00
19,268.90
-5,810.75
4,064.33
-41.12
-656.65
10,716.75
50.00
-3,629.03
1,250.00
234.60
-99,708.77
-87,916.90
-172,729.64

172.98 %
0.00 %
30.13 %
73.42 %
0.00 %
18.71 %
0.00 %
0.00 %
23.45 %
0.00 %
114.52 %
80.77 %
80.45 %
165.60 %
0.00 %
160.75%

ExpenseCategory: 44 - Operating Expense
07-752-44001-000
Business Support
07-752-44001-001
Business Improvement Grant
07-752-44001-002
Business Marketing Grant
07-752-44001-003
Business Recruitment
07-752-44001-004
Job Training Grants
07-752-44002-000
Sponsorships
ExpenseCategory: 44 - Operating Expense Total:

379,400.00
50,000.00
20,000.00
0.00
0.00
20,000.00
469,400.00

379,400.00
50,000.00
20,000.00
0.00
0.00
20,000.00
469,400.00

0.00
0.00
0.00
78.72
0.00
2,000.00
2,078.72

188,000.00
0.00
0.00
123.59
10,534.40
17,000.00
215,657.99

191,400.00
50,000.00
20,000.00
-123.59
-10,534.40
3,000.00
253,742.01

49.55 %
0.00 %
0.00 %
0.00 %
0.00 %
85.00 %
45.94%

ExpenseCategory: 46 - Capital
07-752-46180-000
Land & Building Acquisition
ExpenseCategory: 46 - Capital Total:

0.00
0.00

0.00
0.00

0.00
0.00

4,239,843.53
4,239,843.53

-4,239,843.53
-4,239,843.53

0.00 %
0.00%

ExpenseCategory: 48 - Debt Service
07-752-48015-000
Bond Issuance Cost
ExpenseCategory: 48 - Debt Service Total:

0.00
0.00

0.00
0.00

0.00
0.00

92,959.50
92,959.50

-92,959.50
-92,959.50

0.00 %
0.00%

9/2/2026 4:22:49 PM

Page 1 of 4

Page 11 of 72

EDC Budget Report

For Fiscal: 2025-2026 Period Ending: 08/31/2026
Original
Total Budget

Current
Total Budget

Period
Ac vity

Fiscal
Ac vity

Variance
Favorable
(Unfavorable)

Percent
Used

ExpenseCategory: 49 - Other Financing Uses
07-752-49995-000
Transfers out
ExpenseCategory: 49 - Other Financing Uses Total:

0.00
0.00

0.00
0.00

0.00
0.00

517,815.00
517,815.00

-517,815.00
-517,815.00

0.00 %
0.00%

Expense Total:

775,000.00

775,000.00

21,236.81

5,530,068.27

-4,755,068.27

713.56%

Fund: 07 - Economic Development Corporation Surplus (Deficit):

0.00

0.00

80,848.90

82,820.35

82,820.35

0.00%

Report Surplus (Deficit):

0.00

0.00

80,848.90

82,820.35

82,820.35

0.00%

9/2/2026 4:22:49 PM

Page 2 of 4

Page 12 of 72

EDC Budget Report

For Fiscal: 2025-2026 Period Ending: 08/31/2026

Group Summary
Original
Total Budget

Current
Total Budget

Period
Ac vity

Fiscal
Ac vity

Variance
Favorable
(Unfavorable)

Percent
Used

Revenue Total:

775,000.00
775,000.00

775,000.00
775,000.00

102,085.71
102,085.71

5,612,888.62
5,612,888.62

4,837,888.62
4,837,888.62

724.24%
724.24%

Expense Total:

21,250.00
284,350.00
469,400.00
0.00
0.00
0.00
775,000.00

21,250.00
284,350.00
469,400.00
0.00
0.00
0.00
775,000.00

204.27
18,953.82
2,078.72
0.00
0.00
0.00
21,236.81

6,712.61
457,079.64
215,657.99
4,239,843.53
92,959.50
517,815.00
5,530,068.27

14,537.39
-172,729.64
253,742.01
-4,239,843.53
-92,959.50
-517,815.00
-4,755,068.27

31.59%
160.75%
45.94%
0.00%
0.00%
0.00%
713.56%

Fund: 07 - Economic Development Corporation Surplus (Deficit):

0.00

0.00

80,848.90

82,820.35

82,820.35

0.00%

Report Surplus (Deficit):

0.00

0.00

80,848.90

82,820.35

82,820.35

0.00%

ExpenseCategory
Fund: 07 - Economic Development Corporation
Revenue

Expense
42 - Supplies
43 - Services
44 - Operating Expense
46 - Capital
48 - Debt Service
49 - Other Financing Uses

9/2/2026 4:22:49 PM

Page 3 of 4

Page 13 of 72

EDC Budget Report

For Fiscal: 2025-2026 Period Ending: 08/31/2026

Fund Summary
Fund

Original
Total Budget

07 - Economic Development Corporation
Report Surplus (Deficit):

9/2/2026 4:22:49 PM

0.00
0.00

Current
Total Budget

Period
Ac vity

Fiscal
Ac vity

Variance
Favorable
(Unfavorable)

0.00
0.00

80,848.90
80,848.90

82,820.35
82,820.35

82,820.35
82,820.35

Page 4 of 4

Page 14 of 72

EDC Income Statement

Account Summary

City of Wolfforth

For Fiscal: 2025-2026 Period Ending: 08/31/2026

Original
Total Budget

Current
Total Budget

MTD Activity

YTD Activity

Budget
Remaining

Fund: 07 - Economic Development Corporation
Revenue
07-000-31300-000
EDC Sales Tax
07-000-36110-000
Interest income
07-000-39700-000
PlainsCapital Loan Proceeds 2026
Revenue Total:

725,000.00
50,000.00
0.00
775,000.00

725,000.00
50,000.00
0.00
775,000.00

97,493.86
4,591.85
0.00
102,085.71

686,877.77
51,010.85
4,875,000.00
5,612,888.62

38,122.23
-1,010.85
-4,875,000.00
-4,837,888.62

Expense
ExpenseCategory: 42 - Supplies
07-752-42010-000
Office Supplies & Expense
07-752-42115-000
Apparel
07-752-42192-000
Meeting Expense
07-752-42195-000
Special Events and Awards
ExpenseCategory: 42 - Supplies Total:

250.00
0.00
3,000.00
18,000.00
21,250.00

250.00
0.00
3,000.00
18,000.00
21,250.00

0.00
0.00
204.27
0.00
204.27

324.65
50.90
2,781.91
3,555.15
6,712.61

-74.65
-50.90
218.09
14,444.85
14,537.39

ExpenseCategory: 43 - Services
07-752-43101-000
Legal services
07-752-43117-000
Traffic Impact Analysis
07-752-43140-000
Legal Publications
07-752-43150-000
Marketing
07-752-43150-001
Marketing - Social Media
07-752-43151-000
Customer Appreciation
07-752-43195-000
Electricity/Gas/Phone
07-752-43220-000
Repairs and Maintenance
07-752-43230-000
R & M Grounds
07-752-43320-000
Postage/Freight
07-752-43401-000
Travel/Training/Conferences
07-752-43501-000
Memberships
07-752-43505-000
Fees and Charges
07-752-43900-000
Contract Services
07-752-43905-000
EDC Administration Reimbursement
ExpenseCategory: 43 - Services Total:

6,500.00
0.00
1,600.00
72,500.00
0.00
5,000.00
0.00
0.00
14,000.00
50.00
25,000.00
6,500.00
1,200.00
152,000.00
0.00
284,350.00

6,500.00
0.00
1,600.00
72,500.00
0.00
5,000.00
0.00
0.00
14,000.00
50.00
25,000.00
6,500.00
1,200.00
152,000.00
0.00
284,350.00

0.00
0.00
0.00
3,015.40
273.13
0.00
0.00
0.00
656.65
0.00
2,079.07
950.00
21.28
4,418.75
7,539.54
18,953.82

11,244.00
6,925.00
482.00
53,231.10
5,810.75
935.67
41.12
656.65
3,283.25
0.00
28,629.03
5,250.00
965.40
251,708.77
87,916.90
457,079.64

-4,744.00
-6,925.00
1,118.00
19,268.90
-5,810.75
4,064.33
-41.12
-656.65
10,716.75
50.00
-3,629.03
1,250.00
234.60
-99,708.77
-87,916.90
-172,729.64

ExpenseCategory: 44 - Operating Expense
07-752-44001-000
Business Support
07-752-44001-001
Business Improvement Grant
07-752-44001-002
Business Marketing Grant
07-752-44001-003
Business Recruitment
07-752-44001-004
Job Training Grants
07-752-44002-000
Sponsorships
ExpenseCategory: 44 - Operating Expense Total:

379,400.00
50,000.00
20,000.00
0.00
0.00
20,000.00
469,400.00

379,400.00
50,000.00
20,000.00
0.00
0.00
20,000.00
469,400.00

0.00
0.00
0.00
78.72
0.00
2,000.00
2,078.72

188,000.00
0.00
0.00
123.59
10,534.40
17,000.00
215,657.99

191,400.00
50,000.00
20,000.00
-123.59
-10,534.40
3,000.00
253,742.01

ExpenseCategory: 46 - Capital
07-752-46180-000
Land & Building Acquisition
ExpenseCategory: 46 - Capital Total:

0.00
0.00

0.00
0.00

0.00
0.00

4,239,843.53
4,239,843.53

-4,239,843.53
-4,239,843.53

ExpenseCategory: 48 - Debt Service
07-752-48015-000
Bond Issuance Cost
ExpenseCategory: 48 - Debt Service Total:

0.00
0.00

0.00
0.00

0.00
0.00

92,959.50
92,959.50

-92,959.50
-92,959.50

ExpenseCategory: 49 - Other Financing Uses
07-752-49995-000
Transfers out
ExpenseCategory: 49 - Other Financing Uses Total:

0.00
0.00

0.00
0.00

0.00
0.00

517,815.00
517,815.00

-517,815.00
-517,815.00
-4,755,068.27

Expense Total:

775,000.00

775,000.00

21,236.81

5,530,068.27

Fund: 07 - Economic Development Corporation Surplus (Deficit):

0.00

0.00

80,848.90

82,820.35

Total Surplus (Deficit):

0.00

0.00

80,848.90

82,820.35

9/2/2026 4:25:11 PM

Page 1 of 3

Page 15 of 72

EDC Income Statement

For Fiscal: 2025-2026 Period Ending: 08/31/2026

Group Summary
Original
Total Budget

Current
Total Budget

MTD Activity

YTD Activity

Budget
Remaining

Revenue Total:

775,000.00
775,000.00

775,000.00
775,000.00

102,085.71
102,085.71

5,612,888.62
5,612,888.62

-4,837,888.62
-4,837,888.62

Expense Total:

21,250.00
284,350.00
469,400.00
0.00
0.00
0.00
775,000.00

21,250.00
284,350.00
469,400.00
0.00
0.00
0.00
775,000.00

204.27
18,953.82
2,078.72
0.00
0.00
0.00
21,236.81

6,712.61
457,079.64
215,657.99
4,239,843.53
92,959.50
517,815.00
5,530,068.27

14,537.39
-172,729.64
253,742.01
-4,239,843.53
-92,959.50
-517,815.00
-4,755,068.27

Fund: 07 - Economic Development Corporation Surplus (Deficit):

0.00

0.00

80,848.90

82,820.35

-82,820.35

Total Surplus (Deficit):

0.00

0.00

80,848.90

82,820.35

ExpenseCategory
Fund: 07 - Economic Development Corporation
Revenue

Expense
42 - Supplies
43 - Services
44 - Operating Expense
46 - Capital
48 - Debt Service
49 - Other Financing Uses

9/2/2026 4:25:11 PM

Page 2 of 3

Page 16 of 72

EDC Income Statement

For Fiscal: 2025-2026 Period Ending: 08/31/2026

Fund Summary
Fund
07 - Economic Development
Total Surplus (Deficit):

9/2/2026 4:25:11 PM

Original
Total Budget
0.00
0.00

Current
Total Budget
0.00
0.00

MTD Activity
80,848.90
80,848.90

YTD Activity
82,820.35
82,820.35

Budget
Remaining
-82,820.35

Page 3 of 3

Page 17 of 72

AGENDA ITEM COMMENTARY

Meeting Name:

EDC Meeting

Meeting Date:

October 5, 2026

Item Title:

Conduct a public hearing on a project allocating EDC funds for business
improvement grants.

