Item 4G
Resolution No. 16-002, Appoint a Chairperson of the Board of Directors of Tax Increment Reinvestment Zone Number One for the 2016 calendar year.
Item 4G
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Appoint a Chairperson of the Board of Directors of Tax Increment Reinvestment Zone Number One for the 2016 calendar year.
Requested Action
Resolution No. 16-002 appoints Brandon Bledsoe to serve as chair for 2016.
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FY 2016 City of Southlake TIRZ #1
Board of Directors
Laura Hill
City of Southlake
Shahid Shafi
City of Southlake
Shawn McCaskill
City of Southlake
Brandon Bledsoe, Chair
City of
Southlake
Randy Williamson
City of Southlake
John Huffman
City of Southlake
Gary Fawks, Vice Chair
City of Southlake
Read Ballew
Carroll ISD
Rebecca Barksdale
Tarrant County
Mark
McClendon
Tarrant County College Dist.
Scott Rule
Tarrant County Hospital District
Comparison of revenues received by taxing entity per fiscal year
2014 Taxable Value Increment by taxing entity
Section 311.009(f) of the Tax Increment Financing Act (the “Act”) states that “Each year the governing body of the municipality shall appoint one member of the board to serve as chairman
for a term of one year that begins on January 1 of the following year.”
TIRZ Board of Directors discussed this item at their December 1, 2015 meeting, and approved a recommendation
to the City Council to appoint Brandon Bledsoe to serve as chair for 2016.
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City of Southlake Strategy Map
Critical Business Outcomes
CBO1 - Continue to implement Southlake 2030 Plan by focusing on short-term initiatives.
CBO2 - Become an employer of choice by developing a plan to recruit,
develop and retain employees committed to excellence.
CBO3 - Develop long-term strategies to address future financial uncertainties and challenges.
CBO4 - Improve mobility by proactively
completing traffic analysis of key areas.
CBO5 -Optimize resources through collaboration and partnerships to reduce costs and add service value.
The City of Southlake provides municipal services that support the highest quality of life for our residents, businesses, and visitors. We do this by being an exemplary model of balancing
efficiency, fiscal responsibility, transparency, and sustainability.
Deliver on Our Focus Areas
Performance
Management &
Service Delivery
C1 Achieve the highest standards of safety & security
C2 Provide travel convenience within City & region
C3 Provide attractive & unique spaces for enjoyment of personal interests
C4 Attract & keep top-tier businesses to drive a dynamic & sustainable economic environment
C5 Promote opportunities for partnerships & volunteer involvement
Serve our Customers
Manage the Business
B1 Achieve best-in-class status in all City disciplines
B2 Collaborate with select partners to implement service solutions
B3 Enhance resident quality of life & business vitality through tourism
B4 Provide high quality services through sustainable business practices
B5 Enhance service delivery through continual process improvement
B6 Optimize use of technology
Provide Financial Stewardship
Promote Learning and Growth
F1 Adhere to financial management principles & budget
F2 Invest to provide & maintain high quality public assets
F3 Achieve fiscal wellness standards
F4 Establish & maintain effective internal controls
L1 Ensure our people understand the strategy & how they contribute to it
L2 Enhance leadership capabilities to deliver results
L3 Attract, develop & retain a skilled workforce
L4 Recognize & reward high performers
L5 Empower informed decision-making at all levels in the organization
C6 Enhance the sense of
community by providing excellent customer service and citizen engagement opportunities
L6 Foster positive employee engagement
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Other Considerations
There are no financial considerations to this item and legally, the appointment process has been reviewed by the City Attorney complies with the regulations outlined in local and state
law.
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Questions?
Sharen Jackson, 817-748-8042
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