Item 4I
Item 4I: Resolution 14-016 amending the Carillon 380 Agreement
May 6, 2014
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
October 2007 – Hines purchases property
November 2008 – Project approved
August 2010 – 380 Agreement approved
Background
Hines Commitments:
Minimum Construction Requirements 250,000 sq ft commercial
Substantial Completion: 12/31/2013
Retail garages (2)
Public Art
Parks & Open Space
Enclave Park & Village Park North completed
The Preserve and Village Park South under construction
Lake Park & Corporate Park concept plans underway
White Chapel Boulevard Construction of full-width, four-lane divided roadway from SH 114 along property line
Kirkwood Boulevard & water line Construction of full-width, four-lane from White Chapel to Dove Creek; 12-inch water line (completed)
City Commitments:
Retail garages $5,480,000 (40% cap total cost)
Public Art $577,000 (50%, cost cap)
White Chapel Blvd. $475,187 (western lanes) $320,692 (eastern lanes-50% cap)
Parks $1,919,390 (50%; cost cap)
Incentives paid using revenues generated by development. Annual incentive not to exceed 50% of AV or sales tax.
Background: Original Agreement Provisions
Background
March 2014
Letter from Hines requesting Agreement update
Current Provisions
Proposed Amendments
Current Provisions
*Eligible Improvements: “All or a portion of the taxable non-residential buildings generally shown on the Concept Plan (e.g. retail, restaurants, office, hotel) and parking and accessory
improvements related to these improvements.”
Staff recommends approval of Resolution 14-016 as submitted.
Questions? Alison Ortowski 817-748-8261
General Market Conditions
Hines closes on Southlake property October 2007
Project Approved
Nov. 2008