Staff Initiator:

Danielle Sweat-EDC Director

Background:
This commentary is for both public hearings:
The Wolfforth Economic Development Corporation has included funding in the proposed
2026/2027 fiscal year budget to continue two existing business assistance programs: the Business
Improvement Grant and the Marketing Grant.
As part of the process of continuing these programs for the new fiscal year, the WEDC Board
will conduct a public hearing to receive public comment regarding the proposed expenditures.
The WEDC has budgeted $50,000 for the Business Improvement Grant program. The BIG
program is a matching program designed to encourage continued private investment in
commercial properties within the Wolfforth city limits. Eligible businesses may apply for up to
$10,000 toward qualifying property improvements. The program requires a 1:1 match, with a
minimum grant request of $1,000. Funds are provided on a reimbursement basis after an
approved project has been completed and proof of payment has been submitted.
The BIG program has continued to be a valuable business retention and community
improvement tool for the WEDC. It allows us to partner with existing businesses that are willing
to invest their own funds into their properties while also improving the appearance and long term
viability of our commercial areas.
The WEDC has also budgeted $20,000 to continue the Marketing Grant program. This program
provides matching assistance of up to $2,000 per eligible business for qualifying marketing and
advertising expenses. Eligible businesses must have a brick and mortar location within the
Wolfforth city limits and remit applicable sales tax. The minimum marketing investment
required to participate in the program is $1,000.
The Marketing Grant provides another opportunity for the WEDC to support our existing
business community by helping businesses increase their visibility, reach additional customers
and generate additional business activity within Wolfforth.
Together, the two programs represent up to $70,000 in proposed economic development
expenditures for the 2026/2027 fiscal year. The $50,000 allocated to the BIG program and
$20,000 allocated to the Marketing Grant represent the maximum funding available for each
program. Funds are only expended as eligible applications are received, approved and all
program requirements are met.

Page 18 of 72

The purpose of this public hearing is to provide an opportunity for the public to comment on the
proposed continuation and funding of the Business Improvement Grant and Marketing Grant
programs for the 2026/2027 fiscal year.
Following the public hearing process, separate resolutions for the Business Improvement Grant
and Marketing Grant will be presented to the WEDC Board for consideration as the next step in
authorizing the programs for the 2026/2027 fiscal year.
Exhibits:
Council Action/Staff Recommendation: Conduct the public hearing and receive public
comment regarding the proposed Business
Improvement Grant and Marketing Grant programs.
No action is required on the programs as part of this
public hearing item.

Page 19 of 72

NOTICE OF PUBLIC HEARING
WOLFFORTH ECONOMIC DEVELOPMENT CORPORATION The WEDC, a Texas non-profit
4B economic development corporation, will receive comments between September 7,
2026, and November 6, 2026, on a proposed economic development project not to exceed
$50,000 to fund a Business Improvement Grant Program. The City Council will hold a
public hearing on September 21, 2026, at 6:00PM, and the WEDC will hold a public hearing
on October 5, 2026, 4PM, both in the Council Chambers of Wolfforth City Hall, located at
302 Main Street, Wolfforth, Texas 79382. Direct all comments or concerns to Wolfforth
EDC PO Box 36, 302 Main Street, Wolfforth Texas 79382 or contact Danielle Sweat, EDC
Executive Director, at 806-855-4128.

Page 20 of 72

AGENDA ITEM COMMENTARY

Meeting Name:

EDC Meeting

Meeting Date:

October 5, 2026

Item Title:

Conduct a public hearing allocating EDC funds for marketing grants.

Staff Initiator:

Danielle Sweat-EDC Director

Background:

Exhibits:
Council Action/Staff Recommendation: Conduct the public hearing and receive public
comment regarding the proposed Business
Improvement Grant and Marketing Grant programs.
No action is required on the programs as part of this
public hearing item.

Page 21 of 72

NOTICE OF PUBLIC HEARING
WOLFFORTH ECONOMIC DEVELOPMENT CORPORATION The WEDC, a Texas non-profit
4B economic development corporation, will receive comments between September 7,
2026, and November 6, 2026, on a proposed economic development project not to exceed
$20,000 to fund a Marketing Grant Program. The City Council will hold a public hearing on
September 21, 2026, at 6:00PM, and the WEDC will hold a public hearing on October 5,
2026, 4PM, both in the Council Chambers of Wolfforth City Hall, located at 302 Main
Street, Wolfforth, Texas 79382. Direct all comments or concerns to Wolfforth EDC PO Box
36, 302 Main Street, Wolfforth Texas 79382 or contact Danielle Sweat, EDC Executive
Director, at 806-855-4128.

Page 22 of 72

AGENDA ITEM COMMENTARY

Meeting Name:

EDC Meeting

Meeting Date:

October 5, 2026

Item Title:

Consider and take appropriate action on an update from Mathew Giese.

Staff Initiator:

Background:
Mathew Giese will be in attendance to provide the Board with an update on the progress of the
Patterson Park Civic and Mixed Use District Master Plan. Following the initial workshop with
Lake Flato and the project team, Mathew will discuss the progress made thus far, key takeaways
from the planning process, and the next steps as we continue working toward the development of
the master plan.
Exhibits:
Council Action/Staff Recommendation:

Page 23 of 72

AGENDA ITEM COMMENTARY

Meeting Name:

EDC Meeting

Meeting Date:

October 5, 2026

Item Title:

Consider and take appropriate action on EDC Strategic and Work Plan.

Staff Initiator:

Background:
Over the past several months, the Wolfforth Economic Development Corporation has worked
with Marketing Alliance to update the organization’s Strategic Plan and develop an Annual
Work Plan for the 2026–2027 fiscal year.
The Strategic Plan establishes the broader direction and priorities of the organization, while the
Annual Work Plan translates those priorities into a focused set of goals, actions, and indicators of
progress for the coming year. The work plan is intended to provide the Board and Executive
Director with a shared understanding of the areas that should receive the greatest attention while
maintaining the flexibility necessary to respond to changing market conditions, private-sector
timelines, and emerging opportunities.
For the 2026–2027, the work plan focuses the organization’s efforts in three primary areas:
Mixed-Use Development and Community Core, Focused Business Recruitment, and Business
Retention and Expansion. Each priority includes specific goals, recommended actions, and
indicators that will allow the Board to evaluate whether meaningful progress is being made.
The work plan recognizes that economic development outcomes are often influenced by factors
outside of the EDC’s direct control. While completed projects, job creation, capital investment,
and taxable development remain important outcomes, progress may also be demonstrated
through advancement of qualified projects, removal of development barriers, movement within
the prospect pipeline, development partnerships, and connections that improve the likelihood of
successful outcomes.
The plan is designed to be reviewed periodically by the Board and Executive Director so that
priorities can be adjusted as projects, market conditions, development activity, and community
needs evolve. At the conclusion of the fiscal year, progress will be reviewed and priorities
established for the following year. The overall intent is to focus the EDC’s time and resources on
the opportunities where the organization can create the greatest value for Wolfforth.
Exhibits:

Page 24 of 72

Council Action/Staff Recommendation: Staff recommends approval of the 2026–2029
Wolfforth Economic Development Corporation
Strategic Plan and the 2026–2027 Annual Work Plan
as presented.

Page 25 of 72

Wolfforth Economic Development Corporation
Three-Year Strategic Plan
October 1, 2026 to September 30, 2029

Page 26 of 72

TABLE OF CONTENTS

Introduction
Executive Summary
SWOT Analysis
Target Industries
Advanced Manufacturing
Technology and Data Infrastructure
Professional, Technical and Business Services
Healthcare
Retail
Strategic Priorities
Priority Area 1: Mixed-Use Development and Community Core
Priority Area 2: Focused Business Recruitment
Priority Area 3: Business Retention and Expansion
Supporting Functions
Strategic Context and Alignment
Strategic Partnerships
Alignment with the State of Texas Economic Development Strategy
Implementation and Accountability
Appendices

Strategic Plan 2026-2029

2

Page 27 of 72

INTRODUCTION
Wolfforth is entering a defining period in its economic
development. Population growth, expanding regional
investment, new commercial activity and major infrastructure
improvements are creating opportunities that would have
been difficult to envision only a few years ago. The arrival
of United Supermarkets, continued investment within
the city’s business park, the future influence of Loop 88
and increasing interest from businesses and developers
demonstrate that Wolfforth is no longer simply preparing for
growth. The community is now in a position to help shape
what comes next.
Among the most significant opportunities is the
development of a new mixed-use community core.
Strategically-located property creates the potential to
establish a recognizable center for Wolfforth that brings
together private investment, public spaces, restaurants,
retail, hospitality, services and community gathering areas.
This project could strengthen the city’s identity, expand
its tax base, enhance quality of life and become one of
Wolfforth’s most consequential economic development
initiatives.
Wolfforth also benefits from qualities that have long
distinguished the community: small-town character,
family-oriented values, high-performing schools, safe
neighborhoods, strong relationships and proximity to the
workforce, institutions and amenities of the greater Lubbock
region. As development accelerates, the opportunity is to

preserve these strengths while expanding the commercial
base, creating new amenities and increasing opportunities
for businesses and residents.
This Strategic Plan provides a three-year framework for
guiding that work. It reflects stakeholder input, market
conditions, regional workforce and demographic trends,
development opportunities and alignment with broader City
planning efforts.
Rather than treating every function of economic
development as a strategic priority, the plan intentionally
concentrates on three areas where Wolfforth EDC can have
the greatest impact: advancing the mixed-use community
core, recruiting businesses and investment that fit the
community, and supporting the retention and expansion of
existing businesses.
Marketing, partnerships, property readiness, regional
engagement and organizational coordination will remain
important parts of the EDC’s work. Within this plan,
however, they serve as tools for advancing the three
central priorities rather than competing with them for equal
strategic emphasis.
The result is a focused and flexible roadmap for the next
three years that establishes clear direction while allowing
Wolfforth EDC to respond to new opportunities as the
community continues to grow.

Strategic Plan 2026-2029

3

Page 28 of 72

EXECUTIVE SUMMARY
Wolfforth has entered a period in which economic growth
is no longer simply anticipated. It is actively occurring. New
commercial investment, continued development within the
business park, the arrival of United Supermarkets, growing
interest from businesses and developers, and the future
influence of Loop 88 are changing the scale and pace of
opportunity within the community.
At the center of that opportunity is the planned mixeduse community core. Strategically-located property has
the potential to become a new center of civic, commercial
and community activity, bringing together public spaces,
restaurants, retail, hospitality, services and complementary
private development. With a formal master-planning
process underway, Wolfforth is moving from identifying
the opportunity to defining the vision and preparing for
implementation.

strengthening relationships with developers, brokers, site
selectors, regional partners and other professionals who can
help generate and advance projects. Marketing and market
intelligence will support this work by positioning Wolfforth
clearly and connecting outreach to actual development
opportunities.

