Marble Falls EDC Moves Downtown, Parks, and Workforce Projects Forward



Last week’s EDC board meeting covered many of the projects that are occupying our time and energy these days, and illustrated the dynamism and scope of our efforts.  The meeting began with an update from Baylor Scott & White Hill Country Region President Eric Looper, as well as a check presentation for the second installment of the 5-year performance agreement between the hospital and the EDC.

During my update, I informed those present that CorWorth Building Systems, LLC had signed the sale contract we negotiated with them to purchase the property at 1707 Colt Circle.  After leasing the space for just over two years, the firm chose to exercise their purchase option.  With 50 employees and projects all over the United States, we will be excited to watch the company expand and see what the future holds.

The regular agenda had three community leverage items for consideration.  We established this fund prior to the 2012/2013 fiscal year to aid with projects that enhance our quality of life, and we have now invested just under $200,000 into several worthwhile ventures.  This year’s funding was directed toward a utility expansion project on Avenue H, the renovation of a park facility operated by the Girl Scouts, park improvements at the soccer fields and the Westside basketball court, the addition of sidewalks and a tree care program at Johnson Park, and initial development of a new pocket park in the Mormon Mill area.  With the utilization of City staff, materials, and equipment, the EDC’s community leverage fund is designed to stretch our dollars and our reach.

The community leverage line item will also provide seed money in the form of matching funds for an adult career pathways program called College to Careers.  Gail Davalos and Dr. Celia Merrill will continue the momentum started with the visioning forum conducted in late July with industry leaders as they help to establish a workforce steering committee for Marble Falls and industry-specific task forces designed to enhance the labor pool.

Finally, the EDC board voted to continue with Phases 2 and 3 of the Downtown Real Estate Development Project.  Feedback from more than 60 Downtown stakeholders, the Downtown Master Plan, and the EDC board led to the creation and adoption of the Downtown Project Plan.  The next steps will involve conceptual planning and block development, as well as feasibility studies for office space, parking, and residential assets Downtown.  The results of this process will be showcased in a town-hall-type setting a few months from now.

If you have any questions, comments, or concerns with the projects I’ve described above—or if you have ideas for the next project the EDC should undertake—we would love to hear from you.