City of Irving Economic Development Strategic Plan

CITY OF IRVING, TEXAS

ACKNOWLEDGMENTS

TIP Strategies , Inc., would like to thank the following participants who contributed to the planning process.

MAYOR AND CITY COUNCIL

• Rick Stopfer, Mayor

• John Bloch, Deputy Mayor Pro Tem, District 1

• Brad M. LaMorgese, District 2

• Abdul Khabeer, District 3

• Luis Canosa, District 4

• Mark Cronenwett, District 5

• Al Zapanta, District 6

• Kyle Taylor, District 7

• Dennis Webb, Mayor Pro Tem, District 8

CONSULTING TEAM

TIP Strategies, Inc., is a privately held Austin-based firm providing consulting and advisory services to public and private sector clients. Established in 1995, the firm’s core competencies are strategic planning for economic development, talent strategies, organizational development, resiliency planning, and equity initiatives.

CITY OF IRVING

• Chris Hillman, City Manager

• Philip Sanders, Assistant City Manager

• Bryan Haywood , EDFP; Senior Economic Development Manager

GREATER IRVING-LAS COLINAS CHAMBER OF COMMERCE

• Beth A. Bowman, IOM, CCE; President/CEO

• Diana Velazquez, EDFP, PCED; VP of Economic Development

IRVING CONVENTION & VISITORS BUREAU

• Maura Gast, FCDME; Executive Director

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 Alexis Angelo, Consultan t Erica Colston, Associate Consultant

Image credit: Cover images courtesy of the Greater Irving-Las Colinas Chamber of Commerce and the City of Irving.

SUMMARY

The City of Irving, Texas, (the City) was incorporated more than a century ago in 1914. Development was slow for the City’s first several decades, but over the past 50 years Irving has transformed from a bedroom community into a thriving global business hub. In 2023, one of the country’s first master-planned communities Irving’s Las Colinas marked its 50th anniversary During this period, the area has amassed an amount of commercial office space comparable to, and total employment higher than, that of downtown Dallas (including Uptown and the Dallas Central Business District). This year, 2024, marks the 50th anniversary of Dallas Fort Worth International Airport (DFW Airport) , now the second busiest airport in the world. With the major assets that have fueled Irving’s growth reaching the mid-century mark, now is the time to look ahead to the next 50 years, starting with a new roadmap for Irving’s economic development efforts over the next five years.

Thanks to decades of visionary leadership, forward- thinking real estate development, and focused planning efforts, Irving has become the center of gravity for the North Texas economy. Irving’s success in attracting global companies has earned it the nickname “Headquarters of Headquarters ” However, that status is not guaranteed. Irving’s economic drivers are under constant threat. The risk to Irving’s economic vitality comes from communities and economic development leaders across the country looking to lure the City’s existing businesses. The threat also comes from nearby cities ranging from Arlington and Grand Prairie to Dallas and Frisco (and dozens of others) looking to outcompete Irving for new jobs and investment.

Leaning into the community’s reputation as the Headquarters of Headquarters, a new vision emerges for Irving to become a leading hub for innovation, reinvention , and placemaking by 2030 This updated vision for Irving is an aspirational one. It draws from existing strengths and builds on the Irving Economic Development Partnership’s (IEDP) future economic development program for the creation of sustainable, modern work, live, and play spaces that integrate cutting-edge technology; the promotion of global engagement; and the enhancement of Irving’s overall quality of life for employers, employees, visitors, residents, and corporate tenants.

PLANNING APPROACH

To help leverage these opportunities, the City of Irving engaged TIP Strategies (TIP) to prepare a five-year economic development strategic plan (EDSP). This effort builds on other TIP-led planning initiatives, beginning with the January 2017 EDSP prepared for the IEDP. The plan set forth a vision of Irving as “the leading international business center in America a destination for investment and high-wage jobs and a vibrant urban community.” It laid out eight priority initiatives for each of the partners of the IEDP, comprising the City, the Greater Irving-Las Colinas Chamber of Commerce (GILCCC), and the Irving Convention & Visitors Bureau (ICVB), designed to translate the vision to reality. TIP was reengaged in 2020 to evaluate progress on the 2017 plan and to assist the GILCCC with a business-focused response to the COVID-19 pandemic, including an update to the organization’s business retention and expansion (BRE) efforts.

STAKEHOLDER ENGAGEMENT

Like the prior planning efforts, this EDSP was prepared using TIP’s three-phase planning model: discovery, opportunity, and implementation. During the discovery phase, TIP conducted an extensive outreach to local stakeholders. This effort, illustrated in Figure 1 (page 2), included a series of more than 25 roundtables encompassing more than 150 participants across a range of institutions. Several prominent themes emerged from the stakeholder input that helped shape the plan framework.

• SUCCESSES. The IEDP has the best in the business in key leadership roles, which has helped Irving achieve success in its economic development efforts, especially over the past decade with numerous major economic development wins. Irving maintains a welcoming business environment but faces competition from other North Texas communities and cities across the country regularly trying to recruit companies away from Irving.

• INNOVATION . The innovation and research and development (R&D) ecosystem across North Texas has grown at an accelerated pace over the past decade, with major momentum in life sciences innovation, a rising set of research universities, numerous place-based innovation districts, and a growing network of corporate R&D, startup ventures, and investment capital. Much of this innovation activity has taken place around Irving, but the community has not strategically positioned itself to capitalize on the region’s innovation and R&D efforts.

• REINVENTION Irving is no longer shiny and new in comparison to some of the rapidly growing cities outside the urban core of the North Texas region. Greenfield development projects are a thing of the past for Irving The City’s future is increasingly tied to its success in facilitating redevelopment projects and reinvestment.

• PLACEMAKING. Irving has benefitted historically from assets like its central location and access to DFW Airport but will need to keep evolving to remain competitive. The need to embrace change is especially important regarding lifestyle amenities and entertainment destinations. People are drawn to quality places Irving’s ability to maintain its competitive edge for attracting the next generation of talent, companies, residents, and visitors will require it to leverage existing amenities and create new attractors.

Insights gained from these discussions and from personal interviews were supplemented by a comprehensive quantitative analysis. The analysis was presented to the City as an interactive data visualization to allow for indepth exploration. More information on these discovery phase tasks, including highlights from the quantitative analysis, is presented in the Planning Context section (page 36).

joint

and ICVB to discuss next steps and collaboratively make decisions

Source(s): TIP Strategies, Inc.

FIGURE 1. STAKEHOLDER ENGAGEMENT OVERVIEW

TARGET INDUSTRIES AND DEVELOPMENT OPPORTUNITY SITES

The quantitative and qualitative findings from the discovery phase helped to validate and refine Irving’s development opportunity sites and districts and its target industry sectors. The recommended target areas for Irving’s business development efforts, outlined here, leverage Irving’s assets (including its existing companies, workforce, sites, and infrastructure) and align with City priorities. Twelve development opportunity sites and districts that represent Irving’s focus areas for development and redevelopment are shown in Figure 2 (page 4).

• HEADQUARTERS. This target includes Fortune 1000 headquarters (HQs), other corporate HQs, regional and divisional HQs of large corporations, and North American HQs of foreign-based multinational corporations. A new addition to this target is the recruitment of corporate R&D centers, innovation hubs, technology centers, and venture capital arms of major corporations.

• FINANCIAL SERVICES. Large commercial banks, insurance firms, and other financial institutions represent a logical target for Irving given the long-term success of this sector in the region This target is centered on finance and insurance firms with on-site C-suite executives and is not intended to include back-of-house operations, such as call centers.

• LIFE SCIENCES AND HEALTHCARE. Local and regional growth of life sciences, pharmaceutical, and biotechnology companies, as well as major healthcare providers positions Irving for success in this target Substantial investments from R1 universities are bringing increased research and innovation activity to the Dallas-Fort Worth metro area, providing further support for this target.

• RETAIL, RESTAURANTS, AND HOSPITALITY. Irving’s central location makes the attraction of additional retail, restaurant, and hospitality firms an opportunity to serve travelers and residents alike. This target includes destination retail, grocery stores, restaurants, and local retail establishments, as well as full-service hotels, entertainment venues, events/festivals, and nightlife.

• TECHNOLOGY AND PROFESSIONAL SERVICES. This target builds on the Dallas-Fort Worth metro area’s rising stature as a hub for innovation , technology, and professional services. It includes software and technology firms and professional services companies ranging from architecture, engineering, and design firms to legal, marketing, and accounting firms.

• HIGH-VALUE INDUSTRIAL. Advanced manufacturing facilities, aerospace/aviation-related companies, data centers, and modern distribution/warehousing/showroom facilities are desirable, high-value industrial targets By focus ing on industrial employers that are responsible neighbors and are viable over the long-term, this target seeks to avoid generating a demand for public resources that is not sustainable.

FIGURE 2. SELECTED DEVELOPMENT OPPORTUNITY SITES IN IRVING, TEXAS

Irving’s focus areas for development and redevelopment

Source(s): City of Irving; TIP Strategies, Inc.

Note(s): TIRZ = tax increment reinvestment zone

PLAN FRAMEWORK

The opportunity phase of the planning process focuses on identifying the ideas and strategies with the greatest potential to affect change. With findings from the discovery phase in hand, leaders were brought together to build consensus on framework for the plan. The results from other tasks, including an evaluation of Irving’s promotional efforts, an assessment of economic development roles and responsibilities , and a review of similarly situated cities , helped shape the discussion, which resulted in the selection of three goal areas. Within each goal, the project team identified three bold projects with potential for transformational change along with priority initiatives that encompass the overall work program for the IEDP (see Figure 3). Strategies and action items for accomplishing these goals, along with additional details about the associated bold projects and considerations for the plan’s implementation are outlined in the Action Plan section

BOLD PROJECTS

• Support the creation of a life sciences complex with 25,000 SF of lab/R&D space and 125,000 SF of office space

• Foster higher education and industry partnerships in Irving.

• Recruit five new corporate R&D, technology, and innovation centers with a total of 500 net new jobs

STRATEGIC INITIATIVES

1.1. Target industry recruitment

1.2. Life sciences innovation

1.3. Higher education and industry partnerships

1.4. Business retention and expansion (BRE) and corporate engagement

1.5. International business development

1.6. High-growth startups and entrepreneurial support

1.7. Small business and M/WBE support

BOLD PROJECTS

• Facilitate public-private partnerships (P3s) to create 500,000 SF of new and upgraded Class A office space in Irving-Las Colinas.

• Support the revival of the Freeport area through the creation of a master plan for the district.

• Engage in P3s to create a total of 250,000 SF of new vertical mixed-use space in South Irving.

STRATEGIC INITIATIVES

2.1 High-profile sites and districts

2.2. Commercial office development and reinvestment

2.3. Targeted retail recruitment, development, and reinvestment

2.4. High-value industrial developments

2.5. Redevelopment of aging multifamily properties

2.6. Reinvestment in neighborhood housing stock

2.7. Land banking and site prep for future development

2.8. Infrastructure investment

BOLD PROJECTS

• Attract a global destination in the PUD 6 area.

• Create an international culinary destination, anchored by a food hall or food test kitchen incubator

• Pursue one or more freeway deck park caps at high-visibility locations linking major development sites in Irving.

STRATEGIC INITIATIVES

3.1 New destination development

3.2. Greater attraction capacity for existing amenities

3.3. Upscale hotel development and reinvestment

3.4. Irving brand unity

3.5. Targeted events and conferences

3.6. Gateway enhancement

3.7 Leadership Irving talent program

3.8. Workforce readiness and K–12 engagement

M = million; M/WBE = minority and women owned business enterprises; PUD = planned unit development; R&D = research and development; SF = square feet

FIGURE 3. STRATEGIC FRAMEWORK

GOAL 1. INNOVATION

GOAL 2. REINVENTION GOAL 3. PLACEMAKING

ACTION PLAN

The Action Plan lays out the bold projects and initiatives required to bring the three goals to fruition. It sets out bold projects under each goal that will enable Irving to leverage the region’s innovation successes, position its redevelopment opportunities in the competitive North Texas market, and create quality amenities that will draw investment and talent to the City. It concludes with a consideration of the resources that will be required to support the plan’s full implementation and, ultimately, its success

GOAL 1. INNOVATION

By 2030, Irving will be recognized as a leading hub for innovation by creating a life sciences innovation complex, fostering higher education and industry partnerships, and recruiting new corporate R&D, technology, innovation, and venture capital centers.

The strategies in this goal have the potential to transform Irving’s economic future over the next 5 to 10 years. The entire Dallas-Fort Worth metro area is experiencing a surge of momentum in academic R&D, entrepreneurial activity, corporate technology growth, and life sciences innovation As the region grows to become the third largest metro area in the US over the next decade (surpassing Chicago in population, employment, and economic activity), innovation will create opportunities for Irving. In addition to the three bold projects listed below (life sciences innovation, intentional higher education partnerships, and corporate innovation), strategies encompassed in this goal include business engagement, business retention and expansion (BRE), high-growth startup support, and efforts to align City activities toward innovation.

BOLD PROJECTS

Support the creation of a life sciences complex in Irving with lab, R&D, and office space as part of a larger Citywide goal.

The life sciences complex would feature 25,000 square feet (SF) of lab/R&D space and 125,000 SF of office space for innovative life sciences companies and related firms in the life sciences ecosystem in a dynamic mixed-use district. The project would be part of a larger Citywide goal to develop 50,000 SF of lab/R&D space and 250,000 SF of office space for life sciences companies and related firms in the ecosystem.

The Dallas-Fort Worth metro area is poised to become one of the most important hubs in North America for life sciences innovation over the next decade, thanks in part to the recent selection of Dallas as the national HQ of Advanced Research Projects Agency for Health (ARPA- H) at Pegasus Park and the continued strength of University of Texas Southwestern (UTSW). UTSW accounts for roughly 1 percent of the region’s enrolled higher education students but represents more than one-half of the total academic R&D investments (with $700 million annually) Dallas is poised to benefit from the center of gravity that has intentionally been developed at Pegasus Park. Other communities around the region are starting to pay attention. The city of Plano is partnering with developers and life sciences companies (Reata Pharmaceuticals, in particular) to reimagine the former Electronic Data Systems (EDS) campus into a life sciences cluster. Fort Worth has focused investments on its Near Southside Medical Innovation District. With a focused effort to develop a life sciences complex in Irving, the City can capitalize on its existing strengths (including the presence of major life sciences companies ranging from McKesson to Caris Life Sciences) to play an essential part in the region’s ambitious goal of becoming a top-tier life sciences market.

Foster higher education and industry partnerships in Irving, better connecting the City with the regional and statewide innovation ecosystem.

There is tremendous momentum in research and innovation tied to research universities across North Texas. A decade ago, when Irving was first contemplating the creation of an economic development strategic plan, there were no R1 research institutions in North Texas 1 Now, the region has three: the University of North Texas (UNT in Denton), the University of Texas-Arlington (UT-Arlington) , and the University of Texas- Dallas (UTD) and all three are expanding rapidly. UNT is building a major new campus in Frisco UT-Arlington is investing heavily in Arlington (and Fort Worth) UTD is growing its presence in Richardson and in Dallas. UTD’s collaboration with UTSW Medical Center is a unique joint venture that will amplify the research strengths of both institutions in Dallas. And perhaps the most transformational higher education expansion project in the region is Texas A&M University’s (TAMU) new downtown Fort Worth campus that will bring multiple innovation assets from the TAMU system into the region, along with an expansion of the TAMU School of Law.

Irving would benefit from partnerships that link its businesses to the region’s growing research university ecosystem. An equally important opportunity for Irving is to expand higher education and industry partnerships among its existing institutions University of Dallas and Dallas College and the many corporations that call Irving home. Some university-industry collaborations already exist in Irving, but more can be done through efforts such as internships, career fairs, and capstone projects for students (such as the University of Dallas Satish & Yasmin Gupta College of Business Capstone Consulting Experience for MBA students)

Position Irving as the location of choice for global corporations to develop and implement new ideas, technologies, and business models, adding five new corporate R&D, technology, innovation, and venture capital centers with a total of 500 net new jobs through new marketing efforts and incentives to facilitate this goal.

The Dallas-Fort Worth metro area has more Fortune 1000 HQs than any region except New York And Irving is known as the Headquarters of Headquarters, with a higher concentration of HQs than any other city in the region (second only to Dallas in absolute number of HQs). Beyond HQs themselves, there is an equal and perhaps even more significant opportunity for expansion and recruitment of corporate innovation centers. This includes corporate R&D facilities, innovation hubs, technology centers, and venture capital/startup acquisition centers. In addition to attracting new corporate innovation facilities, Irving can position itself through business partnerships and innovation efforts as a location of choice for testing new technologies.

STRATEGIC INITIATIVES

1.1. Target industry recruitment. Continue recruiting companies to Irving, focusing on target industry sectors.

1.1.1. Concentrate the IEDP’s business recruitment efforts on six target industries representing a mix of established and emerging sectors for new investment and employment growth. (See Appendix B. Target Industry Intelligence for details about resources to support this effort )

1.1.2. Become a driver of corporate innovation by expanding beyond the attraction of headquarters to include corporate R&D centers, innovation hubs, and venture capital/startup investment centers.

1.1.3. Maintain and enhance Irving’s incentives for target industry recruitment.

1 The Carnegie Classification of Higher Education Institutions categorizes institutions in the US based on a uniform set of criteria, including their level of research activity. The R1 designation is awarded to doctoral universities exhibiting “very high research activity,” based on measures such as research spending, staff levels, and the number of doctorates awarded The Carnegie framework is currently under review. The American Council on Education, which helps manage the classifications, is developing significant revisions that will be made effective in 2025.

• Modernize economic impact tools to better estimate capital investment and tax base impacts from business expansion and recruitment projects.

• Prioritize City incentives for economic development projects based on capital investment and reinvesting in existing space.

1.2. Life sciences innovation. Support the creation of a life sciences complex in Irving with 25,000 SF of lab/R&D space and 125,000 SF of office space for innovative life sciences companies and related firms in the life sciences ecosystem in a dynamic mixed-use district, as part of a larger Citywide goal to develop 50,000 SF of lab/R&D space and 250,000 SF of office space for life sciences companies and related firms in the ecosystem.

1.2.1. Work with existing partners in Irving and the surrounding region to identify unmet needs in the region’s life sciences ecosystem and match those gaps with opportunities in Irving to meet them.

1.2.2. Form a task force of Irving life sciences companies that can serve as ambassadors to nurture growth in the target sector.

1.2.3. Visit other robust life sciences clusters (such as Boston, San Francisco, San Diego, Seattle, and Philadelphia) to learn lessons from successes and challenges in the development of their innovation ecosystems.

1.2.4. Actively participate in life sciences industry initiatives at the regional and state levels with partners , including the ARPA- H facility at Pegasus Park, UTSW, Bio North Texas (BioNTX), and the Texas Healthcare and Bioscience Institute.

1.2.5. Conduct a study of demand for real estate space in Irving and the surrounding area specific to the life science industry needs, including new lab/R&D space (including wet lab space) and other property types (including conversions of existing space and new construction)

• Review existing zoning and consider potential zoning changes as part of the study that may be necessary to satisfy demand for life science industry real estate space in Irving.

1.3. Higher education and industry partnerships. Lead an intentional effort to build on recent momentum in academic research, innovation, and technology development.

1.3.1. Support higher education and industry partnerships in Irving.

• Encourage partnerships among existing institutions, including the University of Dallas, Dallas College, the University of Texas (UT) System, the Texas Tech University (TTU) System, Medical City Las Colinas, Baylor Scott & White Medical Center, and others to advance R&D in Irving.

DETAILS: Texas A&M University’s expansion into downtown Fort Worth, the long-term vision for UNT’s Frisco campus, and UT MD Anderson Cancer Center’s $2 billion+ expansion into Austin in partnership with UT-Austin are some of the most ambitious ongoing university expansion projects in Texas. The guiding principle behind these and similar higher education expansions is a commitment to university-industry partnerships. These are case studies of major higher education expansions that Irving should review and apply lessons learned to pursue its own efforts to expand higher education and industry partnerships.

1.3.2. Support the alignment of academic programs with employer needs.

• Evaluate where gaps and opportunities exist within degree offerings at regional higher education institutions that align with industry needs (e.g., engineering, life sciences, artificial intelligence/ machine learning) and use this intelligence to inform campus expansion opportunities in Irving.

1.4. Business retention and expansion and corporate engagement Fuel the engine of Irving’s economy with continued and expanded emphasis on retaining and engaging existing companies.

1.4.1. Create a GILCCC committee to assist with BRE efforts.

1.4.2. Increase the current BRE program visitation target by 10 percent each year (the current target is 75 companies per year) by using both on-site visits and virtual engagement. This effort should be structured using guidelines such as the following

• Make a concerted BRE effort to engage the City’s top taxpaying entities and largest employers with regular visits.

• Prioritize BRE visits on companies in target sectors. Use intelligence gained from these sessions to inform recruitment activities.

1.4.3. Identify companies that are currently working with partners to address specific challenges, like workforce and permitting, and ensure they are on the visitation schedule Revisit the current incentives package to ensure they are tailored to the retention of existing companies.

• Emphasize incentives that support the retention of headquarters and international firms, establishments that are highly desirable and frequently targeted by competitors

• Prioritize incentives tied to the use of the Irving name by the company in press releases, letterhead, and other traditional and online communications channels.

• Continue and enhance business retention incentives for companies that make long-term commitments to remain in Irving

1.4.4. Empower corporate leadership through business engagement activities that help to build connections and expand communications channels. Potential initiatives include the following

• Reestablish CEO breakfasts and expand other existing communications channels among Irving business and community leaders.

• Create and maintain networking opportunities among corporate employers and small businesses to help them exchange knowledge and work together.

• Continue the GILCCC’s system of celebrating any new or expanding business in Irving that file a sales tax license with the Texas Comptroller of Public Accounts, so that a celebratory “thank you” package and message is sent to the business owner/manager. Extend the system so that whenever the City issues a certificate of occupancy, the GILCCC is notified and sends a similar celebratory package and message.

1.5. International business development Shine a bright light on existing international firms in Irving and leverage new opportunities for international business attraction and investment

1.5.1. Aim international business efforts toward three distinct yet overlapping audiences: (1) existing international companies in Irving and primary markets, such as North America (Canada and Mexico), Asia (Japan, China, India, and other Asian countries), Europe, and Australia; (2) existing international population of foreign-born residents primarily from Latin America, South Asia, and the Middle East; and (3) existing and new nonstop flight connections to major global business hubs through DFW Airport

1.5.2. Scale up the capacity of Irving’s international affairs efforts on three separate functional areas: (1) travel and global engagement: trade missions and travel to targeted foreign destinations and appropriate US-based international trade shows, with commitments to long-term relationship development with annual visits for multiple years; (2) hosting international business delegations from

geographic markets where target industry sectors are concentrated; and (3) research and intelligence to facilitate increased foreign direct investment (FDI) in Irving, international business attraction, and training/support for existing Irving companies doing business in foreign markets.

1.5.3. Engage the diverse landscape of ethnic, cultural, and international chambers of commerce and international business and cultural associations throughout North Texas and the state of Texas.

• Encourage the GILCCC to continue participation and collaboration with these organizations supporting Irving’s diverse domestic and international business community.

1.5.4. Strengthen existing relationships and cultivate new relationships between the IEDP and DFW Airport at all levels, including the airport’s executive team, its infrastructure and development team, and other executive team members.

• Partner with DFW Airport to pursue international business opportunities, promoting new and existing international nonstop flight destinations and major international cargo routes to expand relationships that lead to FDI.

DETAILS: The recently launched new nonstop flight to Sydney, Australia, has already been critical in Irving landing multiple Australian-based company expansion projects, such as Acquire BPO.

1.5.5. Evaluate the potential for establishing an international soft- landing center in Irving that could provide assistance (such as real estate, financial, and workforce support) for highgrowth international businesses new to the Dallas - Fort Worth metro area, Texas, and the US (See text box )

1.6. High-growth startups and entrepreneurial support. Create a fertile environment in Irving for the formation, attraction, and growth of startups and entrepreneurial firms.

