HomeMy WebLinkAboutCity Council-Agenda Packets-1/21/2004
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PUBLIC NOTICE
COLLEYVILLE CITY COUNCIL
AND
ECONOMIC DEVELOPMENT TASK FORCE
JOINT WORKSESSION
AGENDA
JANUARY 21, 2004
6:00 P.M.
COLLEYVILLE CITY LIBRARY
SECOND FLOOR MEETING ROOM
110 MAIN STREET
I. Call to Order
II. Discussion of the "Colleyville Economic Development Task Force,
2003 Report"
III. Adjourn
I certify that the above notice was posted on the Bulletin Board at City Hall
Friday, January 16, 2004, at 5:00 p.m.
C~i:::'F~
City Secretary
100 MAIN STREETCOLLEYVILLE, TEXAS 76034 (817) 503-1000
Colleyville Economic Development
Task Force 2003 Report
Approved
November 12, 2003
City Ordinances and Policies Sub-Committee of EDTF
Final Report
Points for Council Presentation
City Issues
Land Development Code
. We recommend a list of specific changes in the Land Development Code to make it
more objective.
. We further recommend that Council directs staff to conduct an exhaustive review of the
lDC to identify other opportunities to eliminate discretion and to add clarity to the entire
process.
. We recommend that "Large Commercial Buildings," be defined as a single user over
60,000 square feet and that zoning be allowed by right in certain districts.
Economic Development Director
. Consistent with the findings of other sub-committees, we strongly urge the Council to
hire a full time economic development person who will actively market Colleyville.
. We recommend that the Council pass enabling ordinances that will establish an
economic development incentive program run by the City Manager and the Economic
Development Director.
. We recommend that the Council pass enabling ordinances that will establish an 'exit
interview' procedure for businesses that leave Colleyville or that are lost opportunities.
This data is to be summarized and reported back to Council at least quarterly by the
Economic Development Director.
Non-Conforming Uses
. We recommend that the Council pass enabling ordinances that will establish a policy to
eliminate non-conforming uses on Highway 26.
. We also see a need to encourage more vigorous enforcement of current ordinances
governing non-conforming uses, i.e., encourage landscape maintenance, do not allow
expansion, or where a business closes for longer than 90 days do not allow it to reopen.
We recommend that the City Manager take whatever steps necessary to correct this
lack of enforcement.
Miscellaneous
. We recommend that the next Charter review effort be tasked with an analysis of the
current Council terms of office. The purpose of the review will be to obtain greater
political stability. This will include a review of possibly changing election dates to obtain
a better voter turnout.
. Our discussions with developers support many of the conclusions and
recommendations set forth above.
Master PlanlThoroughfare Plan
. We recommend that the City Council formalize support for the Master Plan by passing a
Resolution, stating:
1. The strong desire to preserve Master Plan dedicated commercial space.
2. In addition, to require a specific written justification for any deviations from
commercial usage that is recommended by P & Z or other City bodies.
. We recommend that the Council instruct the Master Plan and Thoroughfare Task
Forces as well as the City Manager, to view possible road improvements and plans for
improvements (including widening projects) and preserving right-of-ways from the point
of view of economic development impacts, not just raw traffic flow. This is to include an
ongoing program of public education regarding the need for improved access for
business development.
Final Report - City Ordinances and Policies Sub-Committee
Colleyville Master PlanlThoroughfare Plan
Master Plan
The sub-committee believes that the Master Plan plays a very important role in assuring that
Colleyville's limited resources for commercial development are preserved for that purpose. A
very small percentage (about 12%) of Colleyville's land areas is allocated to commercial
development in the Master Plan. This is the only area that we can look to for increases in our
tax revenue from Sales tax receipts. Consequently, this sub-committee feels that the
commercial dedication in the Master Plan should be strongly honored. Obviously, there will be
exceptional circumstances that may make it necessary and appropriate to deviate from the
Master Plan and to use commercial areas for other purposes. However, these should be
unusual circumstances. The bias of the Council, the P & Z Board and all other city groups
should be towards preserving commercial areas, under the premise of ensuring long-term
economic sustainability and growth for the City of Colleyville and its residents.
. We recommend that the City Council formalize this position by passing a resolution,
stating (1) the strong desire to preserve Master Plan dedicated commercial space, (2)
and to require a specific written justification for any deviations from commercial usage
that is recommended by P & Z or other City bodies.
Thoroughfare Plan
The committee strongly believes that the atmosphere and charm of Colleyville is defined by its
picturesque streets and byways. We think that the bias of the Council and of planning bodies
should be towards retaining the appeal generated by that atmosphere. However, we have
determined through interviews with developers and real estate professionals, that many
businesses capable of producing significant sales tax revenue will not locate in Colleyville
without better access and greater traffic flows. More capacity and less delay on our roadways
result in a larger market area for retailers and thus more customers. With that in mind, we need
to evaluate our existing system and look for opportunities to eliminate impediments to traffic
flow such as stop signs on our arterial roadways. These improvements may be only short-term,
but they could serve a good purpose until we make longer-term corrections.
In that regard, Colleyville should consider our streets and roadways as enablers of economic
development. While we would generally not support broadening any streets in Colleyville just
to make it easier to transit the city, we definitely recommend the appropriate development of
Colleyville's streets to support our own businesses.