Priority Area 3: Business Retention and Expansion
Existing businesses should remain a central focus through
stronger relationships, early identification of growth
opportunities and challenges, and connections to resources
that help employers remain successful in Wolfforth.
A responsive, relationship-driven approach will allow the
EDC to concentrate its efforts where engagement can make
a meaningful difference. This includes supporting expansion
opportunities, helping resolve development or workforce
issues, connecting businesses with regional resources and
communicating local business success.

At the same time, continued growth creates choices about
where the Wolfforth Economic Development Corporation
should concentrate its time, resources and influence.
Economic development includes many important functions,
but not every activity needs to become a separate strategic
priority.

A Focused Approach to Implementation

For the 2026 to 2029 planning period, Wolfforth EDC will
focus on three areas where it can have the greatest impact.

Implementation should remain focused and flexible, with
practical goals and measures of progress that can evolve as
projects, market conditions and opportunities change.

Priority Area 1: Mixed-Use Development and
Community Core
The EDC should advance the planning, development
and activation of a distinctive mixed-use community core
designed to strengthen Wolfforth’s identity, expand the
commercial and sales-tax base, create new amenities and
attract complementary private investment.

These three priorities define where Wolfforth EDC will place
its greatest strategic emphasis during the next three years,
while other economic development activities continue in
support of that work.

By concentrating on the areas where it can have the greatest
influence, Wolfforth EDC can help shape continued growth,
strengthen the local business base and attract quality
investment.

Working with the City, planning and development
professionals, private partners and other stakeholders, the
EDC will help move the project from vision and master
planning toward implementation, developer engagement
and business recruitment.

Priority Area 2: Focused Business Recruitment
Business recruitment efforts should focus on companies,
developers and investment opportunities that align with
Wolfforth’s available property, infrastructure, market position
and long-term community goals.
These efforts will concentrate on realistic opportunities
within the target sectors identified in this plan, while

Strategic Plan 2026-2029

4

Page 29 of 72

SWOT

Strategic Plan 2026-2029

5

Page 30 of 72

SWOT ANALYSIS
Wolfforth enters this planning period with strong momentum, aligned leadership, increasing private investment and
several significant opportunities to shape future growth. At the same time, the community faces constraints involving land,
infrastructure, financial resources and the pace of regional development. Understanding these conditions will help Wolfforth
focus on the opportunities where economic development efforts can have the greatest impact.

STRENGTHS
Aligned and Forward-Looking Leadership
The Executive Director, EDC Board, City Council, City administration, and key partners are generally aligned around the need
for intentional growth, greater commercial development, and long-term tax-base diversification. This alignment provides a
strong foundation for coordinated decision-making.

Proactive Economic Development Leadership
The Executive Director is recognized for visibility, initiative, relationship-building, and an increasingly strong regional
presence. Productive relationships with City leadership, LEDA, developers, businesses, and regional organizations expand
Wolfforth’s influence beyond the size of its staff.

Strong Community Identity
Wolfforth maintains a distinctive small-town character based on friendliness, safety, family-oriented values, and close
community relationships. These qualities attract residents, support workforce stability, and differentiate Wolfforth from larger
regional competitors.

Exceptional School District
Frenship Independent School District is one of Wolfforth’s most important assets. Its reputation, educational programs,
facilities, and community role attract families and reinforce the city’s position as a desirable place to live and invest.

Growing Economic Momentum
The arrival of United Supermarkets, continued investment within the business park, active development interest, and
increasing project activity demonstrate that Wolfforth has reached a new stage of commercial growth.

Catalytic Property Opportunity
The planned development of strategically located property gives Wolfforth an unusual opportunity to create a coordinated
mixed-use community core that can strengthen the city’s identity, expand commercial activity and attract complementary
private investment.

Improving Infrastructure Position
Water, wastewater, transportation, and other infrastructure planning have advanced significantly. Constraints remain, but the
community is better positioned to evaluate and support new development than it was in previous years.

Regional Access and Partnerships
Wolfforth benefits from proximity to Lubbock, Texas Tech University, regional healthcare systems, workforce providers,
major transportation corridors, and a broad metropolitan labor market while maintaining its own identity and development
priorities.

Strategic Plan 2026-2029

6

Page 31 of 72

WEAKNESSES
Limited Commercial and Employment Inventory
Wolfforth has a limited supply of development-ready commercial and employment property. Some potential sites are
privately controlled, have uncertain availability, or require infrastructure, zoning, access, or planning work before they can
support active recruitment.

Limited Influence Over Private Development
Significant development may occur without direct EDC control. The organization must often influence, coordinate, or support
private projects rather than determine their timing, design, tenant mix, or final outcome.

Infrastructure and Utility Constraints
Water, wastewater, power, roadway capacity, drainage, and other infrastructure considerations may limit the size, timing, or
type of projects Wolfforth can support. Site-specific verification remains essential.

Financial Resources
Major development projects, infrastructure participation, professional services, marketing and other economic development
investments can require significant financial commitments. Continued prioritization will be important as the EDC balances
catalytic opportunities with ongoing business-development needs.

High Property-Tax Burden
Wolfforth’s reliance on residential property taxes creates pressure on households and reinforces the need to attract
commercial and sales-tax-generating development.

Geographic Constraints and Wayfinding
Wolfforth’s irregular boundaries, limited expansion directions, roadway patterns, and naming conventions can complicate
navigation, infrastructure planning, and the creation of a cohesive community identity.

OPPORTUNITIES
Create a Signature Mixed-Use Community Core
Wolfforth has the opportunity to create a coordinated center of civic, commercial, and community activity that could
include public facilities, restaurants, retail, hospitality, services, gathering spaces, walkability, and complementary private
development.

Leverage United Supermarkets as a Commercial Catalyst
United Supermarkets can attract restaurants, neighborhood services, retailers, healthcare providers, and other businesses
seeking proximity to a major grocery anchor and growing residential market.

Shape Growth Already Coming to the Community
The EDC can add value by influencing development quality, site planning, tenant mix, infrastructure coordination, visual
identity, and connections among major projects, even when the private market is already driving investment.

Strengthen Technology and Digital-Infrastructure Opportunities
Existing technology investment and market interest may support additional technology firms, suppliers, professional services,
data-related operations, and specialized workforce opportunities.

Pursue Aviation, Aerospace, and Defense Niches
Website activity and regional project interest suggest potential opportunities related to aviation, aerospace, defense,
specialized manufacturing, and supplier operations that fit Wolfforth’s available property and infrastructure.

Strategic Plan 2026-2029

7

Page 32 of 72

Leverage Private Development Partnerships
Relationships with property owners and developers can expand Wolfforth’s ability to respond to commercial and employment
opportunities without requiring the EDC to own or control every development site. Coordinated planning, infrastructure
participation, marketing and prospect referrals can help bring additional property into productive use.

Prepare for Westward Growth
Wolfforth’s long-term expansion potential is concentrated largely to the west. Early coordination with landowners, utility
providers, transportation agencies, and City planning efforts can help preserve future economic development options.

Use Loop 88 to Improve Regional Access
Loop 88 can increase visibility, accessibility, traffic flow, and development interest along key corridors, creating new
opportunities for commercial, mixed-use, and appropriately scaled employment projects.

Expand Local Amenities and Sales-Tax Capture
Population growth creates demand for restaurants, hospitality, healthcare, fitness, entertainment, professional services, and
neighborhood retail that can improve quality of life while strengthening municipal revenue.

Align Economic Development and Community Planning
Closer alignment among the Strategic Plan, comprehensive plan, land-use policies, infrastructure planning, and private
development decisions can produce more consistent and higher-quality growth.

THREATS
Growth Outpacing Community Readiness
Rapid growth and major development activity could advance faster than infrastructure, planning processes and available
resources can accommodate. Coordinated decision-making and continued attention to development readiness will be
important as Wolfforth grows.

Limited Physical Expansion
Wolfforth is constrained in several directions and has a finite amount of land available for future growth. Residential
development could consume property needed for employment, commercial, or mixed-use purposes.

Capital Commitments Limiting Flexibility
The cost of acquiring, planning, financing, and developing the mixed-use property may limit the EDC’s ability to pursue
additional land acquisitions or unrelated initiatives during the planning period.

Regional Competition
Lubbock and other Texas communities may offer larger inventories, greater infrastructure capacity, established commercial
districts, or more substantial incentive resources when competing for projects.

Performance Expectations Outside the EDC’s Control
Economic development results depend heavily on private decisions, market conditions, infrastructure, financing, and
regulatory processes. Staff or organizational performance could be evaluated unfairly if success is measured only through
completed projects or investments.

Strategic Plan 2026-2029

8

Page 33 of 72

TARGET INDUSTRIES

Strategic Plan 2026-2029

9

Page 34 of 72

INTRODUCTION
Wolfforth’s business recruitment efforts should focus on
industries and uses that align with the community’s available
property, infrastructure, workforce, market demand and
development goals.
The targets identified in this section represent areas where
Wolfforth may have a realistic competitive position. They
are intended to guide recruitment and relationship-building
efforts rather than suggest that every company within a
target sector is an appropriate prospect.
The strongest prospects will be those whose scale, site
requirements, workforce needs and operating characteristics
fit Wolfforth’s current or emerging development
opportunities.

ADVANCED MANUFACTURING
Advanced manufacturing represents a viable recruitment
opportunity for Wolfforth when projects are appropriately
scaled and match available property, infrastructure capacity,
surrounding land uses and workforce strengths.
The strongest prospects are likely to include small and midsized manufacturers, specialized suppliers, light production,
fabrication, assembly, industrial services and technologyenabled operations rather than large-scale or resourceintensive facilities.
Recruitment should remain selective and connected to
realistic sites and buildings. Before significant resources

are committed, the EDC should confirm that a prospect’s
land, utility, transportation, workforce and compatibility
requirements can be met.

BEST-FIT OPPORTUNITIES
Advanced manufacturing prospects most appropriate for
Wolfforth may include:

» Small and mid-sized production and assembly operations
» Fabricated metal and industrial component
manufacturers

» Building-product and construction-related suppliers
» Agricultural equipment, parts, and service companies
» Food-production suppliers and support operations
» Technology-enabled manufacturing and automation
firms

» Specialized distribution associated with manufacturing
» Aviation, aerospace, and defense suppliers
» Engineering, testing, maintenance, and technical-service
operations

» Companies serving West Texas, the Permian Basin, and
eastern New Mexico
Aviation, aerospace, and defense should be treated as an
emerging niche within the broader manufacturing strategy.
Website activity and regional market interest suggest
potential demand, but opportunities should be evaluated
according to available sites, facilities, utilities, workforce,
security requirements, and compatibility with nearby
development.

Strategic Plan 2026-2029

10

Page 35 of 72

COMPETITIVE POSITION

» The project offers meaningful investment, employment,

Wolfforth offers several strengths for appropriately scaled
advanced manufacturing projects:

» The company’s scale fits Wolfforth’s development

» Reliable Regional Workforce: Employers throughout

the region cite strong work ethic, employee loyalty, and
relatively low turnover. These characteristics can reduce
training costs and provide greater operating stability for
manufacturers.

» Access to Education and Training: Texas Tech

University, South Plains College, Frenship ISD, Workforce
Solutions South Plains, and other regional partners
can support technical education, customized training,
internships, and workforce recruitment.

