HomeMy WebLinkAbout2026-4658 - Ordinance - 02/26/2026ORDINANCE NO. 2026-4658
AN ORDINANCE OF THE CITY OF COLLEGE STATION, TEXAS, AMENDING THE
OFFICIAL CITY OF COLLEGE STATION COMPREHENSIVE PLAN BY AMENDING
THE ECONOMIC DEVELOPMENT MASTER PLAN; PROVIDING A SEVERABILITY
CLAUSE; PROVIDING AN EFFECTIVE DATE; AND CONTAINING OTHER
PROVISIONS RELATED THERETO.
BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF COLLEGE STATION,
TEXAS:
PART 1:
That the "Official City of College Station Comprehensive Plan" is hereby amended
by amending Subsection B.7, the Economic Development Master Plan, thereto as
set out in Exhibit `B" attached hereto and made a part hereof.
PART 2: That the "College Station Comprehensive Plan" is hereby amended by amending
the Economic Development Master Plan as set out in Exhibit `B" attached hereto
and made a part hereof.
PART 3: That if any provisions of any section of this Ordinance shall be held to be void or
unconstitutional, such holding shall in no way affect the validity of the remaining
provisions or sections of this Ordinance, which shall remain in full force and effect.
PART 4: That this Ordinance shall take effect immediately from and after its passage.
PASSED, ADOPTED and APPROVED this 26th day of Feb. , 2026.
ATTEST: APPIt7l`�E:`
City Secretary Mayor
APPROVED:
goat& Ihtlaria
City Attorney
ORDINANCE NO. 2026-4658 Page 2 of 7
EXHIBIT A
That Ordinance No. 4303 adopting the "Official City of College Station Comprehensive Plan" as
amended, is hereby amended by replacing subsection B.7 to Exhibit "A" of said plan for Exhibit
"A" to read in its entirety as follows:
A. Comprehensive Plan
The Official City of College Station Comprehensive Plan (Ordinance 4303) is hereby
adopted and consists of the following:
1. Plan Foundation;
2. Distinctive Places;
3. Strong Neighborhoods;
4. A Prosperous Economy;
5. Engaging Spaces;
6. Integrated Mobility;
7. Exceptional Services;
8. Managed Growth;
9. Collaborative Partnerships; and
10. Plan Implementation
B. Master Plans
The following Master Plans are hereby adopted and made a part of the Official City of
College Station Comprehensive Plan:
1. The Northgate Redevelopment Plan dated November 1996;
2. The Revised Wolf Pen Creek Master Plan dated 1998;
3. Northgate Redevelopment Implementation Plan dated July 2003;
4. Bicycle, Pedestrian, and Greenways Master Plan dated January 2010;
5. Parks, Recreation, and Open Spaces Master Plan dated July 2011;
6. Medical District Master Plan dated October 2012;
7. Economic Development Master Plan dated February 2026;
8. The Water System Master Plan dated April 2017;
9. The Wastewater System Master Plan dated April 2017;
10. Northeast Gateway Redevelopment Plan dated September 2023;
11. Wellborn District Plan dated October 2023; and
12. Housing Action Plan dated September 2024.
ORDINANCE NO. 2026-4658 Page 3 of 7
C. Master Plan Amendments
The following Master Plan Amendments to the Official City of College Station
Comprehensive Plan are as follows:
1. Expiring the East College Station Transportation Study dated May 2005 Ordinance
4404, dated November 10, 2022.
2. Expiring the Central College Station Neighborhood Plan dated June 2010 — Ordinance
4404, dated November 10, 2022.
3. Expiring the Eastgate Neighborhood Plan dated June 2011 — Ordinance 4404, dated
November 10, 2022.
4. Expiring the Southside Area Neighborhood Plan dated August 2012 — Ordinance 4404,
dated November 10, 2022.
5. Expiring the South Knoll Neighborhood Plan dated September 2013 — Ordinance 4404,
dated November 10, 2022.
6. Amended as shown in the Northeast Gateway Redevelopment Plan for Map 5.4
Proposed Bicycle Facilities and Map 5.5 Proposed Pedestrian Facilities within the
Bicycle, Pedestrian, and Greenways Master Plan — Ordinance 4470, dated September
28, 2023.
7. Amended as shown in the Wellborn District Plan for Map 5.4 Proposed Bicycle
Facilities and Map 5.5 Proposed Pedestrian Facilities within the Bicycle, Pedestrian,
and Greenways Master Plan — Ordinance 4474, dated October 12, 2023.
D. Text Amendments
The following Text Amendments to the Official City of College Station Comprehensive
Plan are as follows:
1. Text Amendments:
a. Chapter 2. Distinctive Places by amending the text regarding the Neighborhood
Center future land use description, intent, and generally appropriate zoning
districts — Ordinance 4351, dated April 28, 2022.
b. Chapter 2. Distinctive Places by amending the text regarding the Planning
Areas description to remove expired plans — Ordinance 4404, dated November
10, 2022.
c. Chapter 2. Distinctive Places by amending the text regarding the Planning
Areas description to rename the Texas Avenue & University Drive (FM 60)
ORDINANCE NO. 2026-4658 Page 4 of 7
Redevelopment Area to the Northeast Gateway Redevelopment Plan
Ordinance 4470, dated September 28, 2023.
d. Chapter 2. Distinctive Places by amending the text regarding the Planning
Areas description to update it to the Wellborn District Plan, to revise the Future
Land Use & Character descriptions to remove the Wellborn future land use and
incorporate it and the Wellborn -specific zoning districts into the Neighborhood
Commercial, Suburban Residential, and Estate Residential future land use
descriptions and generally appropriate zoning districts — Ordinance 4474, dated
October 12, 2023.
E. Map Amendments
The following Map Amendments to the Official City of College Station Comprehensive
Plan are as follows:
1. Future Land Use & Character Map:
a. Approximately 5 acres of land generally located at 2354 Barron Road from
Suburban Residential to Neighborhood Commercial — Ordinance 4365,
dated June 23, 2022.
b. Approximately 17 acres of land generally located at 400 Double Mountain
Road from Medical to Urban Residential — Ordinance 4378, dated August
11, 2022.
c. Approximately 0.19 acres of land generally located at 106 Southland Street
from Suburban Residential to Neighborhood Commercial — Ordinance
4388, dated September 8, 2022.
d. Approximately 2.611 acres of land, generally located at 100 - 170 Graham
Road from Business Center to Neighborhood Commercial — Ordinance
4435, dated May 15, 2023.
e. Amended as shown in the Northeast Gateway Redevelopment Plan —
Ordinance 4470, dated September 28, 2023.
f. Amended as shown in the Wellborn District Plan — Ordinance 4474, dated
October 12, 2023.
g. Approximately 3.25 acres of land generally located west of the intersection
of Nantucket Drive and State Highway 6 S from Suburban Residential and
Natural and Open Areas to Neighborhood Commercial and Natural and
Open Areas — Ordinance 4520, dated May 23, 2024.
h. Approximately 3 acres of land generally located at located at 116 and 120
Morgans Lane from Urban Residential to General Commercial — Ordinance
4525, dated June 27, 2024.
i. Approximately 11 acres of land generally located at 3182 Holleman Drive
South from Mixed Residential and Natural & Open Areas to Urban
Residential — Ordinance 4566, dated December 12, 2024.
ORDINANCE NO. 2026-4658 Page 5 of 7
j. Approximately 1.047 acres of land generally located at 3423 Cain Road and
3197 Holleman Drive South from Mixed Residential to General
Commercial — Ordinance 4571, dated January 23, 2025.
k. Approximately 3.60 acres of land generally located at 3768 McCullough
Road from Estate Residential to Neighborhood Commercial — Ordinance
4578, dated February 27, 2025
1. Approximately 2.752 acres of land generally located at 2360 Harvey
Mitchell Parkway South from General Commercial to Urban Residential —
Ordinance 4596, dated June 12, 2025.
m. Approximately 2.5 acres of land generally located south of the intersection
of University Drive East and East Crest Drive from General Commercial to
Urban Residential — Ordinance 4609, dated August 14, 2025.
2. Planning Areas Map:
a. Removing the Central College Station Neighborhood Plan, Eastgate
Neighborhood Plan, Southside Area Neighborhood Plan, and South Knoll
Neighborhood Plan — Ordinance 4404, dated November 10, 2022.
b. Renaming the Texas Avenue & University Drive (FM 60) Redevelopment Area
to the Northeast Gateway Redevelopment Plan — Ordinance 4470, dated
September 28, 2023.
c. Renaming the Wellborn Community Plan to the Wellborn District Plan —
Ordinance 4474, dated October 12, 2023.
3. Functional Classification & Context Class Map:
a. Amended as shown in the Northeast Gateway Redevelopment Plan — Ordinance
4470, dated September 28, 2023.
b. Amended as shown in the Wellborn District Plan — Ordinance 4474, dated
October 12, 2023.
F. General
1. Conflict. All parts of the Comprehensive Plan and any amendments thereto shall be
harmonized where possible to give effect to all. Only in the event of an irreconcilable
conflict shall the later adopted ordinance prevail and then only to the extent necessary
to avoid such conflict. Ordinances adopted at the same city council meeting without
reference to another such ordinance shall be harmonized, if possible, so that effect
may be given to each.
2. Purpose. The Comprehensive Plan is to be used as a guide for growth and development
for the entire City and its Extraterritorial Jurisdiction ("ETJ"). The Comprehensive Plan
depicts generalized locations of proposed future land uses, including thoroughfares,
ORDINANCE NO. 2026-4658 Page 6 of 7
bicycle and pedestrian ways, parks, greenways, and waterlines, and sewer lines that are
subject to modification by the City to fit local conditions and budget constraints.
3. General nature of Future Land Use. The Comprehensive Plan, in particular the
Future Land Use & Character Map and any adopted amendments thereto, shall not be,
nor be considered, a zoning map, shall not constitute zoning regulations or establish
zoning boundaries, and shall not be site or parcel specific but shall be used to illustrate
generalized locations.
4. General nature of College Station Comprehensive Plan. The Comprehensive Plan
and any additions, amendments, master plans and subcategories thereto depict same in
generalized terms including future locations; and are subject to modifications by the
City to fit local conditions, budget constraints, cost participation, and right-of-way
availability that warrant further refinement as development occurs. Linear routes such
as thoroughfares, bikeways, pedestrian ways, greenways, waterlines, and sewer lines
that are a part of the Comprehensive Plan may be relocated by the City 1,000 feet from
the locations shown in the Comprehensive Plan without being considered an
amendment thereto.
5. Reference. The term College Station Comprehensive Plan includes all of the above in
its entirety as if presented in full herein, and as same may from time to time be
amended.
ORDINANCE NO. 2026-4658 Page 7 of 7
EXHIBIT B
That the "Comprehensive Plan of the City of College Station" is hereby amended by amending
the Economic Development Master Plan to read in its entirety as follows:
CITY OF COLLEGE STATION
Home of Texas A&M University°
ECONOMIC DEVELOPMENT MASTER PLAN
February 2026
ACKNOWLEDGMENTS
TIP Strategies would like to thank the City of College Station's elected officials, the members of the project
steering committee, the City Council's Economic Development Committee, the City's Planning and Zoning
Commission, and the staff of the Economic Development and Tourism Department for providing guidance and
feedback that shaped this plan. The TIP Strategies team members are also grateful to the many residents and
businesses of the City of College Station who shared their thoughts and contributed valuable insights during the
engagement process.