1.6.1. Participate in Dallas-Fort Worth metro area entrepreneurship networks, angel and venture capital networks, startup incubators/accelerators, and technology workforce networks to identify business development opportunities for Irving

1.6.2. Launch a pitch competition inviting existing Irving startups and other high-growth potential startups from across the region, state, and internationally.

• Consider two tracks for the competition: (1) a traditional pitch event in which entrepreneurs present their companies, products, and technologies to a group of investors; and (2) a reverse pitch event that addresses corporate innovation needs

INTERNATIONAL SOFT-LANDING PROGRAMS

International soft- landing programs have been successful across the country. Examples include the following

• International Accelerator, a 12-month program based in Austin, Texas, aimed at foreign-born entrepreneurs, with an emphasis on early-stage technologydriven ventures

• OU INC, a SmartZone business accelerator representing a collaboration among Oakland University, the city of Rochester Hills, and the Michigan Economic Development Corporation

• Q-Branch , a global accelerator offering assistance to foreign entrepreneurs through its Texas Soft Landing Program and a network of economic development organizations and chambers of commerce

• Strong international offices in organizations like the Kentucky Cabinet for Economic Development and the Charlotte Regional Business Alliance

Source(s): TIP Strategies, Inc.

• Engage Irving’s major companies to explore reverse pitch approaches that present challenges facing existing companies and invite entrepreneurs to develop solutions.

• Start with a small pilot project that invites a group of major employers to present their most urgent unsolved problems in need of innovative solutions to a group of Irving entrepreneurs and investors.

1.6.3. Recruit venture capital, private equity firms, and other investors and financial services firms that pursue entrepreneurial companies and innovative technologies within Irving’s target industries.

1.6.4. Work with the ICVB and the Irving Convention Center to recruit conferences and events to Irving that can serve as deal-making and investment summits that bring together investor networks, startup founders, and other entrepreneurial ecosystem stakeholders to explore business development and collaboration opportunities.

1.6.5. Engage private sector partners through pilot projects for testing new technologies in Irving.

• Work with innovative companies, infrastructure providers, property owners, and other stakeholders to pilot new technologies that enhance mobility, physical infrastructure, and quality of life for residents, businesses, and visitors.

• Research technologies for potential pilot projects , including automation of systems, intelligent transportation (parking, transit, passenger vehicles, freight), energy efficiency, building systems (water, lighting, heating, ventilation, and air conditioning), and other needs.

1.7. Small business and M/WBE support. Cultivate Irving’s local business scene with expanded support for small businesses and minority/women-owned business enterprises (M/WBE).

1.7.1. Develop a clearinghouse of support systems for small businesses and entrepreneurs, including a more robust database of existing companies in Irving to be shared and updated across the IEDP and in collaboration with the Irving Hispanic Chamber (IHC)

• Formalize and institutionalize partnerships with small businesses and the City’s M/WBE programs.

• Work with the GILCCC, the IHC, and other partners to regularly showcase small businesses and tell stories of their success in Irving.

• Work with the GILCCC, the IHC, and other partners to continue and expand small business training and networking opportunities, including the potential creation of a small business bootcamp.

1.7.2. Promote the City’s small business resources (including the Small Business Resource Guide and the Minority and Women-Owned Business Enterprises Program Guide) in collaboration with partners , including the GILCCC, the IHC, and the ICVB.

• Conduct an annual review of the City’s small business resources, with input from partner organizations and small business owners, to ensure information is accurate, relevant, and effective.

• Study other city M/WBE programs to learn best practices and apply relevant approaches

1.7.3. Work with developers to be inclusive of small businesses in Irving as part of any new developments or redevelopment projects supported by the City.

1.7.4. Conduct regular reviews of permitting, development, and other relevant regulations with Irving’s economic development partners and relevant business leaders to ensure Citywide and districtspecific regulations are appropriately balanced with City and business interests.

• Pay close attention, as part of the reviews, to specific ordinances, such as alcohol and food sales that impact specific businesses.

GOAL 2. REINVENTION

By 2030, Irving will be recognized as a center for economic reinvention by advancing publicprivate partnerships to develop and upgrade Class A office space in Irving-Las Colinas, drive high-value industrial development in the Freeport area and Citywide, and revitalize legacy business districts across South Irving with new mixed-use development.

Real estate development is perhaps the best way to tell the story of the Dallas-Fort Worth metro area’s growth The development of sites and buildings in Irving is a central part of the region’s story over the past 50 years. Greenfield development, new master-planned subdivisions, and far-flung suburbs will continue to be an important part of the region’s future growth. But the next 50 years will depend increasingly on redevelopment and economic reinvention across the region’s mature cities. And Irving is, once again, poised to play a lead role in the next phase of growth as the North Texas region matures from a Sunbelt growth center to a leading international metropolis.

BOLD PROJECTS

Facilitate public-private partnerships (P3s) to upgrade existing offices and develop new space for a total of 500,000 SF of Class A office space in Irving.

The competition is fierce for major development and redevelopment projects in North Texas. From Panther Island in Fort Worth to Hall Park in Frisco, cities across the region are pursuing long-term public-private developments to attract the next generation of companies and talent. The uncertainties facing the future of commercial office space in the wake of the pandemic recovery are a challenge, complicating development projects , especially in established business districts that have a high concentration of office space and corporate employers. However, the future clearly favors modern, trophy Class A properties with amenities and walkability over aging Class B and C properties. The opportunity for Irving is to balance reinvestment and upgrades to existing office space (to maintain or upgrade its Class A features) and to continue developing new sites for major corporations.

Support the revival of the Freeport area through the creation of a master plan for the district as part of a larger Citywide goal for attracting new investment into existing industrial areas.

Industrial development projects in the Freeport area would feature a minimum of $125 million of new capital investment by 2030. Reinvestment in the Freeport area would be part of a larger Citywide goal to attract $250 million of capital investment from industrial development across all of Irving’s existing industrial districts.

Irving’s central location is not only a strength for accessing the region’s labor force for major corporate and professional services firms but it’s also a strength for high-value industrial employers. Irving sits at the nexus of the region’s transportation network and is equidistant to the region’s most significant industrial/freight hubs, including AllianceTexas in far north Fort Worth and southern Denton County and the International Inland Port of Dallas in southern Dallas County. Irving’s central location, access to highway transportation, and location adjacent to DFW Airport make it an ideal option for advanced manufacturing and innovative industrial companies. The Freeport area, with its immediate access to DFW Airport, is well-situated to attract high-value industrial projects. The district already is home to dozens of major employers in the advanced manufacturing, aerospace, and logistics industries. However, the roads and other public infrastructure and common areas (landscaping and green space) are in dire need of improvement to retain existing companies and attract a new wave of industrial investment projects.

Engage in P3s to create a total of 250,000 SF of new vertical mixed-use space in South Irving, especially at key sites, including the Heritage District, Plymouth Park, and the Irving Mall.

Revitalization efforts across South Irving have achieved mixed results over the past couple of decades. Similar urban revitalization efforts and Main Street development projects across North Texas have led to the creation of vibrant mixed-use districts. While the development drivers in every walkable urban district vary based on nearby assets and market dynamics, the common themes include a long-term focus, P3s to kickstart private development, and a commitment to density, walkability, and vertical mixed-use projects. Three major districts Heritage District, Plymouth Park, and the Irving Mall provide opportunities for broader revitalization of South Irving. With a focused program of City- led mixed-use development projects, these areas are poised to catalyze a sustainable wave of revitalization

STRATEGIC INITIATIVES

2.1. High-profile sites and districts. Position Irving’s high-profile sites and major redevelopment areas for new commercial and mixed-use development.

2.1.1. Planned Unit Development (PUD) 6 area. Attract a global destination in the PUD 6 area (including the former Texas Stadium site), setting the stage for a 50-year vision of the district with a greater amount of investment, jobs, and tax base than the Las Colinas Urban Center. (See Initiative 3.1.1 under Goal 3. Placemaking for more detail.)

2.1.2. Former ExxonMobil HQ site. Set an ambitious long-term vision for the former ExxonMobil HQ site to become a high-density, mixed-use destination with Class A space for major corporations, life sciences innovation space, hotels, entertainment and visitor attractions, mixed-use residential highrise development, and other uses.

• Work with new owners of the property to position the site for corporate HQs and other uses.

• Support efforts to create a master plan for the property that incorporates a rich mixture of uses not just another corporate office surrounded by multifamily complexes to develop true walkability, including enhanced connectivity to other key sites, including the Las Colinas Urban Center and the Verizon site

2.1.3. Las Colinas Urban Center. Position the Las Colinas Urban Center as a premier mixed-use business and entertainment district. (See Initiatives 2.2 and 2.5 under Goal 2. Reinvention and Initiative 3.2 under Goal 3. Placemaking for more detail )

• Incentivize development of true high-rise (10–20+ stories) Class A residential in and around the Las Colinas Urban Center to jump-start the high-rise residential market in the area.

• Encourage high-rise construction projects in and around the Las Colinas Urban Center that incorporate structured parking to design parking components in a manner that they can be converted in the future to a non-parking use (such as residential, hotel, or office space).

DETAILS: Real estate development projects are often financed over a 20–30-year period, a timeframe that is likely to include the widespread deployment of autonomous vehicles With this convergence in mind, forward-looking developers are questioning the financial feasibility of continuing to build parking garages based on historical usage patterns. Rather than treating resilience and adaptive reuse as an afterthought, a growing number of high-rise developments are incorporating innovative parking garage designs that can be easily converted into office space, residential, or other uses in the future.

2.1.4. Freeport area Position the Freeport area in Irving as the premier high-value industrial district in North Texas. (See Initiatives 2.4 and 2.8.2 under Goal 2. Reinvention for more detail.)

2.1.5. Verizon site. Work with developers, investors, major companies, and other stakeholders to advance the vision of the Verizon site as a premier corporate office and mixed-use district similar to the original plans unveiled several years ago by Verizon.

• Continue to advance opportunities in the district for high-density, walkable, mixed -use development, including new high-rise urban residential development in the district.

• Explore options for greater connectivity such as a pedestrian/bicycle bridge between the Verizon site and the Las Colinas Urban Center, especially the Irving Convention Center and the Toyota Music Factory.

• Work to position the roughly 25-acre site adjacent to the Verizon site, Green Park Drive, the Dallas Area Rapid Transit (DART) Orange Line, and the State Highway (SH) 114 access road as an ideal site for new development that can serve as a connector and complement to surrounding districts.

2.1.6. Heritage District. Advance efforts to transition the Heritage District from a quaint, low-density historic district into a higher density, more walkable urban district with a diverse and growing mix of creative businesses and residents.

• Establish a downtown public improvement district or a business improvement district.

DETAILS: Evaluate existing models of downtown organizations , such as the Downtown Arlington Management Corporation, the Garland Downtown Business Association, McKinney Main Street, Historic Downtown Grapevine, Historic Downtown Carrollton, and others.

• Encourage Dallas County, the North Central Texas Council of Governments (NCTCOG), and the Texas Department of Transportation (TXDOT) to cost share for a redesign and reconstruction of 2nd Street through downtown Irving so that it matches the new Complete Streets quality design of Irving Boulevard.

• Work with property owners in the Heritage District, especially along Irving Boulevard and 2nd Street, to redevelop and revitalize properties with higher-value, more dense development, including mixed-use projects.

• Use City redevelopment efforts to acquire and land bank properties along East Irving Boulevard and East 2nd Street between Britain Road and Loop 12 with the long-term goal of redeveloping properties along the corridor with more dense, walkable, mixed-use development.

• Launch a real estate working group hosted by the IEDP for developers, property owners, and real estate professionals to work collaboratively and share information regarding redevelopment opportunities that increase the value of sites and buildings.

DETAILS: This initiative should not be limited to the Heritage District It should be a Citywide group that meets regularly (quarterly or a similar interval).

2.1.7. Plymouth Park Work to redevelop the Plymouth Park area, with the cooperation of ownership, as a lively mixed-use business district, including new mixed-income housing, employment, retail/restaurant space, and other amenities to serve South Irving and jump-start broader revitalization efforts across the area

• Support redevelopment efforts of the Plymouth Park area with the roughly 35-acre site at the northwest corner of West Irving Boulevard and North Story Road.

• Identify multiple anchor employment uses that would provide hundreds of daytime jobs and up to 50,000–100,000 SF of Class A office space as part of a new mixed-use development project.

DETAILS: Ideally, a single large employer or mix of midsize and smaller private employers would occupy office space in these new mixed-use projects. H owever, the Plymouth Park area in particular and South Irving in general is an unproven commercial office market as compared to Las Colinas. In order to create a vibrant mix of uses in the district, it may be necessary to pursue public or quasipublic anchor employers to fill the office space, including Irving Independent School District (ISD), Dallas County, administrative offices for healthcare organizations, nonprofit organizations, and similar entities.

2.1.8. Irving Mall. Reimagine the Irving Mall area as a vibrant international shopping and entertainment district, with more walkable development, including mixed-use housing components. (See Initiative 3.2.3 under Goal 3 Placemaking for more detail.)

• Pilot a buy local program in partnership with the GILCCC, the IHC, and the City to support small retail/restaurant businesses and other M/WBEs in Irving and work with the Irving Mall as a potential partner to showcase small businesses in Irving.

DETAILS: Pasadena Loves Local is a good example of a Texas city with a buy local program supporting small businesses through a collaboration between the Pasadena Economic Development Corporation, the Pasadena Chamber of Commerce, and the city of Pasadena.

• Partner with Irving Mall and surrounding property owners to redevelop portions of large surface parking lots with mixed-use development, including retail/restaurant space , housing, and other amenities.

• Invest in new transportation connectivity and green spaces (bicycle paths, trails, pocket parks) to better connect the site to surrounding neighborhoods and commercial areas.

• Work with TXDOT and other partners to redevelop the interchange of SH 356 and SH 183 and Belt Line Road to remove space from the highway footprint and create new land for development in the Irving Mall area on all corners of the current interchange. Explore the potential for a deck park spanning across SH 183 to provide greater connectivity.

2.2. Commercial office development and reinvestment. Create new Class A commercial office space by collaborating with private landowners to upgrade existing commercial office space.

2.2.1. Encourage and support office redevelopment opportunities across Irving.

• Review the Williams Square revitalization project and Vistra’s new HQ as examples of successful P3 office reinvestment projects. Use similar approaches to upgrade other office properties.

2.2.2. Continue using Chapter 380 agreements to reinvest in existing vacant and underutilized major commercial office buildings in partnership with private landowners.

• Use lessons learned from the successful application of City rebates for the redevelopment of the 400,000 SF former EDS building to retain the Vistra HQ, including a new parking garage, to inspire similar P3 reinvestment projects across Irving.

2.2.3. Create new incentives to renovate aging commercial office space.

• Create incentives for reinvestment in existing mid-rise and high-rise office structures. On a caseby-case basis, consider incentivizing conversion of aging commercial office space into other uses, such as high-rise residential.

• Create incentives for teardown and reconstruction with higher-value and higher-density development for existing lower-density, low- rise, and lower-quality office space (Class B or C properties). Similar incentives should be used for redevelopment of aging limited-purpose hotels, aging low-rise multifamily sites, aging retail centers, and similar properties. (See Initiatives 2.3, 2.4, 2.5, and 3.3 )

2.3. Targeted retail recruitment, development, and reinvestment. Recruit new retailers into the Irving market, develop new retail space, and reinvest in existing retail space, using P3 approaches throughout Irving

2.3.1. Recruit high-value anchor tenants (e.g., top-tier retailers like Costco and Apple Stores that have a loyal following) into major retail/entertainment complexes to help revitalize struggling shopping centers and/or amplify the success of more dynamic retail destinations.

2.3.2. Regularly attend and actively participate in the International Council of Shopping Centers (ICSC) trade shows in North Texas and Las Vegas to cultivate relationships with retailers, restaurant management groups, and retail developers

• Partner with local landowners to showcase Irving at ICSC and similar retail trade shows.

2.3.3. Evaluate data subscriptions that assist with retail/restaurant recruitment. (See Implementation and Resources section for more detail.)

2.4. High-value industrial developments Encourage high-value development, redevelopment, and major renovations of industrial buildings in Irving’s existing industrial areas.

2.4.1. Position the Freeport area in Irving as the premier high-value industrial district in North Texas.

• Support the revival of the Freeport area, including the potential reconstitution of the Freeport Property Owners Association to invest in common area maintenance and landscaping

• Support the creation of a master plan (or a small area development plan) for the Freeport area to guide infrastructure, redevelopment, placemaking, and other investments.

2.4.2. Capitalize on Irving’s proximity to DFW Airport with industrial development and related business development opportunities.

• Identify and pursue industrial development opportunities to house companies that would benefit from an airport-adjacent location but might not be able to (or would prefer not to) lease space directly from the airport.

• Work with DFW Airport and other partners to make enhancements to major transportation corridors leading to/from the airport.

2.4.3. Identify sites for potential redevelopment as multistory warehouse buildings to create the most advanced, modern industrial logistics/distribution space in the Dallas-Fort Worth metro area, while minimizing sprawl and land consumption and maximizing the valuable real estate footprint and existing infrastructure in the Freeport area.

2.5. Redevelopment of aging multifamily properties. Accelerate redevelopment efforts across Irving to phase out older apartment complexes dominated by low-rise and low-value structures and replace them with modern mid-rise and high-rise structures with a diverse housing stock and a vibrant mix of commercial uses.

2.5.1. Prioritize demolition and higher-density redevelopment of the oldest and lowest- quality apartment complexes, starting with aging properties constructed in the 1960s and 1970s (and possibly 1980s) throughout much of the City

• Create new incentives to encourage landowners to redevelop properties with newer housing and a mix of commercial uses and employment space

• Actively enforce existing code restrictions and public health/safety regulations to force absentee landlords to provide fair and safe housing.

2.5.2. Conduct planning and design workshops with area real estate professionals, architects, and design professionals to come up with long-range redevelopment scenarios for the large number of multifamily properties constructed across Irving in the past few decades

• Conduct design scenarios based on two broad categories of multifamily properties: (1) the largely two- and three-story garden apartments built across much of Las Colinas primarily in the 1980s, 1990s, and into the early 2000s; and (2) the more recently built four- and five-story apartment buildings constructed primarily in the Las Colinas Urban Center since the mid-2000s, including the properties surrounding Lake Carolyn.

• Consider redevelopment options for the largely residential areas dominated by low-rise apartments, with a variety of mid-rise structures and a diverse set of housing options and space for commercial uses

• Explore ambitious redevelopment options for the most well-located properties (those along major arterial roads and surrounding Lake Carolyn) currently occupied with four- and five-story apartments, including complete demolition of existing space for construction of high-rise and possibly even skyscrapers. New development could include a wider mix of uses beyond more rental housing and should consider condominiums, Class A office, and upscale hotels, along with flexible ground-floor space suitable for retailers and restaurants

DETAILS: Now that the final lakefront property adjacent to Lake Carolyn has been developed (The Mustang apartment building scheduled for completion in 2024 adjacent to the Levy Event Plaza), the time to plan for the long-term future of the Las Colinas Urban Center has arrived. With no new vacant properties available in the district, any future growth will come in the form of reinvestment, redevelopment, teardowns, and higher-density new construction.

2.6. Reinvestment in neighborhood housing stock. Encourage reinvestment in existing single-family housing stock throughout Irving’s neighborhoods.

2.6.1. Increase the number of owner-occupied housing units in existing neighborhoods, providing incentives that increase opportunities for existing renters to become homeowners

2.6.2. Incorporate the recommendations from the City of Irving Housing Plan 2021 into the City’s economic development efforts and other planning and real estate development initiatives.

2.6.3. Work with landowners and real estate developers to create missing middle housing units that provide families with ownership options for moderately sized homes that are more affordable than a standalone single-family home on a large lot.

2.6.4. Create a neighborhood empowerment zone (NEZ) program to incentivize redevelopment in targeted areas of Irving.

• Review the NEZ policies for the cities of Dallas and Fort Worth as models.

• Use the NEZ to incentivize housing reinvestment in existing single-family housing stock across South Irving.

2.6.5. Identify sites for executive housing development to build large, luxury homes desired by CEOs and corporate management team members to encourage them to live in Irving.

2.7. Land banking and site prep for future development. Identify and acquire properties for future development and work with private landowners to support higher-value redevelopment across South Irving and Citywide.

2.7.1. Tap into mixed-use redevelopment opportunities by utilizing City- owned and land banked properties and P3 projects for key sites

2.7.2. Work with property owners and relevant City departments to identify sites for flood mitigation and new commercial/industrial development.

• Conduct site analysis and civil engineering work to identify opportunities for removing land from the floodplain in South Irving along Hunter Ferrell Road and Loop 12 to create new sites for industrial flex, manufacturing, and warehouse/distribution space.

• Invest in the Hunter Ferrell Road corridor to make that the primary east/west truck route in South Irving, as opposed to the currently used Shady Grove Road, and to increase its appeal for adjacent industrial development.

2.7.3. Work with landowners and the real estate community to create mixed-use development opportunities along Shady Grove Road near the Irving Golf Club that take advantage of upland views of the Dallas skyline above the West Fork and the Elm Fork of the Trinity River.

• Use the Trinity Groves and Bishop Arts areas in Dallas overlooking the Trinity River and the areas near downtown Fort Worth along the West Fork of the Trinity River as comparable areas with similar viewshed opportunities and development constraints.

2.7.4. Conduct regular engagement with neighborhood groups and local organizations in South Irving to provide a forum for discussing economic development needs in South Irving, including redevelopment opportunities that provide more amenities for residents and grow the customer base for businesses.

2.7.5. Maintain the City’s competitive advantage of speed, a customer-centric service, efficiency, and quick turnaround time for permitting, inspections, and other development review functions.

• Promote Irving’s superior permitting/inspections/development review processes to the area real estate community.

2.7.6. Conduct a Citywide review of ordinances that impact redevelopment.

• Streamline development review process where appropriate. For example, variances currently require special zoning cases approved by the City Council. Make variances more consistent, predictable, and efficient by running the process through the Zoning Board of Adjustment, only sending complex or special cases to Council.

• Review City ordinances in specific districts targeted for new development/redevelopment, including areas that have not seen significant new private sector driven development to identify and remove barriers to construction and redevelopment.

• Consider a Citywide regulatory change to move away from mandatory minimum parking requirements and allow developers to decide how much parking is necessary based on specific uses, market conditions, and shared parking agreements with adjacent properties.

DETAILS: The city of Austin recently removed all citywide mandatory minimum parking requirements after a successful multiyear pilot program of a removal of minimum parking requirements in the downtown area. Other cities around the US are pursuing similar overhauls of their parking regulations to reduce the overbuilding of parking that has resulted in an inefficient use of land across many cities over the past several decades. Irving should consider a similar change, perhaps starting with a pilot project for new parking regulations in one or more specific districts, such as the Las Colinas Urban Center, the Heritage District, near rail stations, or another high-profile development area.

2.8. Infrastructure investment. Work across City departments to support ongoing efforts to maintain and enhance Irving’s economic competitiveness through sound investments in essential infrastructure and amenities desired by residents and businesses.

2.8.1. Work with City departments to highlight and promote Irving’s superior City infrastructure (especially the City’s current and future water supply) and its efforts to improve existing infrastructure (such as the Road to the Future efforts to reinvest in transportation infrastructure).

• Support City efforts to maintain and promote Irving’s cost advantage as having one of the lowest water and wastewater rates for commercial and residential customers in the entire Dallas-Fort Worth metro area.

• Continue efforts to improve broadband internet infrastructure and access across the entire City.

• Continue and expand Irving’s Drainage Solutions for a Better Tomorrow initiative to improve stormwater management throughout the City.

• Leverage Irving’s status as one of the largest DART member cities to improve transit service across Irving.

2.8.2. Continue and expand Irving’s Road to the Future effort to reconstruct heavily used roads throughout the City.

• Focus near- term expansion of the Road to the Future investments in the Freeport area where many roads have deteriorated to the point where current conditions drive existing and potential business investment away from Irving and into surrounding cities.

• Work with economic development partners to ensure major roads serving key commercial and industrial areas receive proper attention for reconstruction, repaving, and repair.