» Regional Market Access: Connections to Marsha Sharp

Freeway, future Loop 88 improvements, and the broader
West Texas transportation network provide access
to customers, suppliers, energy markets, agricultural
operations, and construction activity across a wide
geography.

» Responsive Business Environment: Wolfforth’s

size allows company leaders to develop direct
relationships with EDC and City leadership. Responsive
communication and coordinated problem-solving can be
meaningful advantages for smaller companies that may
receive less attention in a larger market.

» Proximity to Lubbock Assets: Companies can benefit

or tax-base benefits
capacity

» The EDC can materially assist the project
» Regional partners can strengthen the recruitment effort
Larger projects that exceed Wolfforth’s available product
or infrastructure should generally be addressed through
regional partnerships rather than extensive independent
recruitment efforts.

CONCLUSION
Advanced manufacturing can contribute to Wolfforth’s
economic diversification, but success will depend on
disciplined targeting rather than broad industry pursuit.
By concentrating on small and mid-sized operations,
specialized suppliers, technology-enabled production,
and emerging aerospace or defense opportunities that fit
available sites, Wolfforth can pursue quality investment
without overextending available land, infrastructure or other
development resources.
The EDC’s role should be to identify realistic opportunities,
maintain strong regional relationships, connect prospects
with property and workforce resources, and help advance

from the workforce, research capabilities, professional
services, healthcare, transportation connections,
and business infrastructure of the Lubbock region
while operating within Wolfforth’s smaller community
environment.

» Potential Development Partnerships: Relationships

with private property owners and developers may
allow Wolfforth to support industrial or flex-space
opportunities without relying exclusively on EDC-owned
land. Infrastructure participation, coordinated planning,
and joint marketing may help expand the community’s
usable inventory over time.

RECRUITMENT CONSIDERATIONS
Advanced manufacturing recruitment should remain focused
on projects that demonstrate a realistic fit with Wolfforth’s
available sites, infrastructure, workforce and development
capacity.
Projects should receive active attention when:

» A realistic site or building is available
» Utility and infrastructure requirements can be met
» The proposed use is compatible with surrounding
development

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projects where Wolfforth has a genuine competitive
position.

TECHNOLOGY AND DATA
INFRASTRUCTURE
Technology infrastructure represents an emerging
opportunity for Wolfforth, particularly where projects align
with available property, utility capacity, regional connectivity,
and the community’s broader economic development
goals. Existing investment and continued interest in datarelated development suggest that Wolfforth may be able to
attract additional technology companies, suppliers, service
providers, and appropriately scaled data infrastructure.
The strongest opportunities are likely to be operations that
can function within Wolfforth’s land, power, water, fiber,
security, and workforce constraints. These may include
small data centers, enterprise or edge facilities, technology
support companies, managed service providers, specialized
suppliers, and businesses that support existing technology
investment in the region.
This target should remain flexible. Rather than pursuing
every project classified as a data center or technology
company, the EDC should focus on opportunities that

have a realistic path to development and that contribute
meaningful taxable investment, employment, supplier
activity, or technology-sector visibility.

BEST-FIT OPPORTUNITIES
Technology-related prospects most appropriate for
Wolfforth may include:

» Small regional, enterprise, and edge data centers
» Technology infrastructure and network-support
operations

» Managed IT, cybersecurity, and technical service
providers

» Data-center suppliers, contractors, and maintenance
companies

» Business continuity and disaster-recovery facilities
» Cloud, communications, and digital-service operations
» Technology-enabled business services
» Engineering, electrical, cooling, and systems-support
firms

» Companies that can support or benefit from existing
regional technology investment
The EDC should also monitor whether existing projects
create a broader cluster effect. New investment may

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generate demand for suppliers, service companies, technical
workers, contractors, and related professional services that
require less land and infrastructure than the primary facility.

COMPETITIVE POSITION
Wolfforth offers several potential advantages for
appropriately scaled technology infrastructure projects:

» Existing Technology Momentum: Current investment
provides greater market credibility and may increase
awareness among related companies, suppliers,
contractors, and service providers.

» Proximity to Regional Institutions: Texas Tech

University, the Texas Tech University Health Sciences
Center, healthcare systems, educational institutions,
and regional businesses generate demand for digital
infrastructure and provide access to technical talent and
research capabilities.

» Regional Workforce Access: Wolfforth can draw from

the broader Lubbock labor market, including graduates
and experienced workers in technology, engineering,
security, electrical systems, construction, and facility
operations.

» Responsive Development Environment: Technology

projects often require extensive coordination involving
utilities, permitting, site security, infrastructure, and longterm operating needs. Direct communication among
the EDC, City, utility partners, developers, and company
representatives can help clarify requirements early.

» Strategic Location: Wolfforth provides access to the
Lubbock metropolitan area and West Texas markets
while offering a smaller development environment
that may appeal to companies seeking secure, less
congested operating locations.

» Potential Supplier and Service Growth: Technology

infrastructure can create opportunities beyond the
primary facility. Contractors, engineering firms, electrical
providers, maintenance companies, security services,
and professional support firms may become viable
recruitment or expansion prospects.

RECRUITMENT CONSIDERATIONS
Technology infrastructure projects should be evaluated
carefully before active recruitment. The EDC should verify:

» Electric load availability, redundancy, and expansion
potential

» Fiber access and network reliability
» Water and cooling requirements
» Site security and surrounding land-use compatibility

» Zoning, permitting, and infrastructure needs
» Construction and operating timelines
» Employment and local supplier impacts
» Capital investment and tax implications
» Whether incentive requirements are proportionate to
community benefit
Technology opportunities should be evaluated using
current, site-specific information on power, fiber, water, land
and development readiness before significant resources
are committed. Project requirements can vary considerably,
making early technical validation an important part of
determining fit and long-term feasibility.

CONCLUSION
Technology infrastructure and small data centers may
provide Wolfforth with a meaningful opportunity for
investment, tax-base growth, and sector diversification. The
most realistic strategy is not to pursue the industry broadly,
but to build upon existing momentum, monitor related
market activity, and focus on projects and suppliers that fit
the community’s available sites and infrastructure.
By combining market intelligence, utility verification,
regional partnerships, and disciplined project evaluation,
Wolfforth can position itself for technology-related
opportunities without overstating its capacity or committing
resources to projects that are unlikely to locate in the
community.

PROFESSIONAL, TECHNICAL
AND BUSINESS SERVICES
Professional, technical, and business service companies are
a practical fit for Wolfforth because they can create stable,
year-round employment without requiring the land, utilities,
or infrastructure associated with larger industrial projects.
These firms often value workforce reliability, regional access,
quality schools, safe neighborhoods, reasonable operating
costs, and proximity to clients and institutions.
Wolfforth’s location within the greater Lubbock market gives
companies access to a broad labor pool while allowing them
to operate in a smaller, responsive community. The strongest
opportunities are firms that can locate in office, flex, mixeduse, or commercial environments and complement regional
strengths in healthcare, education, technology, construction,
energy, agriculture, and professional services.
Recruitment should focus on firms with realistic space
requirements, clear workforce demand and a strong
connection to available office, flex, mixed-use or commercial
development opportunities.

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BEST-FIT OPPORTUNITIES
Professional and business service prospects most
appropriate for Wolfforth may include:

» Engineering and technical consulting firms
» Architecture, planning, design, and construction services
» Accounting, finance, insurance, and legal services
» Healthcare administration, billing, and support
operations

» Information technology and managed service providers
» Cybersecurity and data-support firms
» Logistics coordination and supply-chain services
» Energy, agriculture, and industrial support companies
» Corporate, regional, or administrative offices
» Specialized customer and client support operations
» Small companies emerging from Texas Tech University
and the regional entrepreneurial ecosystem
Some of these companies may be especially well suited to
future mixed-use development, where access to restaurants,
services, public spaces, housing, and community amenities
can help attract and retain professional employees.

COMPETITIVE POSITION
Wolfforth offers several advantages for professional,
technical, and business service firms:

» Access to Regional Talent: Texas Tech University,

Texas Tech University Health Sciences Center,
Lubbock Christian University, South Plains College,

Wayland Baptist University, Frenship ISD, and the
broader Lubbock market provide access to graduates,
experienced professionals, technical workers, and
administrative talent.

» Workforce Stability: Employers throughout the region

frequently cite strong work ethic, employee loyalty,
and long tenure. These qualities are valuable to service
companies that depend on consistent client relationships
and institutional knowledge.

» Community Appeal: Safe neighborhoods, strong

schools, short commutes, and a family-oriented
environment can help companies recruit and retain
employees who prefer suburban or small-community
settings.

» Regional Business Access: Wolfforth is positioned to

serve businesses, institutions, and customers throughout
Lubbock, the South Plains, West Texas, and eastern New
Mexico.

» Responsive Local Leadership: Direct access to EDC and

City leadership can help companies navigate property,
permitting, workforce, utility, and development questions
more efficiently.

» Emerging Commercial Environment: United

Supermarkets, future mixed-use development, new
restaurants, healthcare services, and other amenities
will make Wolfforth more attractive to professional
employers and their workers.

RECRUITMENT CONSIDERATIONS
Wolfforth should confirm that appropriate office, flex
or commercial space is available before undertaking

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significant recruitment in this sector. Recruitment efforts
should be aligned with the community’s current inventory,
infrastructure and ability to accommodate prospective
projects.
Professional and business service projects should receive
priority when:

» Their space requirements match available or planned
development

» Their workforce needs can be supported regionally
» They provide quality employment or meaningful taxable
activity

» They complement existing regional industries
» They strengthen the tenant mix of the mixed-use
community core or other commercial developments

» They offer potential for future expansion
» The EDC can materially assist with property, workforce,
permitting, or partner connections
The EDC should work with developers and property owners
to understand what office and flex products are likely to
become available and recruit users that match those spaces.

CONCLUSION
Professional, technical, and business services can help
Wolfforth diversify employment and strengthen its
commercial base without placing excessive demands on
land or infrastructure. The most promising opportunities
are specialized firms that serve regional industries, draw
from the Lubbock workforce, and fit available office, flex, or
mixed-use environments.
By connecting recruitment to actual development product,
workforce strengths, and regional demand, Wolfforth can
attract service-based employers that support long-term
economic balance and contribute to a more complete
community.

opportunities are smaller-scale outpatient facilities,
neighborhood medical services, specialty practices,
healthcare support companies, and wellness-oriented
businesses that complement the region’s established
hospital systems and medical institutions.
Future mixed-use and commercial developments may be
especially well suited for healthcare users that value visibility,
accessibility, nearby services, and convenient locations
for patients and employees. Healthcare recruitment can
therefore support both economic development and qualityof-life goals.

BEST-FIT OPPORTUNITIES
Healthcare prospects most appropriate for Wolfforth may
include:

» Primary care, family medicine, pediatric and women’s
health services

» Urgent care and walk-in clinics
» Physical therapy, rehabilitation and sports medicine
» Diagnostic imaging and laboratory services
» Dental, orthodontic and vision practices
» Behavioral health and counseling services
» Senior care, home-health and aging-related services
» Specialty clinics and satellite offices
» Medical billing, administration and support operations
» Pharmacies, wellness and other healthcare-related
services
These uses can serve residents directly while also
strengthening commercial developments, generating
employment, and reducing the need for routine trips into
Lubbock.

COMPETITIVE POSITION
Wolfforth offers several advantages for healthcare providers
and support companies:

HEALTHCARE
Healthcare is one of the most practical growth opportunities
for Wolfforth because demand is being created directly
by population growth, family formation, an aging regional
population, and continued residential development within
the Frenship ISD area. As the community grows, residents
will increasingly seek convenient access to medical,
wellness, diagnostic, rehabilitation, and specialty services
closer to home.

