Loading...
Metroport Cities Partnership The following several pages are taken from the consultant's study "The Southlake Strategy" that was completed in early 1988. This information is being provided again since some members of our current council are new this year. _ 3 - -i . l SECTION II • EXECUTIVE SUMMARY ^�� During the 1980's the process for implementing economic development strategies has become political as well as economic. Recognizing this, the Southlake Economic ,_ Development Council contracted with Worth Blake & Associates (the study team) to identify, analyze and make recommendations regarding Southlake's assets and liabilities as they relate to economic development. The study team's research findings -] were: -1 - Assets Southlake's community profile reveals relative economic development strength in: P g i (1) Location - Proximity to DF W International Airport. — (2) Location - Proximity/accessibility to major urban center/markets. (3) Location - Relationship to Highway 114. (4) Existing Developments - IBM/Maguire Thomas Partners Project. (5) Available Land - Competitively priced. „] (6) Education - Highly respected public facilities. (7) People - Caring, involved, committed. _ ] (8) Quality of Life - Pleasing aesthetics, rural lifestyle. .. J - Liabilities 3 Conversely, the city's most serious liabilities to economic development are: l (1) Lack of sewer service. J (2) Lack of adequate/properly maintained interior streets. (3) Lack of a qualitative, visionary land use/thoroughfare plan. , ] (4) Inconsistency in design and enforcement of municipal policy. (5) Lack of a targeted, professionally managed marketing program. ,3 ] 3 -4- d 1 Quantitatively and statistically the strengths outweigh the weaknesses, but two of the lliabilities: (1) Lack of sewer service and (2) Difficulty with ingress/egress to d industrially zoned property; are considered such serious obstacles to achieving desired Jeconomic development in the future that their prompt resolution is of the highest priority. JSouthlake's geographic location is its most significant economic development asset. It is as near or nearer to D/FW International Airport as its competing cities with the Jadded asset of having competitively priced, undeveloped or underdeveloped land. The two east-west traffic arteries of State Highway 114 and F BVI Highway 1709 provide Jeven more attractiveness to progressive minded industrial/commercial prospects. JTherefore, the study team, after thorough examination and evaluation of the referenced assets and liabilities recommends that the Southlake Economic Develop- J ment Council initiate immediate and assertive action to capitalize upon the city's assets while concurrently acting to correct and/or remedy the identified liabilities. Decisive action, both affirmative and corrective, by the Southlake City Council and Jthe Southlake Economic Development Council will send positive signals to prospective business firms considering relocation/expansion and should result in accomplishing the public/private partnership's stated economic development goal: Attracting new jobs to Southlake. J J 1 -5- TABLE III-7 MAJOR CHALLENGES FACING SOUTHLAKE • Survey Question: What are the major challenges facing Southlake from now into 1990? Percent Rank Challenges Responding_ 1 Providing City-Wide Sewer Services 65% 2 (tie) Improving Interior Streets 40% 2 (tie) Reducing Lot Size (Housing Density) 40% 4 Master Planning Corridor Development 32% Along Highways 114/1709 5 Expanding and Diversifying the 20% Tax Base Honorable Mention (10-19 Percent Frequency) J Adapting to Growth Providing Pro-Active/Responsible Governmental j Leadership J Planning for Long Range Water Needs Elevating City Identity Preserving School Quality Providing New/Expanded City Services (Library, Parks, etc.) I 1 Source: Study Team Interviews J -29- The respondent's perceptions of the challenges facing Southlake correspond closely to the "relative weaknesses" identified earlier. This correlation is significant in that the dual emphasis on certain issues affirms the probable need for change. Southlake's "change agents" can use this dual emphasis to underscore their sense of urgency for attacking and reducing/resolving the need/issue. J J J J J .J J J J J J -30- TABLE III-8 COMMON PERCEPTIONS ABOUT SOUTHLAKE • Survey Question: What are the common perceptions about Southlake from a non--resident's/resident's perspective? Non-Resident's Perception Percent Rank Perception Responding 1 "Where and what is Southlake?" -- 55% it has a lack of identity. 2 Very rural/undeveloped -- it has 35% no local amenities (shopping, restaurants, etc.) 3 An attractive, progressive, high 30% quality living environment. JResident's Perception Percent Rank Perception Responding 1 Affords residents an attractive, 45% clean, open high quality living environment. 2 Located in an extraordinarily high 30% quality public school district. J3 Populated mostly by affluent, up- 25% scale, private people. 4 Mostly a rural, "laid-back," quiet 20% community. jMost Common Misperception (Non-Residents) Percent Rank MisPerception Responding 1 Backwardly rural, non-progressive 35% corn munity. 2 Non-cooperative, anti-development 30% attitude. 3 Excessive airplane noise. 