2.8.3. Prepare for the SH 114 $1 billion+, seven-mile reconstruction and expansion project between International Parkway and Riverside Drive through the heart of Las Colinas in Irving.

• Advocate to TXDOT for gateway signage, landscaping at integral interchanges, bridges, and overpasses.

• Work with property owners and businesses along the corridor to minimize disruptions from the project.

2.8.4. Work with relevant City departments, external partners, landowners, business owners, and real estate developers to provide clear, consistent messaging regarding any changes, additions, or new/revised policies affecting development and redevelopment in Irving.

2.8.5. Plan and implement a network of vertiports (transit hubs for electric vertical take- off and landing eVTOL vehicles) across Irving to advance the connectivity among high-profile districts with a new mode of innovative mobility solutions.

• Evaluate options for a central vertiport adjacent to the Irving Convention Center and the Toyota Music Factory as the initial and central vertiport hub in Irving.

• Evaluate additional vertiport sites across the Las Colinas Urban Center, the Verizon site, the former ExxonMobil HQ site, the PUD 6 area, and other sites across Irving-Las Colinas and South Irving.

2.8.6. Work with transportation innovation companies and transportation infrastructure partners (including DART, NCTCOG, TXDOT, and DFW Airport) to evaluate the potential for new innovative mobility solutions in Irving, such as drone delivery systems and vertiports.

DETAILS: In early 2023, Ferrovial Vertiports announced Irving as the location for its global headquarters. Later that year, the city of Arlington and DFW Airport announced a partnership with an urban air mobility (UAM) company to advance vertiport development. Arlington plans to offer air taxi service by the 2026 FIFA World Cup. Other companies in the region, such as Boeing and Bell (in Fort Worth and Arlington) are investing in UAM solutions and eVTOL vehicle development. Walmart has launched drone delivery of retail products to homes in Frisco and Lewisville. With the growing interest across North Texas in UAM and eVTOL vehicles, Irving can leverage its central location and high-profile sites for greater connectivity within the community and to the surrounding region.

GOAL 3. PLACEMAKING

By 2030, Irving will be recognized as a center for placemaking by targeting a global destination and unique attractors that drive growth for the entire region.

Irving needs to upgrade its amenities to better serve all existing residents, workers, and visitors. However, the two demographics requiring special attention are families and young professionals Other cities in the area feature a much more robust set of entertainment offerings, retail options, and other amenities for young adults and for families with children.

BOLD PROJECTS

Attract a global destination in the PUD 6 area, setting the stage for a 50 -year vision of the district generating a greater amount of investment, jobs, and tax base than the Las Colinas Urban Center.

Cities across North Texas are creating vibrant entertainment offerings that draw business and leisure visitors away from Irving. Dallas and Fort Worth are investing heavily in their downtown convention centers and nearby urban districts. Arlington, Frisco, and Grand Prairie are adding major new sports and entertainment destinations. Irving has also invested in new entertainment offerings, most notably the Toyota Music Factory and Entertainment Center. Continued investment in existing amenities will be important, but Irving has a chance to create a one-of-a-kind destination in the PUD 6 area. The district, including the former Texas Stadium site (the 80-acre Parcel D site owned by the City), represents one of the most exciting redevelopment opportunities in the US The district will take decades to redevelop, but the next five years are critical for determining the future of the district and its impact on the future growth for the entire City Patience and strategic intention will be necessary for Irving to attract a global destination that can compete with attractions in New York, Dubai, Singapore, and Macau

Create an international culinary destination leveraging Irving’s diverse population with a major initiative that showcases the City’s global diversity and multitude of cultures.

Food halls and culinary destinations have opened in recent years from The Collective Kitchens + Cocktails in Oklahoma City to the Assembly Food Hall in Nash ville. These new destinations complement dozens of established culinary meccas from Grand Central Market in Los Angeles to Reading Terminal Market in Philadelphia that have experienced a resurgence as central gathering places .

Irving should celebrate its international population with a new culinary initiative that highlights its cultural diversity, or that capitalizes on its cultural diversity where it lives with distinctive positioning that touts that diversity This could be a bricks - and - mortar food hall development, should an appropriate location be available, but there may also be an opportunity to work with retail center property owners to create a literal intersection where a world of vendors can coexist. Patel Brothers , a South Asian grocer with a national presence, has two locations in Irving , and there are a number of other similar specialty markets throughout the City, including the northwest corner of O’Connor Road and SH 183 , which features South Asian and Latin American markets. More opportunities exist for internationally inspired culinary attraction s across Irving.

Pursue one or more freeway deck park caps at high-visibility locations linking major development sites in Irving. Texas communities have increasingly turned to deck parks as a strategy for connecting neighborhoods divided by interstate highways constructed decades ago. Spanning three blocks above the Woodall Rodgers Freeway, Klyde Warren Park links downtown Dallas to Uptown. The proposed Southern Gateway Park will span I-35E in Dallas between Ewing and Marsalis Avenues. McKinney has approved plans for up to $45 million in funding from the city, NCTCOG, and TXDOT for a deck park along SH 5 to connect its historic downtown with the new City Hall complex, part of a mixed-use development area to the east. Austin has been exploring several options for deck parks reconnecting downtown to East Austin as part of the I-35 expansion. Outside of Texas, highway deck parks are an increasingly attractive response to the urban design and development challenges facing cities with major highways running through dense development districts. Several non-Texas examples include Margaret T. Hance Park and the Japanese Friendship Garden of Phoenix spanning I-10 linking downtown Phoenix to Midtown; Teralta Park spanning I-15 in San Diego; the Kansas City Convention Center that spans I-670 in downtown Kansas City; and the Washington State Convention Center and Freeway Park spanning I-5 in downtown Seattle, linking it with the Capital Hill neighborhood. Irving should explore opportunities along its major highway corridors especially in the PUD 6 area to pursue long-term plans for deck park caps that stitch together major development districts otherwise separated by highway traffic. Potential funding sources for deck parks include state and federal transportation dollars along with private and philanthropic funds. In addition, depending on the ultimate use of a freeway cap, the newly available space itself could serve as a significant funding source if the cap includes space for commercial real estate, such as commercial offices, hotels, retail, restaurants, or entertainment venues

STRATEGIC INITIATIVES

3.1. New destination development. Attract a global destination in the PUD 6 area that draws in visitors and workers, serves as an economic engine for the Dallas- Fort Worth metro area, and develops new attractors across Irving

3.1.1. Work with the new and current landowners in the PUD 6 area to create a new vision and new standards for the area to be a true destination-based redevelopment district anchored by one or more national and international attractions.

• Pursue global entertainment venues and visitor destinations that would put Irving (and the surrounding region) in the same league as New York, Dubai, and other great business and leisure destinations of the world.

• Work with landowners to create high-density urban mixed-use development as a supporting use, not the primary use on the City- owned 80 acres (Parcel D) and the adjacent larger site across from SH 114 (Parcel A). The supporting uses should be comparable to the newest Class A mixed-use development projects across the region, such as the recent additions to the Las Colinas Urban Center, Uptown Dallas, Cypress Waters, Frisco Station, and Legacy West in Plano.

• Pursue major new retail destination anchored development as another supporting use once a global visitor attraction is recruited.

• Engage a professional real estate services firm to market a request for expressions of interest or a request for proposals for the City-owned Parcel D site in the PUD 6 area.

• Pursue a deck park cap between sites D and A in PUD 6 area connecting the former stadium site to the larger site across SH 114 (John W. Carpenter Freeway).

• Partner with TXDOT to serve as an ally around these ideas

• Rebrand the PUD 6 area over time based on the anchor development projects that give the area a distinctive identity to ensure the district and its various components amplify Irving’s brand and raise the City’s profile as a premier economic driver within the Dallas-Fort Worth metro area and the central US.

3.1.2. Create an international culinary destination , leveraging Irving’s diverse population with a major initiative that showcases the City’s global diversity and multitude of cultures.

• Consider in corporating a food test kitchen incubator as part of the culinary destination , similar to the early phases of the Trinity Groves development in Dallas that has evolved into a diverse culinary/entertainment district.

DETAILS: An example of a successful food incubator is the Louisiana State University (LSU) AgCenter Food Innovation Institute in Baton Rouge, a resource center where entrepreneurs can start a food business, process foods, receive technical and marketing assistance, and benefit from expert advice and research on food safety and food sustainability.

3.1.3. Evaluate strategically and appropriately located sites to develop or incentivize a unique amenity, such as a brewery/distillery with food trucks, live music space, and family-friendly recreational space.

• Identify sites in South Irving and in Las Colinas for developments anchored by a brewery/distillery.

• Identify and recruit craft breweries or distilleries looking for an expansion or relocation, particularly any that are based outside of North America to build on Irving’s diverse international appeal

3.1.4. Identify and recruit distinctive experiential attractors that are not saturating the US marketplace and that Irving can provide with appropriate appeal and sites.

3.2. Greater attraction capacity for existing amenities. Build attraction capacity in Irving-Las Colinas and leverage existing assets (Mandalay Canal, Trinity River, Lake Carolyn, Toyota Music Factory, Area Personal Transit System, Water Street).

3.2.1. Capitalize on the City’s $30 million investment, in collaboration with Brookfield, to reposition the Toyota Music Factory and Entertainment Center as a premier mixed-use event space

• Encourage a much higher level of active programming at the reimagined Toyota Music Factory and Entertainment Center.

DETAILS: Examples of entertainment districts with superb programming with events and activities for a diverse range of visitors (families, kids, young adults) include the Star in Frisco; Klyde Warren Park in Dallas ; and the Titletown District in Green Bay, Wisconsin, adjacent to Lambeau Field and owned by the Green Bay Packers football team.

3.2.2. Reactivate the Mandalay Canal area to encourage walkability and accessibility both day and night.

3.2.3. Establish one or more international districts in Irving and promote these new amenities, along with existing areas that function in this capacity (See text box )

DETAILS: If New York City can claim nine Chinatowns, the Dallas-Fort Worth metro area can sustain multiple international districts. The city of Dallas is advancing a vision for the redevelopment of the Valley View Mall as the new Dallas International District, a site that is equidistant between the Dallas-Fort Worth Chinatown in Richardson and the Dallas Koreatown. Irving already has two districts that function as international districts: Las Colinas with its large concentration of international companies and an unofficial international food mile along Belt Line Road with an impressive array of ethnic food offerings. By continuing the corridor westward into Irving and to DFW Airport, this area could become known as the premier international district corridor of North Texas spanning multiple cities.

3.2.4. Work with the Dallas County Utility & Reclamation District (DCURD) and NCTCOG to repurpose the Area Personal Transit (APT ) System in the Las Colinas Urban Center. (NCTCOG has authorized a $1 million grant for engineering a modern relaunched system )

• Incorporate new autonomous vehicle technologies in the relaunch.

INTERNATIONAL DISTRICT PLANNING

Irving already has two areas that effectively function as international districts : Las Colinas with its concentration of international companies and the array of ethnic food offerings along Belt Line Road. Efforts to expand on these de facto districts should consider the following.

• Mix of uses. Future districts could include space for food, entertainment, cultural attractions, major companies (such as North American HQs of foreignbased firms), and an international softlanding center for high-growth startups and small tech firms expanding into the US. (See text box, page 9.)

• Potential sites. Areas in Irving that could be rebranded and developed as international districts include the area around Irving Mall, portions of the PUD 6 area, and portions of Las Colinas.

• Branding As part of its recently concluded brand studies, the ICVB has evaluated the concept of a unifying graphics campaign that would potentially include elements such as signage, window stickers, street sign toppers, and a literal or figurative trail that showcases the “Irving Flavorhood ”

Source(s): TIP Strategies, Inc.

• Create smart city innovation challenges associated with the APT relaunch.

• Work with DCURD, NCTCOG, and other partners to identify other funding sources to sustain the APT System after the engineering work is completed.

• Consider alternative uses such as a green roof overhead park and trail network similar to the High Line in New York of the APT System as part of long-term plans for its use

3.2.5. Work with the City’s Parks and Recreation Department and ICVB to attract more non-local youth sports tournaments to soccer, baseball, softball, and other ballfields in Irving.

DETAILS: The Rockford, Illinois, Park District has created a model where local youth sports organizations have priority usage rights for ballfields and other sports facilities Monday through Thursday, while weekends (Friday through Sunday) are prioritized for out-of-town visitors coming into the region for tournaments. They have also repurposed dilapidated warehouses and decaying real estate in partnership with community investors to convert these facilities into year- round tournament venues. Irving should evaluate models like this to balance the needs of residents while generating additional operating revenues through tournament rentals, which will in turn drive greater weekend economic activity at Irving hotels, restaurants, and retailers.

• Conduct a study for untapped niche sports markets nationally, in Texas, and in the Dallas-Fort Worth metro area. For example, there may be an unmet need for inclusive sports programs for children who are differently abled or children with neurodivergent needs.

• Work with local partners, based on findings from this study, to develop and/or repurpose facilities to host new youth sports events in Irving and actively recruit non-local tournaments within niche markets.

3.3. Upscale hotel development and reinvestment. Increase the supply of quality full-service hotels and associated conference and event spaces in Irving through efforts to develop new hotels and reinvest in existing properties.

3.3.1. Create new incentives and use existing incentives to renovate existing hotels, maintain full-service properties, and update existing hotels.

• Use the City’s existing incentive toolbox of property tax rebates/abatements, façade improvements, signage enhancements, and public infrastructure improvements to encourage reinvestment into existing hotels that would increase brand value by moving to a higher brand on the hotel chain’s scale and/or greatly improving their average daily rates.

• Require use of the Irving name in hotel properties where incentives are used.

DETAILS: Many of Irving’s most prominent hotels reference regional landmarks and other geographies in their official names and marketing material. Examples include The Ritz-Carlton Dallas, Las Colinas; Omni Las Colinas Hotel; Marriott Dallas Las Colinas; and The Westin Dallas Fort Worth Airport. This contributes to confusion among visitors and dilutes Irving’s brand among target audiences. The result, unfortunately, for many business and leisure visitors is that they travel to Irving without even knowing they’re in Irving.

3.3.2. Enforce hotel development standards that rightsize future hotel development to ensure a sustainable supply of quality hotel inventory over the long-term across the City.

3.3.3. Develop a resource package of Irving’s background and history that hotel developers and owners can use to name venues and spaces in their properties .

DETAILS: Conference rooms, lobbies, amenity decks, and other common areas could be named after local features like the Campion Trail, Hackberry Creek, Delaware Creek, the Elm Fork of the Trinity River, or Lake Carolyn.

3.3.4. Identify sites and actively recruit new flagship full-service hotels, especially in major sites and districts, such as the Las Colinas Urban Center, the PUD 6 area, and the former ExxonMobil HQ site.

3.3.5. Work to increase the number of full-service hotels within walking distance of the Irving Convention Center and the Toyota Music Factory.

• Explore options for connecting nearby sites, including the Verizon site, the former ExxonMobil HQ site, and other areas near the Irving Convention Center and the Toyota Music Factory that lack direct pedestrian connections, to planned and existing hotels.

• Emphasize the use of creative and road-friendly mobility solutions such as new bridges for pedestrians, cyclists, scooters, or other nonmotorized transportation modes

3.4. Irving brand unity Protect, refine, and amplify Irving’s status as the Headquarters of Headquarters and set a goal of building a brand for Irving to become recognized as a leading community for innovation, reinvention, and placemaking

3.4.1. Adopt and amplify the new Irving brand messaging (in progress with the GILCCC and the ICVB) for use in marketing and communication efforts Citywide. Leverage the new brand messaging to deliver on economic development priorities

• Work with local, regional, and statewide economic development allies to ensure Irving is not hidden under the shadow of Dallas, other regional cities, or North Texas as a whole

• Grow Irving’s image as an attractive community for HQs, with a young, diverse population and entrepreneurial energy.

3.4.2. Position Irving as the third city in the Dallas-Fort Worth -Arlington metropolitan statistical area (MSA), aiming to rebrand the entire metro area as the Dallas-Fort Worth-Irving MSA by the next time the federal government renames and redefines core based statistical areas in 2033.

DETAILS: The official names of MSAs are set by the US Office of Management and Budget based on a set of standards for delineating metropolitan areas, including which counties are included and which central cities are included in the name. Principal cities included in MSA names are determined based on specified requirements concerning population size and employment. The official names of metro areas are used in thousands of lists published in media outlets and online sources. These lists create brand recognition over time for cities that are included as part of the MSA name. Irving should strive for more recognition through this opportunity

3.4.3. Recruit associations and industries in target markets to Irving to position Irving as the place where the region comes together.

• Identify regional trade associations, professional groups, industry councils, and similar groups currently based in other cities in the region and encourage their relocation to Irving to better serve North Texas from a more central location. Examples of existing regional associations already located in Irving include MetroTex Association of REALTORS, Bio North Texas, the Dallas-Fort Worth Hospital Council, and the North Texas Commission.

• Partner with the ICVB to target association events in Irving to show association leaders how convenient the City is as a central location.

3.4.4. Explore ways to leverage Irving Community Television Network (ICTN) for greater impact.

• Work with economic development partners to use ICTN to showcase small businesses in Irving and build their brand within the community.

• Do more business programming through ICTN and other local/regional media through the IEDP.

3.4.5. Explore ways to capitalize on Irving’s health and wellness assets as a point of distinction in recruiting talent and companies.

DETAILS: Irving already has numerous health and wellness assets that could be packaged and promoted. These assets include the Campion Trail, Lake Carolyn, numerous City parks and recreation facilities, and Irving Marathon Running Series events.

3.4.6. Reorient the IEDP’s online presence around the new strategic plan.

DETAILS: The Anchorage Economic Development Corporation recently relaunched its website to showcase its new strategic plan. Other top-tier economic development websites Irving can review include the Fort Worth Economic Development Partnership, the Frisco Economic Development Corporation, the Pasadena (Texas) Economic Development Corporation, and Fairfax County (Virginia) Economic Development Authority.

3.5. Targeted events and conferences. Build out a sophisticated strategy and set of tactics for the City, IHC, ICVB, and partners to collaborate on business development opportunities tied to target industry conventions hosted at the Irving Convention Center.

3.5.1. Incorporate a shared rolling 12-month outlook for the IEDP of scheduled conventions, trade shows, and corporate meetings/events at the Irving Convention Center.

3.5.2. Focus collaborative conference and trade show efforts on regional events that bring together industry leaders, investors, and experts from across the Dallas-Fort Worth metro area to convene in Irving. Arrange events in Irving at the Irving Convention Center, Irving hotels, and other venues in Irving that draw in influential stakeholders and decision-makers in the sectors that advance bold projects and help Irving grow its target industry clusters.

DETAILS: The North Texas BioNTX iC³ Life Science Summit is a great example of an event that can be leveraged to help build a center of gravity for life sciences in Irving.

3.5.3. Use the Target Industry Intelligence tables (Appendix B) as a starting point for relevant trade shows to potentially host in Irving.

3.5.4. Work with City and ICVB leadership to maintain and extend the City’s hotel/motel occupancy tax for the ICVB and the Irving Arts Center.

3.5.5. Prepare Irving’s hospitality industry to fully capitalize on the FIFA World Cup 26.

• Create off-site events in Irving to attract visitors looking to spend time away from the immediate sports venues in Dallas, Arlington, and Frisco.

• Target specific audiences using geofencing and other marketing techniques with coordinated messages aimed at business decision-makers.

3.6. Gateway enhancement. Invest in gateway enhancement projects , including signage, landscaping, streetscape improvements, and other placemaking approaches that boost the visual appeal of major entry points into Irving, essential transportation corridors, and high-profile development sites

3.6.1. Direct gateway investments to entry points into Irving along major highway and arterial roads. (See recommended locations in Figure 4, page 29 )

3.6.2. Seek collaborative partnerships with Dallas County, TXDOT, NCTCOG, DFW Airport, Dallas Love Field, surrounding cities (Dallas, Grand Prairie, Arlington, Fort Worth, Grapevine), and others to leverage joint funding for specific gateway enhancements that benefit multiple jurisdictions.

3.7. Leadership Irving talent program. Work with the GILCCC and the City to expand the size and scope of Leadership Irving to engage more young professionals, emerging leaders, and diverse talent.

3.7.1. Re-mission Leadership Irving to become Irving’s overarching talent retention, attraction, and engagement program with a two- track mission: (1) drive talent retention and attraction through networking and other efforts for professionals; and (2) build a pipeline of engaged civic leaders from Irving’s diverse population and workforce who support economic development.

3.7.2. Use an expanded Leadership Irving as a vehicle to connect existing corporations’ employee resource groups (ERGs)

DETAILS: Many ERGs already operate in Irving’s large employers. These internal groups are focused on employee engagement, leadership development, and fostering inclusion and diversity among employees. Typically, ERGs operate internally and are not connected to ERGs or similar groups at other companies or to broader civic leadership development programs. The high concentration of major corporations in Irving and their existing ERGs are an untapped opportunity for greater collective talent retention and attraction.

3.7.3. Expand the Irving 360° Civic Academy and Ambassador programs to build a pipeline of civic leaders to serve on boards, commissions, and other roles

• Actively recruit young professionals, emerging leaders, and diverse talent in Irving to serve on City boards and commissions and boards of partner organizations (including GILCCC, CVB, IHC, Arts Board, and other organizations).

• Identify a process that takes interested applicants for whom there are insufficient City positions available and connect them to nonprofit organizations throughout Irving that could benefit from their talents and time.

• Incorporate economic development 101 training sessions on a regular basis (annual or perhaps quarterly) for City Council members and City boards and commissions.

3.7.4. Leverage and grow the City’s Diversity and Inclusion Committee.

DETAILS: The Committee could invite diverse leaders from the community to get exposure to City boards and commissions. The Committee could serve as an entry point for consideration to appointments to specific b oards (such as the Parks and Recreation Board or the Planning and Zoning Commission) and help build a pipeline of future civic leaders.

3.7.5. Conduct regular intercity visits to other high-performing communities across the US that are actively implementing bold projects and strategies similar to those identified in this plan.

• Conduct a yearly visit to an out-of-state community.

• Structure each visit to involve a mix of IEDP staff and board members, City department leaders, City Council members, and other business and community leaders.

3.7.6. Engage culturally diverse community leaders by creating an Irving cultural collective designed to promote, preserve, and celebrate the diversity of cultures within Irving.

• Define the purpose of the collective to include (1) fostering understanding, cooperation, and appreciation among different cultural groups; (2) organizing events and initiatives that showcase various traditions; and (3) advocating for inclusivity and representation within the community.

3.8. Workforce readiness and K–12 engagement. Promote workforce readiness among Irving K–12 and college students with local employers through job shadowing, internships, “adulting days,” and other approaches led by companies and educational institutions

3.8.1. Participate in career fairs jointly with the University of Dallas, Dallas College, local ISDs, and Irving businesses.

3.8.2. Work with the University of Dallas and Dallas College to launch an IEDP program that provides internships for undergraduate and graduate college students in Irving with the GILCCC, the City, the ICVB, and possibly others, including the IHC and the Las Colinas Association.

3.8.3. Work with the GILCCC and the University of Dallas Satish & Yasmin Gupta College of Business to expand opportunities for MBA students via the Capstone Consulting Experience through real-world projects with Irving companies.

3.8.4. Work with the GILCCC to expand job shadowing with school districts in Irving to improve the workforce readiness and preemployment experiences of middle school and high school students in Irving.

DETAILS: Coppell ISD offers “adulting days” where business leaders come into high schools to show students how to rent an apartment, choose insurance, change a tire, and other skills for operating as adults. Work with other school districts in Irving to incorporate similar training.

3.8.5. Participate in regular (once per quarter) stakeholder meetings among City department heads and K–12 school district leadership.

3.8.6. Encourage greater collaboration among Irving’s ISDs so that they work together on some employer engagement, rather than each individual ISD going separately to large employers in Irving to discuss internships, mentor programs, equipment donations, or other industry/education partnerships.

3.8.7. Work with the University of Dallas, Dallas College, and other partners to develop and expand industrydriven programs preparing Irving for in-demand jobs in the next five years and beyond.