» Growing Population and Family Demand: Continued

residential growth and a strong concentration of
families create sustained demand for pediatric care,
family medicine, rehabilitation, dental services, wellness
providers, and other neighborhood healthcare uses.

» Proximity to Major Medical Systems: Wolfforth is

located near Covenant Health, UMC Health System,
Texas Tech University Health Sciences Center, Texas Tech
Physicians, and numerous specialty providers. This allows

Wolfforth is not positioned to compete with Lubbock as
a major hospital center, nor does it need to. Its strongest

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local practices to maintain referral relationships and
access regional medical resources.

» Access to Healthcare Talent: The broader Lubbock

region provides a strong healthcare workforce, including
physicians, nurses, technicians, therapists, administrative
professionals and graduates from regional education and
training programs.

» Convenient Commercial Locations: Properties along
Marsha Sharp Freeway, Loop 88, FM 179, and future
mixed-use areas may provide the visibility, parking,
access, and proximity to growing neighborhoods that
healthcare providers seek.

» Community Reputation: Wolfforth’s reputation for

safety, schools, family life, and community connection
can help medical practices recruit employees and build
long-term patient relationships.

» Opportunity Within Mixed-Use Development:

Medical offices, wellness providers, pharmacies, therapy
practices, and related services can become important
anchors within a mixed-use community core, helping
generate daytime activity and consistent customer traffic.

RECRUITMENT CONSIDERATIONS
Healthcare recruitment should be tied to documented local
demand and realistic property opportunities. The EDC
should work with developers, brokers, regional healthcare
systems, and local providers to identify service gaps and
determine which uses are most likely to succeed.

» They complement rather than unnecessarily duplicate
existing providers

» They create quality employment or meaningful taxable
activity

» They support the mixed-use community core or another
priority commercial area

» They can be served by existing infrastructure and
transportation access

» They strengthen Wolfforth’s ability to retain local
spending
Recruitment efforts should focus on healthcare uses
that fit Wolfforth’s role within the broader Lubbock-area
medical market. The strongest opportunities are likely
to be services that residents use frequently and value
having close to home, including outpatient care, specialty
practices, diagnostics, rehabilitation, wellness and other
neighborhood-oriented healthcare services.

CONCLUSION
Healthcare represents a realistic and sustainable opportunity
for Wolfforth because it responds directly to the needs
of a growing community. By focusing on outpatient care,
neighborhood services, specialty practices, wellness
providers and healthcare support operations, Wolfforth can
improve local access, retain more healthcare spending and
strengthen its commercial base.

Projects should receive priority when:

» They address a demonstrated gap in local healthcare
access

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RETAIL
Retail, restaurants, hospitality, entertainment, and personal
services represent some of Wolfforth’s most immediate and
visible economic development opportunities. Population
growth, strong schools, continued residential development,
and the arrival of United Supermarkets are creating greater
demand for businesses that allow residents to shop, dine,
gather, and obtain everyday services within the community.
For years, Wolfforth residents have traveled into Lubbock for
many routine purchases and experiences. Capturing more of
that spending locally can improve quality of life, strengthen
the sales-tax base, support municipal services, and help
establish Wolfforth as a more complete community rather
than primarily a residential extension of the larger region.
The most important opportunity is not simply to recruit
individual businesses, but to support coordinated
commercial environments where complementary uses can
succeed together. The mixed-use community core, United
Supermarkets area, major corridors, and future Loop 88
development should be viewed as distinct but connected
opportunities for building a stronger local consumer
economy.

BEST-FIT OPPORTUNITIES
Retail and consumer-facing opportunities most appropriate
for Wolfforth may include:

» Full-service and fast-casual restaurants
» Coffee shops, bakeries, and locally oriented food
concepts

» Family dining and gathering places
» Boutique and specialty retail
» Personal care, beauty, and wellness services
» Fitness, recreation, and youth-oriented businesses
» Entertainment and family activity concepts
» Pharmacies and healthcare-related retail
» Home, garden, and building-related businesses
» Grocery-adjacent services and complementary retailers
» Hotels and limited-service lodging
» Professional and neighborhood services
» Daycare, tutoring, and family-support businesses
» Businesses that support community events and public
gathering spaces

The EDC should give particular attention to uses residents
currently leave Wolfforth to access and to businesses that
can serve as anchors or traffic generators within priority
development areas.

COMPETITIVE POSITION
Wolfforth offers several advantages for retail, restaurant, and
hospitality development:

» Growing Residential Market: Rapid population growth
within Wolfforth and the surrounding Frenship ISD area
is increasing demand for dining, shopping, services,
healthcare, recreation, and entertainment.

» United Supermarkets as a Catalyst: United

Supermarkets provides a major commercial anchor that
can increase traffic, market confidence, and interest
from complementary retailers, restaurants, and service
providers.

» Strong Household and Family Orientation: Wolfforth’s
concentration of families, strong schools, and active
community life create demand for restaurants, youth
services, fitness, recreation, childcare, healthcare, and
everyday retail.

» Opportunity to Capture Sales Leakage: Residents

currently spend substantial amounts outside the
community. Businesses that meet unmet local demand
can benefit from a customer base already leaving
Wolfforth for similar products and services.

» Emerging Mixed-Use Environment: The planned

community core offers the potential to create a
coordinated destination that combines dining, shopping,
civic activity, public space, hospitality, and community
events.

» Regional Accessibility: Connections to Marsha Sharp

Freeway, FM 179, Highway 62/82, and future Loop 88
improvements increase access from west Lubbock and
surrounding growth areas.

» Responsive Local Relationships: Retailers and

developers can work directly with EDC and City
leadership to understand sites, infrastructure, permitting,
market conditions, and potential development
partnerships.

RECRUITMENT CONSIDERATIONS
Retail recruitment should be grounded in current market
demand, available property, traffic patterns, development
timing, and the needs of specific commercial districts.
Wolfforth should avoid presenting all retail sites as

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interchangeable or pursuing businesses without confirming
that their market and site requirements can be met.
Projects should receive priority when:

» They address a demonstrated local market gap
» They strengthen an active or planned development area
» They generate meaningful sales-tax activity
» They create gathering places or improve quality of life
» They complement existing businesses rather than simply
shifting local spending

» Their site, parking, access, and visibility requirements can
be met

» They help establish a balanced mix of daytime, evening,
and weekend activity

» They contribute to the identity and long-term success of
the mixed-use community core
The EDC should work closely with commercial developers,
brokers, property owners, and tenant representatives.
In many cases, the most effective role will be to provide
market information, make introductions, clarify development
conditions, support project coordination, and help
communicate Wolfforth’s growth story.

PLACEMAKING AND COMMERCIAL SUCCESS
The performance of retail and restaurant development
will depend partly on the quality of the surrounding
environment. Walkability, landscaping, signage, public
spaces, lighting, connectivity, architectural character, event
programming, and the relationship among individual
businesses can determine whether an area becomes a
destination or simply a collection of separate uses.
For the mixed-use community core in particular,

placemaking should be incorporated into the development
strategy from the beginning rather than treated as a later
beautification effort. Public and private investment should
reinforce a shared identity and create reasons for residents
and visitors to remain in the area longer.

CONCLUSION
Retail and consumer-facing development can produce
some of the most direct benefits of Wolfforth’s growth.
Restaurants, services, hospitality, entertainment, and
neighborhood businesses can retain local spending, create
jobs, expand the sales-tax base, and improve daily life for
residents.
The EDC should focus on coordinated development areas,
market-supported uses, and businesses that strengthen
the community’s identity. By connecting recruitment with
planning, development partnerships, and placemaking,
Wolfforth can create commercial districts that are
economically productive and genuinely valued by the
community.

TARGETING APPROACH
These target industries should guide outreach, marketing,
relationship development and prospect evaluation, but
they should not limit Wolfforth’s ability to respond to strong
opportunities outside the identified sectors.
The EDC should remain focused on project fit. A company
that aligns with available property, infrastructure, workforce
capacity, community goals and economic benefits may
warrant consideration even if it falls outside a primary target
category.
Likewise, a company within a target industry should not
receive significant recruitment attention if Wolfforth cannot
realistically meet its development requirements.

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STRATEGIC PRIORITIES

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PRIORITY AREA 1: MIXEDUSE DEVELOPMENT AND
COMMUNITY CORE

along with thoughtful communication about the project as it
evolves.

STRATEGIC OBJECTIVE

Advance the Master Plan and Development Vision

The EDC should advance the planning, development and
activation of a distinctive mixed-use community core that
strengthens Wolfforth’s identity, expands the commercial
and sales-tax base, creates new amenities and attracts
complementary private investment.
Wolfforth has a rare opportunity to create a recognizable
center for civic, commercial and community activity.
Strategically-located property could bring together
restaurants, retail, hospitality, professional services,
healthcare, public spaces, community gathering areas and
other complementary uses in a coordinated setting.
A formal master-planning process is now underway to
establish the vision and development framework for the
property. This work will help define the character of the
district, potential land uses, public and private development
opportunities, infrastructure needs and the overall
experience the community hopes to create.
The EDC’s role over the next three years should increasingly
shift from defining the opportunity to helping move it
toward implementation. That will require close coordination
with the City, planning and design professionals,
developers, property interests and prospective businesses,

KEY INITIATIVES:
Work closely with the City and project team to support
completion of the master-planning process and ensure that
economic development considerations are incorporated
into the final vision.
The planning process should help define:

» Desired land uses and development character
» Public and private development opportunities
» Infrastructure, utilities, drainage and access
» Streets, parking and pedestrian connections
» Public spaces and community gathering areas
» Development phasing
» Market considerations
» Potential financing and partnership approaches
The resulting plan should provide enough clarity to guide
future decisions while remaining flexible enough to respond
to market conditions and private-sector interest.

Prepare for Implementation
As the vision becomes more defined, identify the actions
necessary to move the project from planning toward
development.

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This may include coordination related to infrastructure,
utilities, access, drainage, entitlements, site preparation,
financing, development agreements and other public or
private commitments.

At the same time, messaging should distinguish between
the long-term vision and project elements that remain
subject to planning, financing, approvals or market
conditions.

Implementation should be phased according to market
demand, project readiness and available resources rather
than attempting to advance every component at once.

EDC Role

Engage Development Partners

The Wolfforth EDC should:

» Help advance and protect the overall development
vision

Use the completed vision and development framework
to engage qualified developers and other private-sector
partners capable of helping bring the project to life.
Potential partnership structures may include a master
developer, multiple developers, development agreements,
property sales, ground leases or other public-private
arrangements.
Partners should be evaluated based on relevant experience,
financial capacity, implementation ability, design quality,
proposed uses, schedule and alignment with Wolfforth’s
vision for the property.

Recruit Complementary Businesses and Uses
As development opportunities become market-ready, recruit
businesses and organizations that contribute to a balanced
and active mixed-use environment.
Potential users may include:

» Restaurants
» Retail
» Hospitality
» Healthcare
» Professional and business services
» Entertainment and recreation
» Personal and neighborhood services
» Civic or institutional uses

» Represent economic development priorities within the
planning process

» Coordinate with the City, consultants and development
partners

» Help identify implementation needs and barriers
» Engage qualified developers and private investors
» Support recruitment of complementary businesses and
uses

» Connect marketing efforts to market-ready opportunities
» Communicate major progress and milestones
» Help maintain momentum as the project moves from
planning toward development
The EDC should serve as a catalyst, connector and
economic development partner while relying on the
appropriate public, private and professional partners to lead
specialized planning, design, engineering, construction and
development functions.

