Item 4G CITY OF
SOUTHLAKE
MEMORANDUM
March 28, 2016
To: Shana Yelverton, City Manager
From: Alison Ortowski, Assistant City Manager
Ben Thatcher, Assistant City Manager
Subject: Item 4G: Approve Resolution No. 16-015, adopting a
strategy map and operating guidelines for the Community
Enhancement and Development Corporation
Action
Requested: Approval of Resolution No. 16-015 as presented.
Background
Information: On February 9, 2016, City Council met for their annual
Winter Workshop. At that meeting, staff facilitated a
discussion about further defining the role of the Community
Enhancement and Development Corporation (CEDC).
Because the ballot language outlined Type A Corporation
responsibilities related to the Marq and Economic
Development, our approach was to outline those activities
that were needed in order to meet those minimum Type A
Corporation responsibilities and then provide some options
for expanding the CEDC role into an economic development
advisory board.
Additionally, because there has been some success with
creating a strategy map for the Community Engagement
Committee, staff presented City Council with a draft strategy
map showing how all of these proposed strategies would
align with the City's strategic corporate objectives.
City Council directed staff to return to them with a final
version of the map along with operating guidelines that
would reflect the identified strategies.
Financial
Considerations: There are no direct financial considerations. However, there
are elements of the Board's role that include financial
City of Southlake Values.-
Integrity
alues.Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork
Item 4G: Resolution No. 16-015; City Council Meeting Date —April 5, 2016
Page 2 of 10
oversight as it relates to expenditure of the Type A
Corporation funds.
Strategic Link: C3 Provide attractive & unique space for the enjoyment of
personal interests; C4 Attract & keep top-tier businesses to
drive a dynamic & sustainable economic environment; B2
Collaborate with select partners to implement service
solutions
Citizen Input/
Board Review: The CEDC Board has been provided a copy of the Winter
Workshop presentation and staff has a discussion item
scheduled for their upcoming April 26, 2016 meeting to
review the City Council's adopted strategy.
Legal Review: The proposed strategies were reviewed by the City Attorney
to ensure alignment with legally-defined Corporation
responsibilities.
Alternatives: Approve Resolution No. 16-015 with amendments or direct
staff to revise the strategy and guidelines and return for City
Council consideration at a future meeting
Supporting
Documents: Resolution No. 16-015
CEDC Strategy Map
Operating Guidelines
City of Southlake Values.-
Integrity
alues.Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork
RESOLUTION NO. 16-015
A RESOLUTION OF THE CITY OF SOUTHLAKE, TEXAS,
APPROVING THE STRATEGIC OBJECTIVES AND OPERATING
GUIDELINES FOR THE SOUTHLAKE COMMUNITY
ENHANCEMENT AND DEVELOPMENT CORPORATION; AND
PROVIDING AN EFFECTIVE DATE.
WHEREAS, the City of Southlake is a home rule city acting under its charter adopted by
the electorate pursuant to Article XI, Section 5 of the Texas Constitution and Chapter 9 of the
Texas Local Government Code; and
WHEREAS, in May of 2015 the voters of the City of Southlake approved a sales tax to be
collected for the benefit of a Type A economic development corporation to fund the development
of a community entertainment and recreational center and other economic development
purposes; and
WHEREAS, the Southlake City Council approved Resolution No. 15-044 approving the
certificate of formation and bylaws for the Southlake Community Enhancement and Development
Corporation; and
WHEREAS, the Southlake City Council now desires to provide strategic direction for the
Southlake Community Enhancement and Development Corporation Board to ensure alignment
with the City's strategic corporate objectives as well as goals identified in the City's
comprehensive plan.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
SOUTHLAKE, TEXAS, THAT:
SECTION 1.
The strategy map and operating guidelines for the Community Enhancement and
Development Corporation Board of Directors are attached hereto as Exhibit A and Exhibit B
respectively.
SECTION 2.
This resolution shall become effective from and after its passage.
PASSED AND APPROVED ON THIS THE 5T" DAY OF APRIL, 2016.
