In a candid and sometimes uncomfortable work session of the Amarillo City Council, Interim Board Chairman of the Amarillo Economic Development Corporation (AEDC), Alex Fairly, delivered a sobering assessment of the organization’s performance. His presentation shed light on the AEDC’s shortcomings, lack of oversight, and a need for a more focused strategy to maximize Amarillo’s economic potential.
A Critical Look at AEDC’s Performance
Fairly, who took over as interim chairman in November, described his tenure as a learning experience—one that revealed cracks in the AEDC’s structure and practices. His conclusions, which he described as difficult but necessary, emphasized the need for drastic improvements.
“The AEDC’s performance isn’t good enough,” Fairly stated bluntly. “I don’t want to indict anybody, but we have to do better for our community.”
He pointed to key concerns:
Lack of a Clear Vision and Strategy – The AEDC does not have a strong direction or concrete goals, making it difficult to measure success.
Overemphasis on "Win Tally" – There is a pervasive motivation to secure "wins" that look good on paper but do not necessarily benefit the community in a meaningful way.
Loose Oversight and Operational Practices – The board has not exercised the level of scrutiny necessary to ensure the proper use of taxpayer funds.
Underappreciation for Public Funds – The AEDC’s resources come from the community, yet spending has not always reflected careful stewardship of those funds.
Questioning Economic Impact and Job Creation
Fairly’s analysis of the AEDC’s job creation efforts was particularly eye-opening. When he asked former AEDC President and CEO Kevin Carter how the organization had been performing, Carter proudly claimed that AEDC had helped create 5,000 jobs over the last five years—the most productive period in the corporation’s history. However, Fairly’s own review of AEDC’s records told a different story.
Upon deeper examination, Fairly found that in reality, the AEDC had only produced 1,500 realized jobs over the past 15 years. The discrepancy arose from how AEDC counted jobs: it often reported projections rather than actual job creation.
Fairly also scrutinized the cost-effectiveness of AEDC’s incentive deals:
Amazon (900 jobs) – $2.5 million in incentives → $2,777 per job.
Texas Tech Health Sciences Center (66 jobs) – $6 million in incentives → $90,000 per job.
Texas Tech School of Veterinary Medicine (120 jobs) – $50 million in incentives → $416,666 per job.
“These numbers raise serious questions about whether we’re investing wisely,” Fairly said. “When you make somebody an offer, and they don’t counter, you offered them too much.”
AEDC’s Handling of Public Funds and The RANGE Controversy
A major point of contention in recent months has been a $750,000 transfer from the AEDC to a nonprofit called The RANGE. Former AEDC board member Craig Gualtiere flagged the transaction in August, leading to an inquiry into the AEDC’s spending. Since then, the City Council has rewritten the AEDC’s bylaws, prompting the resignation of four of five board members and the separation of Carter from the AEDC.
Fairly questioned whether the money should be returned to the AEDC. He revealed that discussions had taken place about turning the transaction into a loan, but The RANGE’s president, Jason Herrick (who is now running for mayor), declined the offer.
“In my opinion, this issue isn’t going to go away until we resolve it,” Fairly stated. “The RANGE needs to give the money back.”
Mayor Stanley’s Response and Path Forward
Mayor Cole Stanley acknowledged the seriousness of Fairly’s findings, emphasizing the need for transparency and reform.
“Today’s meeting was a sobering meeting,” Stanley admitted. “It was uncomfortable and a little brutal at times, but our taxpayers deserve honesty. We need to turn on all the lights and deal with the problems head-on.”
Stanley also echoed concerns about the AEDC’s lack of strategic planning. “Our vision was described as ‘loose’ and maybe like a shotgun approach,” he said. “We need a laser focus. We need goals, we need tactics, and we need accountability.”
To that end, the council is planning major changes:
March 11: Discussion on selecting a permanent AEDC board.
March 25: The goal is to install a new board, replacing council members currently sitting on the temporary board.
CEO Search: The AEDC will soon begin searching for a permanent CEO, with Senior Vice President Doug Nelson serving as interim CEO.
Fairly emphasized that leadership changes alone would not be enough—the AEDC must undergo fundamental shifts in priorities and operations to truly benefit Amarillo’s economy.
Rebuilding the AEDC: Key Recommendations
Fairly outlined four major steps the AEDC must take moving forward:
Create a Clear Vision and Strategy – Define Amarillo’s competitive advantages and build an economic plan around them.
Focus on Strengths – Prioritize industries where Amarillo already excels, such as logistics, distribution, and defense-related industries.
Implement Strong Board Oversight – Appoint engaged, independent board members to ensure accountability.
Reduce Privileged Access and Influence – End the culture where a select few wield disproportionate control over AEDC decisions.
“If we’re going to move forward, we need a board that truly represents Amarillo’s interests, not just a handful of people,” Fairly stated.
A Turning Point for Amarillo’s Economic Future
The work session marked a pivotal moment for the AEDC and the future of Amarillo’s economic development efforts. While Fairly’s report highlighted serious problems, it also provided a roadmap for reform.
Mayor Stanley expressed optimism that, with the right leadership and a renewed sense of accountability, the AEDC could become a more effective force for economic growth.
“I hope our taxpayers respect and understand why we’re doing this,” Stanley said. “If we work together, we can fix these problems and create a stronger future for Amarillo.”
With upcoming decisions on the new board, a new CEO, and a revamped strategic plan, the next few months will be crucial in determining whether the AEDC can rise to meet the expectations of the community it serves.