Recruitment should be coordinated with developers and
other partners so that outreach reflects the project’s actual
timing, available space and desired tenant mix.

Communicate the Vision and Progress
Provide clear and consistent information to residents,
businesses, City leadership, developers and other
stakeholders as the project moves forward.
Communication should explain the purpose of the project,
its potential economic and community benefits, major
milestones and opportunities for private investment.

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PRIORITY AREA 2: FOCUSED
BUSINESS RECRUITMENT
STRATEGIC OBJECTIVE
Business recruitment efforts should focus on companies,
developers and investment opportunities that align
with Wolfforth’s available property, infrastructure, target
industries, market position and long-term community goals.
Wolfforth should focus recruitment efforts on opportunities
where the community has a realistic ability to compete.
The strongest prospects will be those that fit available or
emerging development opportunities, offer meaningful
economic benefits and can be supported by the
community’s infrastructure, workforce and development
environment.
Recruitment should remain selective and opportunity-driven.
Some projects may warrant direct outreach and significant
staff involvement, while others may be better advanced
through developers, brokers, site selectors, regional
partners or targeted introductions.

KEY INITIATIVES:

Priority should be given to companies whose scale, land
or building needs, utility requirements, workforce needs
and operating characteristics align with the community’s
development capacity.
Recruitment efforts should concentrate on opportunities
with a realistic path to location rather than pursuing projects
simply because they fall within a targeted industry.

Connect Recruitment to Available Development
Opportunities
Maintain current information on sites, buildings and
development opportunities that can realistically support
business recruitment.
Work with property owners, developers, City staff, utility
providers and other partners to understand property
availability, infrastructure conditions, development timing
and potential barriers.
When appropriate, support efforts that improve the
readiness or marketability of priority properties. Recruitment
should be closely connected to actual development
opportunities rather than broad industry promotion alone.

Build Relationships That Generate Opportunities

Focus on Best-Fit Opportunities
Use the target industries identified in this plan to guide
recruitment while remaining open to quality projects outside
those sectors when they represent a strong fit for Wolfforth.

Maintain purposeful relationships with developers, brokers,
site selectors, utility partners, state and regional economic
development organizations, educational institutions and
other professionals who can help identify or advance
projects.

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These relationships should support specific recruitment
goals, target industries, properties or development
opportunities.
Regional partnerships can also provide access to project
leads, market intelligence, workforce resources and
expertise that would be difficult for Wolfforth to develop
independently.

Market Wolfforth to the Right Audiences
Use marketing and communications to support active
recruitment priorities and position Wolfforth clearly with
businesses, developers and location decision-makers.

» Use marketing to support recruitment priorities
» Prepare accurate and useful prospect information
» Coordinate project responses with the City and
appropriate partners

» Track and advance qualified opportunities
» Evaluate project fit before committing significant
resources

» Support negotiations and development coordination
when appropriate

Recruitment materials should be concise, current and
connected to specific opportunities. Depending on the
project, materials may include property information, maps,
workforce and demographic data, utility information,
development concepts, market information and partner
resources.
Digital marketing, website content, direct outreach, events
and other communication tools should be used where they
can help generate qualified interest or advance existing
relationships.

Advance Qualified Opportunities
Maintain a practical system for tracking leads, active
prospects, developer relationships and project follow-up.
Respond to project inquiries professionally and quickly
while confirming that Wolfforth can realistically meet the
prospect’s requirements.
The EDC should coordinate with City staff and regional
partners when appropriate, help prospects navigate
available resources and continue advancing opportunities
that demonstrate a strong fit.
Recruitment success should be viewed in terms of both
completed projects and meaningful pipeline progress,
recognizing that many location decisions depend on market
conditions, financing and private-sector timelines outside
the EDC’s control.

EDC ROLE
The Wolfforth EDC should:

» Focus recruitment on realistic, best-fit opportunities
» Connect business development efforts to available
property and infrastructure

» Maintain relationships with developers, brokers, site
selectors and regional partners

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PRIORITY AREA 3: BUSINESS
RETENTION AND EXPANSION
STRATEGIC OBJECTIVE
Existing businesses should remain a central focus through
stronger relationships, early identification of growth
opportunities and challenges, and connections to resources
that help employers remain successful in Wolfforth.
As an important part of Wolfforth’s economic base,
community identity and future growth, local employers
warrant a relationship-driven and responsive approach
focused on areas where the EDC can provide meaningful
assistance.
Greater attention should be directed toward major
employers, growing companies, businesses facing specific
challenges and firms with realistic expansion potential, while
maintaining accessibility to the broader business community.

KEY INITIATIVES:
Build Strong Relationships With Existing Businesses
Maintain regular communication with local employers,
property owners and businesses that are important to
Wolfforth’s economy.
Conversations should focus on understanding business
conditions, future plans, workforce needs, facility concerns,
development challenges and opportunities for growth.
The goal should be meaningful engagement rather than a
high volume of routine visits.

Identify and Support Expansion Opportunities
Use business relationships, development activity, property
inquiries and partner referrals to identify companies that
may be considering expansion, relocation or additional
investment.
Engaging businesses early can help the EDC understand
their needs, identify potential barriers and connect them
with available sites, infrastructure, incentives, workforce
resources or other assistance.

Help Businesses Solve Problems and Access
Resources
Serve as a connector between businesses and the City,
utility providers, educational institutions, workforce
organizations, lenders, state agencies and regional partners.

The EDC can add value by helping businesses identify the
right resources, make productive connections and navigate
development-related questions without duplicating services
already provided by other organizations.
Workforce needs should continue to be addressed through
partnerships with Frenship ISD, South Plains College, Texas
Tech University, Workforce Solutions South Plains and other
regional resources.

Communicate With and Celebrate the Business
Community
Maintain useful communication with local businesses
regarding development activity, infrastructure changes,
available resources and other information that may affect
their operations or growth.
Recognize meaningful business achievements, including
expansions, investments, anniversaries, employment growth
and community contributions.
Sharing local success stories can strengthen business
relationships, reinforce confidence in Wolfforth and
demonstrate the value of continued investment in the
community.

EDC ROLE
The Wolfforth EDC should:

» Maintain strong relationships with existing and growing
businesses

» Identify retention concerns and expansion opportunities
early

» Connect businesses with City and regional resources
» Help coordinate responses to development and
operating challenges

» Support workforce and training connections
» Help businesses navigate available assistance
» Communicate useful information to the business
community

» Recognize significant local business success
» Balance retention and expansion efforts with the other
strategic priorities
The EDC should remain a responsive and accessible
partner while relying on the City, regional organizations
and specialized service providers where they are better
positioned to address specific business needs.

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SUPPORTING FUNCTIONS
Wolfforth EDC’s three strategic priorities will be supported
by a range of ongoing economic development activities that
remain important to the organization’s success and ability to
respond to new opportunities.
These functions are not intended to operate as separate
strategic priorities. Instead, they should strengthen the
EDC’s ability to advance the mixed-use community core,
recruit quality businesses and investment, support existing
businesses and respond efficiently when new projects or
challenges emerge.
Together, these activities provide the foundation needed
to keep economic development efforts coordinated, visible
and aligned with the community’s long-term goals.

MARKETING AND COMMUNICATIONS
Maintain clear, accurate and timely economic development
information that supports recruitment, business retention,
major development initiatives and ongoing business
development activity.
Marketing efforts should focus on current opportunities,
priority audiences and verified community advantages.
Website content, project materials, digital communications
and presentations should help businesses, developers and
partners understand Wolfforth’s opportunities and progress.
Lead generation should be integrated through targeted
outreach to companies, developers, brokers and other
decision-makers aligned with priority sectors and
development opportunities. Tactics may include prospect
lists, direct email outreach, digital campaigns, targeted
advertising and conference follow-up designed to create
qualified conversations.
The EDC should also strengthen its storytelling tools by
updating business testimonials and considering longer-form
video content that showcases development opportunities,
business leaders and the community’s sense of place.
An AI-powered website assistant should also be considered
to help visitors quickly find information about properties,
workforce, incentives, infrastructure and development
resources while improving the user experience and helping
convert website interest into prospect engagement.

STRATEGIC RELATIONSHIPS AND REGIONAL
ENGAGEMENT

workforce organizations, state agencies and regional
economic development partners.
These relationships can provide access to project
opportunities, market intelligence, workforce resources,
technical expertise and connections that strengthen
Wolfforth’s ability to compete. Ongoing engagement
can also help the EDC better understand changing
business requirements, development trends and emerging
opportunities.
Greater emphasis should be placed on relationships that
directly support Wolfforth’s strategic priorities, including
mixed-use development, targeted business recruitment
and expansion opportunities. Regular communication with
regional partners can help ensure Wolfforth is included in
relevant prospect activity and positioned effectively within
the broader Lubbock market.
External engagement, conferences and professional
activities should be selected based on their relevance to
active priorities and potential to strengthen meaningful
relationships. Participation should be purposeful, with clear
follow-up and an emphasis on converting introductions into
sustained business-development relationships.

ORGANIZATIONAL COORDINATION
Maintain strong coordination among the EDC Board,
Executive Director, City leadership, City staff, consultants
and other partners involved in economic development.
As major projects advance, the EDC should continue
evaluating the staffing, professional support, financial
resources and internal coordination necessary to
implement its priorities effectively. Clear roles, consistent
communication and shared expectations will be
especially important as projects move from planning into
development, recruitment and implementation.
The EDC should also maintain the flexibility to respond
quickly when opportunities arise. Economic development
projects often require timely decisions, coordinated
information and participation from multiple departments or
outside partners. Establishing efficient internal processes
can help Wolfforth respond professionally without slowing
projects with unnecessary layers of review.
The goal is to maintain the capacity, alignment and
responsiveness needed to advance strategic opportunities
while avoiding unnecessary administrative processes or
reporting requirements.

Continue building productive relationships with developers,
brokers, site selectors, utilities, educational institutions,

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STRATEGIC CONTEXT AND
ALIGNMENT

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STRATEGIC PARTNERSHIPS
Wolfforth’s economic development efforts are strengthened
by a broad network of public, private, educational,
workforce, utility and regional partners. These organizations
provide expertise, project leads, workforce resources,
infrastructure coordination, market intelligence and
connections that can help the EDC advance its three
strategic priorities.
The EDC’s role is not to duplicate the work of these
organizations. Instead, it should maintain productive
relationships and bring the right partners into projects when
their expertise, resources or relationships can improve the
outcome.

REGIONAL AND STATE ECONOMIC
DEVELOPMENT PARTNERS
Relationships with the Lubbock Economic Development
Alliance, Texas Economic Development and Tourism
Office, High Ground of Texas, South Plains Association of
Governments, utility economic development teams and
other regional partners can expand Wolfforth’s access to
project leads, market intelligence, funding resources and
industry relationships.
Regional collaboration should be pursued when it
strengthens Wolfforth’s ability to compete while maintaining
a clear focus on the community’s own priorities and
economic interests.

CITY OF WOLFFORTH
The City is the EDC’s most important implementation
partner. Close coordination will be particularly important
as the mixed-use community core advances, businesses
consider investment or expansion, and infrastructure or
development issues affect active projects.
Clear communication among the EDC, City leadership and
appropriate departments can help projects move efficiently
and ensure that economic development considerations are
reflected in major decisions.

DEVELOPMENT AND INFRASTRUCTURE
PARTNERS
Property owners, developers, brokers, utilities, engineers
and other private-sector partners play important roles in
converting opportunities into completed investment.
Relationships with these groups can help the EDC
understand property availability, market demand,
infrastructure conditions, development barriers and project
timing. They will also be important as Wolfforth markets
the mixed-use opportunity and recruits businesses to other
development areas.