3.8.8. Encourage continued and expanded collaboration among Irving businesses and local ISDs through donation of equipment and volunteering of staff time to mentor students.

FIGURE 4. SUGGESTED GATEWAY INVESTMENTS BY ROADWAY TYPE

ROADWAY RECOMMENDED ENTRY POINT LOCATIONS

Major Highways

Major Arterial Roads

• SH 114 at the western City limits next to Grapevine and the northern entrance of DFW Airport

• SH 114 at the eastern City limits next to Dallas at the Elm Fork of the Trinity River in the PUD 6 area

• Loop 12 at the northern/eastern City limits adjacent to Dallas at the Elm Fork of the Trinity River in the PUD 6 area

• Loop 12 at the southern City limits adjacent to Dallas just north of I-30

• I-635 at the western City limits next to Coppell at North Belt Line Road

• I-635 at the eastern City limits next to Farmers Branch at the Elm Fork of the Trinity River

• President George Bush Turnpike at the northern City limits next to Farmers Branch at the Elm Fork of the Trinity River

• SH 183 at the western City limits next to Fort Worth and the southern entrance of DFW Airport

• SH 161 at the southern City limits next to Grand Prairie

• SH 356 at the eastern City limits adjacent to Dallas at the Elm Fork of the Trinity River

• Irving Boulevard at the eastern City limits adjacent to Dallas at the Elm Fork of the Trinity River

• Rental Car Drive at the western City limits next to Euless and the DFW Airport Rental Car Center

• South Airfield Drive at the western City limits next to Euless and the DFW Airport Rental Car Center

• North Airfield Drive at the western City limits next to Grapevine and the northern entrance of DFW Airport

• Cypress Waters Boulevard at the northern City limits just north of I-635 next to Dallas and just south of the Cypress Waters development at North Lake

• Olympus Boulevard at the northern City limits at Ranch Trail next to Dallas and just south of the Cypress Waters development at North Lake

• North MacArthur Boulevard at the northern City limits next to Coppell at Grapevine Creek

• East Royal Lane at the eastern City limits next to Farmers Branch and Dallas at the Elm Fork of the Trinity River

• California Crossing at the eastern City limits next to Dallas at the Elm Fork of the Trinity River

• South MacArthur Boulevard at the southern City limits at West Hunter Ferrell Rd next to Grand Prairie

• West Shady Grove Road at South Belt Line Road next to Grand Prairie at the western City limits

• Valley View Lane and West Rock Island Road next to Grand Prairie at the southern City limits

• FAA Boulevard at the western City limits next to Fort Worth just west of Valley View Lane.

Source(s): TIP Strategies, Inc.

IMPLEMENTATION AND RESOURCES

Goals 1, 2, and 3 and the bold projects, strategic initiatives, and actions within them detail what the IEDP will work on during the next five years to meet future challenges and ensure future economic competitiveness. This section of the plan addresses the overarching question, How does the plan get implemented? It also considers the specifics of implementation Is the budget sufficient? Does the City have the tools and resources necessary to succeed in an intensely competitive landscape? Is the team in place to execute the strategies? What are the appropriate roles and responsibilities of partner organizations? How will success be measured?

STAFFING CAPACITY

This plan recognizes that Irving’s past economic successes cannot be taken for granted. As the competition for business investment, job creation, and talent attraction intensifies across North Texas and beyond, Irving must commit additional staff capacity to maintain and enhance its competitive edge. Figure 5 lists several new or expanded functions at the IEDP, with an estimated total of five to eight new full-time equivalent (FTE) staff positions split between the City and the GILCCC A phased approach with one to two new positions added per year would be anticipated, with a full complement of new staff in place roughly three to five years after the start of the plan’s implementation Beyond that, the need for specific staffing levels and/or new positions is difficult to anticipate In addition to the list below, it may be determined that additional staffing levels are required at the ICVB and the IHC.

FIGURE 5. SUMMARY OF STAFFING

RECOMMENDATIONS

1–2 International outreach GILCCC

1–2 Business retention and expansion GILCCC

1 Senior research analyst City or GILCCC

1–2 Senior redevelopment project managers City

1 Senior grant writer City

• Pursue startup and high-growth potential company recruitment (FDI soft-landing center/accelerator)

• Develop international relationships

• Retain and expand large companies.

• Retain and expand small and midsize companies.

• Maintain primary data, secondary data, and manage and coordinate existing and new data subscriptions for use across the IEDP

• Could be combined with BRE role

• Role would concentrate on land banking, City-led mixed-use development, and P3 redevelopment efforts

• One FTE aimed at high-profile development sites and districts (such as PUD 6, Irving Mall, Plymouth Park, and other major sites).

• One FTE focused on a larger volume of smaller redevelopment opportunities, primarily in South Irving.

• Expands capacity to pursue federal (US Economic Development Administration), state, and philanthropic funding for economic development and community development.

• House in Economic Development (or another department).

• Use as initial step toward grants management division that can pursue other federal and state funding sources for infrastructure projects (roads, drainage, water), amenities, and major community development needs.

5–8 TOTAL RECOMMENDED FTEs

Source(s): TIP Strategies, Inc.

ANALYTICS, RESEARCH, AND DATA

The analysis and presentation of data is an essential component of a robust economic development program. Well- crafted analyses and data visualizations can help engage and educate residents, build support for projects, and provide a basis for informed decision - making. Building capacity in this area can encompass a range of actions , including adding personnel (see Staffing Capacity , page 30 ), providing continued opportunities for analysts to maintain and upgrade their skills , acquiring analytic tools and data sources beyond those that are publicly available , and gaining access to relevant publications (including those suggested in Appendix B. Target Industry Intelligence ) Data sources related to the plan’s implementation that merit consideration include the following .

• Propriety data provider Lightcast integrates more than 90 data sources in its labor market analytics tools. Formerly Emsi Burning Glass, Lightcast has several advantages not found in publicly available employment sources , including an estimation of suppressed data, the addition of data on self- employed individuals, and the alignment of occupation-based and industry-based data series.

• For global trends and market analyses, fDi Markets is a comprehensive database that provides its customers access to real-time information on investment projects, capital investment, and job creation, covering all countries and sectors worldwide.

• Crunchbase offers subscribers company insights from early-stage startups to the Fortune 1000. This includes investment and funding information, founding members and individuals in leadership positions, mergers and acquisitions, news, and industry trends.

• CoStar is the largest real estate information and analytics provider, covering significant real estate market indicators , including rents, vacancies, and construction deliveries. These supply and demand trends can help shed light on the underlying drivers of demand in desirable property types and the extent to which available sites and redevelopment opportunities align with targeted sectors and workforce capacity.

• Location analytics company Placer.ai compiles mobile phone data to help clients better understand consumer retail patterns. The company provides market intelligence to clients in commercial real estate, retail, consumer packaged goods, finance, hospitality, and local government.

FUNDING

Ensuring that the plan’s implementation is sufficiently funded will be critical to achieve the desired outcomes. Potential opportunities to expand funding for Irving’s economic development initiatives include the following

• Utilize expiring tax increment reinvestment zones (TIRZ) as an additional economic development tool. Use 50 percent of funds freed up from the Las Colinas TIRZ ratchet down to create an economic development fund.

• Conduct a study and issue recommendations for how the City can leverage its new ability to issue economic development bonds as a result of the May 2023 election.

• Create a City-driven public-private development corporation. Use this new entity to acquire, plan for, and redevelop City-owned properties for market-driven redevelopment. The new entity could also be used as a vehicle to increase access to external funds (federal, state, philanthropic, and private funds) in support of redevelopment.

• Irving must continue actively monitoring all City incentive deals (including 380 agreements and tax abatements) to ensure compliance from developers and companies. However, it is important to balance incentive compliance with Irving’s overall goal of maintaining a favorable business climate with minimal and reasonable regulations affecting businesses and property owners. In other words, the communication and transparency associated with all City incentives must retain messages of Irving’s pro-business and prodevelopment attitude toward the private sector partners that fuel the City’s economic vitality.

IMPLEMENTATION MATRIX

TIP provided the IEDP with a separate matrix to guide the implementation phase. The Excel-based matrix captures the recommended strategies and actions; a static version of the initial matrix is provided as Appendix E (page 64). The matrix identifies a lead organization that is responsible for the implementation of each task, along with supporting partners. T hese organizations can be collaborators or potential resources that can help move implementation forward. The proposed timeline for action is also provided , illustrating when actions should realistically be implemented over the course of the five-year planning horizon. Actions are marked as ongoing or are assigned as short-term (first 12 months), medium-term (years 2–3), or long-term (years 4–5) activities

The matrix is intended to be a flexible, ever-evolving tool for tracking progress toward the plan’s implementation. To this end, the Excel-based matrix includes an indicator to reflect the status of each strategy and action, as well as a place to capture achievements for reporting purposes. The status indicator provides a graphic representation to aid in monitoring where each recommendation stands and to highlight items that have encountered barriers or delays or where action is required to proceed.

PERFORMANCE METRICS

The set of performance metrics used to track progress is an important part of any strategic plan. However, it is important to acknowledge that the IEDP (and the broader community) does not operate in a vacuum. External factors ranging from geopolitical conflict and supply chain disruptions to financial and real estate market volatility affect economic performance at the local level. Acknowledging the broader economic context allows the City to maintain a realistic view of progress, while focusing on priorities where it can most effectively influence positive outcomes in the local economy. If the economy falters, impacting the ability to achieve these performance metrics, the IEDP will not be held to these metrics.

With that caveat in mind, the strategic plan recommends the following performance metrics organized into three categories—be used to track implementation efforts

1. INPUTS. Resources dedicated to implementing the plan. Targets for these metrics are contractually based and were not modified as part of the strategic planning process

a. BRE visits Maintain and increase business visits from the IEDP

b. Outreach to small businesses. Maintain and increase small business outreach through the IEDP and the IHC

c. Website traffic Grow website traffic among targeted audiences.

d. International trade missions. Increase international trade mission visits to targeted FDI markets.

e. Outreach to site selection and real estate professionals. Maintain and increase outreach to regional and national site selection and real estate professionals.

2. IMPACT. The results and benefits of the work completed as evidenced by direct outcomes (e.g., jobs, tax revenue, and investment announcements).

a. Capital investment. Average annual value of capital investment for IEDP- assisted economic development wins (recruitment and expansion projects).

• FY 2015–FY 2023: $3.57B

• 8-year annual average: $446.35M

• 5-year goal: $750M

• 5-year annual average: $150M

This metric is partly dependent on the national and global economic climate. A subset goal should be to attract $250M from industrial projects, $250M from office occupying projects, and the remainder from hotel and retail projects.

b. Jobs retained and attracted. Number of jobs created/retained by IEDP-assisted economic development wins

Jobs created

• FY 2015–FY 2023: 32,334

• 8-year annual average: 4,042

Jobs retained

• FY 2015–FY 2023: 29,930

• 8-year annual average: 3,741

Jobs created

• 5-year goal: 10,000

• 5-year annual average: 2,000

Jobs retained

• 5-year total: 10,000

• 5-year annual average: 2 ,000

This metric is partly dependent on the national and global economic climate. Using a consistent tracking system that looks at wages or skill levels is necessary to tracking this over time

c. Economic development “wins”. Number of IEDP-assisted business recruitment projects and existing business expansion projects

CURRENT/HISTORIC

Business recruitments

• FY 2015–FY 2023: 165

• 8-year annual average: 21

Business expansions

• FY 2015–FY 2023: 118

• 8-year annual average: 15

Business recruitments

• 5-year goal: 75

• 5-year annual average: 15

Business expansions

• 5-year total: 75

• 5-year annual average: 15

A subset goal should be to assist 15 international recruitment projects and 5 international expansion projects.

d. Headquarters retained and attracted. Number of Fortune 1000 HQs located in Irving

• 2015: 9

• 2023: 12

• 8-year change: +33 percent

• 2030 goal: 13

• 5-year increase : +8.3 percent

This is an important metric, released annually, but other private sources could be considered. This metric is dependent on the economic climate and changes

e. High-growth startups. Number of Inc. 5000 firms located in Irving.

• 2015: 12

• 2023: 18

• 8-year change: +50 percent

• 2030 goal: 22

• 5-year increase: +22.2 percent

This metric is a good indicator of the level of startups in a community, but it is not the definitive measure because a firm must apply to be included in the list

f. New and upgraded commercial office space. Square feet (SF) of Class A commercial office added to Irving inventory

CURRENT/HISTORIC 5-YEAR TARGET

2003 Q3–2023 Q3 Commercial Office Growth

• In Irving: +6.4M SF (CAGR 0.9%)

• In Dallas-Fort Worth: +94.6M SF (CAGR 1.3%)

• 5-year goal: +500,000 SF

2025–2030 Commercial Office Growth

• At current pace (0.9% CAGR): +1.8M SF

• At Dallas-Fort Worth pace (1.3% CAGR): +2.65M SF

CAGR = compound annual growth rate

Five-year goal should include a rough target of 250,000 SF of new space and 250,000 SF of upgraded space, with an annual average target of 50,000 SF for both types. Upgraded space refers to efforts to upgrade Class B space or retain/refresh aging Class A space at risk of being downgraded

g. New life sciences lab/R&D space and office space. Additional lab/R&D space and office space needed to accommodate the anticipated growth of life sciences companies

CURRENT/HISTORIC 5-YEAR TARGET

• Not available

• 5-year goal: +75,000 SF of lab/R&D space for life sciences companies and +250,000 SF of office space for life sciences supply chain and related firms, including professional services providers

DETAILS

At least half of this space (25 ,000 SF of lab/R&D space and 125,000 SF of office space) should be co-located in a new mixeduse district.

h. New mixed-use space. SF of new vertical mixed-use space added Citywide

CURRENT/HISTORIC

2003 Q3–2023 Q3 Retail

• In Irving: +2.3M SF (CAGR 0.8%)

• In Dallas-Fort Worth: +115M SF (CAGR 1.4%)

2003 Q3–2023 Q3 Apartments

• In Irving: +10,528 units (CAGR 1.0%)

• In Dallas-Fort Worth: +343,990 units (CAGR 2.2%)

• 5-year Citywide goal: +1M SF (~ 200,000 SF annually)

2025–2030 Retail

• At Irving pace (CAGR 0.8%): + 640,000 SF

• At Dallas-Fort Worth pace (CAGR 1.4%): +1,165,000 SF

2025–2030 Apartments

• At Irving pace (CAGR 1.0%): +3,000 units

• At Dallas-Fort Worth pace (CAGR 2.2%): +~7,000 units

CAGR = compound annual growth rate.

Irving should add new mixed-use space across the City. Mixed-use space is typically a mix of ground-floor retail/ restaurants and upper-floor residential or commercial office space. As a result, the five-year target for mixed-use space is based on Irving’s performance relative to the surrounding region in three associated property types: commercial office (discussed in 2.f.), retail, and apartments.

3. INDICATORS. Indirect outcomes from the plan signaled by general macroeconomic indicators. Unless indicated, current/historic figures are from the 2021 American Community Survey (5-year sample).

a. Total employment. Change in the total number of jobs located in Irving

• 2003: 173,609

• 2023: 239,598

• 20-year change: +66,000 jobs (CAGR 1.6%)

• 5-year target: +20,753 jobs by 2030

CAGR = compound annual growth rate.

DETAILS

Target assumes the same pace of job growth from 2025 to 2030, which would increase Irving’s total employment to 268,196 jobs by 2030. Current/historic employment figures were compiled by Lightcast (2023.2— Quarterly Census of Employment and Wages [QCEW] Employees, Non-QCEW Employees, and SelfEmployed).

b. Median household income. Median household (HH) income in Irving relative to the surrounding region

CURRENT/HISTORIC 5-YEAR TARGET DETAILS

2021 Median HH Income

• Irving: $70,000

• Dallas-Fort Worth: $76,900

• Difference: ~10% lower

• 5-year goal: Irving’s median HH income matches or exceeds the median HH income for the MSA by 2030

Median household income reflects the midpoint of the income range. One-half of all households have an income above that amount, one-half of households fall below that amount.

c. Tax base. Pace of increase in Irving’s property tax and sales tax base relative to the City’s overall economic growth (including employment growth, population growth, and capital investment). Property tax metrics should emphasize the growth of commercial and industrial properties.

CURRENT/HISTORIC

2022 Property Tax Base and Taxable Sales

• Total assessed value of taxable property: $17.36B

• Total amount subject to state tax (all industries): $9.73B

• 5-year goal: Ensure Irving’s sales tax and property tax base keeps up with overall economic growth (including growth in jobs, population, and capital investment).

• Property tax data from Dallas Central Appraisal District as reported in City of Irving, Texas, Fiscal Year 2021–22 Annual Comprehensive Financial Report (for the Fiscal Year ended September 30, 2022), p. 182.

• Taxable sales numbers from Texas Comptroller of Public Accounts, Quarterly Sales Tax Reports

PLANNING CONTEXT

Stakeholder engagement (described in Figure 1, page 2) and quantitative analyses were essential components of the planning process. This section provides highlights from the comprehensive data analyses, along with a summary of insights gained from these tasks.

ECONOMIC ANALYSIS

As part of the strategic planning process, TIP Strategies conducted an analysis of Irving’s competitive position relative to benchmark geographies (Dallas County, the Dallas-Fort Worth- Arlington MSA, Texas, and the US) and a selection of peer communities. The analysis was completed as part of TIP’s initial discovery phase. Data collection began in May 2023 and extended into subsequent phases of the engagement. An in-depth analysis , the Irving Quantitative and Geospatial Analysis , was delivered to the City in January 2024 in an interactive data visualization. Findings from this analysis, including those highlighted in this section, 2 informed and guided the direction of the strategic plan. Figure 6 illustrates the major categories and topics addressed in the analysis.

Irving must adapt to continue its pattern of success.

As one of the most populous cities of the growing Dallas-Fort Worth-Arlington MSA, Irving has enjoyed sustained success for several decades. Since 1990, the City’s population has grown by nearly 100,000, constituting a highly diverse, international community with more than 40 percent of residents having been born outside of the United States. The City’s labor force participation rate is higher than all its peer communities Irving’s workforce is also younger and more highly educated than that of the Dallas-Fort Worth-Arlington MSA. Nearly 55 percent of Irving residents are age 34 or younger, and nearly 40 percent of Irving residents possess at least a bachelor’s degree, compared to the Dallas-Fort Worth-Arlington MSA’s 49.8 percent and 36.8 percent, respectively (see Figure 7 and Figure 8, page 37). Since the Great Recession (2007–2009), Irving has experienced a higher job growth rate than its benchmark regions, with the large number of Fortune 1000 headquarters in Las Colinas serving as an economic anchor. High concentrations of employment in regional and corporate operations and in administrative services reflect the City’s status as the Headquarters of Headquarters. However, increasingly sharp competition from neighboring communities, new challenges posed by limited greenfield development options, and the emergence of new industry trends and innovations will shape Irving’s path in the coming decades, as it seeks to remain a leader within the Dallas-Fort Worth metro area landscape.

• Demographics

• Employment and Industries

• Air Traffic

• Broadband Infrastructure

• International Investment

• Occupational Employment

• Commuting Patterns

• Regional Completions and Awards

• Strategic Growth Areas

• Fiscal Trends

• Residential Property

• Commercial Property

2 These charts represent the most up-to-date data at the time of analysis. The American Community Survey (ACS) 5-year data, reflecting the previous year, is available annually in December. It is expected that the IEDP will maintain and update this data on an annual basis.

FIGURE 6. MAJOR CATEGORIES FROM THE IRVING QUANTITATIVE AND GEOSPATIAL ANALYSIS MENU PAGE

FIGURE 7. AGE DISTRIBUTION, 2021

Source(s): 2021 American Community Survey (ACS) 5-year sample; TIP Strategies, Inc.

FIGURE 8. RACE AND ETHNICITY, 2021

Source(s): 2021 American Community Survey (ACS) 5-year sample; TIP Strategies, Inc.

Note(s): The US Census Bureau categorizes Hispanic or Latino as an ethnic group rather than a race. The Hispanic or Latino group includes all races; the remaining racial groups exclude Hispanics or Latinos. All other races includes Native Americans, Alaska Natives, Pacific Islanders, multi-racial persons, and all other racial or ethnic identities not specified. These data are based on self-identification and reflect a social definition of race/ethnicity.

Life sciences innovation provides a chance to leverage existing assets.

Life sciences and higher education represent rapidly expanding aspects of the Dallas-Fort Worth metro area’s economy. Heavy investments from R1 universities in both Dallas-Fort Worth and other parts of the state are bringing increased research and innovation activity to the Dallas-Fort Worth area. Additionally, national investments in local life science facilities have positioned the region to become a leader in the biotech industry and provide opportunities for Irving to participate in this economic transformation. Redevelopment opportunities across the City’s aging office and industrial infrastructure pave the way for partnerships with higher education institutions to bring research activity to Irving, through the creation of research facilities and lab space that fits the needs of life science research facilities within City limits Dallas-Fort Worth’s higher education institutions have seen a steady increase in the number of degrees and awards granted in life science subjects, like biological and biomedical science and healthrelated programs. Yet, Irving has been a net importer of labor in the life sciences occupation group since at least 2010, indicating an opportunity to develop housing that caters to a young, highly educated local workforce. DFW Airport, located along the City’s western border, is a significant asset for Irving’s innovation sector. Through the airport, Irving has direct access to any major domestic destination as well as international destinations in western Europe and east Asia, sources of much of the direct investment in Irving and other Dallas-Fort Worth cities over the past two decades (Figure 9). The increased potential for national and international collaboration afforded by direct access to a major international airport can be leveraged as an advantage for companies and institutions that choose Irving over other Dallas-Fort Worth communities.

FIGURE 9. ORIGINS OF OUT-OF-STATE DIRECT INVESTMENTS IN IRVING, TEXAS Capital Investment Announced, 2010–2023*

*Data for 2023 are year to date as of April.

Source(s): fDi Markets; TIP Strategies, Inc.

Note(s): Circle size is proportional to investment value for the period shown. Direct investments include all foreign and out-of-state investments. Intrastate investments (e.g., a Texas-based company expanding in the Dallas-Fort Worth metro) are not shown. Some announced projects may be unconfirmed or unfulfilled. Company ownership may have changed since the original announcement was made. Some companies may no longer be in business or operating under the same name.

Creative redevelopment is the key to sustained growth.

Irving is the center of the Dallas-Fort Worth-Arlington MSA, both in terms of its status as the home of Dallas- Fort Worth’s population and employment center points, as well as its physical position situated between Dallas, Fort Worth, and the neighboring suburbs. Because of this physical location, Irving is mostly built out, with limited opportunities for new construction on undeveloped land As such, the City must turn its attention to redevelopment opportunities, creatively revitalizing its aging inventor y of commercial properties. Among Irving’s retail properties, there is a clear split in areas of older and newer development (Figure 10). Newer retail properties can be seen along I-635 through Las Colinas, while the retail sites in South Irving are older, like many of those in TIRZ 2 and the Heritage District A similar trend is seen in the City’s industrial inventory Newer industrial sites border DFW Airport, both along SH 161 and in the Freeport neighborhood, while older inventory exists in the southern portion of the City (Figure 11, page 40) Similar trends can be observed in Irving’s apartment and office properties, with properties in the southern portion of the City being characteristically older than those in the northern portion. The presence of these older commercial properties with the potential for redevelopment could serve as a competitive advantage for Irving as land values increase over time, favoring redevelopment in central locations as opposed to greenfield development at the edges of the region Done well, creative redevelopment efforts can allow the City to develop vibrant mixed-use spaces and destination retail opportunities that continue to set Irving apart from its Dallas-Fort Worth area neighbors.

FIGURE 10. AGE OF RETAIL INVENTORY IN IRVING, TEXAS

Source(s): CoStar Group; TIP Strategies, Inc.

Note(s): Larger circles indicate larger buildings. All data are estimated as of early August 2023

FIGURE 11. AGE OF INDUSTRIAL INVENTORY IN IRVING, TEXAS

Source(s): CoStar Group; TIP Strategies, Inc.

Note(s): Larger circles indicate larger buildings. All data are estimated as of early August 2023.