CITY OF COLLEGE STATION STAFF
Economic Development and Tourism Department
• Michael Ostrowski, Chief Development Officer
• Brian Piscacek, Assistant Director Economic
Development
• Jeremiah Cook, Assistant Director Tourism
• Wende Ragonis Anderson, Economic Development
Manager
• Stacey Vasquez, Economic Development Coordinator
• Jennifer Luna, District Manager
PROJECT STEERING COMMITTEE MEMBERS
• John Nichols, Economic Development Committee
• William Wright, Economic Development Committee
• Bob Yancy, Economic Development Committee
• Jason Cornelius, Planning and Zoning Commission
• Cortney Phillips, Tourism Committee
CONSULTING TEAM
1
TIP Strategies, Inc., is a privately
held Austin -based firm providing
consulting and advisory services to
public and private sector clients.
earS Established in 1995, the firm has
spent 30 years partnering with
communities, turning insights into strategies that
shape tomorrow. Its core competencies are strategic
planning for economic development, talent strategies,
organizational development, resiliency planning, and
equity initiatives.
ELECTED OFFICIALS
• John Nichols, Mayor
• Mark Smith, City Council, Place 1
• William Wright, City Council, Place 2
• David White, City Council, Place 3
• Melissa Mcllhaney, City Council, Place 4
• Bob Yancy, City Council, Place 5
• Scott Shafer, City Council, Place 6
• Rebekka Dudensing, Texas A&M University
• Barry Moore, Local Business Representative
• Caleb Holt, Local Business Representative
• Katherine Kleemann, Local Business Representative
• Jason Jennings, Local Business Representative
Contact
TIP Strategies
13492 N Hwy 183, Suite 120-254, Austin, TX 78750
PH: +1 512 3439113
www.tipstrategies.com
Project Contributors
Tracye McDaniel, President
John Karras, VP, Business Development
Jenn Todd-Goynes, Senior Consultant
Erica Colston, Consultant
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN
CONTENTe
The College Town of Texas 1
Strategic Priorities 1
From Analysis to Action 2
Foundational Insights 3
Strategic Action Plan 5
Goal 1. Identity 6
Goal 2. Industry 12
Goal 3. Innovation 18
Goal 4. Ignition 23
Planning Context 28
Background Review 28
Engagement Process 30
SWOT Analysis 31
The images used throughout this report were provided courtesy of the City of College Station or were licensed by TIP Strategies through
Adobe Stock.
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN
THE COLLEGE TOWN OF TEXAS
For most, the mention of College Station generates a
singular, immediate association: Texas A&M University
(Texas A&M). To be known globally for a premier
Research 1 (R1) institution grants enviable name
recognition and baseline economic stability. However,
this powerful brand obscures the City's compelling
appeal to broader audiences, especially prime
stakeholders without a relationship to the university
who can contribute to economic prosperity.
Strategically positioned in the Texas Triangle' and
served by a regional airport, the City is a commercial
hub with deep retail density. Intellectual capital is
equally robust, encompassing not only Texas A&M's
flagship campus but also Texas A&M—RELLIS, Blinn
College, and emergent innovation networks. When
combined with real estate development,
redevelopment, infill potential, and a high quality of
place, these advantages form a dynamic value
proposition.
Recognizing the need to capitalize on this potential,
the City of College Station (the City) engaged TIP
Strategies (TIP) to facilitate the preparation of an
economic development master plan. The primary objective was to chart a course for long-term sustainability,
moving beyond growth as a mere byproduct of university expansion, toward a future where the City is the active
architect of its economy. Through close collaboration with leadership and stakeholders, the team developed a
strategy to diversify the tax base and reclaim a unique local identity —preserving its quality, family -oriented
lifestyle benefits while advancing redevelopment to meet the demands of a modern city.
STRATEGIC PRIORITIES
A central component of the planning process involved an assessment of College Station's competitive position.
Texas A&M is the City's greatest economic driver, but it also creates structural vulnerabilities. With the need for
increased economic sustainability in mind, the action plan addresses four priorities identified through extensive
research and stakeholder engagement.
1. Fiscal sustainability through diversification. Texas A&M drives a massive visitor economy, creating sales tax
revenue through athletics, conferences, and the student body. It also anchors world -class research and
development (R&D) and attracts significant federal spending. But the fiscal trade-off is real. As a tax-exempt
entity, the university dominates local land use, consuming significant acreage and requiring City infrastructure
without contributing to the property tax base. This reality makes tax base diversification a necessity. To fund
the high quality of life that residents expect, the City must aggressively and creatively pursue private
commercial and industrial development to balance the ledger.
1 The term Texas Triangle refers to the megaregion consisting of Dallas -Fort Worth, Houston, San Antonio, and Austin.
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN
2. Quality of place via redevelopment. The immense student population creates a paradox: it drives economic
activity but exerts massive pressure on the local housing market, often driving up costs and altering the
character of family -oriented neighborhoods. The solution lies in a strategy of building up versus building out.
By prioritizing density and infill redevelopment in targeted zones near Texas A&M, the City can meet student
demand efficiently while creating a protective buffer for the low -density neighborhoods that residents cherish.
3. Access to research asset- Texas A&M offers unmatched research assets and access to federal R&D
funding. However, a disconnect remains between the value generated on campus and the local private sector.
Local business owners often find the sheer scope of the university —including its labs and entrepreneurship
centers —daunting to navigate. A priority of this plan is to bridge this gap, turning the campus into an
accessible engine that fuels local business growth and innovation at all levels.
4. Workforce pipeline beyond former students While the Aggie network is extensive and loyal, a healthy local
economy requires a diverse workforce. Attracting talent outside of this network is currently difficult, and
additional sources of talent are crucial to filling employer workforce gaps. This need is acute in skilled trades,
technical fields, and essential mid -level roles that do not require a bachelor's degree. To support a diversified
industrial base, the City must broaden its appeal to attract the full spectrum of talent required by modern
employers. Regional partnerships will be needed to address the current and future talent needs of employers.
FROM ANALYSIS TO ACTION
This plan is the road map for navigating the complexities of hosting a major research institution. It solves for the
gap between current potential and future reality, guiding College Station from its traditional role as a university -
centric college town into a premier, independent destination for business and talent. The strategy is built on a
framework of four reinforcing goals: establishing a distinct through dynamic districts; building Industry to
diversify the tax base; fostering Innovation to establish College Station as a business and entrepreneurship hub;
and providing the for the City to lead as a proactive convener. By aligning partners —including Texas A&M,
Brazos County, its sister city Bryan, the Greater Brazos Partnership, and innovation partners —around these shared
objectives, College Station can secure a sustainable and prosperous economic future.
Figure 1. Economic Development Master Plan Framework
VISION
College Station will be the nation's most vibrant university community, a place where businesses thrive, innovation is
embraced, and quality of life is unmatched, resulting in sustained prosperity and economic competitiveness.
IDENTITY
Cultivate university and community synergies
to create dynamic districts that are attractive to
residents, businesses, students, and visitors.
INNOVATION
Establish College Station as a hub for
entrepreneurship, research and development,
business formation and growth, and ecosystem
support.
4
INDUSTRY
Expand a thriving foundation of businesses and
industries to create a diversified tax base and
enhance economic opportunity.
IGNITION
Position the City of College Station as a
proactive leader that strategically collaborates
with local and regional partners to optimize
opportunities.
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN
FOUNDATIONAL INSIGHTS
Over the course of nine months, the planning team worked closely with stakeholders across College Station to
identify the City's key assets, challenges, and opportunities. This collaborative process was designed to clarify a
shared vision for College Station's economic future and to inform the goals and strategies of the Economic
Development Master Plan (EDMP). Through a combination of stakeholder engagement, data analysis, and peer
benchmarking, the team developed a comprehensive understanding of the City's current position within the Texas
Triangle and the national landscape, as well as its distinct potential as a vibrant university community. A detailed
account of the planning process and findings are provided in the Planning Context section, which includes an
overview of TIP's technical review, engagement approach, and analysis of the City's core strengths, weaknesses,
opportunities, and threats (SWOT).
What Was Learned from Stakeholders
TIP engaged over 140 stakeholders through a comprehensive process, ranging from roundtables to site visits
(refer to the Engagement Process section). Participants represented sectors such as business, higher education,
entrepreneurship, and local government, among others. The insights collected served to substantiate existing
data, identify common priorities, and uncover new avenues for collaboration.
Eight key themes emerged from these discussions (see Figure 2). Stakeholders emphasized the need to create
distinctive destinations and experiential developments, expand affordable housing options, and strengthen
workforce development and talent retention efforts. They underscored the importance of aligning business
recruitment with College Station's competitive strengths and expanding entrepreneurial support systems through
mentorship, capital, and real estate access. Infrastructure capacity, community character, and interorganizational
collaboration also surfaced as cross -cutting priorities.
Together, these themes reflect both the community's aspirations and its desire to balance continued growth with
addressing critical needs, strengthening the City as a place to live, work, visit, and study.
Figure 2. Themes and Priorities from Stakeholder Engagement
Placemaking and Real Estate
Creating experiential destinations
Housing
Ensuring options at affordable price points
Workforce Development
Upskilling, recruitment, and retention
Business Recruitment and Retention
Aligning industry with competitive position
Entrepreneurial Support
Providing mentorship, capital, and real estate
Infrastructure
Expanding with population growth
Community Character and Identity
Discovering how we want to grow and change
Coordination and Collaboration
Breaking through institutional silos
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN
What Was Learned from the Data
TIP conducted a strategic analysis of College Station's competitive position with comparisons to Brazos County,
the College Station —Bryan, Texas, Metropolitan Statistical Area (MSA), the Texas Triangle (defined for this
purpose as the 50+ counties located along or within the interstate corridors of 1-10, 1-35, and 1-45), the state of
Texas, and the US, as well as a selection of peer communities both national and within the Texas Triangle. Initial
data collection began during TIP's discovery phase, and the analytical work continued into the engagement's final
phase. In addition to a baseline analysis of the City's population and demographic trends, TIP prepared an
analysis of College Station's innovation infrastructure, including its workforce pipeline, talent demand, and capital
investment. TIP also prepared an analysis of the City's fiscal trends and commercial real estate profiles. An in-
depth, interactive data visualization, City of College Station, Texas, Innovation & Strategic Analysis, was delivered
separately. Key findings from this quantitative analysis are outlined in Figure 3.
Findings from this analysis reinforced many of the qualitative insights (see Figure 2). The presence of a major
research institution in College Station is unmistakable in the data. Texas A&M led the Texas Triangle in
postsecondary completions from 2013 to 2023, and the research and development activities of local companies
resulted in nearly $290 million in federal seed funding for science and tech -driven small businesses from 2010 to
2024, a sum comparable to that of Houston over the same period. Education is predictably the City's largest and
most in -demand industry, though in recent years College Station has seen significant local growth in its robust
Healthcare sector and traded industry clusters like Business Services and Distribution & Electronic Commerce.
While job postings in College Station demonstrate a relatively high demand for candidates with a four-year college
education, the City's large share of residents who possess a bachelor's degree or higher suggests the presence of
a highly educated and skilled workforce.