EDUCATION AND WORKFORCE PARTNERS
Frenship ISD, South Plains College, Texas Tech University,
Texas Tech University Health Sciences Center, Workforce
Solutions South Plains and other regional institutions
provide education, training, workforce information, research
and employer support.

PARTNERSHIP APPROACH
Partnerships should support Wolfforth’s strategic priorities
rather than operate as separate initiatives.
For major opportunities, the EDC should identify the
partners best positioned to contribute expertise, resources,
relationships or implementation support. This approach
allows Wolfforth to extend its reach, respond more
effectively to opportunities and make use of specialized
capabilities available throughout the greater Lubbock region
and State of Texas.

The EDC should connect businesses and prospects
with these existing resources when workforce, training,
recruitment, research or educational partnerships can
strengthen a project.

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ALIGNMENT WITH THE
STATE OF TEXAS ECONOMIC
DEVELOPMENT STRATEGY
Wolfforth’s strategic priorities align with broader economic
development goals across the State of Texas, including
business growth and investment, infrastructure, workforce
development, innovation, community competitiveness and
regional collaboration.
The mixed-use community core supports community
competitiveness by creating new opportunities for
commercial investment, amenities and quality development.
Focused business recruitment supports statewide goals
for capital investment, job creation and industry growth.
Business retention and expansion strengthens the
companies already contributing to the local and regional
economy.
Wolfforth also benefits from strong connections to regional
workforce, education and economic development partners.
These relationships can help businesses access talent,
training, research, infrastructure resources and state
programs without requiring the EDC to create duplicative
services.
Alignment with broader state priorities can strengthen grant
and funding applications, improve coordination with state
and regional partners, and help communicate the larger
economic value of Wolfforth’s development efforts.
State alignment should support the priorities established
in this plan rather than create an additional layer of
programming.

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IMPLEMENTATION AND
ACCOUNTABILITY

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IMPLEMENTATION AND
ACCOUNTABILITY
This Strategic Plan establishes the direction of the Wolfforth
Economic Development Corporation for the 2026 to 2029
planning period. Its purpose is to keep the organization
focused on three areas where it can have the greatest
impact:

» Mixed-Use Development and Community Core
» Focused Business Recruitment
» Business Retention and Expansion
Implementation should remain practical and flexible.
Economic development opportunities do not always
follow predictable schedules, and many outcomes depend
on private investment decisions, market conditions,
infrastructure, financing and other factors outside the EDC’s
direct control.

ANNUAL GOALS
Each year, the EDC should identify a select number of goals
associated with the three strategic priorities.
These goals should reflect the most important projects
and opportunities expected to require attention during
the year while leaving enough flexibility to respond to new
developments.
The annual work plan should be concise and useful. It
should help the Board and Executive Director maintain a
shared understanding of what the organization is working to
accomplish without attempting to document every activity
performed by the EDC.

MEASURING PROGRESS
Progress should be evaluated through a combination of
economic outcomes and meaningful advancement toward
longer-term goals. Depending on the priority and stage of a
project, measures may include:

Mixed-Use Development and Community Core

» Completion of major planning or development
milestones

» Advancement of infrastructure or site preparation
» Developer and private-sector engagement
» Development agreements or investment commitments
» Recruitment of businesses and complementary uses
» Progress toward implementation of the community vision

Focused Business Recruitment

» Qualified business and development opportunities
» Prospect and developer engagement
» Site visits and project responses
» Advancement of opportunities through the recruitment
pipeline

» New business investment, jobs or taxable development
» Strengthened relationships with brokers, site selectors
and recruitment partners

Business Retention and Expansion

» Meaningful engagement with existing businesses
» Identified expansion opportunities
» Business challenges addressed or referred to appropriate
resources

» Workforce and partner connections
» Business expansions and additional investment
» Continued understanding of issues affecting the local
business community
These measures should help the EDC understand whether
meaningful progress is occurring without encouraging
activity simply for the purpose of meeting a numerical
target.

REGULAR REVIEW
The Executive Director and Board should periodically review
progress within the three strategic priorities.
These discussions should focus on:

» Significant accomplishments and milestones
» Important opportunities currently being pursued
» Barriers or decisions requiring Board or City involvement
» Changes in market or community conditions
» Priorities for the coming months
» Activities that may need to be adjusted as conditions
change
Reporting should remain concise and focused on
information that helps leadership make decisions and
understand the organization’s progress.

FLEXIBILITY
The Strategic Plan should provide direction without limiting
the EDC’s ability to respond to unexpected opportunities.
A major business prospect, development opportunity,
infrastructure issue, partnership or market change may

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warrant adjustments to annual goals or priorities. When
conditions change, the EDC should be able to redirect its
efforts toward opportunities that offer greater value to the
community.

ANNUAL REVIEW
At the conclusion of each year, the EDC should review
progress and establish goals for the following year.
The review should consider what has been accomplished,
what remains important, how major projects have changed
and where the EDC can have the greatest impact during the
coming year.
A broader review of the Strategic Plan should occur near the
end of the three-year planning period, or earlier if significant
economic or community changes warrant reconsideration of
the organization’s priorities.

CONCLUSION
Successful implementation will depend less on the number
of activities completed and more on meaningful progress
toward Wolfforth’s most important economic development
opportunities.
By maintaining clear priorities, practical goals and flexibility,
the EDC can provide accountability to the Board and
community while remaining responsive to the opportunities
that emerge as Wolfforth continues to grow.

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APPENDICES

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APPENDIX OVERVIEW
The data in these appendices is presented using three geographic lenses to accurately reflect Wolfforth’s role within the
regional economy. City of Wolfforth data is used for population, housing, zoning, land use, and local fiscal capacity, where the
City exercises direct policy authority.
Lubbock County data is used selectively for comparative context. Lubbock Metropolitan Statistical Area (MSA) data is used for
workforce, employment, wages, commuting, and economic output, reflecting Wolfforth’s integration into the regional labor
market.

APPENDIX A
Population and Demographic Baseline
Geography: City of Wolfforth
This appendix provides baseline population and demographic data for the City of Wolfforth. These measures establish
the scale, growth trajectory, and household characteristics that influence housing demand, service needs, and long-term
economic development planning.

RECENT POPULATION ESTIMATES
2024 published estimate: approximately 6,379

Note on Population Estimates
Published population estimates are based on Census, ACS, and ESRI methodologies and may lag real-time growth in rapidly
expanding communities. Recent residential development activity in Wolfforth suggests current population may exceed
published estimates.

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MEDIAN AGE

2010

34.1 YEARS

2023

30.1 YEARS

AGE DISTRIBUTION (2023)

Population under 18

43.1%

Population age 18-64

45%

Population age 65 and over

11.9%

Sources: U.S. Decennial Census; ACS 5-Year Estimates; ESRI Community Profile

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APPENDIX B
Population Projections and Growth Scenarios
Geography: City of Wolfforth
This appendix summarizes population growth scenarios used for long-range planning in Wolfforth. The projections included
are intended to illustrate a range of potential growth outcomes for infrastructure, housing, and land use planning purposes.
They are not forecasts and should not be interpreted as expected outcomes.
Baseline Population (2024 estimate): approximately 6,379

BASELINE SCENARIO: HISTORIC GROWTH TREND

» Average annual growth rate (2010–2024): approximately 3.77%
» Illustrative population level in 2045: approximately 13,877

STATE PLANNING ASSUMPTIONS: TEXAS WATER DEVELOPMENT BOARD

» Illustrative population level in 2030: approximately 16,487
» Illustrative population level in 2045: approximately 28,855

ILLUSTRATIVE GROWTH SCENARIOS: COMPARABLE HIGH-GROWTH CITIES

» Krum, Texas (approx. 4.8% annual growth): approximately 17,066 by 2045
» Horizon City, Texas (approx. 6.7% annual growth): approximately 23,279 by 2045
» Buda, Texas (approx. 9.1% annual growth): approximately 36,136 by 2045
METHODOLOGY NOTE

» The Texas Water Development Board projections reflect statewide planning assumptions.
» Comparable city scenarios are included to illustrate potential growth ranges based on observed patterns in similar fastgrowing Texas communities.
Sources: Texas Water Development Board (2022); U.S. Census Bureau; ESRI

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APPENDIX C
Households, Housing Stock, and Occupancy
Geography: City of Wolfforth
This appendix presents housing supply and occupancy conditions relevant to workforce attraction, household stability, and
community growth.

HOUSING UNITS AND OCCUPANCY

» Total housing units: 2,499
» Occupied units: 2,299 (92.0%)
» Vacant units: 200 (8.0%)
TENURE

» Owner-occupied units: 1,785 (77.6%)
» Renter-occupied units: 514 (22.4%)
» Average Household Size
» 2.74 persons per household
HOUSING UNITS BY TYPE

» Single-family units: 1,986 (89.3%)
» Multifamily units: 191 (8.6%)
» Manufactured housing units: 48 (2.2%)
HOME VALUE INDICATORS

» Median home value (ACS, owner-reported): $219,805
» Typical home value (market-based, 2024–2025): approximately $245,000 to $275,000
NOTE ON HOUSING VALUES

» ACS home values reflect owner-reported estimates and typically lag current market conditions in rapidly growing housing
markets.
Sources: ACS 5-Year Estimates (DP04); ESRI Housing Profile; market-based housing platforms

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APPENDIX D
Income and Educational Attainment
Geography: City of Wolfforth, with County Comparison
This appendix provides indicators of household economic capacity and workforce readiness.

INCOME

» Median household income (Wolfforth): $92,143
» Per capita income: $36,794
» Poverty rate: 6.5%
HOUSEHOLD INCOME DISTRIBUTION

» Households earning $100,000–$149,999: 19.8%
» Comparable share in Lubbock County: 14.6%

EDUCATIONAL ATTAINMENT (POPULATION AGE 25+)

High school diploma
or equivalent:

Some college, no degree:

Associate’s Degree:

Bachelor’s degree:

Graduate or professional degree:

Bachelor’s degree or higher
(combined):

24.9%

23.2%

21.6%

10.5%

10.9%

33.7%

Sources: ACS 5-Year Estimates; ESRI Business Analyst

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APPENDIX E
Labor Market and Workforce Context
Geography: Lubbock Metropolitan Statistical Area
This appendix provides quantitative labor market data for the Lubbock Metropolitan Statistical

MSA COMPOSITION

» The Lubbock Metropolitan Statistical Area consists of Lubbock County, Crosby County, and Lynn County. The City of
Lubbock serves as the primary employment center within the MSA.