20% Source: Study Team Interviews J -31- 1 These responses provide valuable resource data for a marketing agency to use in designing its public relations/marketing-communications campaign for Southlake's economic development/marketing program. Obviously, more research directed specifically to a non-resident target audience should be conducted'to validate these data; nonetheless these data reveal a very telling story about Southlake's perceived lack of identity. The negative perceptions - whether they are correct or incorrect - must he appropriately addressed in order to help the economic development effort. I3 J J J I J 1 J -32- TABLE III-9 INCREASING SOUTHLAKE'S COMPETITIVE EDGE • Survey Question: What should Southlake do to increase its competitive edge? Percent Rank Suggested Action Responding 1 Develop and implement a structured, assertive 65% marketing campaign (internal and external) that projects a progressive community identity. 2 Encourage elected city officials to develop 30% and promulgate a public policy relative to city incentives/support/assistance to relocating/expanding/start-up industry. 3 Encourage city officials (elected and staff) 25% to demonstrate a more receptive/progressive attitude toward prospective developers/ companies. Honorable Mention (10-24 Percent) Upgrade the city staff. Improve the city's infrastructure. Develop a cooperative, regional-like spirit with neighboring cities. Develop a plan for utilizing the extraordinary human resources found in Southlake's citizens. Source: Study Team Interviews -33- i The survey question immediately proceding the one profiled in Table III-9 was: "Should Southlake become more competitive in the economic development sweepstakes - Yes or No?" Of great significance is the fact that 100% of those interviewed responded Yes! This resounding support by Southlake's leadership base provides a strong foundation upon which the economic development program the SEDC desires can be built. The respondent's suggestions for increasing Southlake's competitive edge (as profiled in Table III-9) are also resoundingly clear with almost two-thirds favoring development of an assertive marketing campaign and approximately one-third expressing support of city incentives (i.e. tax abatement/deferral) to attract desired economic development. -34- Ij TABLE III-10 RESPONDENT'S PREFERENCE FOR SELECTED TARGET AUDIENCES • Survey Question: Rank, by your preference, the listed target audiences. Weighted Rank Target Audience Average .j 1 Industrial Users 86 2 Industrial Developers 80 3 Commerical Users 60 4 Commercial Developers 58 5 Residential Developers 32 6 Higher Education Project 5 Source: Study Team Interviews .j This table profiles the respondent's suggested preference for targeting scarce marketing . funds. The weighted average is premised on a maximum of 125 points; therefore the ranking of "Industrial Users" at 86 and "Industrial Developers" at 80 expresses a clear Jpreference for targeting these two over the others if marketing funds are limited. I a -35- TABLE IV-2 STUDY TEAM RECOMMENDATIONS FOR SEDC GOALS/OBJECTIVES IN 1988 Responsible (Support) Rank Need Agency SEDC's Role/Objective 1 Marketing Southlake SEDC Create and execute an effective communica- to Industrial Users/ (SCC) tions strategy for marketing Southlake to Developers selected industrial users/developers (should include development of a printed brochure). 2 Planning-Sewer COS Encourage and assist Southlake city officials Thoroughfare, Land (SEDC) (elected and staff) in developing quality Use, Lot Size planning vehicles for sewer service, expanded/improved thoroughfares, highest and best land use and reducing residential lot size requirements. 3 Citizen Awareness SEDC Create and implement an information/educa- (SCC) tion/communication program targeted to (COS) Southlake citizens and focused on elevating (CISD) their awareness of SEDC's mission, need for expanding the City's/CISD's tax base and the rationale for reducing lot size. 4 Consistency in Public COS Encourage and assist Southlake city officials Policy and a Coopera- to develop standardized administrative tive Attitude - City policies and procedures that project depend- Officials able consistency, yet a friendly, cooperative attitude toward prospective developers/users. 5 Prospect Incentives COS Promote and support efforts by Southlake CISD area governmental officials to develop TCCC economic development incentives targeted to (SEDC) attracting desirable development in Southlake. (SCC) Legend: CISD - Carroll Independent School District COS - City of Southlake SCC - Southlake Chamber of Commerce SEDC - Southlake Economic Development Council TCCC - Tarrant County Commissioners Court Source: Study Team Interviews and Research -39- 1 Using collected research and these roles/objectives, the study team now can create/design an assertive, pro-active economic development and marketing program of work targeted to stimulating new/expanded industrial growth in i Southlake. This will be accomplished by further developing the research I material and recommendations into the following "Long Range Planning Objectives and Program of Work for Southlake, Texas, 1988-1990." This plan/program of work should serve as the SEDC's "game plan" for achieving its stated mission. It also may be used as a "blueprint" by the Southlake Strategy partners for constructing the "foundation and first floor" (1988-1990) of the Southlake Strategy. -40- • SOUTHLAKE ECONOMIC DEVELOPMENT COUNCIL MISSION STATEMENT The mission of the Southlake Economic Development Council (SEDC) is to encourage orderly and acceptable economic growth and expansion in Southlake through the development of quality commercial and industrial facilities. LONG RANGE PLAN KEY OBJECTIVES 1988-1990 (1) To create and execute an effective communications strategy for marketing Southlake to selected industrial users. (2) To encourage and assist Southlake city officials (elected and staff) in developing quality planning vehicles for sewer service, expanded/improved thoroughfares, highest and best land use and reducing residential