CJ Snipes, City Manager, City of Clute

Invest: spoke with CJ Snipes, city manager of the city of Clute, about how the city is leveraging its industrial base, redevelopment strategy, and regional partnerships to shape the next phase of growth. “Our mantra at Clute has always been to do more with less,” Snipes said.

How would you describe Clute’s economic outlook, and what regional changes have had the biggest impact over the past year?

The biggest trend shaping our outlook is reshoring and the opportunities it is creating for communities like Clute. We already have a strong industrial base with major players such as Dow, BASF, Olin, and MEGlobal. As Dow continues to evolve its operating model and welcome more innovation from partners within its park, it creates exciting possibilities for this region.

Our proximity to the coast and the Port of Freeport is another major advantage. That is a key economic engine for this area, and it ties directly into Greater Houston’s position as the energy capital of the world. With growth at Freeport LNG and continued strength in petrochemicals and advanced materials, we believe Clute has an important role to play.

Clute may not be one of the region’s largest cities, but it sits at a strategic location at the nexus of SH 288 and SH 332, right at the gateway to the port. That gives us a prominent place in the broader Brazosport region and in the continued growth of Greater Houston.

As you look ahead, what kinds of businesses or industries are the best fit for Clute’s next phase of growth?

We are looking at several possibilities, but our strategy is shaped by the fact that we are largely landlocked. Because of that, growth has to be focused on redevelopment rather than outward expansion. We are especially interested in businesses that complement the energy corridor and the industrial ecosystem already in place.

We have also seen significant tourism growth, and that is something we want to continue developing. One of our signature events is the Great Texas Mosquito Festival. It reflects the local character of the community, brings people into the city, and supports commercial activity.

We are also encouraged by the innovation coming out of our educational institutions. We are home to Brazosport College, and Brazosport ISD has one of the leading career and technical education programs in the state. Through our comprehensive planning process, we also engaged local high school students to understand what they want from their community. Connectivity, AI, innovation, and technology came up repeatedly, so we are thinking seriously about how to foster that environment locally and give young people a reason to come back after college.

How is Clute working with schools, colleges, and industry partners to strengthen the workforce pipeline?

What we have in Clute is fairly unique for a city of our size. Because of long-term investments by Dow, BASF, and other industry partners in local schools and workforce training, we have a technically skilled labor base. That includes strong capabilities in mechanical work, engineering support, safety procedures, and materials handling.

I would argue that our workforce is stronger than what you would typically find in a city of our size and is one of the most capable in the region. The culture here values hard work, and employers continue to reinvest in training so workers stay current with new technologies and best practices.

That combination of work ethic and technical skill is one of the biggest strengths of the Brazosport area. If a company is looking for people who understand industrial operations and can adapt to changing demands, this region has a great deal to offer.

How is the city approaching infrastructure, resilience, and public services as growth continues?

We have taken a deliberate, multipronged approach. When I came to Clute eight years ago, the city was not consistently advancing a capital improvement strategy, so one of the first things I did was reinitiate the Capital Improvement Program. Since then, we have also secured support through a livable centers study, a resiliency planning grant, and a transportation alternatives grant through H-GAC and TxDOT.

Those resources are helping us lay the groundwork for redevelopment. Our goal is to create a community that appeals to both older and younger residents while also supporting workforce housing and long-term resilience.

We are a tale of two cities. Since 2016, Clute has grown by 600% in overall value, which has been transformative. We have a newer side of town with strong infrastructure and master-planned development, but we also have older areas that date back to the 1940s and need major renewal. To understand the scale of that challenge, we mapped every linear foot of water line, sewer line, street, and drainage channel in the city. We then divided Clute into 12 sectors so we can address those needs piece by piece.

What is guiding that infrastructure strategy?

Our mantra for Clute has always been to do more with less. We know we cannot solve every infrastructure issue at once, so we are prioritizing carefully and moving sector by sector. It is a long-term process, but it is the only realistic way to tackle aging systems while maintaining service and supporting growth.

We have also been early adopters of AI and other digital tools that help us extend our capacity internally. We are still exploring how far that can go, including the possibility of an internal large language model environment, but even now those tools are helping us improve planning and execution.

How is Clute addressing housing affordability and availability?

Housing is a major focus of our comprehensive planning effort. Part of that work is updating our zoning framework, which currently dates back to 1975. The assumptions built into that code no longer match the market. It was designed around larger lots and larger homes, but today’s buyers and residents have different needs.

We are working with H-GAC on a housing sustainability plan that emphasizes smaller lots, greater density, and quality housing that remains attainable. Our median household income is about $67,000, which is strong, but home prices have risen to roughly $320,000 to $350,000. That makes it difficult for many families to buy into the market.

Our goal is to create housing products that better align with local incomes and appeal to first-time buyers, small families, and retirees. That means rethinking lot sizes, development standards, and the types of neighborhoods we want to encourage.

What are your top priorities for the next two to three years?

One of our biggest priorities is creating a true downtown or community gathering space. Our economic development corporation has made strategic acquisitions to support that vision, including a lake in the center of the community that is now under city control.

We are pursuing a hub-and-spoke model along Main Street, with public investment helping anchor one end and private investment driving the other. The goal is to create an urban core where old Clute and new Clute come together, where people can shop, gather, and spend time.

For many years, communities like ours were built around cars and traffic flow rather than walkability, so we never really developed a traditional Main Street. We want to change that. In fact, the first CIP we adopted focused on sidewalks and trails to improve connectivity. Clute is only about 4 square miles, so it is possible to create a city that is easier to navigate on foot and more connected for residents.

I would also add that we are proud of our partnership with the Gulf Coast Transit District. In many rural communities, people do not realize there are transit options available, but we have a strong point-to-point transportation system that helps residents get to work, training, and essential services. That is another important part of keeping opportunity accessible in Clute.