LABOR FORCE AND EMPLOYMENT

» Civilian labor force (2025 estimate): approximately 187,500 persons
» Employed persons: approximately 181,000
» Unemployed persons: approximately 6,500
UNEMPLOYMENT RATE

» Annual average unemployment rate (2024): approximately 3.5%
» Recent monthly rate (2025): approximately 3.4%
» Employment by Major Industry (Resident-Based Employment)
» Educational services: approximately 25,000 workers
» Health care and social assistance: approximately 24,000 workers
» Retail trade: approximately 21,000 workers
» Manufacturing: approximately 13,000 workers
» Accommodation and food services: approximately 14,000 workers
WAGES

» Average hourly wage (all occupations): approximately $24.89
» Average annual wage (all occupations): approximately $51,800
ECONOMIC OUTPUT

» Real gross domestic product (GDP, 2023): approximately $15.7 billion
COMMUTING

» Primary employment destination for Wolfforth residents: City of Lubbock
» Mean commute time for Wolfforth residents: approximately 17 minutes
Sources: Bureau of Labor Statistics; U.S. Bureau of Economic Analysis; Federal Reserve Bank of St. Louis; ACS Journey-toWork; DataUSA Comparable share in Lubbock County: 14.6%

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APPENDIX F
Land Use and Zoning Capacity
Geography: City of Wolfforth
Total City Acreage: 2,648.51 acres

ZONING DISTRIBUTION

» Single-family residential: 1,135.54 acres (42.9%)
» Planned development: 898.13 acres (33.9%)
» Commercial (C-1, C-2, C-3): 518.59 acres (19.6%)
» Multifamily and manufactured housing combined: 45.97 acres (1.7%)
» Light manufacturing: 46.45 acres (1.8%)
Source: City of Wolfforth zoning and acreage tables

APPENDIX G
Transportation and Regional Connectivity
Geography: City of Wolfforth and Lubbock County

ROADWAY NETWORK

» Roadways within city limits: approximately 51.6 miles
» Roadways within extraterritorial jurisdiction: approximately 30.1 miles
MAJOR CORRIDORS

» FM 179
» US Highway 62/82
» Future Loop 88 corridor
REGIONAL ROLE

» US Highway 62/82 functions as a primary east-west corridor supporting regional freight movement and connectivity
between Lubbock and the Permian Basin.
Sources: TxDOT; Wolfforth Master Thoroughfare Plan

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Annual Work Plan – Wolfforth Economic Development Corporation
Year 1 – October 1, 2026 – September 30, 2027

Purpose of the Annual Work Plan​
This annual work plan translates the Wolfforth Economic Development Corporation’s 2026-2029
Strategic Plan into a focused set of priorities for the first year of implementation. It is intended to help
the Executive Director and Board maintain a shared understanding of the most important work to be
advanced while preserving the flexibility necessary to respond to changing market conditions,
private-sector timelines and emerging opportunities. The plan focuses on meaningful progress rather
than documenting every activity performed by the EDC.
2026-2027 Strategic Focus

Priority Area

Annual Emphasis

1. Mixed-Use Development
and Community Core

Move the community core from master planning toward
implementation, development partnerships and market-ready
recruitment opportunities.

2. Focused Business
Recruitment

Concentrate recruitment on realistic, best-fit projects connected to
available property, infrastructure, target sectors and development
opportunities.

3. Business Retention and
Expansion

Strengthen relationships with existing businesses, identify
expansion or retention issues early and connect employers with
resources that support continued success in Wolfforth.

How progress should be viewed​
Completed projects, jobs, investment and taxable development remain important outcomes, but they
should not be the only measures of performance. The Board should also consider whether projects are
advancing, barriers are being addressed, qualified opportunities are moving through the pipeline and
the EDC is making decisions and connections that improve the likelihood of successful outcomes.

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Priority Area 1: Mixed-Use Development and Community Core​
Strategic Objective: Advance the planning, development and activation of a distinctive mixed-use
community core that strengthens Wolfforth’s identity, expands the commercial and sales-tax base,
creates new amenities and attracts complementary private investment.
Goal 1: Advance the Community Core From Planning Toward Implementation​
Complete the master-planning process and identify the practical steps necessary to move the
community core toward phased development and private investment.
Priority Actions
●​ Work with the City, planning team and EDC Board to complete the master plan and establish
clear development principles
●​ Identify and prioritize infrastructure, utilities, drainage, access, entitlement, financing and other
implementation needs
●​ Establish logical next steps and development phases based on market demand, project
readiness and available resources
Indicators of Progress
●​ Master plan and major planning milestones completed
●​ Priority implementation needs, responsibilities and barriers clearly identified
●​ Infrastructure, financing, development-readiness or other implementation activities advanced
Goal 2: Engage Development and Investment Partners​
Build relationships with qualified private-sector partners capable of helping implement the
community’s vision.
Priority Actions
●​ Identify and engage qualified developers, investors and other private-sector partners
●​ Present the development vision and realistic opportunities to prospective partners
●​ Evaluate development structures and partnership opportunities as interest advances
Indicators of Progress
●​ Qualified development partners engaged
●​ Developer concepts, proposals or investment discussions advanced
●​ Partnership arrangements or commitments move toward implementation
Goal 3: Position the Community Core for Business Recruitment​
As development opportunities become market-ready, identify and pursue businesses and uses that
support the desired mix and character of the community core.
Priority Actions
●​ Identify priority tenant and user categories based on the master plan and market conditions
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●​ Coordinate recruitment with developers and property interests as specific opportunities
become available
●​ Develop project-specific marketing and outreach as space becomes market-ready
Indicators of Progress
●​ Priority tenant categories identified
●​ Qualified tenant, broker or user interest generated
●​ Recruitment discussions, proposals or commitments advanced
Priority Area 2: Focused Business Recruitment​
Strategic Objective: Focus recruitment on companies, developers and investment opportunities that
align with Wolfforth’s available property, infrastructure, target industries, market position and
long-term community goals.
Goal 1: Focus Recruitment on Best-Fit Opportunities​
Concentrate recruitment resources on businesses and investment opportunities that align with
Wolfforth’s available property, infrastructure, target sectors and community goals.
Priority Actions
●​ Maintain current information on sites, buildings and planned development opportunities
●​ Evaluate prospects for property, infrastructure, workforce, market and community fit before
committing significant resources
●​ Prioritize projects that offer meaningful taxable investment, employment, amenities or other
community benefits
Indicators of Progress
●​ Qualified prospects aligned with available or planned development opportunities.
●​ Site visits, project meetings, RFIs or proposals completed for realistic projects.
●​ Qualified projects advance to subsequent stages of consideration.
Goal 2: Maintain and Advance a Qualified Prospect Pipeline​
Maintain an organized pipeline of qualified business and development opportunities and provide the
responsive project assistance necessary to move realistic prospects forward.
Priority Actions
●​ Maintain current prospect records, next steps and follow-up
●​ Respond promptly with accurate property, infrastructure, workforce and development
information
●​ Coordinate City, utility and regional partners when their involvement can advance a project
Indicators of Progress
●​ Qualified prospect pipeline maintained and regularly updated
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●​ Timely follow-up and project responses completed
●​ Opportunities demonstrate meaningful advancement through the recruitment process
Goal 3: Strengthen Relationships That Generate Opportunities​
Build purposeful relationships with the professionals and organizations most likely to generate,
influence or advance projects for Wolfforth.
Priority Actions
●​ Maintain active relationships with developers, brokers, site selectors and regional and state
economic development partners
●​ Participate in conferences and meetings connected to Wolfforth’s recruitment priorities
●​ Follow up consistently to convert introductions into sustained business-development
relationships
Indicators of Progress
●​ New project leads or referrals generated through relationships
●​ Existing relationships result in project activity, intelligence or introductions
●​ Wolfforth’s development opportunities gain awareness among priority audiences
Priority Area 3: Business Retention and Expansion​
Strategic Objective: Maintain strong relationships with existing businesses, identify growth
opportunities and challenges early, and connect employers with resources that help them remain
successful and continue investing in Wolfforth.
Goal 1: Maintain Business Relationships and Identify Opportunities Early​
Maintain meaningful relationships with Wolfforth businesses to understand current conditions, future
plans, challenges and opportunities for expansion or reinvestment.
Priority Actions
●​ Maintain regular contact with major employers, growing companies and locally important
businesses
●​ Use business conversations to understand workforce, facility, infrastructure and development
needs
●​ Engage businesses early when expansion, reinvestment or retention issues emerge
Indicators of Progress
●​ Meaningful engagement occurs with priority businesses
●​ Expansion opportunities and retention concerns are identified early
●​ The EDC maintains a stronger understanding of local business needs and future plans

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Goal 2: Support Business Growth and Problem Solving​
Help existing businesses address challenges and pursue growth by connecting them with appropriate
City, workforce, infrastructure, development and regional resources.
Priority Actions
●​ Connect businesses with the appropriate City departments and regional resources
●​ Coordinate assistance related to property, workforce, infrastructure, permitting or other
business needs
●​ Support qualified expansion and reinvestment opportunities where EDC involvement can
improve the outcome
Indicators of Progress
●​ Business issues are addressed or referred to the appropriate resource
●​ Expansion projects, reinvestment or facility improvements are advanced
●​ Productive workforce, property, infrastructure or partner connections are made
Goal 3: Use Business Feedback to Strengthen Wolfforth​
Identify recurring issues, needs and opportunities expressed by local businesses and communicate
relevant findings to the Board, City leadership and appropriate partners.
Priority Actions
●​ Identify recurring business issues or opportunities
●​ Communicate significant trends to appropriate decision-makers
●​ Share meaningful local business successes when appropriate
Indicators of Progress
●​ Important business trends and needs are understood and communicated
●​ Business feedback informs relevant City, infrastructure or economic development discussions
●​ Significant business success is recognized when appropriate

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Supporting Functions​
Marketing, communications, partnerships and organizational coordination will support the three
strategic priorities rather than operate as separate annual goals.
●​ Maintain current website, property, marketing and development information that supports
active opportunities
●​ Use targeted outreach, lead generation, conferences and communications where they directly
support recruitment, development or business retention
●​ Maintain strong coordination with the City, regional partners, utilities, educational institutions,
consultants and other organizations necessary to advance priority projects
Review and Accountability​
The Executive Director and Board should periodically review the work plan to determine whether
meaningful progress is occurring and whether changing conditions warrant adjustments. Review
should remain concise and decision-oriented.

Review Question

What the Board Should Consider

What moved forward?

Major milestones, qualified opportunities, business expansions,
development decisions and other meaningful advancement

What is stalled or at risk?

Barriers involving infrastructure, financing, property, market timing,
partner action, approvals or private-sector decisions

What decisions are needed?

Items requiring Board direction, City coordination, financial
commitments or changes in approach

What changed?

New opportunities, market conditions, development activity or
community priorities that may require the EDC to redirect attention

What matters next?

The few actions or opportunities that should receive the greatest
attention before the next review

Annual Reset​
At the conclusion of the 2026-2027 work year, the EDC should review progress, determine which
goals remain important and establish priorities for the following year. Goals may be adjusted sooner
when major projects, market conditions or new opportunities warrant a shift in focus.
Definition of Success​
Success should be measured by both final outcomes and meaningful progress toward those
outcomes. The objective is not to maximize activity, but to focus the EDC’s time, resources and
influence on the opportunities where it can create the greatest value for Wolfforth.

Page 70 of 72

AGENDA ITEM COMMENTARY

Meeting Name:

EDC Meeting

Meeting Date:

October 5, 2026

Item Title:

Consider and take appropriate action on board appointment.

Staff Initiator:

Danielle Sweat

Background:
With the recent resignation of a WEDC Board member, there is currently a vacancy on the Board
of Directors. Tyler Zalmanzig currently serves as the first alternate and has been actively
involved with the Board.
Staff recommends moving Tyler from his alternate position into the vacant regular Board
position. The Board will discuss the vacancy and consider making a recommendation to City
Council for appointment.
Exhibits:
Council Action/Staff Recommendation:

Page 71 of 72

AGENDA ITEM COMMENTARY

Meeting Name:

EDC Meeting

Meeting Date:

October 5, 2026

Item Title:

Consider and take appropriate action to appoint a Treasurer to the Wolfforth
Economic Development Corporation Board of Directors.

Staff Initiator:

Background:
Following the resignation of Nicole Butler, the position of Treasurer is now vacant. The Board
will consider appointing a new Treasurer to fill the vacancy.
Exhibits:
Council Action/Staff Recommendation:

Page 72 of 72