Placemaking opportunities can provide greater value to Irving residents, companies, and the City’s tax base.

Despite relatively steady population growth over the past three decades, Irving has been outpaced by the broader Dallas-Fort Worth- Arlington MSA in net population change in recent years. Current and new area residents are flocking to the region’s more rural outlying counties, and the City of Irving must pursue high-quality placemaking opportunities that can generate sales tax amenities like destination retail, sporting events, and entertainment destinations to remain competitive. As shown in Figure 7 and Figure 8 (page 37), Irving has a young and highly diverse population indicating a need for entertainment attractions that can leverage this multiculturalism. By leveraging its international brand, Irving can strategically utilize assets like international districts, international food halls, and live music venues to cater to diverse interests. PUD 6, the former site of Texas Stadium, presents Irving’s most significant placemaking opportunity, and can be used to raise Irving’s profile within the Dallas-Fort Worth area if developed into a premier mixed-use destination with a distinct identity. Other focus areas across the City provide the potential for unique placemaking opportunities that can attract residents from both within Irving and from the broader North Texas area. Examples include destination retail in areas like the Irving Mall, pedestrian- oriented neighborhoods in Irving’s transit-oriented development zoned areas, and a traditional downtown in the Heritage District that can leverage Irving’s diverse and entrepreneurial population by providing opportunities for local businesses to thrive in a walkable setting. A map of selected development opportunity sites identified during the planning process is provided as Figure 12 (page 41).

FIGURE 12. SELECTED DEVELOPMENT OPPORTUNITY SITES IN IRVING, TEXAS

Irving’s focus areas for development and redevelopment

Source(s): City of Irving; TIP Strategies, Inc.

Note(s): TIRZ = tax increment reinvestment zone

QUALITATIVE FINDINGS

Throughout the project, the consulting team gathered qualitative input from stakeholders concerning local economic development issues. Findings from stakeholder engagement, coupled with the quantitative analyses, are summarized in Figure 13 For simplicity, findings are grouped under two categories: assets and challenges.

FIGURE 13. ASSETS AND CHALLENGES

ASSETS. Strengths and resources that can be harnessed to grow, strengthen, and diversify the local/regional economy.

• Water infrastructure

• Global corporate presence in Irving’s Las Colinas Urban Center

• Land banking in downtown/Heritage District

• Location in epicenter of Dallas- Fort Worth metro area

• Proximity to DFW Airport and Dallas Love Field

• Business friendly City government (leadership and staff) and policies

• Strong, effective partnership for economic development (City, GILCCC, CVB)

• Diversity (cultural, cuisine, events)

• Access to north/south and east/west travel

• Public transit (DART, Trinity Railway Express )

• Arts, culture, and parks

CHALLENGES. Liabilities, barriers, and unfavorable trends that could limit economic growth potential.

• Underleveraged higher education partners

• Perceptions of old guard vs. young leadership pipeline

• Shortage of missing middle housing (duplexes , etc.)

• Lack of amenities for talent attraction

• Not taking full advantage of federal funding

• Work-from-home and impact on corporate tax base

• Perceived quality of K–12 education

• Competitive economic development environment in the Dallas-Fort Worth metro area and lack of Irving war chest

• Limited tools and resources to support small businesses and high-growth startups

• Minimal engagement of local corporate champions

• Need for more inclusive workforce development

• Flood risk and cost of development

• Costs and complexities associated with redevelopment

• Perceived north-south divide

• Retail island

Source(s): TIP Strategies, Inc.

APPENDIX A. MARKETING REVIEW

The perception of a city contributes to its overall brand and impacts first impressions including those driving economic development outcomes. Marketing programs and the activities of regional economic development partners collectively influence how communities and their advantages are broadly perceived. Understanding the reach of existing partners’ marketing efforts informs programs for economic development organizations , including additional and specialized marketing efforts. Augmenting initiatives may be enacted in isolation, but best results are achieved by leveraging partners’ assets.

LOCAL AND REGIONAL MARKETING INFLUENCERS

TIP conducted an informal review of Irving’s local and regional marketing influencers and how they position the community. This comparative analysis examined a specific list of organizations to assess their websites and social media presence

• City of Irving, Economic Development (https://www.cityofirving.org/1324/Economic-Development)

• Dallas County Economic Development (https://www.dallascounty.org/departments/plandev/economic.php)

• North Central Texas Council of Governments (https://nctcog.org/nctedd)

• Greater Irving-Las Colinas Chamber of Commerce (https://irvingchamber.com/)

• Irving Hispanic Chamber of Commerce (https://www.irvinghcc.com/)

• Las Colinas Association (https://lascolinas.org/)

• Oncor Electric Economic Development (https://www.oncor.com/content/oncorwww/us/en/home/aboutus/economic-development.html)

• Dallas County Utility & Reclamation District (https://dcurd.org/)

• Irving Convention and Visitors Bureau (https://www.irvingtexas.com/)

• Dallas Fort Worth International Airport (https://www.dfwairport.com/)

• Dallas Area Rapid Transit (https://www.dart.org/)

• Irving Arts Center (https://www.irvingartscenter.com/)

• Workforce Solutions Greater Dallas (https://www.wfsdallas.com/)

• University of Dallas (https://udallas.edu/)

• Dallas College (https://www.dallascollege.edu/)

• Irving ISD (https://www.irvingisd.net/)

• Coppell ISD (https://www.coppellisd.com/)

• Carrollton-Farmers Branch ISD (https://www.cfbisd.edu/)

• Dallas Entrepreneurship Center (https://thedec.co/)

WEBSITES

Digital presence is increasingly essential and expected in an information-driven era. Websites are often the first point of contact with a future, external partner. Each organization was reviewed with the following questions in mind.

• Whether the website promotes Irving specifically, or the overall region.

• What the predominant message communicates either about Irving or itself.

• Which audiences the website serves.

• How the website identifies target industries for Irving or the region, if at all.

Two tables capture the above considerations. Figure 14 presents findings relating to Irving’s promotion and predominate messaging Figure 15 (page 46) analyzes target audiences and examines target industry identification.

FIGURE 14. REVIEW OF RELEVANT WEBSITES

How is Irving being promoted and what is the predominant message?

City of Irving, Economic Development Department

Strongly Strong website with information on city incentives, small business resources, Las Colinas, infrastructure investments, and maps.

Dallas County Economic Development EDO Not mentioned directly Promotes economic development throughout the county, does not mention cities except for Dallas.

North Central Texas Council of Governments

Greater Irving-Las Colinas Chamber of Commerce

EDO Not mentioned directly Promotes economic development in the 16-county Economic Development District (EDD).

EDO/Chamber of Commerce Strongly Clear and easy-to-use website that profiles Irving’s advantages as a thriving business community.

Irving Hispanic Chamber of Commerce Chamber of Commerce Somewhat Focuses on local business and entrepreneurship

Las Colinas Association Membership Somewhat Strongly promotes the Las Colinas development and its amenities. Mentions Irving organically.

Oncor Electric Economic Development

EDO/ Infrastructure

Somewhat Website highlights Dallas-Fort Worth area and provides robust community data profiles, including Irving.

Irving is an award-winning, probusiness community home to Fortune 500 companies.

Dallas County offers businesses low taxes and programs, and invests in workforce, infrastructure, and community improvements.

The North Central Texas EDD coordinates regional planning and provides resources on grant funding.

Irving is a premier business community with robust resources, global access, and community support.

Promotes the IHC’s mission to grow Hispanic businesses and support small business.

Promotes the development and the association’s resources for new and existing members.

Promotes Oncor state advocacy efforts for a probusiness policy climate.

ORGANIZATION FUNCTION

Dallas County Planning Urban Reclamation District

Irving Convention and Visitors Bureau

Dallas Fort Worth International Airport

Dallas Area Rapid Transit (DART)

IS IRVING PROMOTED?

Infrastructure Somewhat

COMMENTS

Website provides tax, property, and infrastructure information. Links to other Irving organizations.

PREDOMINANT MESSAGE

Dallas County’s economic development is supported by infrastructure and amenity improvements.

Irving Arts Center

Tourism Promotion Strongly

Provides high-level information on entertainment, restaurants, and inbound travel options.

Infrastructure Not mentioned directly Focuses on airport services and overall regional impact.

Infrastructure Not mentioned directly Focuses on transit services and overall regional impact. Provides information on its Disadvantaged, Minority, and Women Business Enterprises program.

Arts and Culture Somewhat

Website provides ongoing event and program information.

Irving is an exciting cultural hub with modern amenities and access to the Dallas-Fort Worth area.

Promotes airport services and their accessibility.

Promotes DART bus and rail services information.

Workforce Solutions Greater Dallas

Workforce Services Not mentioned directly Website provides ongoing job fair and career training resources on behalf of regional jobseekers and employers.

University of Dallas Workforce Not mentioned directly

Dallas College

Irving, Coppell, and Carrollton-Farmers Branch ISDs**

Dallas Entrepreneurship Center

Website highlights academic and admission information.

Workforce Not mentioned directly Website highlights program, admission, financial assistance, and advising information.

Education/ Workforce

Not mentioned directly Website highlights academic and governance information.

Innovation and E-Ship* Support Not mentioned directly Nonprofit supporting entrepreneurial community across the Dallas-Fort Worth area.

*EDO = economic development organization; e-ship is educational entrepreneurship.

Promotes the Irving Arts Center as an artistic, musical, and theatric community amenity.

Workforce Solutions Greater Dallas is dedicated to solutions “for employers through quality people and for people through quality jobs.”

The University of Dallas is a faith-driven, liberal arts institution.

Dallas College prepares students for university transfer or a meaningful career.

Promotes school district information relevant to parents and students.

Supports the knowledge-based innovation and entrepreneurial community.

**Several independent school districts (ISDs) overlap with Irving, but Irving, Coppell, and Carrollton-Farmers Branch ISDs cover a significant portion of Irving City limits.

Source(s): TIP Strategies, Inc.

FIGURE 15. TARGET AUDIENCE(S)

City of Irving, Economic Development Department

Dallas County Economic Development

North Central Texas Council of Governments

Existing/ prospective businesses

Decent and functional design. Some imagery and provides a high level of information.

Greater IrvingLas Colinas Chamber of Commerce

Existing/ prospective businesses

Existing/ prospective businesses

Simple but somewhat dated design. Lacks imagery but provides a high level of information.

Decent and functional design, but unclear navigation to resources. Lacks imagery but provides a high level of information.

Existing/ prospective businesses

Modern, well-branded website. Easy navigation. High level of information. Job board and events pages.

Irving Hispanic Chamber of Commerce

Las Colinas Association

Oncor Electric Economic Development

Dallas County Planning Urban Reclamation District

Existing businesses

Existing/ prospective businesses

Existing/ prospective businesses

Existing businesses

SECTORS INDICATED

• Corporate Headquarters

• Corporate Training

• Foreign-Based Corporations

• Software and Information Technology

• Telecommunications

• Finance and Insurance

• Health Care Specialties and Laboratories

• Professional Services

• Industrial Technology

• National Associations

Not applicable

• Advanced Technologies and Manufacturing

• Aerospace and Defense

• Biotechnology and Life Sciences

• Information and Computer Technology

• Petroleum Refining and Chemical Products

• Energy

• Headquarters and Regional Offices

• Technology

• Logistics and Distribution

• Life Sciences and Healthcare

• Aerospace and Aviation

• Manufacturing

Decent and functional, but somewhat dated design. Some imagery and moderate level of information. Not applicable

Modern, well-branded website. Easy navigation. High level of information. Multiple resource pages.

Not applicable

Good and functional design. High level of information. Interactive community profile tool. Not applicable

Good and functional design. Easy navigation. High level of information. Multiple resource pages.

Not applicable

ORGANIZATION AUDIENCES

Irving Convention and Visitors Bureau

Dallas Fort Worth International Airport

Dallas Area Rapid Transit (DART)

Visitors Modern and well-designed website utilizing imagery. Tailored for smartphone users. Short on detail, but highly engaging and versatile.

Residents, visitors Modern and well-designed website utilizing imagery. Engaging and accessible information.

Residents, visitors Modern, well-branded website. Easy navigation. Engaging, accessible, and high level of information. Multiple resource pages.

Irving Arts Center Residents, visitors Decent and functional, but somewhat dated design. Some imagery and robust, updated events calendar.

Workforce Solutions Greater Dallas Residents, existing/ prospective businesses

University of Dallas Residents

Dallas College Residents

Irving, Coppell, and CarrolltonFarmers Branch ISDs*

Dallas Entrepreneurship Center

Residents

Existing/ prospective businesses

Good and functional design. Somewhat unclear navigation. High level of information. Multiple resource pages.

Good and functional design. Decent navigation. High level of information. Multiple resource pages.

Good and functional design. Great navigation. High level of information. Multiple resource pages.

Good and functional design. Decent navigation. High level of information. Multiple resource pages.

Well-designed. High level of information. Up to date with resources and calendar of events.

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

Not applicable

*Several independent school districts (ISDs) overlap with Irving, but Irving, Coppell, and Carrollton-Farmers Branch ISDs cover a significant portion of Irving City limits. Source(s): TIP Strategies, Inc

SOCIAL MEDIA

The continuing advent of new social media platforms and widespread adoption has cemented the technology’s relevance as a strategic brand and marketing tool. Yet not all social media presences are equally or fully utilized. Economic development organizations that thoughtfully engage audiences of all kinds through social media stand to rise above their competitors by leveraging the full reach of their partners’ online communities.

The social media presence of the selected group of organizations was reviewed on four social media platforms: Facebook, X (formerly Twitter), Instagram, and YouTube. TIP examined the following characteristics

• Use. Can users identify the organization’s official account?

• Subscribers. How many subscribers or followers does the account have?

• Frequency. How frequently does the account post original content or important updates?

• Very frequently Accounts where posts were typically made more than once per day at a minimum, daily.

• Frequently. Accounts that sometimes post daily, if not at least a couple of times each week.

• Infrequently. Posted a few times per month or have not made any posts in the last six months

City of Irving, Economic Development Department

Dallas County Economic Development North Central Texas Council of Governments

Infrequently Greater Irving-Las Colinas Chamber of Commerce

Frequently Irving Hispanic Chamber of Commerce

Frequently Las Colinas Association*

Oncor Electric Economic Development

Dallas County Utility & Reclamation District

College

Coppell ISD

FIGURE 16. OVERVIEW OF SOCIAL MEDIA REVIEW BY PLATFORM

City of Irving, Economic Development Department

Dallas

City of Irving, Economic Development Department

Dallas County Economic Development

North Central Texas Council of Governments

Greater Irving-Las Colinas Chamber of Commerce

Irving Hispanic Chamber of Commerce

Las Colinas Association

Oncor Electric Economic Development

Dallas County Utility & Reclamation District

Irving Convention and Visitors Bureau

Carrollton-Farmers Branch ISD

Dallas Entrepreneurship Center

*In addition to a public Facebook presence, the Las Colinas Association has a private members social group with over 6,100 subscribers. Source(s): TIP Strategies, Inc

APPENDIX B. TARGET INDUSTRY

INTELLIGENCE

Target attraction marketing efforts evolve and adapt to the priorities and resources of a community over time. Developing a marketing approach can utilize several resources and there is no one-size-fits-all solution. As examples, trade associations, conferences, and publications can provide networking opportunities and insights into industry trends, which lead to business development outcomes. The following tables list potential starting points for target industry attraction as well as business intelligence to support retention and expansion efforts. Past conferences and events are included for planning purposes.

FIGURE 17. TARGET INDUSTRY INTELLIGENCE: HEADQUARTERS (HQS)

TRADE ASSOCIATIONS

• Business Marketing Association | https://www.marketing.org

• Business Roundtable | https://www.businessroundtable.org

• Association for Facilities Engineering | https://www.afe.org

• The Workforce Mobility Association | https://www.worldwideerc.org

• Society of International Business Fellows | https://www.sibf.org

• International Facility Management Association | https://www.ifma.org

• Association for Corporate Growth | https://www.acg.org

• National Association of Corporate Directors | https://www.nacdonline.org

• Association for Strategic Planning | https://www.strategyassociation.org

• Texas Relocation Network | https://www.texasrelocationnetwork.org

• Society for Corporate Governance, Inc. | https://www.societycorpgov.org/home

• American Society of Association Executives | https://www.asaecenter.org

• Texas Society of Association Executives | https://www.tsae.org

• Dallas Fort Worth Association of Executives | https://www.dfwae.org

RELEVANT CONFERENCES/EVENTS

• The Wall Street Journal CFO Network Annual Meeting, 5-6 May 2024 (New York, NY) | https://cfonetwork.wsj.com/event/cfo-network-summit-5/

• IFMA Facility Fusion, 5-7 May 2024 (Boston, MA) | https://facilityfusion.ifma.org/

• IASP 2024 Global Conference, 3-5 June 2024 (Calgary, Alberta, Canada) | https://www.iaspglobalconference.org/

• Masters of B2B Marketing, 12-14 June 2024 (Naples, FL) | https://www.ana.net/content/show/id/ms-b2banc-jun24

• International Life Sciences & Biotech, 11-12 September 2024 (Montgomery County, MD) | https://www.bisnow.com/events/national/life-sciences/international-life-sciences-biotech- conference-8504

• World Biotech & Bioengineering Congress, 23-24 September 2024 (Singapore) | https://biotech-congress.com

• Global Workforce Symposium, 22-25 October 2024 (National Harbor, MD) | https://www.worldwideerc.org/eventsconferences

• Pharma Forum, 23-26 March 2025 (Boston, MA) | https://informaconnect.com/pharma-forum

TRADE PUBLICATIONS

• Strategy + Business Magazine | https://www.strategy-business.com

• Fast Company magazine | https://www.fastcompany.com

• FMJ Magazine | https://www.ifma.org/publications/fmj-magazine

• Corporate Governance | https://www.emeraldgrouppublishing.com/cg.htm

• Strategy & Leadership | https://www.emeraldgrouppublishing.com/sl.htm

• Management Decision | https://www.emeraldgrouppublishing.com/md.htm

• Fortune | https://www.fortune.com

• Forbes | https://www.forbes.com/forbes

• SmartBrief | https://www.smartbrief.com

Source(s): TIP Strategies, Inc.

FIGURE 18. TARGET INDUSTRY INTELLIGENCE: FINANCIAL SERVICES

TRADE ASSOCIATIONS

• Financial Management Association International | https://www.fma.org

• American Finance Association | https://www.afajof.org

• American Property Casualty Insurance Association | https://www.apci.org

• American Bankers Association | https://www.aba.com

• American Benefits Council | https://www.americanbenefitscouncil.org

• Institute of International Bankers | https://www.iib.org

• Finance, Credit and International Business Association | https://www.fcibglobal.com

• Financial Health Network | https://www.finhealthnetwork.org

• Bank Policy Institute | https://www.bpi.com

• Financial Services Forum | https://www.fsforum.com

RELEVANT CONFERENCES/EVENTS

• AICPA & CIMA Engage 24 , 24- 26 April 2024 (Charleston, SC) | https://www.aicpa-cima.com/cpelearning/conference/aicpa-cfo- conference

• EMERGE Financial Health 2024, 5-7 June 2024 (Chicago, IL) | https://www.finhealthnetwork.org/event/emerge-financialhealth-2024/

• World Finance Conference, 30 July–2 August 2024 (Nicosia, Cyprus) | https://www.world-financeconference.com/conference.php?id=28

• 2024 FMA Annual Meeting, 16- 19 October 2024 (Grapevine, TX) | https://www.fma.org/future-conferences

• ABA Annual Convention , 27-29 October 2024 (New York, NY) | https://www.aba.com/training -events/conferences/annualconvention

TRADE PUBLICATIONS

• Journal of Finance | https://www.afajof.org/journal-of-finance/

• Journal of Applied Finance | https://www.fma.org/jacf

• American Banker | https://www.americanbanker.com

• ABA Banking Journal | https://www.aba.com/news-research/banking-journal

• Business Insurance | https://www.businessinsurance.com

• Employee Benefit News | https://www.benefitnews.com

Source(s): TIP Strategies, Inc.

FIGURE 19. TARGET INDUSTRY INTELLIGENCE: LIFE SCIENCES AND HEALTHCARE TRADE ASSOCIATIONS

• Biotechnology Innovation Organization | https://www.bio.org

• BioNTX | https://www.biontx.org

• Medical Device Manufacturers Association | https://www.medicaldevices.org

• American Clinical Laboratory Association | https://www.acla.com

• American Society for Clinical Laboratory Science | https://www.ascls.org

• American Society for Clinical Pathology | https://www.ascp.org

• Advanced Medical Technology Association | https://www.advamed.org

• Pharma ceutical Research and Manufacturers of America | https://www.phrma.org

• Texas Medical Device Alliance | https://www.texmda.org

• American Institute of Biological Sciences | https://www.aibs.org

• American Health Care Association | https://www.ahcancal.org

• Texas Health Care Association | https://www.txhca.org

• American Medical Association | https://www.ama-assn.org

• Dallas County Medical Society | https://www.dallas-cms.org

• Analytical, Life Science & Diagnostics Association | https://www.thealda.org

• Texas Healthcare & Bioscience Institute | https://www.thbi.com

RELEVANT CONFERENCES/EVENTS

• Texas BioLife Summit, 21 February 2024 (Dallas, TX) | https://www.biolifesummits.com/events

• 2024 AdvaMed CEO Summit, 11-12 March 2024 (Scottsdale, AZ) | https://www.advamed.org/events/2024-ceo-summit/

• Pharma Forum, 23-26 March 2025 (Boston, MA) | https://informaconnect.com/pharma-forum

• Texas Life Sciences Summit, 2 April 2024 (Austin, TX) | https://www.thbi.com/events

• BIO 2024 , 3-6 June 2024 (San Diego, CA) | https://convention.bio.org/

• AMA Annual Meeting, 8-12 June 2024 (Chicago, IL) | https://www.ama-assn.org/about/events/2024-annual-meeting-amahouse-delegates

• THCA 74th Annual Convention & Trade Show, 9-11 September 2024 (San Antonio, TX) | https://www.txhca.org/74thannual-convention-tradeshow/

• International Life Sciences & Biotech, 11-12 September 2024 (Montgomery County, MD) | https://www.bisnow.com/events/national/life-sciences/international-life-sciences-biotech- conference-8504

• World Biotech & Bioengineering Congress, 23-24 September 2024 (Singapore) | https://biotech-congress.com

TRADE PUBLICATIONS

• Journal of the American Medical Association | https://www.jamanetwork.com/journals/jama

• Dallas Medical Journal | https://www.dallascms.org/tmaimis/Dallas/Publications/Dallas_Medical_Journal/Dallas/Publications/Dallas_Medical_Journal.aspx

• Trends in Biotechnology | https://www.cell.com/trends/biotechnology/home

• BMC Medical Imaging | https://bmcmedimaging.biomedcentral.com/

• BioTech | https://www.mdpi.com/journal/biotech/about

Source(s): TIP Strategies, Inc.

