Item 16 - ED Plan presentation
August 18, 2016
Proposed Southlake 2035 Economic Development
Master Plan
Background
Community Enhancement Development Corporation
SOUTHLAKE 2035 ECONOMIC DEVELOPMENT PLAN
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.
DOFA
ELIVERONUROCUSREAS
C
RITICAL
Mobility
Safety &
Quality
InfrastructurePerformance
Partnerships &
Security
Development
Management &
Volunteerism
BO
USINESSUTCOMES
Service Delivery
CBO1 –Maintain a CBO4 –Optimize the
strong financial City’s commercial tax
Serve our Customers
position and base by attracting high
C1 Achieve the C1 Achieve the C6 Enhance the sense ofC6 Enhance the sense of
implement plans and quality new businesses C4 Attract & keep topC4 Attract & keep top--
C2 Provide travel C2 Provide travel
C3 Provide attractive C3 Provide attractive C5 Promote C5 Promote
highest standards highest standards community by providing community by providing excellent excellent
tier businesses to drive a tier businesses to drive a
convenience convenience
& unique spaces for & unique spaces for opportunities for opportunities for
policies to ensure to reduce the tax
of safety & of safety & customer customer service and service and citizen citizen
dynamic & sustainable dynamic & sustainable
within City & within City &
enjoyment of enjoyment of partnerships & partnerships &
future financial burden on residential
securitysecurityengagement opportunitiesengagement opportunities
economic environmenteconomic environment
regionregion
personal interestspersonal interestsvolunteer involvementvolunteer involvement
strength.taxpayers.
CBO2–Enhance CBO5 –Improve
the Business
Manage
mobility through quality of life through
B2 Collaborate with B2 Collaborate with
B4 Provide high B4 Provide high
B1 Achieve bestB1 Achieve best--
aggressive traffic progressive B3 Enhance resident B3 Enhance resident B5 Enhance service B5 Enhance service
select partners to select partners to
quality services quality services B6 Optimize use B6 Optimize use
inin--class status in class status in
quality of life & business quality of life & business delivery through continual delivery through continual
management implementation of
implement service implement service
through sustainable through sustainable of technologyof technology
all City disciplinesall City disciplines
vitality through tourismvitality through tourismprocess improvementprocess improvement
initiatives and capital Southlake’s
solutionssolutions
business practicesbusiness practices
project Comprehensive Plan
implementation.recommendations.
Provide Financial Stewardship
CBO3 –Engage in CBO6 –Invest to
FF2 Invest to provide & maintain high quality 2 Invest to provide & maintain high quality FF4 Establish & maintain effective 4 Establish & maintain effective
FF1 Adhere to financial management 1 Adhere to financial management
FF3 Achieve fiscal wellness 3 Achieve fiscal wellness
thoughtful planning maintain strong public
public assetspublic assetsinternal controlsinternal controls
principles & budgetprinciples & budget
standardsstandards
to ensure continued safety to ensure a low
high quality crime rate and
development that is effective emergency
Promote Learning and Growth
integrated well into response.
L1 Ensure our people L1 Ensure our people
L2 Enhance leadership L2 Enhance leadership
L3 Attract, develop & L3 Attract, develop & L6 Foster positive L6 Foster positive
L5 Empower informed L5 Empower informed
understand the understand the
the current built
L4 Recognize & reward L4 Recognize & reward
capabilities to deliver capabilities to deliver
retain a skilled retain a skilled employee employee
decisiondecision--making at all making at all
strategy & how they strategy & how they
high performershigh performers
environment.
resultsresults
workforceworkforceengagementengagement
levels in the organizationlevels in the organization
contribute to itcontribute to it
Vision, Goal & Objectives
Vision Statement
Southlake will continue to enhance its status as a desirable, attractive, safe,
healthy and fiscally-sound community with quality neighborhoods, while
maintaining a high standard of living, learning, shopping, working, recreation,
and open spaces. Southlake will continue to be a vibrant community that
epitomizes both economic and environmental sustainability.
SOUTHLAKE 2035 ECONOMIC DEVELOPMENT PLAN
ED Plan Strategies
Enhancement of tax base
Improved business climate
Implementation of policies to meet objectives
Recruitment of target industries
Expansion and retention of existing
businesses
Assistance in the startup of new businesses
Strategic communication and marketing
NR
ICHEETAIL
O
FFICE
MH
EDICALANDEALTHCARE
F, IWM
INANCENSURANCEANDEALTHANAGEMENT
ITM
NFORMATIONECHNOLOGYANDEDIA
BP
IOTECHNOLOGYANDHARMACEUTICALS
TARGET INDUSTRIES
4 Areas of Focus
•Sec. 3-Southlake Market
•Sec. 4 -Economic Incentives
•Sec. 5 -Business Retention and
Expansion
•Sec. 6 -Citizen and Community
Engagement
SOUTHLAKE 2035 ECONOMIC DEVELOPMENT & TOURISM ADVISORY BOARD
GIS Based Multimedia
Customer Relationship Management Tool
Daytime Population
Target Industries
Southlake’s market and economic position
Small Area Planning
SUMMARY -SOUTHLAKE MARKET RECOMMENDATIONS
Strategic Investment of Public Funds
Funding Economic Development Goals
Public Investment Monitoring and Reporting
SUMMARY –ECONOMIC INCENTIVE RECOMMENDATIONS
Business Owners/Employers
Business Community
Alternative Mode of Transportation
Commercial Centers
SUMMARY –BRE RECOMMENDATIONS
Communication –Exceed Industry Standards
Promote Awareness of ED Activities
SUMMARY –CITIZEN AND COMMUNITY ENGAGEMENT
RECOMMENDATIONS
CEDC Recommendation
•June 28, 2016 -The CEDC approve (7-0) the
proposed Southlake 2035 Economic Development
Master Plan as presented.
Questions
Vision, Goal & Objectives
Objective 6.6Develop a clear and understandable incentive policy
that accomplishes the business attraction and
retention goals of the City and is based on factors
such as job creation, investment, quality of business,
return on investment and overall value to the
community.
Objective 6.7Foster communications between the public and private
sectors.
SOUTHLAKE 2035 ECONOMIC DEVELOPMENT & TOURISM ADVISORY BOARD