Despite a sizeable pool of existing talent, the population of College Station is naturally transient given the large
student enrollment at Texas A&M: more than 35 percent of the City's residents are estimated to have arrived
within the past year. The high cost of housing, in large part due to cost pressures from retiring former students, is
a barrier to the long-term retention of both homeowners and renters, representing an area in which College
Station can address by implementing its Housing Action Plan. Additionally, the City has several key infill and
densification opportunities. Investment in these sites will allow College Station to cultivate an identity distinct
from the university by providing retail opportunities for the nonstudent population, while also diversifying
municipal revenue sources and shifting the tax burden away from residential property owners.
These insights helped define strategic imperatives focused on diversifying revenue sources, expanding workforce
pathways, and maximizing innovation assets linked to Texas A&M and entrepreneurship partners.
Figure 3. Key Findings from the Quantitative Analysis
0
Diversifying Revenue Sources
Residential drives growing property tax base
Educational Attainment
Educated population, increasing postsecondary
completion rates
Resident Mobility
A highly transient student population
Housing Cost Burden
Low affordability for owners and renters
Innovation and Tech Transfer
Outsized share of federal seed funding
Private Sector Expansion
Regional industry growth beyond education
Distinct Workforce Demand
Industries and qualifications requirements
different from regional benchmarks
Corridor and Node Investment
Retail infill and densification opportunities
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN
STRATEGIC ACTION PLAN
Organized by four distinct, mutually reinforcing
goals, the EDMP's strategies are designed to
translate vision into action by activating
competitive strengths, addressing limiting factors,
and capturing decisive opportunities that sustain
long-term economic vitality for the City of College
Station. Case studies were compiled to profile best
practices related to each goal area, helping inform
the plan. To support implementation of the plan, a
matrix was provided separately to staff,
highlighting roles, responsibilities, timelines,
prioritization, and resourcing.
Each goal area also includes performance measures
that will help the City track, achieve, and
communicate implementation successes. These
measures are organized by two categories: (1)
community indicators that can be used to track
citywide macro -trends and (2) programmatic metrics,
which are designed to measure the direct outcomes
of specific actions, programs, or initiatives
implemented by the City and its partners. Anchoring
each goal in clear indicators and metrics ensures the
following strategies, actions, and tactics remain data -
driven, accountable, and focus on delivering measurable returns for the community.
gin. 'ind'k'i
AMPIOKSHIPS ' a 1,ITION4L JI 1 ,„ SIC cgpv 4 11TWOluNao
From the outset of the planning process, regional and local collaborations with other economic development
stakeholders were identified as essential to the success of the City's economic development strategy, captured
primarily by the fourth goal: Ignition. To implement this plan successfully, the City must reinforce its existing
partnerships, embark on new ones, and clarify roles and responsibilities, ensuring that essential economic
development partners work in alignment with the EDMP's overarching strategic goals.
The need for expanded resourcing, as required by the EDMP, also highlights the creative use of financial
incentive tools. These tools can be deployed by the City or existing economic development partners,
including access to tax relief, grants and loans, geographic -based development incentives, and nonfinancial
programs and services, like technical assistance or fast -track permitting. Reviewing the City's commitments
to resourcing is critical to ensure major tools, like employer incentive agreements, are structured to support
implementation.
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN 5
GOAL 1. IDENTITY
Cultivate university and community synergies to create dynamic, authentic
districts that attract residents, businesses, students, and visitors.
A community's identity often frames first impressions,
and College Station's identity is deeply connected to
Texas A&M—an attractor of nationally and globally
competitive talent, a platform for excellence in
research, sports, and culture, and driver of millions of
dollars in annual tourism spending. Overreliance on
Texas A&M, however, can limit broader economic
potential for opportunities lacking connections to the
Aggie experience. Additionally, the City's growing
community faces several challenges, including rising
housing costs, a projected shortfall of more than
4,000 residential units by 2030,2 and the outmigration
of mid -career young professionals —all highlighting the
need to offer a wider variety of lifestyles and related
amenities. Land availability further constrains
strategic economic growth, with limited sites currently
zoned or positioned for office or industrial uses.
The City must leverage the high visibility of Texas
A&M—especially its student base and tourism draw —
without becoming exclusively defined by it. College
Station should strengthen the City's balance between the benefits of a university -focused character and the needs
of a growing community. By preserving land for employment uses, creating distinctive places, and cultivating
environments that appeal to businesses, residents, and visitors both with and without direct ties to campus life,
College Station's identity can shape long-term economic opportunity.
COMMUNITY INDICATORS
• Tax revenue from new development/redevelopment
projects
• Annual retail sales tax
• Annual hotel tax revenues
• Total new retail/restaurant, industrial, and office space
added
• Number of new residential units added to the market
• Annual economic impact of tourism -based activity on the
local economy
METRICS
• Development projects application review time
• Estimated return on investment (ROI) for real estate
projects
• Number of marketing touchpoints for districts (e.g., web,
social media, and print media)
Strategies and Actions
1.1. Establish distinctive, place -based districts to anchor assets that promote balance and synergies between
on -campus and off -campus communities, enhancing talent retention across all age groups.
1.1.1. Resident -University Convergence. Cultivate intentional interactions between College Station's
campus -oriented and off -campus communities into the City's overall district planning.
Support the implementation of the Greater Northgate Small Area Plan Engagement Report to
brand and promote the district for university -community oriented nightlife, plus daytime
entertainment, recreation, shopping, and dining uses. Encourage historical and architectural
preservation standards, public safety improvements, and urban beautification features.
Support implementation of the Northeast Gateway Redevelopment Plan. Leverage the district's
position to create lasting impressions of College Station's overall identity.
Continue to ensure that zoning regulations and permitting processes support district -specific
community visions and mixed -use development where appropriate. For districts adjacent to
Texas A&M, prioritize building high -density housing as close to campus as possible to reduce
student reliance on cross -City transportation routes, relieve pressure on overall housing costs,
and increase foot traffic to businesses walkable from nearby student areas.
2 City of College Station. Housing Action Plan. Page 27.
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN
1.1.2. Off -Campus Lifestyle. Define and support districts in south College Station that can attract family -
oriented and retiree audiences.
Support implementation of the Wellborn District Plan.
Build on the momentum of residential growth in southeastern parts of the City to cultivate
identities for retail districts such as Midtown, Caprock Crossing, and Tower Point.
1.1.3. Mid -Career Professional. Attract and retain working, young professionals in the early -to -mid -career
age range both with and without children —distinct from recent graduates with little to no work
experience —to support existing districts (e.g., Midtown) as well as future districts.
Engage Texas A&M on an initiative to survey former students in the target demographic about
quality -of -place assets —including amenities, entertainment, recreation, and job opportunities —to
inform district planning. Ensure qualities of mixed -use districts are represented, and leverage
Texas A&M former student associations and major events for survey deployment.
Deploy online marketing assets to promote district identity and lifestyle offerings to this
audience (see action 4.2.1).
1.1.4. Sports Innovation and Entertainment. Use the
upcoming Midtown baseball field complex to
develop the Midtown Business Park into a sports
innovation and entertainment district.
Rezone the district to maximize the sports
facility as an anchor for a mixed -use district,
including Class A office, R&D, retail,
hospitality, and entertainment businesses.
Position the Midtown district in business
attraction marketing to attract primary job
growth in sports innovation, human
performance, and related medical and
biotech industries.
Maximize visitor and resident spending via
adjacent shopping, dining, beverage, hospitality,
recreation, and year-round events assets.
Work with the Texas A&M Sidney and J.L.
Huffines Institute for Sports Medicine and
Human Performance and Baylor Scott &
White Health to bring science, medicine, and
innovation assets to Midtown, priming the
district for growth.
MIDTOWN DISTRICT
The Midtown Business Park consists of
252 acres. In late 2025, the City Council
began considering a proposal to develop
approximately 80 of those acres into a
youth baseball and softball complex.
Related Strategies and Actions
2.1. Target Attraction and Retention
1.1.4. Sports Innovation and Entertainment
1.2.2. Small Area Planning
3.3.1. Innovation Districts
4.2.1. Marketing and Branding
Related Case Studies
• Titletown Entertainment District and
TitletownTech in Green Bay
• US Performance Center at UNC-Charlotte
• Boone Pickens Human Performance
Innovation Complex at OSU
Develop a relationship with the Texas A&M athletics department to market the Midtown district as a
gameday hub across Aggie sporting events and sports innovation center of excellence.
1.1.5. Grant Programs. Develop and identify grant programs to assist small businesses, innovation
initiatives, cultural programming, and infrastructure improvements within districts.
Create a Business Improvement Grant Program to support innovative uses of underutilized sites and
to encourage infill development, prioritizing opportunities that strengthen district identities. Eligible
projects could include facade enhancements, property modernization, walkability, public access, etc.
Expand the Strong and Sustainable Neighborhood Grant Program to invest in place -based
districts, enabling businesses and residents to jointly apply for funds that support
community -benefit improvements.
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN
1.1.6. Planning Coordination. Ensure planning efforts are coordinated between and within districts.
Publish an annual "State of the Districts" report detailing progress, upcoming initiatives, and
opportunities for engagement, reinforcing transparency and community trust.
Support the creation of City district councils, comprised of representatives from local education
institutions, businesses, resident groups, and City officials to coordinate district planning, events,
and shared investments within a structure that fosters dialogue and joint decision -making.
Promote events and programming that appeal to the on -campus and off -campus communities
represented in College Station's culture, including its former student retiree community. For
example, highlight farmers markets, public art/cultural programming, and nonprofit/civic
organization activities in partnership with local businesses and organizations to help shape each
district's identity.
Design and implement a district branding toolkit to unify the visual identity of each district and
strengthen the unique appeal to residents, students, and visitors.
Launch a District Influencers program, recruiting local volunteers and students to promote
district activities, businesses, and visitor engagement.
Invest in multimodal connectivity, wayfinding, and signage between and within districts to
increase connectivity and enhance each district's identity and accessibility.
1.2. Launch a City real estate strategy that prioritizes prime site opportunities that can spark additional
investment in the City and contribute to economic, housing, retail, and other real estate goals.
1.2.1. Development and Redevelopmen• Create a process to identify, acquire, prepare, and market sites
for shovel -ready development and redevelopment.
Promote redevelopment for retail, housing, office, entertainment, hospitality, and other uses to
help encourage infill in key commercial and mixed -used districts.
Prioritize preserving real estate
opportunities that could provide
additional Class A commercial office
space, medical office space,
innovation space (wet labs, creative
office space, flex space), and light
industrial space for R&D or
small/medium-sized manufacturing
uses.
Develop real estate acquisition and
transaction guidelines, which clarify
under what conditions the City will
engage in real estate actions to
advance specific economic
development goals, improving the
City's responsiveness to
opportunities, promoting public
accountability, and providing
community transparency through
stakeholder engagement. Align these
guidelines to the small areas
identified in action 1.2.2.
t*
r •
i
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN
1.2.2. Advance small area planning processes
for specific districts of College Station
with identified site opportunities,
including the following areas.
Midtown Business Park. Launch a
request for expressions of interest
(RFEI) to gauge demand, test ideas,
and ultimately select a real estate
development partner to create a high -
quality sport innovation and
entertainment district encompassing
the new ballfields with new amenities,
jobs, and investment. Include a
feasibility study to assess hotel and
visitor accommodation development
in Midtown, positioning the district as
a visitor hub in south College Station.