FIGURE 20. TARGET INDUSTRY INTELLIGENCE: RETAIL, RESTAURANTS, AND HOSPITALITY TRADE ASSOCIATIONS

• Retail Industry Leaders Association | https://www.rila.org

• Shop! Association | https://www.shopassociation.org

• Texas Retailers Association | https://www.txretailers.org

• International Council of Shopping Centers | https://www.icsc.com

• National Restaurant Association | https://www.restaurant.org

• International Hotel & Restaurant Association | https://www.ih-ra.org/

• Texas Restaurant Association | https://www.txrestaurant.org/

• Hospitality Sales and Marketing Association International | https://global.hsmai.org

• Texas Association of Convention and Visitors Bureaus | https://www.tacvb.org

• Texas Travel Industry Association | https://www.ttia.org

• American Hotel & Lodging Association | https://www.ahla.com/

• International Hotel & Restaurant Association | https://www.ih-ra.org/

• International Society for the Performing Arts | https://www.ispa.org/

• US Travel Association | https://www.ustravel.org

• Asian American Hotel Owners Association | https://aahoa.com/

• Americas Lodging Investment Summit | https://www.burba.com/ALIS

• Urban Land Institute | https://americas.uli.org/

• International Association of Amusement Parks and Attractions | https://www.iaapa.org/

RELEVANT CONFERENCES/EVENTS

• International Downtown Association Placemaking, Operations, and Security Summit, 10-11 May 2023 (Minneapolis, MN) | https://downtown.org/event/2023-placemaking-operations-security-summit/

• AHLA Americas Lodging & Investment Summit, 28-30 January 2024 (Los Angeles, CA) | https://www.burba.com/ALIS

• Retail Supply Chain Conference 2024, 25-28 February 2024 (Dallas, TX) | https://www.rila.org/conferences/retail-supplychain-conference

• Hunter Hotel Investment Conference, 18-21 March 2024 (Atlanta, GA) | https://www.hunterconference.com/event/86837b08- f7be-4daa-8dc4-fb59657233be/websitePage:f67679b2-3c0b-4eb5acbb-a215da353cab

• AAHOA Convention and Tradeshow, 2-5 April 2024 (Orlando, FL) | https://aahoacon.com/

• Shop! Marketplace, 9-11 April 2024 (Cincinnati, OH) | https://www.shop-marketplace.com/

• Sociable City Summit, 18-20 April 2024 (Dallas, TX) | https://www.sociablecity.org/summit/home

• IPW, 3-7 May 2024 (Los Angeles, CA) | https://www.ustravel.org/events/ipw

• ULI Annual Conference, 12-14 May 2025 (Denver, CO) | https://spring.uli.org/

• City Nation Place Conference, 14 May 2024 (Houston, TX) | https://www.citynationplace.com/americas

• National Restaurant Association Supply Chain Expert Exchange, 16-17 May 2024 (Chicago, IL) | https://na.eventscloud.com/ereg/index.php?eventid=759893&

• National Restaurant Association Show, 18-21 May 2024 (Chicago, IL) | https://www.nationalrestaurantshow.com/

• ICSC Las Vegas, 19-21 May 2024 (Las Vegas, NV) | https://www.icsc.com/attend-and-learn/events/details/las-vegas-2024

• Convention Sports and Entertainment Facilities Conference, 20-21 May 2024 (Las Vegas, NV) | https://www.csefconference.com/

• Boutique Hotel Investment Conference, 5 June 2024 (New York, NY) | https://www.bllaevents.com/2024-bhic

• Projects for Public Spaces Placemaking Week, 5-8 June 2024 (Baltimore, MD) | https://placemakingweek.org/

RELEVANT CONFERENCES/EVENTS (CONTINUED)

• 2024 Texas Restaurant Show, 13-15 July 2024 (San Antonio, TX) | https://www.txrestaurant.org/Pub/Pub/Events/Event_display.aspx?EventKey=24TRS&WebsiteKey=e8bd602e-e4b3-440fbbee-0b00e26d74ff

• Boutique Hotel Owners Conference, 16-17 September 2024 (Westlake Village, CA) | https://www.bllaevents.com/2024boutique-hotel-owners-conference

• The Lodging Conference, 7-10 October 2024 (Phoenix, AZ) | https://lodgingconference.com/

• Shoptalk, 16-18 October 2024 (Chicago, IL) | https://shoptalk.com/

• Veneto Collaboratory Experience Lab, 28-30 October 2024 (Scottsdale, AZ) | https://venetocollaboratory.com/veneto-colabs/#ExperienceLab

• Dallas Hotel Conference, 12 November 2024 (Dallas, TX) | https://dallashotelconference.com/

• IAAPA Expo, 18-21 November 2024 (Orlando, FL) | https://www.iaapa.org/expos/iaapa-expo

• Inspire Luxury Hotel Conference, 4-5 December 2024 (Las Vegas, NV) | https://inspire.theilha.com/

• Music Cities Convention, December 2024 (Riyadh, Saudi Arabia) | https://www.musiccitiesevents.com/riyadh-mcc-2024

TRADE PUBLICATIONS

• Retail Dive | https://www.retaildive.com/

• Restaurant Business Magazine | https://www.restaurantbusinessonline.com/

• National Restaurant Association Economist’s Notebook | https://www.restaurant.org/research-andmedia/research/economists-notebook/

• Modern Restaurant Management | https://www.modernrestaurantmanagement.com/

• Nation’s Restaurant News | https://www.nrn.com/

• Journal of Hospitality & Tourism Research | https://us.sagepub.com/en-us/nam/journal/journal-hospitality-tourismresearch#description

• Tourism and Hospitality | https://www.mdpi.com/journal/tourismhosp

• International Journal of Hospitality Management | https://www.sciencedirect.com/journal/international-journal-ofhospitality-management

• Tourism Management | https://www.sciencedirect.com/journal/tourism-management

• Hotelier Magazine | https://www.hoteliermagazine.com/

• AAHOA Today’s Hotelier Magazine | https://aahoa.com/resources/newsroom/todays-hotelier

• Urban Land Magazine | https://americas.uli.org/publications/urban-land- magazine/

• Funworld | https://www.iaapa.org/news/funworld

Source(s): TIP Strategies, Inc.

TRADE ASSOCIATIONS

• Software & Information Industry Association | https://www.siia.net

• The Software Alliance | https://www.bsa.org

• Information Technology Industry Council | https://www.itic.org

• International Foundation for Information Technology | https://www.if4it.com

• CompTIA | https://www.comptia.org

• American Council for Technology- Industry Advisory Council | https://www.actiac.org

• ISACA’s Cybersecurity Nexus | https://www.isaca.org/

• Information Systems Security Association | https://www.issa.org

FIGURE 21. TARGET INDUSTRY INTELLIGENCE: TECHNOLOGY AND PROFESSIONAL SERVICES

TRADE ASSOCIATIONS (CONTINUED)

• Internet Security Alliance | https://www.isalliance.org

• National Cybersecurity Alliance | https://www.staysafeonline.org

• Association for Information Science and Technology | https://www.asist.org/

• American Council of Engineering Companies | https://www.acec.org

• Institute of Management Consultants USA | https://www.imcusa.org/

• American Marketing Association | https://www.ama.org

• American Bar Association | https://www.americanbar.org/

• American Institute of Architects | https://www.aia.org

• Association for Computing Machinery | https://www.acm.org

• Council of Engineering and Scientific Society Executives | https://www.cesse.org/ RELEVANT CONFERENCES/EVENTS

• The Intersect: A Tech and Policy Summit, 7 February 2024 (Washington, DC) | https://www.theintersect.tech/

• SXSW Interactive, 8-15 March 2024 (Austin, TX) | https://www.sxsw.com/interactive/conference

• InnoTech Dallas, 11 April 2024 (Irving, TX) | https://www.innotechdallas.com/

• Data Center World 2024, 15-18 April 2024 (Washington, DC) | https://www.datacenterworld.com/

• May Cyber Executive Forum 2024, 4-5 May 2024 (San Francisco, CA) | https://www.issa.org/event/may-cyber-executiveforum-2024/

• ISACA 2024 North America Conference, 8-10 May 2024 (Phoenix, AZ) | https://www.isaca.org/training-andevents/conferences/isaca-2024-north-america- conference

• ACEC Annual Convention & Legislative Summit 2024, 13-16 May 2024 (Washington, DC) | https://www.acec.org/education-events/events/annual-convention/

• ACCESSE24, 23-25 July 2024 (Toronto, Canada) | https://www.cesse.org/accesse-leadership-conference

• AMPLIFY A|E|C 2024, 24-26 July 2024 (Salt Lake City, UT) | https://www.amplifyaec.org/

• Xchange 2024, 11-13 August 2024 (San Antonio, TX) | https://event.thechannelco.com/xchange-august/

• CES 2025 , 7-10 January 2025 (Las Vegas, NV) | https://www.ces.tech/ TRADE PUBLICATIONS

• Journal of Systems and Information Technology | https://www.emeraldgrouppublishing.com/JSIT.htm

• Journal of Systems and Software | https://www.sciencedirect.com/journal/journal-of-systems-and-software

• Journal of Cybersecurity | https://www.academic.oup.com/cybersecurity

• National Cybersecurity Institute Journal | https://www.nationalcyberwatch.org/resource/national-cybersecurity-institutejournal-3/

• ISACA Journal | https://www.isaca.org/Journal

• Marketer | https://www.smps.org/Resources/Marketer

• ABA Journal | https://www.abajournal.com

• Engineering News Record | https://www.enr.com/

• Journal of the ACM | https://dl.acm.org/journal/jacm

• Architectural Record | https://www.architecturalrecord.com

• Consulting Magazine | https://www.consultingmag.com

Source(s): TIP Strategies, Inc.

FIGURE 22. TARGET INDUSTRY INTELLIGENCE: HIGH-VALUE INDUSTRIAL

TRADE ASSOCIATIONS

• National Council for Advanced Manufacturing | https://www.nacfam.org

• Texas Association of Manufacturers | https://www.manufacturetexas.org

• MEMA | https://www.mema.org/

• Association of Equipment Manufacturers | https://www.aem.org

• US Oil & Gas Association | https://www.usoga.org

• Texas Oil & Gas Association | https://www.txoga.org/

• American Society of Mechanical Engineers | https://www.asme.org

• Data Center Coalition | https://www.datacentercoalition.org

• B2B eCommerce Association | https://www.b2bea.org

• Aerospace Industries Association | https://www.aia-aerospace.org

• Aviation Suppliers Association | https://www.aviationsuppliers.org

RELEVANT CONFERENCES/EVENTS

• 2024 International Aviation Safety Conference, 11-13 June 2024 (Washington, DC) | https://www.aiaaerospace.org/events/2024-faa-easa-international-aviation-safety-conference/

• TechConnect World Innovation Conference, 17-19 June 2024 (Washington, DC) | https://techconnectworld.com/World2024/

• Power 2024, 15-18 September 2024 (Washington, DC) | https://event.asme.org/POWER

• International Conference on Advanced Manufacturing 2024, 28 October-1 November 2024 (Atlanta, GA) | https://amcoe.org/event/icam2024/

• AEM Annual Conference, 13-15 November 2024 (Indian Wells, CA) | https://www.aem.org/events/conferences-andwebinars/annual-conference

TRADE PUBLICATIONS

• Journal of Advanced Manufacturing and Processing | https://www.aiche.org/publications/journals/journal-of-advancedmanufacturing-and-processing

• Journal of Manufacturing Systems | https://www.journals.elsevier.com/journal-of- manufacturing-systems

• Journal of Manufacturing Processes | https://www.journals.elsevier.com/journal-of- manufacturing-processes

• The Manufacturing Outlook | https://www.themanufacturingoutlook.com/

• Oil & Gas Journal | https://www.ogj.com/

• Manufacturing Today | https://www.manufacturing-today.com/

• Manufacturing Technology Insights | https://www.manufacturingtechnologyinsights.com/

• International Journal of Advanced Manufacturing Technology | https://link.springer.com/journal/170

• Journal of Manufacturing Science and Engineering | https://www.asme.org/publications-submissions/journals/findjournal/journal-manufacturing- science-engineering

Source(s): TIP Strategies, Inc.

APPENDIX C. CASE STUDIES

TIP compiled examples of developments that Irving could look to when implementing the bold projects recommended in the EDSP. These aspirational projects highlight transformative developments and include examples in Texas (Austin, Dallas, and Plano), as well as in St. Petersburg, Florida, and Green Bay, Wisconsin.

PEGASUS PARK (Dallas, Texas)

• 26-acre future-focused campus dedicated to innovative companies bringing together entrepreneurs, strategic business partners, social impact organizations, and the North Texas biotech ecosystem.

• Dallas selected as one of three national hubs along with Boston and Washington, DC, area for new $2.5B medical innovation federal agency (ARPA-H).

• Funded by private and philanthropic capital and ability to generate its own profits through mixed-use development.

THE DOMAIN, UPTOWN ATX, Q2 STADIUM (Austin, Texas)

• The Domain: 310-acre former IBM manufacturing campus with 1.8M SF of retail, 3.5M SF of office, 5,000+ residential units, 775 hotel rooms, with more office and residential towers underway.

• Uptown ATX: $3B redevelopment of 66-acre former IBM office campus with plans for 3.2M SF of office, 2.9M SF of housing, 600K SF of retail and hospitality, and 11 acres of green space.

• Austin’s “Second Downtown” centered on the Domain, Uptown ATX, and Q2 Stadium (Austin FC) now rivals the Austin central business district in jobs and economic impact.

• City incentives were an integral part of initial phases, and a recent zoning change now allows 12:1 floor area ratios and building heights of nearly 500 feet in the area.

HINES AND TAMPA BAY RAYS (St. Petersburg, Florida)

• $6.5B mixed-use development with 8M SF anchored by the new $1.3B Tampa Bay Rays ballpark.

• Residential: 4,800 units, including 1,200 affordable/workforce units and 600 senior units.

• Commercial: 1.4M SF of office, medical, and commercial space; 750,000 SF of retail.

• Lifestyle and amenities: 750 hotel rooms, 4,000-person concert venue; 50K SF of civic space; 100K SF of meeting space; 14 acres of green space; 14,000 parking spaces.

• The Rays will pay more than one-half of the $1.3B ballpark, plus any cost overruns. Pinellas County and the City of St. Petersburg will contribute a total of $600M.

TITLETOWN DISTRICT (Green Bay, Wisconsin)

• A 45-acre site adjacent to Lambeau Field developed by the Packers starting in 2015.

• Anchored by Lodge Kohler hotel, Hinterland Brewery, Ariens Hill (sledding), 10-acre park and plaza, residential, office space, Bellin Health facilities, and TitletownTech (venture fund, accelerator, and coworking space).

• Packers and Microsoft invested $5M each to launch a TitletownTech venture capital fund that has grown to nearly $100M after the second round.

• Green Bay to host 2025 NFL Draft at Lambeau Field and Titletown District.

WILLOW BEND MALL (Plano, Texas)

• Originally a traditional retail mall spanning 1.4M SF, Willow Bend Mall in Plano was built in 2001 In recent years, the mall has become in need of reinvestment, as have many malls across the country.

• The Plano City Council rezoned roughly 89 acres of the area for redevelopment in February 2024. Plans involve replacing 500,000 SF of existing retail space with 1,000 apartments, an 18-story hotel, and a sevenstory office building to create a mixed-use community called The Bend.

• While parts of the mall will be torn down and replaced with multifamily residential, hotel, and office space, major retailers like Dillard’s, Macy’s and Neiman Marcus will remain and serve as anchors. With the tides of retail shopping shifting as folks gravitate toward online shopping, this mixed-use redevelopment would allow the area to become active throughout the week, rather than used on weekends alone.

• Despite recent zoning changes, this redevelopment project is not without challenges. Some City Council members and residents are concerned about the residential element of the redevelopment because it is not consistent with the city’s recent comprehensive plan. Additionally, the new vision for the district requires major investments to upgrade and expand infrastructure, including water/wastewater, stormwater and drainage, streets/sidewalks, and green spaces.

APPENDIX D. ORGANIZATIONAL RESEARCH

DETAIL

FIGURE 23. IRVING ECOSYSTEM

LEGEND

 = Core function

 = Support function

 = Organization has economic development as a core part of its mission

Co. Utility & Reclamation District

Dallas Entrepreneurship Center

Source(s): TIP Strategies, Inc.

FIGURE 24. ORGANIZATIONAL RESEARCH SUMMARY

With publicly announced partnership relationships shown for Irving, Garland, and Fort Worth, Texas.

REMAINING ENTITIES (ALPHABETICAL ORDER)

Arlington (City of)

board, appointed by City Council (two-year terms). Desired expertise:

Dallas (City of)

(formed in 2022)

(elected by Board) Board of Directors (18), appointed by City Council

*RE = real estate

Source(s): TIP Strategies, Inc.

Note(s): With the exception of Fort Worth, the geographic focus for each organization is the corporate city limits. The Fort Worth Economic Development Partnership lists Fort Worth, Tarrant County, and surrounding areas as the geography served.

APPENDIX E: INITIAL IMPLEMENTATION MATRIX

This section includes the strategic initiatives for each goal as provided in the initial Excel-based matrix, which was delivered separately to the City to guide the EDSP’s implementation. (For more on the implementation matrix, see page 32.) The columns for indicating the current status of each initiative and recording notes on progress and achievements were omitted for space reasons as they did not contain any information at the time of the EDSP’s publication. Figure 25 provides the abbreviations for key groups included in the columns that identify lead organization and supporting partners.

FIGURE 25. ORGANIZATIONAL ABBREVIATIONS

ABBREVIATION AND ASSOCIATED ORGANIZATION NAME

City City of Irving DCo Dallas County

GILCCC Greater Irving-Las Colinas Chamber of Commerce ISDs Irving ISD, Coppell ISD, Carrollton-Farmers Branch ISD, Grand Prairie ISD, Grapevine-Colleyville ISD

ICVB Irving Convention & Visitors Bureau

IHC Irving Hispanic Chamber of Commerce

LCA Las Colinas Association

UD University of Dallas

DC Dallas College

INNOVATION MATRIX (GOAL 1)

INITIATIVES

WFSGD Workforce Solutions Greater Dallas

DFW Dallas-Fort Worth International Airport

DFWMSDC Dallas/Fort Worth Minority Supplier Development Council

NCTCOG North Central Texas Council of Governments

DCURD Dallas County Utility and Reclamation District

GOAL 1. INNOVATION. By 2030, Irving will be recognized as a leading hub for innovation by creating a life sciences innovation complex, fostering higher education and industry partnerships, and recruiting new corporate R&D, technology, innovation, and venture capital centers.

1.1. Target industry recruitment. Continue recruiting companies to Irving, focusing on target industry sectors.

1.1.1. Concentrate the IEDP’s business recruitment efforts on six target industries representing a mix of established and emerging sectors for new investment and employment growth. (See Appendix B. Target Industry Intelligence for details about resources to support this effort.)

1.1.2. Become a driver of corporate innovation by expanding beyond the attraction of headquarters to include corporate R&D centers, innovation hubs, and venture capital/startup investment centers.

1.1.3. Maintain and enhance Irving’s incentives for target industry recruitment. City GILCCC, ICVB

STRATEGIC INITIATIVES LEAD ORGANIZATION

▸ Modernize economic impact tools to better estimate capital investment and tax base impacts from business expansion and recruitment projects.

▸ Prioritize City incentives for economic development projects based on capital investment and reinvesting in existing space.

ICVB

1.2. Life sciences innovation. Support the creation of a life sciences complex in Irving with 25,000 SF of lab/R&D space and 125,000 SF of office space for innovative life sciences companies and related firms in the life sciences ecosystem in a dynamic mixed-use district, as part of a larger Citywide goal to develop 50,000 SF of lab/R&D space and 250,000 SF of office space for life sciences companies and related firms in the ecosystem.

1.2.1. Work with existing partners in Irving and the surrounding region to identify unmet needs in the region’s life sciences ecosystem and match those gaps with opportunities in Irving to meet them. GILCCC City, ICVB, BioNTX 

1.2.2. Form a task force of Irving life sciences companies that can serve as ambassadors to nurture growth in the target sector.

1.2.3. Visit other robust life sciences clusters (such as Boston, San Francisco, San Diego, Seattle, and Philadelphia) to learn lessons from successes and challenges in the development of their innovation ecosystems.

1.2.4. Actively participate in life sciences industry initiatives at the regional and state levels with partners, including the ARPA-H facility at Pegasus Park, UTSW, Bio North Texas (BioNTX), and the Texas Healthcare and Bioscience Institute.

1.2.5. Conduct a study of demand for real estate space in Irving and the surrounding area specific to the life science industry needs, including new lab/R&D space (including wet lab space) and other property types (including conversions of existing space and new construction).

▸ Review existing zoning and consider potential zoning changes as part of the study that may be necessary to satisfy demand for life science industry real estate space in Irving.

City

City, ICVB, BioNTX, Irving life sciences companies

City, ICVB, BioNTX

City, ICVB, BioNTX, ARPA-H, UTSW, UD, DC, THBI

GILCCC, BioNTX, LCA, area real estate professionals, Irving life sciences companies, area life sciences companies

GILCCC, BioNTX, LCA, area real estate professionals, Irving life sciences companies, area life sciences companies

1.3. Higher education and industry partnerships. Lead an intentional effort to build on recent momentum in academic research, innovation, and technology development.

1.3.1. Support higher education and industry partnerships in Irving. GILCCC

▸ Encourage partnerships among existing institutions, including the University of Dallas, Dallas College, the University of Texas (UT) System, the Texas Tech University (TTU) System, Medical City Las Colinas, Baylor Scott & White Medical Center, and others to advance R&D in Irving. GILCCC

1.3.2. Support the alignment of academic programs with employer needs.

GILCCC

City, UD, DC, area colleges & universities 

City, UD, DC, area colleges & universities, Irving employers

City, UD, DC, area colleges & universities, IISD, WFSGD, Irving employers 

STRATEGIC INITIATIVES

▸ Evaluate where gaps and opportunities exist within degree offerings at regional higher education institutions that align with industry needs (e.g., engineering, life sciences, artificial intelligence/ machine learning) and use this intelligence to inform campus expansion opportunities in Irving.

LEAD ORGANIZATION SUPPORTING PARTNERS

GILCCC

City, UD, DC, area colleges & universities, IISD, WFSGD, Irving employers 

1.4. Business retention and expansion and corporate engagement. Fuel the engine of Irving’s economy with continued and expanded emphasis on retaining and engaging existing companies.

1.4.1. Create a GILCCC committee to assist with BRE efforts.

GILCCC City, Irving employers 

1.4.2. Increase the current BRE program visitation target by 10 percent each year (the current target is 75 companies per year) by using both on-site visits and virtual engagement. This effort should be structured using guidelines such as the following. GILCCC City, Irving employers 

▸ Make a concerted BRE effort to engage the City’s top taxpaying entities and largest employers with regular visits. GILCCC

Irving employers 

▸ Prioritize BRE visits on companies in target sectors. Use intelligence gained from these sessions to inform recruitment activities. GILCCC City, ICVB, Irving employers 

1.4.3. Identify companies that are currently working with partners to address specific challenges, like workforce and permitting, and ensure they are on the visitation schedule. Revisit the current incentives package to ensure they are tailored to the retention of existing companies. City

▸ Emphasize incentives that support the retention of headquarters and international firms, establishments that are highly desirable and frequently targeted by competitors.

▸ Prioritize incentives tied to the use of the Irving name by the company in press releases, letterhead, and other traditional and online communications channels.

▸ Continue and enhance business retention incentives for companies that make long-term commitments to remain in Irving.

1.4.4. Empower corporate leadership through business engagement activities that help to build connections and expand communications channels. Potential initiatives include the following.

▸ Reestablish CEO breakfasts and expand other existing communications channels among Irving business and community leaders.

▸ Create and maintain networking opportunities among corporate employers and small businesses to help them exchange knowledge and work together.

▸ Continue the GILCCC’s system of celebrating any new or expanding business in Irving that file a sales tax license with the Texas Comptroller of

GILCCC, ICVB, IHC, LCA, WFSGD, UD, DC, ISDs, DallasHR, Irving employers

Irving employers

Irving employers

Irving employers

City, ICVB, IHC, LCA, Irving employers

City, ICVB, IHC, LCA, Irving employers

City, ICVB, IHC, LCA, Irving employers

City, ICVB, IHC, LCA, Irving employers

STRATEGIC INITIATIVES

Public Accounts, so that a celebratory “thank you” package and message is sent to the business owner/manager. Extend the system so that whenever the City issues a certificate of occupancy, the GILCCC is notified and sends a similar celebratory package and message.

LEAD ORGANIZATION

SUPPORTING PARTNERS

1.5. International business development. Shine a bright light on existing international firms in Irving and leverage new opportunities for international business attraction and investment.

1.5.1. Aim international business efforts toward three distinct yet overlapping audiences: (1) existing international companies in Irving and primary markets, such as North America (Canada and Mexico), Asia (Japan, China, India, and other Asian countries), Europe, and Australia; (2) existing international population of foreign-born residents primarily from Latin America, South Asia, and the Middle East; and (3) existing and new nonstop flight connections to major global business hubs through DFW Airport.

