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16-015 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 5111 DAY OF APRIL, 2016. �r l Laur ill, Mayor J ATTEST: jui4c.• . *:i . o. . ‘ - y.. 1,- • = rte '/N :CD' "c sv"• iIl. Lori Payne, TRM --,, '••..•,..,...••' City Secretary ,, *** ,, "" City of Southlake—Community Enhancement and Development Corporation Strategy Map "`1 3 Ts City Focus ���jjj quality Partnerships& Kg Y Performance % ~ Areas: Infrastructure �i 1 Mobility ifi Development Volunteerism ;./ Management C4 Attract&keep top tier businesses to C6 Enhance the sense of community by 81 Achieve best-in-class status in all City B2 Collaborate with select partners to drive a dynamic&sustainable economic providing excellent customer service and disciplines implement service solutions environment citizen engagement opportunities 84 Provide high quality LI Ensure our people L3 Attract,develop& F2 Invest to provide&maintain high- 16 Foster positive services through sustainable understand the strategy& retain a skilled quality public assets employee engagement cn business practices how they contribute to it workforce — r r _ Serve Our Customers X CEDCCI Provide direction and oversight on the implementation CEDCC2 Promote public awareness and CD iW of the economic development and tourism master plans to understanding of economic development and ensure a sustainable economy(C4) tourism activities and impact(C6) 0 D CEDCBI Promote a legislative,regulatory and policy CEDCB2 Review research,engage stakeholders and partners,and CEDC63lMlizing data,advise the City on ways to improve environment that supports the City's EDT Master Plan(81) recommend initiatives designed to spur and sustain growth in Southlate's competitive position in the development of strategic sectors of the economy(B2) economic and employment opportunities(84) Provide Financial Stewardship11. 111 CEDCFI Invest to provide and maintain the Marq as a high- CEDCF2 Ensure expenditure of COX and Economic Development investment quality public asset in accordance with defined financialFunds in accordance with established economic development goals,policies performance and service guidelines(F2) 4; and master an recommendations F2 Miniiiniiir Promote Learning &Growth CEDC12Improve the capabilities of board members to CEDCL3 Build apositive,productive and engaged board CEDCCl Promote a ewell-trained board through adherence assume leadership roles in economic development at ga4 to City-established training goals(Ll) that supports the City's mission and strategic goals(L6) both the re anal and local levels L2 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 (B1) • 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 (B2) • 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 Marq 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 EXHIBIT B Community Enhancement and Development Corporation Operating Guidelines Strategic Link Purpose Agenda Item Staff CEDC Park Board SPDC City Council Financial CEDC Annual Prepare Consider Consider Administration Budget Contract Consider for Consider Inform The Marq (Professional Prepare funding Consider Services) CEDCF1 Invest to provide The Marq Site Plan Prepare with Inform Consider Inform Consider/ and maintain the Marq as a Approval Consultant Acknowledge high-quality public asset in The Marq Authorization to Prepare Consider Inform Inform Consider accordance with defined issue debt Award of Consider Inform financial performance and The Marq Contract/ Bid Prepare Consider for Consider service guidelines (F2) funding (Construction) The Marq Change orders Prepare Consider for Consider Inform Consider funding Purchases that The Marq exceed CMO Prepare Consider for Consider expenditure funding authority Economic Incentive Consider for Development applications— Prepare funding Consider Type A funding recommendation CEDCF2: Ensure Provide Incentive expenditure of CEDC and comments on Economic Development Economic applications— Prepare alignment with Consider Investment Funds in Development non-Type A established accordance with established funding Policy economic development Economic Infrastructure Prepare Consider for Consider goals, policies and master Development Improvements funding plan recommendations (F2) Economic Contract(Land) Prepare Consider for Consider Development funding Economic Closing (Land) Inform Mayor Development EXHIBIT B Community Enhancement and Development Corporation Operating Guidelines Strategic Link Purpose Agenda Item Staff CEDC Park Board SPDC City Council CEDCBI Promote a legislative, regulatory and Economic Consider for policy environment that Development Policy Prepare recommendation Consider supports the City's EDT Master Plan (B1) CEDCC1 Provide direction and oversight on the implementation of the Economic Annual EDT Inform /Provide economic development and Inform Development Work Plan Prepare feedback tourism master plans to ensure a sustainable economy (C4) CEDCC2 Promote public awareness and Economic understanding of economic Development Annual Report Prepare Consider Inform development and tourism activities and impact (C6)