Harvey Road. As part of the ongoing
small area planning process, elevate
the use of catalytic sites to spark
additional business investment.
• Innovation Districts. See action 3.3.1.
1.2.3. Developer Relationships. Engage the regional, statewide, and national real estate developer, broker,
and investor communities to communicate the typical site needs of target industry companies,
especially to improve planning for prime industrial and commercial sites, like in the College Station
portion of the Lake Walk/BioCorridor area (see action 4.1.2).
1.2.4. Industrial Business Park. Determine the feasibility of a new large-scale, Class A industrial and
manufacturing business park (1,000 acres or larger) in the extraterritorial jurisdiction near eastern
College Station.
Conduct a land purchase analysis that evaluates annexation opportunities and service costs to
support industry recruitment.
Identify partners and collaborate with utility providers, landowners, developers, and employers to
examine land banking site opportunities.
1.3. Position College Station as a destination for year-round tourism and asset activation that increases room
nights and visitor investment.
1.3.1. Tourism Strategy. Implement the City of College Station's Tourism Strategic Plan to position the
City as a premier academic conference destination, collaborate with Texas A&M on event
management, enhance the student/visitor experience, support Texas A&M faculty and staff
recruitment, and promote on -campus and off -campus audience programming (e.g., Santa's
Wonderland) equally.
1.3.2. District Highlights. Integrate district -driven events, programming, and overall marketing efforts (see
actions 1.1.6 and 4.2.1) into the Visit College Station website.
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN
1.3.3. Balanced Event Schedule. Create a year-round events strategy that balances Texas A&M athletic
events with community -led festivals, cultural events, seasonal programming, and target industry or
association events.
Use the Texas A&M+Visit College Station Event Management Partnership recommended in the
City of College Station's Tourism Strategic Plan to implement the strategy.
1.3.4. City -University Coordination. Establish a City —Texas A&M joint initiative to identify opportunities for
shared investment, promotion, and use of facilities and events to enhance tourism.
1.4. Enhance specific quality -of -life factors through connectivity and place -based initiatives.
1.4.1. Housing Affordability. Prioritize housing affordability for people in all phases of life and implement
the Housing Action Plan recommendations.
1.4.2. Green Infrastructure. Invest in green infrastructure that supports amenities such as parks, green
spaces, and tree canopy.
Expand bike, pedestrian, and trail networks to improve access between districts, the Texas A&M
campus, and other nodes of activity.
Establish green corridors connecting parks, green spaces, and recreational facilities across
districts, encouraging healthy lifestyles and environmental stewardship.
1.4.3. Parking Management. Implement parking management guidance in high -activity areas, such as
Northgate and Century Square, to improve wayfinding and access to businesses and amenities.
Green Bay, Wisconsin I Titletown Entertainment District
Anchored by Lambeau Field, home of the Green Bay Packers, the ' itletown Entertainment District is a 45-acre
mixed -use redevelopment led by the Packers, leveraging major sporting events to maximize tourist and
resident spending, spark innovation and venture capital investment, and retain skilled talent with urban
amenities. The district combines professional sports entertainment, townhouses, gameday activities,
shopping, dining, breweries, parks, year-round events, and residential -serving amenities with sports medicine,
human performance, venture capital, and innovation assets. Major tenants include the .odae Kohl luxury
hotel and a 50K+ square -foot focused on athletic performance, injury
prevention, treatment, and therapy. A key asset enabling year-round events is a that hosts
summer programming and transforms into a winter ice-skating rink. The Packers also leverage the district for
TitletownTech, their seed -stage venture capital partnership with Microsoft, to invest in startups in Wisconsin
and the Midwest, fostering an innovation ecosystem.
Stillwater, Oklahoma I Boone Pickens Human Performance Innovation Complex
The n'ckenHuman Performance Innovation C-Implex at Oklahoma State University is a major land
grant research and health innovation initiative that will house the Human Performance and Nutrition Research
Institute and collaborate across academic, medical, and athletic disciplines to improve health outcomes
statewide. Construction officially broke ground in October 2025 and the facility is being designed with cutting -
edge laboratories, experimental living labs within the training environment, and shared research spaces
adjacent to Boone Pickens Stadium in Stillwater. Funded through a combination of )ublic and private support —
including $50 million from the state of Oklahoma via the American Rescue Plan Act and a $25 million legacy gift
from the T. Boone Pickens Foundation —the andraisina a_ oai for the complex is $100 million, with $105 million
raised to date.
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN 10
Charlotte, North Carolina I United States Performance Center
The 1 Initari gtatac Parfnrmanra ('.antar (I IMP(`' in Charlotte is a public -private sports science and high-
performance training initiative focused on elite athlete development, sports science research, and innovation in
close partnership with University of North Carolina at Charlotte (UNC—Charlotte). Founded in 2012, USPC aims to
attract Olympic athletes, national governing bodies, and elite programs to the Charlotte region, integrating sport
performance with research and community engagement. It has developed high-performance training facilities on
and near UNC—Charlotte's campus, including an elite USA Archery trainina site that combines national -level
training infrastructure with university research capabilities. The initiative received S55 million in state support,
providing funding for resources like facilities and equipment, building the infrastructure needed to host
competitions generating JIU1 1UaI I UU1' 1 !HUH,. and exposure.
Sugar Land, Texas I Redevelopment for Placemaking
The City of Sugar Land's Economic Development and Redevelopment Department prioritizes high -potential
redevelopment projects in its business marketing. Three key districts are positioned for investment: the
Imperial Historic District (anchored by the former Imperial Sugar refinery), Lake Pointe Redevelopment District
(anchored by former Fluor campus), and wn Sauare (anchored by City Hall). Community
awareness and input are central to ensuring each district's placemaking reflects Sugar Land's identity, and
each has undergone visioning processes to determine area -specific uses. Dedicated websites share project
timelines and updates with the public and developers. A public awareness campaign —"Redevelopment Never
Ends" —reinforces the importance of redevelopment to residents and leads to engagement opportunities,
including resources to organize block parties using the City's >uaar Cube block party trailer. Sugar Land also
offers three related grant programs: the .etail Refresh Gran , the Fosterina Unique Neiahborhoods (F.U.N.)
Grant, and the Great Homes initiative.
Mesa, Arizona I Retail Attraction and Development
The City of Mesa's retail attraction and development strategy uses marketing and outreach, property
promotion, and redevelopment incentives to attract private investment. Tools like he Retail Review newsletter
and retail marketina to developers showcase retail sites with strong demographics, traffic, and income data in
eight districts, including four redevelopment area . Incentives such as the Government Property Lease Excise
Tax reduce operating costs in redevelopment areas, paired with local and state programs that spur growth. For
effective redevelopment coordination at the City, Mesa organized a cross -departmental team composed of its
Economic Development, Development Services, and Urban Transformation offices. Mesa's
retail strategy has resulted in 30 new prospects, six retailer locations, and several new retail -focused, catalytic
projects.
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN 11
GOAL 2. INDUSTRY
Expand a thriving foundation of businesses and industries to create a diversified
tax base and enhance economic opportunity.
Economic resilience depends on diversifying the City's
economy beyond an education and hospitality -heavy
employment base. College Station has significant
advantages to build on, such as the workforce
development assets at Blinn College and the National
Center for Therapeutics Manufacturing (NCTM), in
addition to the cutting -edge research and
development enterprise led by Texas A&M's flagship
campus and distributed across the state. The City's
highly educated workforce, its location in the Texas
Triangle, and its emerging industrial base, especially in
life sciences and biotech, grant it a strong foundation
for private sector growth. However, Texas A&M's
recent college graduates cannot carry the full weight
of the City's workforce needs. About one-half of all job
postings in College Station require less than a four-year college degree, a number that is higher for
and the Texas Triangle region. Each of these benchmarks represent a broad mix of industries and employer
demands, indicating a need for College Station to develop its local workforce below the four-year graduate level
as the City seeks to diversify its industrial base.
COMMUNITY INDICATORS
• Job creation/growth
• Labor force participation rate
• Revenue growth of local businesses
• Tax base growth/diversification
• Number of meetings with corporate site selectors, real
estate professionals, landowners, etc.
• Number of in -person visits to existing businesses in
College Station
• Ratings of the business climate in the community
both the MSA
College Station must position the City as a competitive location for business recruitment and retention, sustain
efforts to provide a more balanced labor market, and grow the small businesses that enhance the City's identity.
Altogether, these strategies are essential to broadening the City's fiscal base, connecting residents to quality jobs,
and ensuring prosperity for all types of businesses and residents.
Strategies and Actions
2.1. Focus attraction and retention efforts on strategic growth areas and target industries that align with College
Station's competitive position, including healthcare; life sciences and biotech; professional services; aerospace,
defense, and energy; and retail and hospitality (see Figure 4, page 13, for more on target industries).
2.1.1. Healthcare. Identify and support underserved markets for medical specialties.
Partner with Baylor Scott & White Health, CHI St. Joseph Health College Station Hospital, Texas
A&M Health Science Center, and the Texas A&M Naresh K. Vashisht College of Medicine to
identity opportunities.
Leverage the public health policy resources at Texas A&M School of Public Health, as well as the
Texas A&M Bush School of Government and Public Service, for gap analysis.
2.1.2. Life Sciences, Biotech, and Animal Health. Develop business attraction opportunities by working
with local companies, related Texas A&M centers and institutes, and statewide assets, especially in
the Houston area.
Highlight proximity to Texas A&M's relevant, graduate -level programs as a competitive
advantage.
Partner with FUJIFILM Biotechnologies, Matica Biotechnology, the NCTM, the Texas A&M
College of Medicine, the Texas A&M Center for Innovation in Advanced Development and
Manufacturing, and the Animal Reproductive Biotechnology Center at Texas A&M—RELLIS to
identify companies.
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN 12
Partner with biomedical organizations across the Brazos Valley and Gulf Coast regions to foster
the biotechnology ecosystem. Partners can include Greater Houston Partnership, Texas
Healthcare & Bioscience Institute, regional workforce education partners, and InnovATEBIO.
Leverage system -wide assets outside of College Station, like the Texas A&M Institute of Biosciences
and Technology in Houston and various Texas A&M AgriLife Research institutes for insight.
2.1.3. Professional Services. Position College Station's proximity to Texas A&M and its steady production
of educated talent to recruit professional, technical, and engineering services.
Use existing networks to connect with professional services providers looking to expand their
Texas operations, such as smaller accounting firms in the greater Houston area.
Identify national firms with regular recruiting cycles seeking to establish regional offices near
major universities.
Figure 4. Target Industry Overview
HEALTHCARE
H
m
LIFE SCIENCES,
BIOTECH, & ANIMAL
HEALTH
6E'=1=1
Uu/S
PROFESSIONAL
SERVICES
O O
AEROSPACE,
NATIONAL
SECURITY, &
ENERGY
RETAIL,
HOSPITALITY, &
ENTERTAINMENT
1
Description. Includes hospitals, healthcare provider offices, clinics, and related assets like the Texas
A&M Health Science Center, the Texas A&M College of Medicine, and the Baylor Scott & White Cancer
Center —College Station.
Niches. Specialty care, especially oncology, geriatric healthcare, women's healthcare, pediatrics, and
veteran healthcare services, building on College Station's proximity to the Houston area.