1.5.2. Scale up the capacity of Irving’s international affairs efforts on three separate functional areas: (1) travel and global engagement: trade missions and travel to targeted foreign destinations and appropriate US-based international trade shows, with commitments to long-term relationship development with annual visits for multiple years; (2) hosting international business delegations from geographic markets where target industry sectors are concentrated; and (3) research and intelligence to facilitate increased foreign direct investment (FDI) in Irving, international business attraction, and training/support for existing Irving companies doing business in foreign markets.

1.5.3. Engage the diverse landscape of ethnic, cultural, and international chambers of commerce and international business and cultural associations throughout North Texas and the state of Texas.

▸ Encourage the GILCCC to continue participation and collaboration with these organizations supporting Irving’s diverse domestic and international business community.

1.5.4. Strengthen existing relationships and cultivate new relationships between the IEDP and DFW Airport at all levels, including the airport’s executive team, its infrastructure and development team, and other executive team members.

▸ Partner with DFW Airport to pursue international business opportunities, promoting new and existing international nonstop flight destinations and major international cargo routes to expand relationships that lead to FDI.

GILCCC

City, ICVB, DFW, international companies

GILCCC

City, ICVB, DFW, IHC, World Affairs Council of Dallas/Fort Worth, area international chambers, international companies 

City, ICVB, DFW, IHC, World Affairs Council of Dallas/Fort Worth, area international chambers, international companies

City, ICVB, DFW, international companies

City, ICVB, DFW, international companies

GILCCC

City, ICVB, DFW, international companies 

STRATEGIC INITIATIVES

1.5.5. Evaluate the potential for establishing an international soft-landing center in Irving that could provide assistance (real estate, financial, and workforce support) for high-growth international businesses new to the Dallas-Fort Worth metro area, Texas, and the US.

LEAD ORGANIZATION

SUPPORTING PARTNERS

City, ICVB, DFW, international companies

1.6. High-growth startups and entrepreneurial support. Create a fertile environment in Irving for the formation, attraction, and growth of startups and entrepreneurial firms.

1.6.1. Participate in Dallas-Fort Worth metro area entrepreneurship networks, angel and venture capital networks, startup incubators/accelerators, and technology workforce networks to identify business development opportunities for Irving.

1.6.2. Launch a pitch competition inviting existing Irving startups and other high-growth potential startups from across the region, state, and internationally.

▸ Consider two tracks for the pitch competition: (1) a traditional pitch event in which entrepreneurs present their companies, products, and technologies to a group of investors; and (2) a reverse pitch event that addresses corporate innovation needs.

▸ Engage Irving’s major companies to explore reverse pitch approaches that present challenges facing existing companies and invite entrepreneurs to develop solutions. GILCCC

▸ Start with a small pilot project that invites a group of major employers to present their most urgent unsolved problems in need of innovative solutions to a group of Irving entrepreneurs and investors.

GILCCC

1.6.3. Recruit venture capital, private equity firms, and other investors and financial services firms that pursue entrepreneurial companies and innovative technologies within Irving’s target industries. GILCCC

1.6.4. Work with the ICVB and the Irving Convention Center to recruit conferences and events to Irving that can serve as deal-making and investment summits that bring together investor networks, startup founders, and other entrepreneurial ecosystem stakeholders to explore business development and collaboration opportunities. ICVB

1.6.5. Engage private sector partners through pilot projects for testing new technologies in Irving. City

City, ICVB, IHC, LCA, Dallas Innovates, UD, DC, area research universities, startups, investors, Irving employers

City, ICVB, IHC, LCA, Dallas Innovates, UD, DC, area research universities, startups, investors, Irving employers

City, ICVB, IHC, LCA, Dallas Innovates, UD, DC, area research universities, startups, investors, Irving employers

City, ICVB, IHC, LCA, Dallas Innovates, UD, DC, area research universities, startups, investors, Irving employers

City, ICVB, IHC, LCA, Dallas Innovates, UD, DC, area research universities, startups, investors, Irving employers

City, ICVB, startups, investors, Irving employers 

City, GILCCC, startups, investors, Irving employers 

GILCCC, ICVB, LCA, DCURD, NCTCOG, DART, DCo, DFW, 

STRATEGIC INITIATIVES

▸ Work with innovative companies, infrastructure providers, property owners, and other stakeholders to pilot new technologies that enhance mobility, physical infrastructure, and quality of life for residents, businesses, and visitors.

▸ Research technologies for potential pilot projects, including automation of systems, intelligent transportation (parking, transit, passenger vehicles, freight), energy efficiency, building systems (water, lighting, heating, ventilation, and air conditioning), and other needs.

City

PARTNERS

startups, investors, Irving employers

GILCCC, ICVB, LCA, DCURD, NCTCOG, DART, DCo, DFW, startups, investors, Irving employers 

City

GILCCC, ICVB, LCA, DCURD, NCTCOG, DART, DCo, DFW, startups, investors, Irving employers 

1.7. Small business and M/WBE support. Cultivate Irving’s local business scene with expanded support for small businesses and minority/women-owned business enterprises (M/WBE).

1.7.1. Develop a clearinghouse of support systems for small businesses and entrepreneurs, including a more robust database of existing companies in Irving to be shared and updated across the IEDP and in collaboration with the Irving Hispanic Chamber (IHC).

▸ Formalize and institutionalize partnerships with Irving small businesses and the City’s M/WBE programs.

▸ Work with the GILCCC, the IHC, and other partners to regularly showcase small businesses and tell stories of their success in Irving.

▸ Work with the GILCCC, the IHC, and other partners to continue and expand small business training and networking opportunities, including the potential creation of a small business bootcamp.

City

City

City

City

1.7.2. Promote the City’s small business resources (including the Small Business Resource Guide and the Minority and Women-Owned Business Enterprises Program Guide) in collaboration with partners, including the GILCCC, the IHC, and the ICVB. City

▸ Conduct an annual review of the City’s small business guides and other relevant resources, with input from partner organizations and small business owners themselves, to ensure information is accurate, relevant, and effective.

▸ Study other city M/WBE programs to learn best practices and apply relevant approaches.

1.7.3. Work with developers to be inclusive of small businesses in Irving as part of any new developments or redevelopment projects supported by the City.

1.7.4. Conduct regular reviews of permitting, development, and other relevant regulations with Irving’s economic development partners and relevant

GILCCC, IHC, ICVB, DFWMSDC, Irving small businesses 

GILCCC, IHC, ICVB, Irving small businesses 

GILCCC, IHC, ICVB, Irving small businesses 

GILCCC, IHC, ICVB, Irving small businesses

GILCCC, IHC, ICVB, DFWMSDC, Irving small businesses 

GILCCC, IHC, ICVB, Irving small businesses 

GILCCC, IHC, ICVB, Irving small businesses

GILCCC, IHC, ICVB, area real estate professionals, Irving small businesses 

GILCCC, IHC, ICVB, Irving small businesses 

STRATEGIC INITIATIVES

business leaders to ensure Citywide and district-specific regulations are appropriately balanced with City and business interests.

▸ Pay close attention, as part of the reviews, to specific ordinances, such as alcohol and food sales that impact specific businesses.

REINVENTION MATRIX (GOAL 2)

STRATEGIC INITIATIVES

City

GILCCC, IHC, ICVB, Irving small businesses

GOAL 2. REINVENTION. By 2030, Irving will be recognized as a center for economic reinvention by advancing public-private partnerships to develop and upgrade Class A office space in Irving-Las Colinas, drive high-value industrial development in the Freeport area and Citywide, and revitalize legacy business districts across South Irving with new mixed-use development.

2.1. High-profile sites and districts. Position Irving’s high-profile sites and major redevelopment areas for new commercial and mixed-use development.

2.1.1. Planned Unit Development (PUD) 6 area. Attract a global destination in the PUD 6 area (including the former Texas Stadium site), setting the stage for a 50-year vision of the district with a greater amount of investment, jobs, and tax base than the Las Colinas Urban Center. (See Initiative 3.1.1.) City

2.1.2. Former Exxon-Mobil HQ site. Set an ambitious long-term vision for the former Exxon-Mobil HQ site to become a high-density, mixed-use destination with Class A space for major corporations, life sciences innovation space, hotels, entertainment and visitor attractions, mixed-use residential high-rise development, and other uses.

▸ Work with new owners of the property to position the site for corporate HQs and other uses.

▸ Support efforts to create a master plan for the property that incorporates a rich mixture of uses not just another corporate office surrounded by multifamily complexes to develop true walkability, including enhanced connectivity to other key sites, including the Las Colinas Urban Center and the Hidden Ridge area.

City

GILCCC, ICVB, area real estate professionals, landowners 

GILCCC, ICVB, LCA, area real estate professionals, landowners 

City

2.1.3. Las Colinas Urban Center. Position the Las Colinas Urban Center as a premier mixed-use business and entertainment district. (See Initiatives 2.2, 2.5, and 3.2.) City

▸ Incentivize development of true high-rise (10–20+ stories) Class A residential in and around the Las Colinas Urban Center to jump-start the high-rise residential market in the area.

▸ Encourage high-rise construction projects in and around the Las Colinas Urban Center that incorporate structured parking to design parking

GILCCC, ICVB, LCA, area real estate professionals, landowners 

GILCCC, ICVB, LCA, area real estate professionals, landowners 

GILCCC, ICVB, LCA, area real estate professionals, landowners 

GILCCC, ICVB, LCA, area real estate professionals, landowners 

GILCCC, ICVB, LCA, area real estate professionals, landowners 

STRATEGIC INITIATIVES

components in a manner that they can be converted in the future to a nonparking use (such as residential, hotel, or office space).

2.1.4. Freeport area. Position the Freeport area in Irving as the premier highvalue industrial district in North Texas. (See Initiatives 2.4 and 2.8.2.)

2.1.5. Hidden Ridge. Work with developers, investors, major companies, and other stakeholders to advance the vision of the Hidden Ridge district as a premier corporate office and mixed-use district similar to the original plans unveiled several years ago by Verizon.

▸ Continue to advance opportunities in the district for high-density, walkable, mixed-use development, including new high-rise urban residential development in the district.

▸ Explore options for greater connectivity such as a pedestrian/bicycle bridge between the Hidden Ridge area and the Las Colinas Urban Center, especially the Irving Convention Center and the Toyota Music Factory.

▸ Work to position the roughly 25-acre site adjacent to Hidden Ridge, Green Park Drive, the Dallas Area Rapid Transit (DART) Orange Line, and the State Highway (SH) 114 access road as an ideal site for new development that can serve as a connector and complement to surrounding districts. City

2.1.6. Heritage District. Advance efforts to transition the Heritage District from a quaint, low-density historic district into a higher density, more walkable urban district with a diverse and growing mix of creative businesses and residents.

▸ Establish a downtown public improvement district or a business improvement district.

▸ Encourage Dallas County, the North Central Texas Council of Governments (NCTCOG), and the Texas Department of Transportation (TXDOT) to cost share for a redesign and reconstruction of 2nd Street through downtown Irving so that it matches the new Complete Streets quality design of Irving Boulevard.

▸ Work with property owners in the Heritage District, especially along Irving Boulevard and 2nd Street, to redevelop and revitalize properties with higher-value, more dense development, including mixed-use projects.

▸ Use City redevelopment efforts to acquire and land bank properties along East Irving Boulevard and East 2nd Street between Britain Road and Loop 12 with the long-term goal of redeveloping properties along the corridor with more dense, walkable, mixed- use development. City

PARTNERS

GILCCC, area real estate professionals, landowners 

GILCCC, ICVB, LCA, area real estate professionals, landowners 

GILCCC, ICVB, LCA, area real estate professionals, landowners 

GILCCC, ICVB, LCA, area real estate professionals, landowners 

GILCCC, ICVB, LCA, area real estate professionals, landowners 

GILCCC, ICVB, IHC, area real estate professionals, landowners 

GILCCC, ICVB, IHC, area real estate professionals, landowners 

GILCCC, ICVB, IHC, area real estate professionals, landowners, DCo, NCTCOG, TXDOT

GILCCC, ICVB, IHC, area real estate professionals, landowners 

GILCCC, ICVB, IHC, area real estate professionals, landowners 

STRATEGIC INITIATIVES

▸ Launch a real estate working group hosted by the IEDP for developers, property owners, and real estate professionals to work collaboratively and share information regarding redevelopment opportunities that increase the value of sites and buildings.

2.1.7. Plymouth Park. Work to redevelop the Plymouth Park area, with the cooperation of ownership, as a lively mixed-use business district, including new mixed-income housing, employment, retail/restaurant space, and other amenities to serve South Irving and jump-start broader revitalization efforts across the area.

▸ Support redevelopment efforts of the Plymouth Park area with the roughly 35-acre site at the northwest corner of West Irving Boulevard and North Story Road.

▸ Identify multiple anchor employment uses that would provide hundreds of daytime jobs and up to 50,000–100,000 SF of Class A office space as part of a new mixed-use development project.

2.1.8. Irving Mall. Reimagine the Irving Mall area as a vibrant international shopping and entertainment district, with more walkable development, including mixed-use housing components. (See Initiative 3.2.4.)

▸ Pilot a buy local program in partnership with the GILCCC, the IHC, and the City to support small retail/restaurant businesses and other M/WBEs in Irving and work with the Irving Mall as a potential partner to showcase small businesses in Irving.

▸ Partner with Irving Mall and surrounding property owners to redevelop portions of large surface parking lots with mixed-use development, including retail/restaurant space, housing, and other amenities.

▸ Invest in new transportation connectivity and green spaces (bicycle paths, trails, pocket parks) to better connect the site to surrounding neighborhoods and commercial areas.

▸ Work with TXDOT and other partners to redevelop the interchange of SH 356 and SH 183 and Belt Line Road to remove space from the highway footprint and create new land for development in the Irving Mall area on all corners of the current interchange. Explore the potential for a deck park spanning across SH 183 to provide greater connectivity.

LEAD ORGANIZATION SUPPORTING PARTNERS

GILCCC, ICVB, IHC, area real estate professionals, landowners 

GILCCC, ICVB, IHC, area real estate professionals, landowners 

GILCCC, ICVB, IHC, area real estate professionals, landowners 

GILCCC, ICVB, IHC, area real estate professionals, landowners 

GILCCC, ICVB, IHC, area real estate professionals, landowners 

GILCCC, ICVB, IHC, area real estate professionals, landowners

GILCCC, ICVB, IHC, area real estate professionals, landowners 

GILCCC, ICVB, IHC, area real estate professionals, landowners 

GILCCC, ICVB, IHC, area real estate professionals, landowners, DCo, NCTCOG, TXDOT

2.2. Commercial office development and reinvestment. Create new Class A commercial office space by collaborating with private landowners to upgrade existing commercial office space.

2.2.1. Encourage and support office redevelopment opportunities across Irving. City

GILCCC, area real estate professionals, landowners 

STRATEGIC INITIATIVES

▸ Review the Williams Square revitalization project and Vistra’s new HQ as examples of successful P3 office reinvestment projects. Use similar approaches to upgrade other office properties.

2.2.2. Continue using Chapter 380 agreements to reinvest in existing vacant and underutilized major commercial office buildings in partnership with private landowners.

▸ Use lessons learned from the successful application of City rebates for the redevelopment of the 400,000 SF former EDS building to retain the Vistra HQ, including a new parking garage, to inspire similar P3 reinvestment projects across Irving.

2.2.3. Create new incentives to renovate aging commercial office space.

LEAD ORGANIZATION SUPPORTING PARTNERS

GILCCC, area real estate professionals, landowners

GILCCC, area real estate professionals, landowners

GILCCC, area real estate professionals, landowners

GILCCC, area real estate professionals, landowners

▸ Create incentives for reinvestment in existing mid-rise and high-rise office structures. On a case-by-case basis, consider incentivizing conversion of aging commercial office space into other uses, such as high-rise residential. City

▸ Create incentives for teardown and reconstruction with higher-value and higher-density development for existing lower-density, low-rise, and lowerquality office space (Class B or C properties). Similar incentives should be used for redevelopment of aging limited-purpose hotels, aging low-rise multifamily sites, aging retail centers, and similar properties. (See Initiatives 2.3, 2.4, 2.5, and 3.3.)

GILCCC, area real estate professionals, landowners

GILCCC, area real estate professionals, landowners

2.3. Targeted retail recruitment, development, and reinvestment. Recruit new retailers into the Irving market, develop new retail space, and reinvest in existing retail space, using P3 approaches throughout Irving.

2.3.1. Recruit high-value anchor tenants (e.g., top-tier retailers like Costco and Apple Stores that have a loyal following) into major retail/entertainment complexes to help revitalize struggling shopping centers and/or amplify the success of more dynamic retail destinations.

2.3.2. Regularly attend and actively participate in the International Council of Shopping Centers (ICSC) trade shows in North Texas and Las Vegas to cultivate relationships with retailers, restaurant management groups, and retail developers.

▸ Partner with local landowners to showcase Irving at ICSC and similar retail trade shows.

GILCCC

City, ICVB, IHC, LCA, area real estate professionals, landowners 

City, ICVB, IHC, LCA, area real estate professionals, landowners 

City, ICVB, IHC, LCA, area real estate professionals, landowners 

2.3.3. Evaluate data subscriptions that assist with retail/restaurant recruitment. (See Implementation and Resources section.) City GILCCC, ICVB, IHC, LCA 

STRATEGIC INITIATIVES

LEAD ORGANIZATION

PARTNERS

2.4. High-value industrial developments. Encourage high-value development, redevelopment, and major renovations of industrial buildings in Irving’s existing industrial areas.

2.4.1. Position the Freeport area in Irving as the premier high-value industrial district in North Texas.

City

▸ Support the revival of the Freeport area, including the potential reconstitution of the Freeport Property Owners Association to invest in common area maintenance and landscaping. City

▸ Support the creation of a master plan (or a small area development plan) for the Freeport area to guide infrastructure, redevelopment, placemaking, and other investments. City

2.4.2. Capitalize on Irving’s proximity to DFW Airport with industrial development and related business development opportunities. City

▸ Identify and pursue industrial development opportunities to house companies that would benefit from an airport-adjacent location but might not be able to (or would prefer not to) lease space directly from the airport.

▸ Work with DFW Airport and other partners to make enhancements to major transportation corridors leading to/from the airport.

2.4.3. Identify sites for potential redevelopment as multistory warehouse buildings to create the most advanced, modern industrial logistics/distribution space in the Dallas-Fort Worth metro area, while minimizing sprawl and land consumption and maximizing the valuable real estate footprint and existing infrastructure in the Freeport area.

City

GILCCC, area real estate professionals, landowners 

GILCCC, area real estate professionals, landowners

GILCCC, area real estate professionals, landowners

GILCCC, DFW, area real estate professionals, landowners 

GILCCC, DFW, area real estate professionals, landowners 

GILCCC, DFW, area real estate professionals, landowners 

GILCCC, area real estate professionals, landowners 

2.5. Redevelopment of aging multifamily properties. Accelerate efforts across Irving to phase out older apartment complexes dominated by low-rise/low-value structures and replace them with modern mid-rise and high-rise structures with a diverse housing stock and a vibrant mix of commercial uses.

2.5.1. Prioritize demolition and higher-density redevelopment of the oldest and lowest-quality apartment complexes, starting with aging properties constructed in the 1960s and 1970s (and possibly 1980s) throughout much of the City.

▸ Create new incentives to encourage landowners to redevelop properties with newer housing and a mix of commercial uses and employment space. City

▸ Actively enforce existing code restrictions and public health/safety regulations to force absentee landlords to provide fair and safe housing. City

2.5.2. Conduct planning and design workshops with area real estate professionals, architects, and design professionals to come up with longrange redevelopment scenarios for the large number of multifamily properties constructed across Irving in the past few decades.

GILCCC, area real estate professionals, landowners

GILCCC, area real estate professionals, landowners

GILCCC, area real estate professionals, landowners

GILCCC, ICVB, LCA, area real estate professionals, landowners, area architects and design professionals

STRATEGIC INITIATIVES

▸ Conduct design scenarios based on two broad categories of multifamily properties: (1) the largely two- and three-story garden apartments built across much of Las Colinas primarily in the 1980s, 1990s, and into the early 2000s; and (2) the more recently built four- and five-story apartment buildings constructed primarily in the Las Colinas Urban Center since the mid-2000s, including the properties surrounding Lake Carolyn.

▸ Consider redevelopment options for the largely residential areas dominated by low-rise apartments, with a variety of mid-rise structures and a diverse set of housing options and space for commercial uses.

▸ Explore ambitious redevelopment options for the most well-located properties (those along major arterial roads and surrounding Lake Carolyn) currently occupied with four- and five-story apartments, including complete demolition of existing space for construction of high-rise and possibly even skyscrapers. New development could include a wider mix of uses beyond more rental housing and should consider condominiums, Class A office, and upscale hotels, along with flexible ground-floor space suitable for retailers and restaurants.

LEAD ORGANIZATION SUPPORTING PARTNERS

City

City

GILCCC, ICVB, LCA, area real estate professionals, landowners, area architects and design professionals

GILCCC, ICVB, LCA, area real estate professionals, landowners, area architects and design professionals

City

GILCCC, ICVB, LCA, area real estate professionals, landowners, area architects and design professionals

2.6. Reinvestment in neighborhood housing stock. Encourage reinvestment in existing single-family housing stock throughout Irving’s neighborhoods.

2.6.1. Increase the number of owner-occupied housing units in existing neighborhoods, providing incentives that increase opportunities for existing renters to become homeowners.

2.6.2. Incorporate the recommendations from the City of Irving Housing Plan 2021 into the City’s economic development efforts and other planning and real estate development initiatives.

2.6.3. Work with landowners and real estate developers to create missing middle housing units that provide families with ownership options for moderately sized homes that are more affordable than a standalone singlefamily home on a large lot.

2.6.4. Create a neighborhood empowerment zone (NEZ) program to incentivize redevelopment in targeted areas of Irving.

GILCCC, area real estate professionals, landowners

GILCCC, area real estate professionals, landowners

GILCCC, area real estate professionals, landowners

area real estate professionals, landowners

▸ Review the NEZ policies for the cities of Dallas and Fort Worth as models. City area real estate professionals, landowners

▸ Use the NEZ to incentivize housing reinvestment in existing single-family housing stock across South Irving.

2.6.5. Identify sites for executive housing development to build large, luxury homes desired by CEOs and corporate management team members to encourage them to live in Irving.

area real estate professionals, landowners

GILCCC, ICVB, Irving employers, DallasHR, area real estate professionals, landowners

STRATEGIC INITIATIVES

LEAD ORGANIZATION

PARTNERS

2.7. Land banking and site prep for future development. Identify and acquire properties for future development and work with private landowners to support higher-value redevelopment across South Irving and Citywide.

2.7.1. Tap into mixed-use redevelopment opportunities by utilizing Cityowned and land banked properties and P3 projects for key sites.

2.7.2. Work with property owners and relevant City departments to identify sites for flood mitigation and new commercial/industrial development.

▸ Conduct site analysis and civil engineering work to identify opportunities for removing land from the floodplain in South Irving along Hunter Ferrell Road and Loop 12 to create new sites for industrial flex, manufacturing, and warehouse/distribution space.

▸ Invest in the Hunter Ferrell Road corridor to make that the primary east/west truck route in South Irving, as opposed to the currently used Shady Grove Road, and to increase its appeal for adjacent industrial development.

2.7.3. Work with landowners and the real estate community to create mixeduse development opportunities along Shady Grove Road near the Irving Golf Club that take advantage of upland views of the Dallas skyline above the West Fork and the Elm Fork of the Trinity River.

▸ Use the Trinity Groves and Bishop Arts areas in Dallas overlooking the Trinity River and the areas near downtown Fort Worth along the West Fork of the Trinity River as comparable areas with similar viewshed opportunities and development constraints.

2.7.4. Conduct regular engagement with neighborhood groups and local organizations in South Irving to provide a forum for discussing economic development needs in South Irving, including redevelopment opportunities that provide more amenities for residents and grow the customer base for businesses.

2.7.5. Maintain the City’s competitive advantage of speed, a customer-centric service, efficiency, and quick turnaround time for permitting, inspections, and other development review functions.