Laura Hill, Mayor
ATTEST:
Lori Payne, TRMC
City Secretary
EXHIBIT A
Strategy Map
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EXHIBIT B
Community Enhancement and Development Corporation
Operating Guidelines
Serve our Customers
• Master Plan implementation
o Provide direction and oversight on the implementation of the economic
development and tourism master plans (C4)
■ Prepare on an annual basis with the coordination of the Director of
Economic Development a master plan implementation strategy
■ Meet and confer with staff for the purposes of reviewing, advising on,
and providing support to the various economic development programs,
initiatives, and activities as recommended in the comprehensive plan
■ Provide the city council with an annual report to include progress towards
meeting economic development and tourism goals as identified in the
master plan
• Communication / Citizen Engagement
o Promote public awareness and understanding of economic development
and tourism activities and impact (C6)
■ Work with staff to establish short, medium and long-term communication
goals within the updated master plan. Ensure that goals are included as
needed within the annual departmental implementation strategy.
■ Meet and confer with staff to review current and future communication
initiatives for the purposes of providing feedback on design and
implementation and alignment with established goals.
■ Adopt annual report that aligns with communication goals and includes
economic data as well as master plan implementation metrics and
progress.
EXHIBIT B
Community Enhancement and Development Corporation
Operating Guidelines
Manage the Business
• Policy Advisors
o Promote a legislative, regulatory and policy environment that supports the
City's EDT Master Plan (131)
■ Make recommendations to City Council as to amending the codified
ordinances and/or policies on matters regarding the business climate,
economic development programs or other matters directly related to
increasing the economic vitality of the community
■ Make recommendations to City Council as to amending the codified
ordinances and/or policies on matters regarding economic development
incentives
• Partnership Development
o Review research, engage stakeholders and partners, and recommend
initiatives designed to spur and sustain growth in strategic sectors of the
economy (132)
■ Support prospect recruitment efforts as needed
■ Support retention efforts as needed
• Monitor Economic Conditions
o Utilizing data, advise the City on ways to improve Southlake's competitive
position in the development of economic and employment opportunities
(B4)
■ Review monthly and/or quarterly economic and development data to
identify trends to understand Southlake's competitive position
EXHIBIT B
Community Enhancement and Development Corporation
Operating Guidelines
Provide Financial Stewardship
• The Marg Funding
o Invest to provide and maintain the Marq as a high-quality public asset in
accordance with defined financial performance and service guidelines
(F2)
■ Make recommendations to the City Council on expenditure of CEDC
funds related to the construction and operations of the Marq to include
annual budget adoption, debt issuance and construction-related
contracts (as needed and per purchasing policy requirements).
• CEDC Fund Oversight (statutory requirement) / Other Economic Development
Investments
o Ensure expenditure of CEDC and Economic Development Investment
Funds in accordance with established economic development goals,
policies and master plan recommendations (F2)
■ Make recommendations to the City Council on the expenditure of CEDC
funds related to land, buildings, equipment, facilities or improvements
that provide new or expanded business enterprises that create or retain
primary jobs, ensuring alignment with policy and master plan
■ Review and provide comments to the City Council on policy and master
plan alignment on applications for incentive requests, including those
related to the expenditure of Economic Development Investment Fund
monies
EXHIBIT B
Community Enhancement and Development Corporation
Operating Guidelines
Promote Learning and Growth
• Board Training
o Promote a well-trained board workforce through adherence to City-
established training goals (L1)
■ Complete annual training within required timeframe following
appointment
■ Complete Type A training, if needed
o Improve the capabilities of board members to assume leadership roles in
economic development at both the regional and local levels (L6)
• When appropriate, participate in regional groups such as Metroport
Cities, Northeast Leadership Forum, North Texas Commission or other
groups to understand regional trends in economic development.
• Seek professional development opportunities through high quality
education and training seminars geared for local leaders to learn
practical leadership skills, abilities and strategies to lead change and
innovation.
• Board Culture
o Build a positive, productive and engaged board that supports the City's
mission and strategic goals (L6)
■ Ensure familiarity and understanding of adopted CEDC strategy and how
it is connected to the City's overall strategic goals
■ Meet attendance, conduct and participation expectations outlined in the
CEDC Board job description
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