lot size requirements. (3) To create and implement an information/education/communication program targeted to Southlake citizens and focused on elevating their awareness of the SEDC's mission, need for expanding the City's/CISD's tax base and the rationale for reducing lot size. (4) To encourage and assist Southlake city officials to develop standardized administrative policies and procedures that project dependable consistency, yet a friendly, cooperative attitude toward prospective developers/users. (5) To promote and support efforts by Southlake area governmental officials to develop economic development incentives targeted to attracting desirable development in Southlake. EXPENSES - BUDGET RECAP FY 88 FY 89 FY 90 Objective 1: To create and execute an effective communication $32,500 $ 90,000 $75,000 strategy for marketing Southlake to selected industrial users. Objective 2: To encourage and assist Southlake city officials 16,900 35,000 15,000 (elected and staff) in developing quality planning vehicles fo sewer service, expanded/improved thoroughfares, highest and best land use and reducing residential lot size requirements. Objective 3: To create and implement an information/education/ 13,500 13,000 0 communication program targeted to Southlake citizens and o focused on elevating their awareness of the SEDC's mission, need for expanding the City's/CISD's tax base and the rationale for reducing lot size. Objective 4: To encourage and assist Southlake city officials 3,500 750 0 to develop standardized administrative policies and procedures that project dependable consistency, yet a friendly, cooperative attitude toward prospective developers/users. Objective 5: To promote and support efforts by Southlake area 3,100 - 250 250 governmental officials to develop economic development incen- tives targeted to attracting desirable development in Southlake. GRANT TOTAL EXPENSES $69,500 $139,000 $90,250 AGGREGATE (3 Years) $298,750 AVERAGE PER YEAR $99,583/YEAR METROPORT CITIES PARTNERSHIP, INC. When Worth Blake & Associates (WB&A) delivered its report, The Southlake Strategy to the Southlake Economic Development Council, Inc. (SEDC) in January, 1988, it served to confirm both the compelling reasons for a local economic development effort and the staggering costs thereof. The most significant expense suggested by the WB&A study was a pro- fessional, targeted and sustained marketing plan. The SEDC quickly realized the desirability, if only for the economies of scale, of a regional economic development endeavor. Several local Chambers and Municipal Governments were contacted and rep- resentatives were dispatched to numerous organizing meetings where the concept of a eight (8) city, sub-regional, economic development entity took shape. The direct result of the Organizing Committees' work was the incorpor- ation of the MetroPort Cities Partnership, Inc. (MCP) in June of 1988. The MCP includes the cities of Southlake, Westlake, Trophy Club, Roanoke, Colleyville, Grapevine, Keller and Haslet as well as delegates from their Chambers of Commerce and from the area business community in general. The Board of Directors is comprised of sixteen (16) City and Chamber members, one (1) from each of the four (4) school districts in the region, and eight (8) "at-large" positions filled by vote of the entire member- ship. The general mission of the MCP is to provide a forum in which the public/ private entities located or operating within the sub-region can come to- gether to seek ways to promote their common assets and improve the eco- nomic well-being of business, industry and local governments. In seeking to accomplish this mission, the MCP coordinates its programs with local municipalities, chambers of commerce, school districts and other approved local public/private organizations and programs. The MCP serves as a marketing arm for the region, promoting its collective assets to selected and qualified audiences. The group will act as a coodinator of planning for the area, and is developing a comprehensive regional plan which identifies major throughfares both existing and planned. The MCP seeks to coordinate member's interests and desires rela- tive to legislative and other public issues affecting the area to spawn new ideas and programs beneficial to all participants. Current progress of the MCP are: (1) The production and distribution of printed and electronic materials to promote the MCP area. (2) The establishment and maintenance of a regional economic data base. MetroPort Cities Partnership, Inc. page 2 (3) The development of an industrial/commercial response team. (4) The establishment of an office to host prospects for possible relocation and expansion. (5) The creation of various economic development work- shops. (6) The design and production of an area land use map. (7) The collection and development of a library of MCP member city plans and data. The long term goals of the MCP are: (1) To create and communicate an appealing, high-profile .image/idenity for the region. (2) To attract/stimulate economic development in the MCP member communities. (3) To develop and implement a regional economic develop- ment plan for the MCP area. (4) To encourage the coordination and development of a regional based comprehensive master plan. (5) To elevate awareness and understanding within the public/private sectors regarding their neighboring cities' assets. As the geographical and organizational center of the MCP the City of Southlake will continue to benefit from all aspects of its activities and the SEDC will continue to play a leadership role in the promotion of regionalism as a viable tool for economic development.