▸ Promote Irving’s superior permitting/inspections/development review processes to the area real estate community.

2.7.6. Conduct a Citywide review of ordinances that impact redevelopment.

▸ Streamline development review process where appropriate. For example, variances currently require special zoning cases approved by the City Council. Make variances more consistent, predictable, and efficient by

GILCCC, IHC, ICVB, area real estate professionals, landowners 

GILCCC, IHC, area real estate professionals, landowners 

GILCCC, IHC, area real estate professionals, landowners

GILCCC, IHC, area real estate professionals, landowners

GILCCC, IHC, area real estate professionals, landowners

GILCCC, IHC, area real estate professionals, landowners

GILCCC, IHC, area real estate professionals, landowners 

GILCCC, IHC, area real estate professionals, landowners 

GILCCC, IHC, area real estate professionals, landowners 

GILCCC, ICVB, IHC, LCA, area real estate professionals, landowners, utility providers 

GILCCC, ICVB, IHC, LCA, area real estate professionals, landowners, utility providers 

STRATEGIC INITIATIVES

running the process through the Zoning Board of Adjustment, only sending complex or special cases to Council.

▸ Review City ordinances in specific districts targeted for new development/redevelopment, including areas that have not seen significant new private sector driven development to identify and remove barriers to construction and redevelopment.

▸ Consider a Citywide regulatory change to move away from mandatory minimum parking requirements and allow developers to decide how much parking is necessary based on specific uses, market conditions, and shared parking agreements with adjacent properties.

LEAD ORGANIZATION

SUPPORTING PARTNERS

GILCCC, ICVB, IHC, LCA, area real estate professionals, landowners, utility providers

GILCCC, ICVB, IHC, LCA, area real estate professionals, landowners, utility providers

2.8. Infrastructure investment. Work across City departments to support ongoing efforts to maintain and enhance Irving’s economic competitiveness through sound investments in essential infrastructure and amenities desired by residents and businesses.

2.8.1. Work with City departments to highlight and promote Irving’s superior City infrastructure (especially the City’s current and future water supply) and its efforts to improve existing infrastructure (such as the Road to the Future efforts to reinvest in transportation infrastructure).

City

▸ Support City efforts to maintain and promote Irving’s cost advantage as having one of the lowest water and wastewater rates for commercial and residential customers in the entire Dallas-Fort Worth metro area. City

▸ Continue efforts to improve broadband internet infrastructure and access across the entire City. City

▸ Continue and expand Irving’s Drainage Solutions for a Better Tomorrow initiative to improve stormwater management throughout the City. City

▸ Leverage Irving’s status as one of the largest DART member cities to improve transit service across Irving.

2.8.2. Continue and expand Irving’s Road to the Future effort to reconstruct heavily used roads throughout the City.

▸ Focus near-term expansion of the Road to the Future investments in the Freeport area where many roads have deteriorated to the point where current conditions drive existing and potential business investment away from Irving and into surrounding cities.

▸ Work with economic development partners to ensure major roads serving key commercial and industrial areas receive proper attention for reconstruction, repaving, and repair.

2.8.3. Prepare for the SH 114 $1 billion+, seven-mile reconstruction and expansion project between International Parkway and Riverside Drive through the heart of Las Colinas in Irving.

City

City

GILCCC, ICVB, IHC, utility providers 

GILCCC, ICVB, IHC, utility providers

GILCCC, ICVB, IHC, utility providers 

GILCCC, ICVB, IHC, utility providers

GILCCC, ICVB, IHC, DART

GILCCC, ICVB, IHC, LCA, area real estate professionals, landowners, Irving employers

City

GILCCC, ICVB, area real estate professionals, landowners, Irving employers

City

City

GILCCC, ICVB, IHC, LCA, area real estate professionals, landowners, Irving employers

GILCCC, ICVB, LCA, area real estate professionals, landowners, Irving employers, TXDOT, NCTCOG

STRATEGIC INITIATIVES

▸ Advocate to TXDOT for gateway signage, landscaping at integral interchanges, bridges, and overpasses.

LEAD ORGANIZATION SUPPORTING PARTNERS

City

▸ Work with property owners and businesses along the corridor to minimize disruptions from the project. City

2.8.4. Work with relevant City departments, external partners, landowners, business owners, and real estate developers to provide clear, consistent messaging regarding any changes, additions, or new/revised policies affecting development and redevelopment in Irving.

2.8.5. Plan and implement a network of vertiports (transit hubs for electric vertical take-off and landing eVTOL vehicles) across Irving to advance the connectivity among high-profile districts with a new mode of innovative mobility solutions.

▸ Evaluate options for a central vertiport adjacent to the Irving Convention Center and the Toyota Music Factory as the initial and central vertiport hub in Irving.

▸ Evaluate additional vertiport sites across the Las Colinas Urban Center, the Hidden Ridge/Verizon site, the former Exxon-Mobil HQ site, the PUD 6 area, and other sites across Irving-Las Colinas and South Irving.

2.8.6. Work with transportation innovation companies and transportation infrastructure partners (including DART, NCTCOG, TXDOT, and DFW Airport) to evaluate the potential for new innovative mobility solutions in Irving, such as drone delivery systems and vertiports.

City

GILCCC, ICVB, LCA, area real estate professionals, landowners, Irving employers, TXDOT, NCTCOG

GILCCC, ICVB, LCA, area real estate professionals, landowners, Irving employers, TXDOT, NCTCOG

GILCCC, ICVB, IHC, LCA, area real estate professionals, landowners, Irving employers

City

City

GILCCC, ICVB, LCA, NCTCOG, DFW, Irving employers, transportation innovation companies, area real estate professionals, landowners

GILCCC, ICVB, LCA, NCTCOG, DFW, Irving employers, transportation innovation companies, area real estate professionals, landowners

City

City

GILCCC, ICVB, LCA, NCTCOG, DFW, Irving employers, transportation innovation companies, area real estate professionals, landowners

GILCCC, DART, NCTCOG, TXDOT, DFW, DCURD, Irving employers, transportation innovation companies

PLACEMAKING MATRIX (GOAL 3)

STRATEGIC INITIATIVES

LEAD ORGANIZATION SUPPORTING PARTNERS

GOAL 3. PLACEMAKING. By 2030, Irving will be recognized as a center for placemaking by targeting a global destination and unique attractors that drive growth for the entire region.

3.1. New destination development. Attract a global destination in the PUD 6 area that draws in visitors and workers, serves as an economic engine for the Dallas-Fort Worth metro area, and develops new attractors across Irving.

3.1.1. Work with the new and current landowners in the PUD 6 area to create a new vision and new standards for the area to be a true destination-based redevelopment district anchored by one or more national and international attractions.

▸ Pursue global entertainment venues and visitor destinations that would put Irving (and the surrounding region) in the same league as New York, Dubai, and other great business and leisure destinations of the world.

▸ Work with landowners to create high-density urban mixed-use development as a supporting use, not the primary use on the City-owned 80 acres (Parcel D) and the adjacent larger site across from SH 114 (Parcel A). The supporting uses should be comparable to the newest Class A mixed- use development projects across the region, such as the recent additions to the Las Colinas Urban Center, Uptown Dallas, Cypress Waters, Frisco Station, and Legacy West in Plano.

▸ Pursue major new retail destination anchored development as another supporting use once a global visitor attraction is recruited.

▸ Engage a professional real estate services firm to market a request for expressions of interest or a request for proposals for the City-owned Parcel D site in the PUD 6 area.

▸ Pursue a deck park cap between sites D and A in PUD 6 area connecting the former stadium site to the larger site across SH 114 (John W. Carpenter Freeway).

▸ Partner with TXDOT to serve as an ally around these ideas.

▸ Rebrand the PUD 6 area over time based on the anchor development projects that give the area a distinctive identity to ensure the district and its various components amplify Irving’s brand and raise the City’s profile as a premier economic driver within the Dallas-Fort Worth metro area and the central US.

3.1.2. Create an international culinary destination, leveraging Irving’s diverse population with a major initiative that showcases the City’s global diversity and multitude of cultures. City

GILCCC, ICVB, area real estate professionals, landowners

GILCCC, ICVB, area real estate professionals, landowners

GILCCC, ICVB, area real estate professionals, landowners

GILCCC, ICVB, area real estate professionals, landowners

GILCCC, ICVB, area real estate professionals, landowners

GILCCC, ICVB, area real estate professionals, landowners

GILCCC, ICVB, area real estate professionals, landowners

GILCCC, ICVB, area real estate professionals, landowners

GILCCC, ICVB, area real estate professionals, landowners 

STRATEGIC INITIATIVES

▸ Consider incorporating a food test kitchen incubator as part of the culinary destination, similar to the early phases of the Trinity Groves development in Dallas that has evolved into a diverse culinary/entertainment district.

LEAD ORGANIZATION SUPPORTING PARTNERS

City

3.1.3. Evaluate strategically and appropriately located sites to develop or incentivize a unique amenity, such as a brewery/distillery with food trucks, live music space, and family-friendly recreational space. City

▸ Identify sites in South Irving and in Las Colinas for developments anchored by a brewery/distillery. City

▸ Identify and recruit craft breweries or distilleries looking for an expansion or relocation, particularly any that are based outside of North America to build on Irving’s diverse international appeal.

3.1.4. Identify and recruit distinctive experiential attractors that are not saturating the US marketplace and that Irving can provide with appropriate appeal and sites.

City

GILCCC, ICVB, area real estate professionals, landowners 

GILCCC, ICVB, area real estate professionals, landowners 

GILCCC, ICVB, area real estate professionals, landowners 

GILCCC, ICVB, area real estate professionals, landowners 

City, ICVB, area real estate professionals, landowners 

3.2. Greater attraction capacity for existing amenities. Build attraction capacity in Irving-Las Colinas and leverage existing assets (Mandalay Canal, Trinity River, Lake Carolyn, Toyota Music Factory, Area Personal Transit System, Water Street).

3.2.1. Capitalize on the City’s $30 million investment, in collaboration with Brookfield, to reposition the Toyota Music Factory and Entertainment Center as a premier mixed-use event space.

Brookfield, ICVB, GILCCC

▸ Encourage a much higher level of active programming at the reimagined Toyota Music Factory and Entertainment Center. City Brookfield, ICVB, GILCCC

3.2.2. Reactivate the Mandalay Canal area to encourage walkability and accessibility both day and night.

3.2.3. Establish one or more international districts in Irving and promote these new amenities, along with existing areas that function in this capacity. ICVB

3.2.4. Work with the Dallas County Utility & Reclamation District (DCURD) and NCTCOG to repurpose the Area Personal Transit (APT) System in the Las Colinas Urban Center. (NCTCOG has authorized a $1 million grant for engineering a modern relaunched system.)

City

▸ Incorporate new autonomous vehicle technologies in the relaunch. City

▸ Create smart city innovation challenges associated with the APT relaunch. City

ICVB, GILCCC, LCA, area real estate professionals, landowners

City, GILCCC, LCA, IHC, area real estate professionals, landowners, international companies

DCURD, NCTCOG, GILCCC, ICVB, LCA

DCURD, NCTCOG, GILCCC, ICVB, LCA

DCURD, NCTCOG, GILCCC, ICVB, LCA

STRATEGIC INITIATIVES

▸ Work with DCURD, NCTCOG, and other partners to identify other funding sources to sustain the APT System after the engineering work is completed.

▸ Consider alternative uses such as a green roof overhead park and trail network similar to the High Line in New York of the APT System as part of long-term plans for its use.

3.2.5. Work with the City’s Parks and Recreation Department and ICVB to attract more non-local youth sports tournaments to soccer, baseball, softball, and other ballfields in Irving.

▸ Conduct a study for untapped niche sports markets nationally, in Texas, and in the Dallas-Fort Worth metro area. For example, there may be an unmet need for inclusive sports programs for children who are differently abled or children with neurodivergent needs.

▸ Work with local partners, based on findings from this study, to develop and/or repurpose facilities to host new youth sports events in Irving and actively recruit non-local tournaments within niche markets.

LEAD ORGANIZATION

City

City

SUPPORTING PARTNERS

DCURD, NCTCOG, GILCCC, ICVB, LCA

DCURD, NCTCOG, GILCCC, ICVB, LCA

City, GILCCC, ISDs, sports tournament promoters

City, GILCCC, ISDs, sports tournament promoters

City, GILCCC, ISDs, sports tournament promoters

3.3. Upscale hotel development and reinvestment. Increase the supply of quality full-service hotels and associated conference and event spaces in Irving through efforts to develop new hotels and reinvest in existing properties.

3.3.1. Create incentives to renovate existing hotels, maintain full-service properties, and update existing hotels.

▸ Use the City’s existing incentive toolbox of property tax rebates/abatements, façade improvements, signage enhancements, and public infrastructure improvements to encourage reinvestment into existing hotels that would increase brand value by moving to a higher brand on the hotel chain’s scale and/or greatly improving their average daily rates.

▸ Require use of the Irving name in hotel properties where incentives are used.

3.3.2. Enforce hotel development standards that rightsize future hotel development to ensure a sustainable supply of quality hotel inventory over the long-term across the City.

3.3.3. Develop a resource package of Irving’s background and history that hotel developers and owners can use to name venues and spaces in their properties.

ICVB, Irving hotel owners and managers, area real estate professionals, landowners

ICVB, Irving hotel owners and managers, area real estate professionals, landowners

ICVB, Irving hotel owners and managers, area real estate professionals, landowners

ICVB, Irving hotel owners and managers, area real estate professionals, landowners 

City, GILCCC, Irving hotel owners and managers, area real estate professionals, landowners

STRATEGIC INITIATIVES

3.3.4. Identify sites and actively recruit new flagship full-service hotels, especially in major sites and districts, such as the Las Colinas Urban Center, the PUD 6 area, and the former Exxon-Mobil HQ site.

3.3.5. Work to increase the number of full-service hotels within walking distance of the Irving Convention Center and the Toyota Music Factory.

▸ Explore options for connecting nearby sites, including the Hidden Ridge/Verizon campus, the former Exxon-Mobil HQ site, and other areas near the Irving Convention Center and the Toyota Music Factory that lack direct pedestrian connections, to planned and existing hotels.

▸ Emphasize the use of creative and road-friendly mobility solutions such as new bridges for pedestrians, cyclists, scooters, or other nonmotorized transportation modes.

LEAD ORGANIZATION SUPPORTING PARTNERS

City, GILCCC, area real estate professionals, landowners

City, GILCCC, LCA, area real estate professionals, landowners 

City, GILCCC, LCA, area real estate professionals, landowners 

City, GILCCC, LCA, area real estate professionals, landowners 

3.4. Irving brand unity. Protect, refine, and amplify Irving’s status as the Headquarters of Headquarters and set a goal of building a brand for Irving to become recognized as a leading community for innovation, reinvention, and placemaking.

3.4.1. Adopt and amplify the new Irving brand messaging (in progress with the GILCCC and the ICVB) for use in marketing and communication efforts Citywide. Leverage the new brand messaging to deliver on economic development priorities.

▸ Work with local, regional, and statewide economic development allies to ensure Irving is not hidden under the shadow of Dallas, other regional cities, or North Texas as a whole.

▸ Grow Irving’s image as an attractive community for HQs, with a young, diverse population and entrepreneurial energy.

3.4.2. Position Irving as the third city in the Dallas-Fort Worth-Arlington metropolitan statistical area (MSA), aiming to rebrand the entire metro area as the Dallas-Fort Worth-Irving MSA by the next time the federal government renames and redefines core based statistical areas in 2033.

3.4.3. Recruit associations and industries in target markets to Irving to position Irving as the place where the region comes together.

▸ Identify regional trade associations, professional groups, industry councils, and similar groups currently based in other cities in the region and encourage their relocation to Irving to better serve North Texas from a more central location.

▸ Partner with the ICVB to target association events in Irving to show association leaders how convenient the City is as a central location.

3.4.4. Explore ways to leverage Irving Community Television Network (ICTN) for greater impact.

City, Irving employers

STRATEGIC INITIATIVES

▸ Work with economic development partners to use ICTN to showcase small businesses in Irving and build their brand within the community.

▸ Do more business programming through ICTN and other local/regional media through the IEDP.

3.4.5. Explore ways to capitalize on Irving’s health and wellness assets as a point of distinction in recruiting talent and companies.

3.4.6. Reorient the IEDP’s online presence around the new strategic plan.

LEAD ORGANIZATION SUPPORTING PARTNERS

GILCCC, ICVB, IHC, LCA

GILCCC, ICVB, IHC, LCA

City, ICVB, Irving employers 

City, ICVB, IHC, LCA

3.5. Targeted events and conferences. Build out a sophisticated strategy and set of tactics for the City, IHC, ICVB, and partners to collaborate on business development opportunities tied to target industry conventions hosted at the Irving Convention Center.

3.5.1. Incorporate a shared rolling 12-month outlook for the IEDP of scheduled conventions, trade shows, and corporate meetings/events at the Irving Convention Center.

3.5.2. Focus collaborative conference and trade show efforts on regional events that bring together industry leaders, investors, and experts from across the Dallas-Fort Worth metro area to convene in Irving. Arrange events in Irving at the Irving Convention Center, Irving hotels, and other venues in Irving that draw in influential stakeholders and decision-makers in the sectors that advance bold projects and help Irving grow its target industry clusters.

3.5.3. Use the Target Industry Intelligence tables (Appendix B) as a starting point for relevant trade shows to potentially host in Irving.

3.5.4. Work with City and ICVB leadership to maintain and extend the City’s hotel/motel occupancy tax for the ICVB and the Irving Arts Center.

3.5.5. Prepare Irving’s hospitality industry to fully capitalize on the FIFA World Cup 26.

▸ Create off-site events in Irving to attract visitors looking to spend time away from the immediate sports venues in Dallas, Arlington, and Frisco.

▸ Target specific audiences using geofencing and other marketing techniques with coordinated messages aimed at business decisionmakers.

City, IHC, LCA

GILCCC, Irving Arts Center

3.6. Gateway enhancement. Invest in gateway enhancement projects, including signage, landscaping, streetscape improvements, and other placemaking approaches that boost the visual appeal of major entry points into Irving, essential transportation corridors, and high-profile development sites.

3.6.1. Direct gateway investments to entry points into Irving along major highway and arterial roads. (See recommended locations in Figure 4 , page 29.) City

3.6.2. Seek collaborative partnerships with Dallas County, TXDOT, NCTCOG, DFW Airport, Dallas Love Field, surrounding cities (Dallas, Grand Prairie, City

GILCCC, DCo, TXDOT, NCTCOG, DFW, Dallas Love Field, surrounding cities

GILCCC, DCo, TXDOT, NCTCOG, DFW, Dallas Love Field, surrounding cities

STRATEGIC INITIATIVES

Arlington, Fort Worth, Grapevine), and others to leverage joint funding for specific gateway enhancements that benefit multiple jurisdictions.

LEAD ORGANIZATION SUPPORTING PARTNERS

3.7. Leadership Irving talent program. Work with the GILCCC and the City to expand the size and scope of Leadership Irving to engage more young professionals, emerging leaders, and diverse talent.

3.7.1. Re-mission Leadership Irving to become Irving’s overarching talent retention, attraction, and engagement program with a two-track mission: (1) drive talent retention and attraction through networking and other efforts for professionals; and (2) build a pipeline of engaged civic leaders from Irving’s diverse population and workforce who support economic development.

3.7.2. Use an expanded Leadership Irving as a vehicle to connect existing corporations’ employee resource groups (ERGs).

3.7.3. Expand the Irving 360° Civic Academy and Ambassador programs to build a pipeline of civic leaders to serve on boards, commissions, and other roles.

▸ Actively recruit young professionals, emerging leaders, and diverse talent in Irving to serve on City boards and commissions and boards of partner organizations (including GILCCC, CVB, IHC, Arts Board, and other organizations).

▸ Identify a process that takes interested applicants for whom there are insufficient City positions available and connect them to nonprofit organizations throughout Irving that could benefit from their talents and time.

City

City, ICVB, IHC, LCA, Irving Arts Center, ISDs, UD, DC, Irving employers

City, Irving employers, DallasHR

GILCCC, ICVB, IHC, LCA, Irving Arts Center, ISDs, UD, DC, Irving employers

City

City

▸ Incorporate economic development 101 training sessions on a regular basis (annual or perhaps quarterly) for City Council members and City boards and commissions. City

3.7.4. Leverage and grow the City’s Diversity and Inclusion Committee.

City

3.7.5. Conduct regular intercity visits to other high-performing communities across the US that are actively implementing bold projects and strategies similar to those identified in this plan. GILCCC

▸ Conduct a yearly visit to a North Texas community and a yearly visit to an out-of-state community. GILCCC

▸ Structure each visit to involve a mix of IEDP staff and board members, City department leaders, City Council members, and other business and community leaders. GILCCC

GILCCC, ICVB, IHC, LCA, Irving Arts Center, ISDs, UD, DC, Irving employers

GILCCC, ICVB, IHC, LCA, Irving Arts Center, ISDs, UD, DC, Irving employers

GILCCC, ICVB, IHC, LCA, Irving Arts Center, ISDs, UD, DC, Irving employers

GILCCC, ICVB, IHC, LCA, Irving Arts Center, ISDs, UD, DC, Irving employers 

City, ICVB, IHC, LCA, Irving Arts Center, ISDs, UD, DC, Irving employers 

City, ICVB, IHC, LCA, Irving Arts Center, ISDs, UD, DC, Irving employers 

City, ICVB, IHC, LCA, Irving Arts Center, ISDs, UD, DC, Irving employers 

STRATEGIC INITIATIVES

3.7.6. Engage culturally diverse community leaders by creating an Irving cultural collective designed to promote, preserve, and celebrate the diversity of cultures within Irving.

▸ Define the purpose of the collective to include (1) fostering understanding, cooperation, and appreciation among different cultural groups; (2) organizing events and initiatives that showcase various traditions; and (3) advocating for inclusivity and representation within the community.

LEAD ORGANIZATION SUPPORTING PARTNERS

GILCCC

GILCCC

City, ICVB, IHC, LCA, Irving Arts Center, ISDs, UD, DC, Irving employers 

City, ICVB, IHC, LCA, Irving Arts Center, ISDs, UD, DC, Irving employers 

3.8. Workforce readiness and K–12 engagement. Promote workforce readiness among Irving K–12 and college students with local employers through job shadowing, internships, “adulting days,” and other approaches led by companies and educational institutions.

3.8.1. Participate in career fairs jointly with the University of Dallas, Dallas College, local ISDs, and Irving businesses. GILCCC

3.8.2. Work with the University of Dallas and Dallas College to launch an IEDP program that provides internships for undergraduate and graduate college students in Irving with the GILCCC, the City, the ICVB, and possibly others, including the IHC and the Las Colinas Association.

3.8.3. Work with the GILCCC and the University of Dallas Satish & Yasmin Gupta College of Business to expand opportunities for MBA students via the Capstone Consulting Experience through real-world projects with Irving companies.

3.8.4. Work with the GILCCC to expand job shadowing with school districts in Irving to improve the workforce readiness and preemployment experiences of middle school and high school students in Irving.

3.8.5. Participate in regular (once per quarter) stakeholder meetings among City department heads and K–12 school district leadership.

3.8.6. Encourage greater collaboration among Irving’s ISDs so that they work together on some employer engagement, rather than each individual ISD going separately to large employers in Irving to discuss internships, mentor programs, equipment donations, or other industry/education partnerships.

3.8.7. Work with the University of Dallas, Dallas College, and other partners to develop and expand industry-driven programs preparing Irving for in-demand jobs in the next five years and beyond.

3.8.8. Encourage continued and expanded collaboration among Irving businesses and local ISDs through donation of equipment and volunteering of staff time to mentor students.

UD, DC, ISDs, City, ICVB, IHC, LCA, Irving employers 

UD, DC, City, ICVB, IHC, LCA

GILCCC, City, ICVB, IHC, LCA, Irving employers

ISDs,

UD, DC, WFSGD, ISDs, City

ISDs, City, ICVB, IHC, LCA, Irving employers