Description. Includes biology -related R&D, biomanufacturing, and innovative biotechnology companies
for both human and animal health applications, such as agri-tech.
Niches. Wider varieties of agri-tech applications in both the modern farming (e.g., drone applications)
and the animal health industries, as well as related suppliers and service providers (e.g., clean rooms).
Description. Represents a combination of two existing targets: Professional Services, and Technology
and Innovation, which includes research and development firms, software development companies.
Although many innovative companies are professional services providers, science and tech -driven
entrepreneurs can also fall under different target sectors (e.g., small, advanced manufacturers).
Niches. Financial, real estate, and software/information technology service providers. For example,
some semiconductor, advanced manufacturing, and engineering services fall under this category.
Description. An emerging target, including defense hardware, advanced air mobility, energy,
hypersonic, space -related, and public safety technologies, in alignment with the Greater Brazos
Partnership, local innovation partners, and statewide Texas A&M assets like the Texas A&M
Engineering Extension Service (TEEX), the Texas A&M Engineering Experiment Station (TEES), and the
Texas A&M—RELLIS campus.
Niches. Specialized knowledge and innovation focused companies, especially aerospace engineering
and cybersecurity firms, government and defense contractors, first -responder technology companies,
defense industrial base support organizations, and related R&D firms, including small, science and
tech -driven entrepreneurs.
Description. Includes food and beverage, hotel accommodations, conference and event spaces, and
clothing/general merchandising.
Niches. Sports tourism, conference -supporting opportunities, and neighborhood -serving, experiential
retail and entertainment, which promote diversity in place -based experiences.
Source(s): TIP Strategies, Inc.
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN 13
2.1.4. Aerospace, National Security, and Energy. Focus on improving Class A office space availability that
fits the needs of aerospace engineering and cybersecurity firms, government and defense contractors,
first -responder technology companies, defense industrial base support organizations, and related
research and development firms, including small, science and tech -driven entrepreneurs working with
the US Department of War.
Coordinate with the Greater Brazos Partnership and the companies at the Texas A&M—RELLIS
campus (including the small nuclear modular reactor cluster) to attract advanced manufacturing
component suppliers, supporting regional growth of the target cluster (see action 4.2.6).
Tap into opportunities spurred by space industry investments and expansion projects in
Brownsville-Starbase area, West Texas, within the Texas Triangle, and across the state to attract
knowledge and innovation focused firms in this sector (see action 4.2.8).
Develop relationships with Texas -based national security and defense innovation leaders, such
as the newly created US Army Transformation and Training Command and the Austin -based
National Security Innovation Council. to identify specialized office needs and leads from out-of-
state markets like the Washington, DC, metro area.
Recruit outposts of major aerospace companies with a large Texas presence —such as Lockheed
Martin, Bell, Boeing, SpaceX, etc. —by targeting their research and development programs.
Leverage Texas A&M's system -wide assets, like the Texas A&M Space Institute at the NASA
Johnson Space Center in Houston, as target attraction intelligence sources.
Use the presence of national security assets like the Bush Combat Development Complex at
Texas A&M—RELLIS, the National Emergency Response and Recovery Training Center at TEEX,
and BlueForge Alliance to promote the City as friendly to defense and national security
companies.
2.1.5. Retail, Hospitality, and Entertainmer Build on existing, key retail districts including Caprock
Crossing, Century Square, Jones Crossing, Midtown, Tower Point, and University Town Center.
Continue the City's partnership with The Retail Coach to identify opportunities.
Leverage redevelopment supports referenced in action 1.2.1 and refreshed web presence
referenced in action 4.2.1 as attraction resources.
2.1.6. Industry Attraction. Conduct outreach and marketing, attend industry events, and lead or participate
in local business roundtables focused on coordinating real estate assets, workforce skills, and
suppliers, as appropriate across target sector industries.
2.1.7. Business Retention. Create a business retention and expansion (BRE) program that includes an
annual business survey and regular site visits to gather insights about business needs and growth
opportunities.
Gather data about opportunities and challenges for Texas A&M-related industry engagement to
position the City as a resource for helping local businesses navigate the Texas A&M system.
2.1.8. Concierge Process. Build a concierge permitting and development review process that connects
applicants in target industries with City staff to reduce barriers and ensure compliance with
standards.
2.2. Enhance long-term and short-term workforce and talent development efforts to meet industry demand.
2.2.1. Local Talent Pipelines. Promote the development of early -stage talent pipelines, which help retain
local youth who want to live and work in the Bryan -College Station MSA by collaborating with Blinn
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN 14
College, College Station and Bryan Independent School Districts (ISDs), and Workforce Solutions
Brazos Valley.
Support student and young professional engagement through the expansion of internships,
mentorships, networking events, and career pathways, especially efforts to increase career
awareness in high -demand sectors.
Promote work -based learning models and career and technical education at local high schools.
For example, work with K-12 and postsecondary educators to determine training equipment
needs and encourage donations from local companies.
Improve community awareness of employers with entry-level hiring opportunities to help local
talent develop relevant work experience.
Collaborate with local workforce and business partners to launch an online Try Before You Hire
portal for employer -focused internship, apprenticeship, and other hiring resources.
Develop a community job board in collaboration with the Bryan/College Station Chamber of
Commerce. The job board should build on the Talent Hub web and social media presence
recommended in action 4.2.1 to enhance local talent retention in addition to talent attraction.
2.2.2. Targeted Workforce Development.
Work with the NCTM, Blinn College,
Workforce Solutions Brazos Valley, and
other Texas A&M assets to scale up
short-term training and non -degree
credentials that meet immediate
workforce needs in target industries,
with a focus on healthcare, life
sciences, and biotech needs below the
bachelor's degree level.
Support NCTM's efforts to
implement the Texas Regional
Industrial Biomanufacturing
Education Certification (TRIBEC)
across the state (see action 4.2.2).
Support employer alignment with
training programs through business
and education partner convenings,
employer participation in workplace
exposure activities for students and
job seekers, and workforce
readiness workshops focused on
digital literacy, employability skills, and emerging technologies like artificial intelligence.
Encourage upskilling and reskilling initiatives to help experienced workers gain credentials or
finish their postsecondary education via short-term pathways, especially adult workers with
either a high school diploma or equivalent, or some college education but no degree.
Develop a relationship with the Animal Reproductive Biotechnology Center at Texas A&M—
RELLIS to determine additional workforce development opportunities related to animal health.
Continue to encourage employer participation in technical program development across training
providers, including TEES centers (especially NCTM), TEEX, and Blinn College to ensure
programs meet industry needs.
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN 15
2.2.3. Partner Alignment. Convene workforce roundtables with economic development, education and
workforce stakeholders, and employer stakeholders to align training and credentialing with industry
demand.
Include the City of Bryan, the Greater Brazos Partnership, College Station and Bryan ISDs, Blinn
College, Workforce Solutions Brazos Valley, Texas A&M—RELLIS, the Brazos Valley Council of
Governments, relevant research institutes, and target industry employers in roundtables.
2.3. Support the growth of existing small businesses and local market -serving entrepreneurs3 as important
contributors to the City's identity.
2.3.1. Support Progran Establish a small business support program that facilitates an annual business
survey and serves as a resource for technical assistance and access to capital.
Promote the program by partnering with the Bryan/College Station Chamber of Commerce on
the Small Business Series, expanding into workshops on specific topics.
2.3.2. Small Business Guide. Revise the "Connect with Resource Partners" page of the Grow College
Station website into a comprehensive small business guide, which includes technical assistance
and capital access programs.
Highlight information from small business support organizations, funders, events, coworking
spaces, and other resources available online.
2.3.3. Market Access. Improve the perception of College Station as a place for small business growth by
linking retail and service businesses to place -based districts, strengthening local identity, and
expanding market access.
Work with the Bryan/College Station Chamber of Commerce, Brazos Valley Small Business
Development Center (SBDC), and the local 1 Million Cups chapter to coordinate small business
initiatives with regional economic development strategies and retail activation in districts.
Integrate small businesses into district branding and promotion by featuring them in marketing
materials, district landing pages, and coordinated outreach that highlights retail and service
offerings.
Support cross -district business visibility by aligning local events, activations, and district
programming to drive customer traffic to small businesses.
Facilitate joint marketing and promotion among businesses within and across districts to
expand customer reach and reinforce each district's identity.
Enhance wayfinding, signage, and mobility connections that make it easier for residents,
students, and visitors to access district -based small businesses.
Leverage redevelopment and infill opportunities to position small businesses in high -visibility
locations that capture unmet market demand and strengthen district vitality.
Connect small businesses to City resources and technical assistance to streamline expansion,
improve competitiveness, and support entry into district markets.
2.3.4. Buy -Local Efforts. Promote buy -local initiatives that encourage residents, employers, and visitors to
support small businesses in College Station.
3 Small business entrepreneurs are distinct from science- and tech -based entrepreneurs, described in the Innovation goal, as they serve local
markets, have fewer needs for capital and intellectual property, and have modest growth expectations compared to tech startups.
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN 16
Greater Kansas City Area, Missouri -Kansas I Animal Health Corridor
Greater Kansas City's Animal Health ('.nrririnr, an initiative of the Kansas City Area Development Council
(KCADC), spans from Manhattan, Kansas, to Columbia, Missouri. The bistate area is home to over 300 animal
health companies and over 90 contract research organizations. The Corridor supports target industry growth
through multiple strategic initiatives: mapping corridor assets; hosting the annual ,nimal Health Summit to
connect startups with investors; promoting career development through the Explore Animal Health Careers
platform, offering detailed animal health career pathways for students, educators, and job seekers; and
working with regional universities and technical schools to design curriculum with employer needs in mind. It
also facilitates public -private partnerships, R&D collaborations, and site selection support through the KCADC.
Statewide, North Carolina I BioWork Certificate
The BioWork certificate program, delivered through the North Carolina Community College System's
BioNetworl , is a short-term (typically 136-148 credit hours) industry -recognized program that trains
entry-level process technicians in biotechnology, pharmaceutical, and chemical manufacturing. It teaches
foundational skills —including the US Food and Drug Administration Current Good Manufacturing Practices,
safety, process control, equipment operation, and quality systems —that support life sciences -related
manufacturers. BioWork is offered in flexible formats (in -person, hybrid, online) and articulates into longer
degree pathways or apprenticeships with partnering companies, helping participants transition into work or
advance professionally. Partnerships with community colleges and industry help ensure curriculum reflects
workforce demand while student support includes resume building and job search assistance. The
BioNetwork spans 14 community colleges offering the standardized curriculum and links to broader K-12
STEM (science, technology, engineering, and mathematics) outreach, jobs fairs, and career exploration
resources, creating a pipeline from early education to skilled employment.
Georgetown, Texas I Small Business Guide
The City of Georgetown supports small business growth through a comprehensive Small Business GuidF that
helps owners navigate permitting, financing, market data, and emergency preparedness, complemented by an
easy -to -follow checklist for business planning, structure, funding sources, and incentives. The guide includes
demographic and land use resources to help owners assess market opportunities and locate sites. The City
also hosts an annual Small Business Week with workshops covering topics such as business planning,
managing cash flow, hiring, social media marketing, lending, and risk management, providing practical training
and tools. These efforts are reinforced by collaboration with the Georgetown Chamber of Commerce, which
delivers advocacy, connections, and educational resources for local firms.
