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THE OPPORTUNITY
Sanger is entering a moment of extraordinary possibility. With rapid residential growth, a historic downtown at its core, strong regional education partners, and a strategic location along the I-35 corridor, the city has all the ingredients to shape a dynamic, opportunity-rich future. Through our engagement with City Council, Type A and Type B board members, staff, and local partners, we’ve heard a clear, shared aspiration: to leverage Sanger’s momentum to build a more complete local economy — one that creates jobs, strengthens downtown, supports small businesses, and reflects the community’s small-town identity.
Stakeholders consistently described a desire for greater alignment across boards and departments, more intentional partnerships with UNT, NCTC, and SISD, and a unified approach that ties housing, workforce, business recruitment, and quality-of-place investments together. They see this moment not as a challenge to fix, but as an opportunity to define what Sanger becomes over the next decade.
“This is our chance to decide what Sanger becomes — and do it together.”
Sanger has the rare chance to move from independent efforts to a coordinated economic development system that matches the city’s ambition and sets the foundation for long-term prosperity.
THE CIVIC SOLUTION
CivicSol has been engaged to design and build Sanger’s first-ever Economic Development Strategic Plan — a comprehensive system that moves beyond traditional planning to establish alignment, operational clarity, and momentum across the entire economic development ecosystem.
Our work begins by activating a shared vision with City Council, Type A, Type B, and staff, ensuring that all partners are rowing in the same direction. We are developing a clear economic and market assessment that identifies Sanger’s right-fit industries, priority sites, workforce assets, and downtown opportunities. Through interviews, workshops, and roundtables, we are capturing the insights, values, and aspirations of business leaders, educators, entrepreneurs, and residents, ensuring the strategy is rooted in local voice and community identity.
As the work progresses, we are building the tools and systems that will carry Sanger forward — from business retention protocols and sector strategies to downtown activation ideas and cross-organizational routines. The final strategy will include a practical implementation roadmap and Year 1 work plan that assigns roles, sets expectations, and lays out how Sanger can move quickly from strategy to execution.
THE IMPACT
Although the strategy is still underway, the work has already begun to create alignment, focus, and momentum across the community. Leaders are developing a unified point of view around job creation, downtown vitality, small-business support, and the importance of connecting housing, workforce, and infrastructure decisions. The process is helping Sanger articulate a clearer economic identity — one rooted in authenticity, family-friendly amenities, and a growing set of regional partnerships.
Our engagement has surfaced strong opportunities in targeted industry recruitment, workforce development, entrepreneurship, and downtown reinvestment, giving the community a sharper sense of where to concentrate its efforts. The conversations have also strengthened coordination between the City and both EDC boards, replacing siloed efforts with shared priorities and collaborative routines.
As the project moves into strategy development, Sanger is building the foundation for a high-performing, action-oriented economic development system — one capable of attracting quality jobs, supporting local businesses, enhancing quality of life, and guiding future investment while preserving the small-town character that residents value.
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