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN 17
GOAL 3. INNOVATION
Establish College Station as a hub for science and tech -driven entrepreneurship,
R&D, business formation and growth, and wraparound support.
The local presence of an R1 research institution is
central to College Station's innovation potential. While
the Industry goal broadens the City's overall economic
mix, this goal supports science- and technology -based
employers, from startups to mature firms. The
distinction matters. Innovation -driven companies rely
on specialized research capacity, creativity -enabling
facilities, and a depth of educated talent embodying a
risk -tolerant spirit that few communities possess. Yet,
translating this potential into economic growth
outcomes demands robust connections between the
other components —venture capital, mentorship,
networking, competitions, venture summits,
entrepreneurial skills development, and office space —
that drive successful startup communities.
A coordinated approach to supporting startups at
different stages of growth will be essential. Retaining
promising firms emerging from the university, attracting companies from competitive markets, and fully leveraging
opportunities through local innovation networks that cut across target industries are critical elements of this
approach. These strategies aim to align accelerator programming, leverage tech transfer resources, facilitate
partnerships, and position contract research opportunities competitively. A coordinated effort can also spur
development of the flexible office, light industrial, and creative makerspace resources needed to bridge the gap
between emergent opportunity and economic impact.
COMMUNITY INDICATORS
• Startup business retention and formation rates
• Growth in incubator, accelerator, coworking, wet lab space
(by square footage or by number of entities)
• New patents/intellectual property registered
• Amount of investment in high -growth enterprises,
including funding from SBIR, STTR, and private equity
METRICS
• Number of innovation and entrepreneurship
events/workshops/summits, plus attendance
• Number of startup founders participating in local
incubation or accelerator spaces
• Number of startup founders receiving technical
assistance
Strategies and Actions
3.1. Retain and expand local science and tech -driven employers in College Station across all industry types, with
particular attention to target sectors (see Figure 4, page 13).
3.1.1. BRE Expansion. Expand collaborations with Texas A&M, Blinn College, and other regional
educational institutions to support companies with accessing technology transfer,
commercialization, and research initiatives as part of the BRE program (see action 2.1.6).
Identify a City point of contact and relevant partner organizations that can assist the
engagement of faculty and researchers with evaluating new commercialization opportunities in
collaboration with the technology transfer and new ventures office, Texas A&M Innovation.
Segment university resources by industry type, elevating awareness of target sector R&D testing
facilities, especially the laboratories and research centers associated with TEES (see action
4.2.2).
Partner with Texas A&M Innovation to market intellectual property available for licensing across
the system through its various websites and campus resources.
Develop a resource guide to help local companies and Texas A&M researchers access non -
dilutive capital to commercialize research via federal non -dilutive capital programs. Resources
include the Texas Manufacturing Assistance Center, the Brazos Valley SBDC, the University of
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN 18
Texas at San Antonio SBDC Center for Government Contracting, and the Center for Defense
Innovatio . which is part of Capital Factory located in Austin.
3.1.2. Startup Real Estate. Inventory existing real estate product for differently sized science and tech -
driven companies to identify missing assets (e.g., wet lab space for life sciences) and inform
development and redevelopment efforts across the City (see strategy 1.2).
3.1.3. Targeted Retention. Use College Station's local accelerator programs and their cohort members as
a source of BRE intelligence, fostering strong relationships to better understand their needs and
prioritize them in related activities.
Help local science and tech -driven entrepreneurs grow by using College Station's target sector
attraction efforts (see action 2.1.6) to enhance supply chains and strengthen clusters.
Participate in local innovation events to help facilitate and foster connections among local
companies and entrepreneurship resources.
Ensure accelerator program companies are connected to available real estate and prioritized in
the City's concierge review process (see action 2.1.8) when expanding in College Station.
3.2. Attract science and tech -driven employers from
competitive markets by showcasing College Station's
innovation ecos t stem assets across tar et gsectors
•
3.2.1. Lead Identification. Identify companies by using
funding data from Texas Triangle metro area
venture capital firms and program reports from
federal non -dilutive capital sources, such as the
Small Business Innovation Research (SBIR) and
Small Business Technology Transfer (STTR)
programs.
Focus on life sciences, biotech, aerospace,
defense, and energy sector Phase II and III
recipients in major Texas metros. Later -phase
recipients of SBIR/STTR awards represent
more established companies, whereas Phase
I recipients represent the proof -of -concept
stage of development.
3.2.2. Attraction Marketing. Adapt target sector
marketing materials (see action 4.2.1) to science
and tech -driven employer prospects.
Highlight competitive assets, like Texas
A&M's research and testing facilities,
industry -specific contacts available through local networks,
flex space, mentorship, and funding networks, etc.
INNOVATION ECOSYSTEMS
Innovation ecosystems often feature
common elements, like research
universities, competition and event
organizations, entrepreneurship
programming, regional capital, and
emergent participants.
In College Station, ecosystem partners
include the following.
• Texas A&M Innovation
• McFerrin Center for Entrepreneurship
• Blinn College business programs
• Bryan -College Station Plug and Play
Center
• The Cannon
• Aggie Angel Network
• Aggie 100
• Brazos Valley SBDC
• Local 1 Million Cups chapter
available coworking, creative, and
3.2.3. Local Networks. Promote local accelerator programs as landing pad programs that support
relocation and expansion of innovative companies.
Fold local program offerings into target sector attraction efforts (see strategy 2.1) to further
enhance the City's overall economic development value proposition.
Help connect international firms to regulatory assistance available through the Brazos Valley
SBDC, the Texas A&M Department of Global Engagement, and the Texas International Business
Accelerator at the University of Texas at San Antonio.
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN 19
3.2.4. Value Proposition. Empower ecosystem partners to pitch a concise and confident message about
the City's advantages and relocation process. Texas A&M stakeholders can especially help
represent the City's economic development efforts by using system -wide venture capital networks
as a source of prospect leads.
3.3. Enhance innovation ecosystem components that support science and tech -based entrepreneurs, also
known as startups, to facilitate business growth.
3.3.1. Innovation Districts Determine potential
locations for one or multiple innovation
districts.4
When planning, combine and co -locate assets
such as coworking and Class A office space,
maker spaces, R&D facilities, offices for
locally based funders, investors, and local
mentorship, networking, and training
organizations.
Consider the former College Station City
Police Department building as a potential
anchor for an innovation district, in addition
to the Texas A&M Research Park.
Classrooms could be leveraged as
entrepreneurship skills development and
event/programming facilities for the
innovation community to use.
3.3.2. Former Student Relocation Develop and
promote a former student relocation guide for
startups who are seeking to invest in College
Station or are considering returning to the area
to increase the availability of experienced entrepreneurial talent, mentors, and angel funders. Ensure
the guide is integrated into Talent Hub marketing efforts (see action 4.2.1).
INNOVATION DISTRICTS
Innovation districts are a place -based
approach to densifying ecosystem assets
in an urban area. Science and tech -based
entrepreneurship and applied research are
often core to their identity. As part of
district planning, multiple buildings, flexible
spaces, and dedicated facilities are
typically tailored to startup company and
programming needs in a walkable, tech -
campus environment. Public -partnership
models are essential to collaborate on
district development with real estate,
industry, and ecosystem partners, including
community nonprofits.
Related Potential Sites
• Former City Police Department building
• Midtown district
• Texas A&M Research Park
3.3.3. Venture Capital. Support venture capital network development by helping ecosystem partners
introduce investors to the College Station community and leading startups.
3.3.4. Target Sector Resources. Collaborate with ecosystem partners to promote and enhance sector -
specific office and lab space, research and testing facilities, and accelerator programming.
Promote TEES contract research and lab bench resources available through its research
laboratories and centers, especially NCTM and various national security, advanced
manufacturing, and energy -related facilities.
Highlight the Texas A&M Bioscience Business Accelerator as a resource to emergent healthcare,
life sciences, and biotech entrepreneurs.
Advocate to expand accelerator programming in alignment with College Station's target
industries, especially healthcare, life sciences, biotech, and agri-tech.
4 The Brookings Institution's 2014 paper, The Rise of Innovation Districts: A New Geoaraohv of Innovation in America. is a helpful reference on
the defining characteristics and advantages of innovation districts. This seminal work has been revisited by the Global Institute on Innovation
District, including undated research conducted by the original Brookings team.
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN 20
3.3.5. Competitions and Events. Ensure the City
is represented in entrepreneurship and
innovation summits/events, which bring
together innovation stakeholders,
including seed funding providers and
venture capital firms, to showcase Aggie
and local inventors. Highlight those
located in the area as a distinct category.
Organize reverse pitch competitions in
collaboration with the City of Bryan,
Brazos County, Texas A&M, and Blinn
College. Instead of traditional
competitions where startups pitch
business ideas, reverse pitch events
showcase problem statements
identified by the community to
encourage ideation and business
formation in response to existing
needs and challenges.
3.3.6. Mentorship Resources. Collaborate with
partners to enhance or create startup
entrepreneurship mentorship
programming that includes access to regular workshops, training, and office hours. Office hours
can be facilitated via a hybrid model to encourage virtual mentor participation from qualified serial
entrepreneurs and angel investors.
3.3.7. Skills Development. Promote small business and entrepreneurship skills development training to
students, researchers, and non -Texas A&M affiliated entrepreneurs in collaboration with partners.
3.3.8. Real Estate Product. Use the science and tech -driven employer real estate inventory results (see
action 3.1.2) to inform and adapt the City's real estate strategy with the aim of helping startups and
entrepreneurs grow by filling gaps in available real estate types they rely on (see strategy 1.2). For
example, integrate Class A office, coworking, and/or flex spaces into place -based district planning,
especially near campus.
Austin, Texas I Reverse Pitch Competitions
In partnership with the Austin Young Chamber, the US Business Council for Sustainable Development, and the
University of Texas at Austin Herb Kelleher Entrepreneurship Center, the City of Austin's Resource Recovery
conducts an annual Reverse Pitch Competitio as part of its circular economy program, innovatively
addressing waste reduction by flipping traditional pitch competitions. Instead of entrepreneurs pitching to
investors, local businesses and nonprofits present their hard -to -recycle materials to entrepreneurs, challenging
them to develop profitable reuse ventures. The program matches waste generators —including companies with
materials like polycarbonate sheets, vinyl record trimmings, and fabric samples —with environmentally
conscious innovators. Participants receive mentorship to refine their concepts before competing for two
810,000 innovation prize : one for new ventures (Seed Stage) and one for existing businesses (Growth Stage).
Past winners exemplify the program's success. POLYMart transformed HID Global's plastic waste into
affordable eyewear, while re:3D launched a designer furniture line using 3D printing technology. This
collaboration is an example of how reverse pitch competitions can be implemented in tandem with city service
delivery to encourage innovation, job creation, and economic activity.
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN 21
Lubbock, Texas I Texas Tech University Innovation Hub and Programs
The Texas Tech University ',tin Hi ih at Racaarrh Par' offers an integrated innovation ecosystem with
over 44,000 square feet of collaborative workspace, cohort -based and incubation -style programming across
startup growth stages, and strong community engagement. It supports early -stage ventures through early -
stage competitions, National Science Foundation Innovation Corps cohorts, prototype funds, and events like
Discoveries to Impact that connect founders with investors and partners. Additional resources include the
Texas Tech Accelerator. a year -long cohort program providing up to $40,000 in seed funding, tailored
workshops on business fundamentals, mentorship from industry leaders, and access to a broad network of
former students and partners to help scale startups. The , based on the
Massachusetts Institute of Technology Venture Mentoring Service model, pairs founders with experienced
mentors, offering diverse expertise from marketing to fundraising. The hub also houses the One Health
for life sciences startups, providing specialized facilities, tailored guidance, and industry
connections to support commercialization.
Greater Austin Area, Texas I Opportunity Austin Global & Innovation Programs
Opportunity Austin (OA) drives innovation and capital growth by integrating global outreach, investment
attraction, and ecosystem development to position the Austin region for startup growth. It facilitates global
capital recruitment through targeted capital market trips and relationship building with regional and
international investors, venture capital firms, and private equity, expanding funding flows into local startups.
OA's Innovation Ecosystem platforr aggregates investment data and company profiles on over 4,400
startups, 5,200 funding rounds, and 1,000 investors, providing real-time ecosystem mapping and helping
match capital to opportunities. OA's strategy has additional international components focused on technical
assistance. The Doft-Landina Program and its obal Austin Launch P. provide tailored support, market
insights, regulatory guidance, and workspace to help international startup firms enter US markets. OA also
offers an that helps startups and established companies alike access global
markets, alongside recognition events like the annual .--LIST Awards that celebrate innovation success.
Athens, Georgia I University of Georgia Innovation District
The University of Georgia's Innovation District is a place -based approach to connecting academic research,
entrepreneurship programs, and physical spaces to accelerate innovation, commercialization, and community
engagement associated with university research. It delivers six unction. —intellectual property licensing
and advising, faculty -driven startup support, development programs for founders, basic entrepreneurship
courses for students, and experiential learning integration, and business engagement with industry partners —
to guide ideas from discovery to market. The district has launched hands-on initiatives like the Innovation
Bootcamp. which equips participants with commercialization skills and mentorship, and the acuity Innovation
Fellows program, which trains faculty as innovation ambassadors to expand entrepreneurial culture across
colleges. Outcomes reported by the university's Innovation District include over 200 companies launched and
1,200 products introduced to market.
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN 22
GOAL 4. IGNITION
Position the City of College Station as a proactive, strategic leader that
collaborates with local and regional partners to optimize implementation.
Especially in a community like College Station,
economic sustainability is dependent on resource
deployment, information sharing, and ongoing
coordination between various economic development
stakeholders. The success of the EDMP will be
influenced by the City's alignment with key partners —
not just local actors, but also statewide leaders —
working across workforce development, business
recruitment, and cross -regional strategy. The overlap in
critical asset ownership, roles, and responsibilities
among regional economic development entities makes
shared contributions and mutual accountability critical
to energizing the EDMP's implementation.
College Station must refine the relationships,
structures, commitments, and practices that
underscore a proactive approach to economic
development. Through regular, collaborative forums,
coordinated marketing, resource optimization, and consistent public engagement, the City will optimize the
success of its highest -stakes priorities like property redevelopment, industry recruitment, innovation partnerships,
and long-term land use.
COMMUNITY INDICATORS
• Jobs created in College Station because of regional
partnerships
• Additional transportation routes (air, luxury bus) between
Texas Triangle cities
• Increase in working population aged 25-34
METRICS
• Number of intergovernmental touchpoints
• Attendance at industry conferences, local and regional
alliance meetings and events
• Number of "hits" to talent attraction specific webpages
and social media
• Number of community engagement events and number
of participants
Strategies and Actions
4.1. Ensure the effectiveness of the EDMP by enhancing partnerships with local and regional partners through
regular communications and collaborations.
4.1.1. Economic Development Roles Clarify roles and responsibilities with key partners —City of Bryan,
Brazos County, the Brazos Valley Council of Governments, the Greater Brazos Partnership, and
Texas A&M's Economic Development & Community Impact department— for plan implementation.
Convene ad hoc roundtables with partners to address shared challenges, opportunities, and
coordinate efforts. Use the existing intergovernmental meetings as a starting point.
Work with the Greater Brazos Partnership and education and training providers to define
workforce development leadership roles in each target sector (see action 2.2.3).
Advocate for a Bryan -College Station Talent Task Force, in collaboration with the Greater Brazos
Partnership, comprised of education and workforce development stakeholders who respond to
business attraction and retention projects to highlight available workforce resources.
4.1.2. Lake Walk/BioCorridor. Position the available property within the City for target sector recruitment,
especially professional services, life sciences, agri-tech, and related innovation assets.
Work with the City of Bryan, Texas A&M, the developer, and City stakeholders to reduce multi -
jurisdictional complexity, address infrastructure challenges, and improve site readiness for
target sector recruitment.
4.1.3. Innovation Roundtable. Launch a quarterly entrepreneurship and innovation roundtable with local
and regional partners.
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN 23
Use the roundtable to advance collaborative small business, entrepreneurship, and innovation
efforts like regional showcases, startup networking, entrepreneurship workshops, unified
business support systems, corporate engagement, and ecosystem mapping.
Encourage information sharing about new developments, resources, facilities, and programming,
as well as to coordinate implementation of long-term efforts like innovation districts.
4.2. Position College Station as a strong regional and state -level economic leader and business -friendly community.
Launch a marketing and branding campaign with tailored, audience -specific components, using a
refreshed economic development web presence.
Business Attraction. Establish a marketing toolkit that promotes shovel -ready sites and
redevelopment opportunities in strategic growth areas aligned with target industries. As an
example, create target sector briefs that combine real estate sites (e.g., Providence Park),
workforce development, research facility, and tourism assets as appropriate for site selectors
and developers.
District Promotion. Elevate the unique assets, character, and community of each district,
especially key redevelopment districts through a refreshed economic development website.
Ensure the refresh enables district development, attracts real estate developers specializing in
redevelopment to priority areas, and builds on tourism assets.
Talent Attraction. Position College
Station as a welcoming and inclusive
community for everyone, including
non-Aggies, by launching a Talent
Hub stylized web portal and social
media campaign. Highlight the
career opportunities in the innovation
economy (e.g., Texas A&M's
leadership in artificial intelligence),
specific quality -of -place factors like
recreation, shopping, and dining, and
the vibrant cultural and civic
community, especially the City's
diverse international presence.
Former Student Recruitment.
Support target sector employers by
tapping into professional and
former student associations
associated with specific sectors.
Use the Talent Hub web portal as a
resource to attract former students
back to College Station.
Statewide Leadership. Position College Station as an economic anchor for the state of Texas,
emphasizing industry growth, Texas A&M and Blinn College, Easterwood Airport, and diverse
quality -of -place assets.
4.2.2. Talent Concierge Partnership. Engage and incentivize community partners to operate a talent
integration -focused concierge service that aids employers, including Texas A&M, in attracting and
retaining talent. The program should offer relocation guidance, community navigation, and
family -support resources for competitive candidates, spouses, and new hires —contributing to
stronger employer recruitment outcomes and improved community connection.
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN
Focus on closing the deal for hiring
mid- to high-level positions,
especially C-Suite and tenure -track
faculty positions in the case of
Texas A&M.
Encourage personalized
introductions, customized
community tours, and other support
to help individuals access the
community resources most relevant
to their needs and to encourage
successful community integration.
Structure the incentive to ensure the
program becomes financially self-
sustaining over time, such as a
tiered membership model offered to
employers.
Align talent attraction messaging
with the Talent Hub portal and
campaign.
4.2.3. TEES and TEEX Opportunities.
Maximize industry growth and visitor spending opportunities spurred by the research, development,
and training activities at TEES and TEEX by positioning the City's economic development team as a
resource.
Develop relationships with contacts at each of the research centers, testing facilities, and
laboratories associated with TEES, prioritizing target sector -relevant resources, to connect TEES
resources to local innovation companies (see action 3.1.1).
Collaborate with TEEX organizers to promote College Station's retail, hospitality, and
entertainment sector among visitors drawn by TEEX programming, including its industry
summits and training delivered locally.
4.2.4. NCTM Promotion. Elevate College Station as a statewide leader in life sciences and biotech
workforce development training by elevating awareness of NCTM.
Help NCTM implement the statewide TRIBEC training program by fostering relationships with
statewide leaders, emphasizing the certification's benefits to the Texas economy.
Determine the potential for Blinn College to partner with NCTM's workforce training efforts and
expand in College Station, with a focus on recruiting residents to training programs.
4.2.5. Easterwood Airport. Position Easterwood Airport as a gateway to the region by improving its
connectivity within and beyond the City.
Support expanding nonstop passenger routes to additional destinations such as Houston and
Austin, eventually including other major business hubs outside of Texas.
Encourage multimodal connections to the airport by incorporating transit providers like intercity
luxury bus services and local campus bus routes.
4.2.6. Regional Attraction. Coordinate with the Greater Brazos Partnership and state partners on lead
generation, economic development policies, and marketing.
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN 25
Continue to align the City's target industries with the Greater Brazos Partnership to encourage
growth of regional clusters, especially in emergent technology areas.
Keep regional and state partners informed as policies, funding, and programs that support
College Station's target industries and workforce initiatives develop.
4.2.7. Industry Events. Ensure College Station representation at Texas A&M events and conferences (e.g.,
the annual Texas Semiconductor Summit), as well as trade shows, site selector events, and industry
association conferences that support target industries and economic development priorities.
Tap into the Aggie 100 network of top business leaders and its events as a source of attraction
leads.
Host site selector and business attraction events to showcase College Station.
4.2.8. Major Projects. Pursue a Texas Triangle supply chain strategy to attract suppliers, service
providers, and investment aligned with the City's targets that taps into expansions across the state.
Develop relationships with Texas economic development organizations, especially the regional
entities in the urban metros (Dallas Regional Chamber, the Greater Houston Partnership,
Opportunity Austin, and San Antonio's greater:SATX Regional Economic Partnership) and
emerging leaders attracting major target sector related investments.
Ensure College Station's participation in statewide economic development conferences like
YTexas, elevating the City's competitiveness.
4.3. Equip the City's Economic Development team with tools, resources, and structure to deliver results in
implementation of the EDMP.
4.3.1. Implementation Monitoring. Maintain City Economic Development Committee meetings to support
momentum, accountability, and transparency of the EDMP's implementation.
4.3.2. Staffing Review. Conduct an annual peer city benchmark study, which includes revenues, resource
allocations, organizational structure, strategic goals, initiatives, and key performance indicators
(KPIs) in peer university communities in Texas like Waco, Lubbock, and San Marcos. Target
especially innovation communities outside of major urban metro areas in the US.
4.3.3. Return on Investment. Review the City's economic development related financial commitments
periodically to external organizations to evaluate the return on investment in the context of the
City's established metrics for tracking progress.
4.4. Bring awareness to the community about the City's economic development goals and the importance of
specific topics, like redevelopment and innovation.
4.4.1. Community Transparency. Use existing City programming to share progress and engage
stakeholders, businesses, and residents with the EDMP.
Revamp the Business Over Breakfast series concept to explore opportunities to add value to
implementation of the EDMP.
4.4.2. Topical Awareness. Educate the community about the activities, initiatives, and priorities of the
economic development department, especially regarding land use, financial sustainability, and long-
term economic growth.
Encourage temporary uses and pop-up events on vacant or underutilized sites to test concepts
and build momentum for district planning or redevelopment implementation.
Host "Meet the Project" events to connect residents with redevelopment efforts (e.g., Midtown,
Harvey Road Corridor Redevelopment Plan, and the Innovation District).
4.4.3. Peer Learning. Organize annual peer city tours for public and private sector leaders and
stakeholders to participate in learning visits, which spotlight successful redevelopment, place -
based, and innovation best practices.
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN 26
Frisco, Texas I Frisco Talent Task Force
The Frisco Talent Task Force, a partnership initiated by the Frisco Economic Development Corporation,
supports business attraction and retention in the local area. The partnership includes Workforce Solutions for
North Central Texas, the local school district, Collin College, and the University of North Texas. Because the
task force involves multiple education and workforce partners, each entity can help businesses understand
how best to leverage each talent development resource appropriately. As a result, financial services company
TIAA reported that local workforce partners significantly influenced its decision to expand in Frisco. The task
force meets quarterly and has engaged 25 companies as of 2024.
Houston, Texas I Houston Spaceport
The Houston Spaceport, a federally licensed, urban, commercial spaceport at Ellington Airport, uses its Federal
Aviation Administration designation to attract and grow commercial space and aerospace firms. Houston
Spaceport is one of four existing spaceports located in Texas (not including the announced Central Texas
Spaceport in Cedar Park), providing specialized infrastructure, which enables launch and landing capabilities
for the space industry. Houston's spaceport offers proximity to NASA Johnson Space Center and integrated
R&D, manufacturing, and training opportunities on a 400-acre campus. Aerospace companies like Axiom
Space, Intuitive Machines, Venus Aerospace, and Collins Aerospace are co -located with cutting -edge research
and education partners, as well as production, testing, and mission operations. The spaceport fosters a dense
innovation cluster, whose companies have landed billions in contracts and created nearly 2,000 jobs in a
decade. Financing tools related to the commercial space industry in Texas include the Space Exploration &
Aeronautics Research Fund available through the Texas Space Commission and the Spaceport Trust Fund
through the Texas Economic Development & Tourism Office.
Rochester, New York I CampusROC Talent Hub
The neater Rnr•.hester. ChamhP launched CampusROC in 2020 as a regional branding initiative to position the
greater Rochester region as both a top choice for college attendance and a desirable place for graduates to
live and work. The program offers a one -stop hub ( 'ampusROC.or ) where students explore regional
opportunities and employers access resources such as the Internship in a Box. This guide is designed to help
resource -limited organizations establish meaningful internships that strengthen their employer brand, build
diverse talent pipelines, and convert interns into full-time hires. By aligning employer needs, student ambitions,
and regional asset promotion under a common platform, CampusROC helps the Chamber connect local
businesses directly to emerging talent.
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN 27
PLANNING CONTEXT
TIP's three-phase planning model —discovery, opportunity, implementation —guided the preparation of the EDMP.
A review of prior plans, extensive stakeholder engagement, and a comprehensive quantitative analysis provided a
solid foundation for the plan. Major insights (highlighted in Foundational Insights, beginning on page 3) formed
the basis of an analysis of College Station's strengths, weaknesses, opportunities, and threats. Additional details
on these tasks and a summary of the SWOT analysis are presented in this section.
BACKGROUND REVIEW
At the outset of the engagement, TIP reviewed existing economic development -related plans and studies for the
City. This section summarizes the plans reviewed, demonstrating how this plan is informed by the goals and
objectives previously identified by the City and its regional stakeholders.
TIP began by identifying preliminary strategic concepts during the discovery phase to guide the review. These draft
strategic concepts (see Figure 5) represent recurring themes found throughout the reviewed plans and studies. An
inventory signifying how each document contains recommendations or findings that align with these preliminary
concepts is summarized in this section. These concepts were revisited during the development of the Strategic
Action Plan and interwoven throughout the goal framework as specific topics of interest.
Figure 5. Alignment with Preliminary Strategic Concepts
LEGEND
O
O
HOUSING AFFORDABILITY
• Increase affordable and workforce housing options.
PLACEMAKING
• Develop nonstudent serving areas of the city.
• Create mixed -use and experiential developments through infill and densification.
• Identify catalyst sites for development and redevelopment.
INFRASTRUCTURE
• Equip infrastructure to support population growth and business development.
TARGET INDUSTRIES AND BUSINESS ATTRACTION
▪ Prioritize target sectors aligned with College Station's competitive position for business attraction.
Become a regional hub for medical services and facilities.
ENTREPRENEURIAL SUPPORT
• Provide mentorship, capital, and real estate to leverage a large, educated population.
• Increase commercialization and entrepreneurship opportunities available to Texas A&M students.
OLOCAL IDENTITY
• Develop a local identity beyond Texas A&M.
w
INSTITUTIONAL COORDINATION
• Cultivate partnerships between local businesses and students.
• Grow early career opportunities.
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN 28
Figure 6. Plan Alignment Summary
Overview and relationship to preliminary strategic concepts
PRIOR PLAN
RELATIONSHIP TO CONCEPTS
ILA
City of College Station
College Station Comprehensive Plan (2021)
A comprehensive plan serving as both a statement of the community's future
vision and a guide for its future growth.
City of College Station
College Station Comprehensive Plan: Evaluation and Appraisal Report (2025)
A checkup on the comprehensive plan by identifying the plan's successes
and shortcomings and recommending appropriate modifications in response
to changing conditions.
City of College Station
Existing Conditions Report (2019-2023)
A report that is part of the periodic evaluation of the comprehensive plan.
This report provides a snapshot of the current conditions that exist in
College Station between 2019 and 2023.
0000C 0
000 0
0000000
City of College Station
Economic Development Master Plan (2020)
Details the City's competitive position, outlines strategic economic initiatives
for five years, and proposes immediate economic development projects.
Texas A&M University
Texas A&M Strategic Plan 2020-2025
A near -term guide for the university's continued growth, centered around six
broad priorities.
College Station City Council
City Council 2024 Strategic Plan
A framework for the City's annual budget process, paired with high-level
goals, specific objectives, and detailed actions.
0000000
0000000
0000 0
City of College Station
Greater Northgate Small Area Plan Engagement Report (2025)
Based on extensive stakeholder engagement, a plan reflecting the
community's aspirations for the Greater Northgate area.
City of College Station
Northeast Gateway Redevelopment Plan (2023)
A strategy aimed at creating a cohesive, welcoming Northeast Gateway
Redevelopment Area and supporting the growing population adjacent to
Texas A&M.
City of College Station
Wellborn District Plan (2023)
A plan that aims to create a cohesive Wellborn District that reflects both its
residents' vision for the community's future and its unique character.
0000000
000 000
0 00
City of College Station
Housing Action Plan (2024)
The plan builds on the City's comprehensive plan by identifying local trends,
tools, and resources to support implementation of affordable housing strategies.
Greater Brazos Partnership
The Greater Brazos Region Report 2025
High-level economic and demographic snapshot of each of the five counties
in the Greater Brazos Region —Brazos, Burleson, Grimes, Robertson, and
Washington —along with a brief narrative.
Source(s): TIP Strategies, Inc.
0000000
0000000
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN 29
ENGAGEMENT PROCESS
Input from community leaders across private, public, and nonprofit sectors is critical to the success of any
visioning process, and over 140 participants contributed to this plan.5 Community input is particularly important
for the EDMP, as its priorities and associated responsibilities impact multiple organizations and chart a course for
the City's economic prosperity. At the beginning of the strategic planning process, TIP worked with the City's
Economic Development Department to design the approach to stakeholder engagement, which involved several
methods (see Figure 7). Central to the stakeholder engagement process was a project steering committee and
the City Council's Economic Development Committee, which were each convened at major milestones.
Figure 7. Engagement Process Overview
COMMUNITY
TOUCHPOINTS
Connections made
during EDMP project
outreach.
85+
LEADERSHIP
TOUCHPOINTS
Business Over
Breakfast Event City
Council, Economic
Development
Committee, and
Planning and Zoning
Commission Updates
Steering Committee
Meetings
65+
PARTICIPANTS IN
ROUNDTABLES
Business Retention &
Expansion City Staff
Economic
Sustainability
Education & Workforce
Entrepreneurship &
Innovation
Infrastructure & Real
Estate Development
20+
ORGANIZATIONS
INTERVIEWED
In-depth conversations
with leaders in local
government, higher
education,
entrepreneurship, and
business.
3
SITE VISITS
CONDUCTED
In -person consultant
trips, including site
visits to potential and
emerging development
sites, commercial
areas, and quality -of -
place amenities.
Source(s): TIP Strategies, Inc.
5 TIP's tally of community touchpoints includes the total number of roundtable and interview participants and an estimate of the June 2025
Business Over Breakfast event attendees. The tally is a general figure, focused on the number of unique participants, as several residents
provided input at multiple touchpoints during the project.
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN
SWOT ANALYSIS
During the project's initial phase, the consulting team gathered qualitative input from local and regional
stakeholders concerning economic development issues. In addition, TIP conducted quantitative data analyses to
understand College Station's competitive position in the region. The results of these efforts informed the
following SWOT analysis. Findings from the analysis are summarized in Figure 8.
Figure 8. Summary of SWOT Analysis for College Station, Texas
Strengths
Assets and resources to build on
• Texas A&M
Location within Texas Triangle
Proximity to major metros
Regional hub for retail and amenities
Sense of community
Lower cost of living compared with nation
Appeal to families
Texas A&M venture funds
Blinn College, small business certification and technical
training
City parks
▪ Tourism assets
• Aggie network
M--0 Opportunities
Competitive advantages, positive trends
• Develop nonstudent serving areas of the city
• Infill and densification, mixed -use and experiential
developments
• Increase private sector diversification
• Connect workers to development/mentorship opportunities
• Invest in work -based learning, career, and technical
education (CTE)
• Connect job seekers to local resources
• Leverage large pool of potential entrepreneurs
• Proximity to research, testing, and production resources
(NCTM, Semiconductor Institute, Texas A&M—RELLIS
campus)
• Texas A&M enrollment growth pause
• Develop a local identity beyond Texas A&M
• Become regional hub for medical services
Source(s): TIP Strategies, Inc.
Weaknesses
Potential limits to economic growth
Large transient student population
Limited attraction and retention for early career
professionals
Few starter commercial properties for entrepreneurs
Housing affordability
Overreliance on Texas A&M for employment and local
identity
Lack of traditional downtown experience
Limited local transit outside of Texas A&M
Office and industrial availability
Comparatively low wages
rj•
V Threats
Unfavorable factors, trends (often external)
• Housing affordability
• Perception of Bryan as more business friendly
• Losing workers, residents to emerging Houston -area
suburbs
• Infrastructure networks struggling to support growth
• Silos between organizations
• Inadequate medical services for growing population
• Shrinking greenfield opportunities
• Lack of employment opportunities for young
professionals
• Impact of federal funding cuts on R&D opportunities
• Concerns about growth and change, balance with sense
of community
CITY OF COLLEGE STATION I ECONOMIC DEVELOPMENT MASTER PLAN 31
rim STRATEGIES
www.tipstrategies.com
+1 512 3439113
contact@tipstrategies.com
STRATEGY • TALENT • RESILIENCE • ADVISORY