The Thoroughfare Plan map is a planning tool. It is n not a commitment to build an exact
cross-section on a precise alignment at a particular time. The Thoroughfare Plan allows the
City to preserve the right-of-way and to incorporate the cost of improved roadways into our
roadway impact fees. The Thoroughfare Plan map should be developed with the idea the
roadways designed for four lanes may be need to be widened some day, not that the roadway
needs to be widened today.
As part of the Master Planning process, the City's standard roadway cross-sections should be
carefully considered. The standard cross-section should include adequate right-of-way to allow
'livable' roadways to be built. A livable roadway is one that is functional, attractive and safe,
and does not adversely impact adjacent neighborhoods. The cross-section should provide
capacity for vehicle movement, space for bike and pedestrian features, and areas for
landscaping and buffers.
It is beyond the scope of this Task Forces' mission to try to select particular streets for
improvement; however, we do want to recommend that decisions on street development
should be made on a basis of the impact that can be had on economic development by such
improvement. As our business centers are developing (particularly Highway 26, Precinct Line
Road, and Highway 121), we should be continually reviewing our road structure for ways to
enhance our opportunity for further and more successful development, by means of improving
feeder roads.
. We recommend that the Council instruct the Master Plan and Thoroughfare Task
Forces as well as the City Manager, to view possible road improvements and plans for
improvements (including widening projects) and preserving right-of-ways from the point
of view of economic development impacts, not just raw traffic flow. This is to include an
ongoing program of public education regarding the need for improved access for
business development.
City Issues Sub-Committee Final Report
As part of the City Issues sub-Committee, we have been tasked with reviewing Colleyville's
ordinances to determine which, if any, need to be changed, and what new ordinances need to
be enacted to encourage economic development in Colleyville. Based on our work to date, we
offer the following recommendations:
Land Development Code
After discussion within the committee, and with indirect input from businesspersons previously
involved in the Colleyville processes, we feel that the Land Development Code needs more
clarity and directness. With existing codes, developers/potential businesses can often
complete all steps and meet all requirements, but still be left with a very subjective approval
process. The LOC needs to be more objective, so that there is clarity as to what uses are
permitted and which ones will not be.
To achieve this goal we need to remove Council discretion from code provisions where
possible; if the developer satisfies the requirements of the Land Development Code ("LDC")
there should be no basis for the Council to deny the request Several specific areas that have
been identified include the following recommendations:
In Table 24.C _ Table of Permitted Uses, several uses should be allowed by right in one or
more zoning districts. This would allow a business to locate in Colleyvil1e without seeking a
special use permit from the Council.
. Based on our preliminary review, the following changes are recommended:
. Convenience store wI Gasoline sales should be allowed by right in the
CC-3 and ML districts.
. Second hand goods shop should be allowed by right in the CC-2 and CC-
3 districts.
. Motorcycle & jet ski sales & repairs should be allowed by right in the ML
district.
. Gasoline Service Station should be allowed by right in the ML district.
. Indoor Amusement should be allowed by right in the CC-2 and CC-3
districts.
. Automotive repair & service without outside storage should be allowed by
right in the ML district
. Warehouse and distribution I office showroom should be allowed by right
in the ML district
. In Section 3.25.1, regarding "Large Commercial Buildings," the following changes
are recommended:
. Large Commercial Building should be allowed by right in the CC-2, CC-3
and ML districts.
. Large Commercial Building should be defined as having a single user
occupying more than 60,000 square feet
. We further recommend that Council directs staff to conduct an exhaustive review of
the LDC to identify other opportunities to eliminate discretion and to add clarity to the
entire process.
Incentive Policy
Our competitors (for new development and expansions) are the surrounding cities. Most of
these cities have in place incentive programs that are used to help attract businesses. We
strongly feel that Colleyvjlle must put itself in a more competitive position and to do so, we
must have an incentive program.
. Consequently, we recommend that the Council pass enabling ordinances that will
establish an incentive program run by the City Manager and the Economic
Development Director.
. Establish Incentive Policy that will allow the City Manager to negotiate with
developers, retailers and corporate tenants. Some possible areas where
this could be used:
1. Reduce building permit and other development fees based on
developer enhancements that exceed requirements of the LDC.
2. Reduce impact fees where site enhancements exceed LDC.
3. Provide sales tax rebates to high sales tax payers.
4. provide property tax abatement.
5. Provide city participation in providing services to a site including
roads, water, sewer, power and communications.
Exit Interviews
The committee believes that many of our losses (of businesses or of prospective businesses)
are due to the application of our existing codes, ordinances, policies and procedures. It is an
ongoing effort to ascertain how we are being perceived by these businesses and prospective
businesses.
We need to be proactive on a continuing basis in monitoring, grading and improving our
activities in these areas.
. We recommend that the Council pass enabling ordinances that will establish an 'exit
interview' procedure for businesses that leave Colleyville or that are lost
opportunities. This data is to be summarized and reported back to Council at least
quarterly.
We recommend that an 'exit interview' procedure be added to our City's economic
development activities. This 'interview' would be conducted with any new businesses that
locate in Colleyville, business that considered coming to Colleyville but decided to go
elsewhere, and with any businesses that decides to leave Colleyville. The Economic
Development Director should make an effort, as part on the position's job description, to
determine why the business made the decision they did and to try to determine if any of the
Colleyville procedures, polices or practices need improvement. The results could be included
in the city's development journal or other monthly report for use by the Council.
Non-Conforminq Uses
The need was identified to address properties along SH 26 that do not meet current building
design, site design and landscape requirements. We believe that as improvements are made
to individual properties, the value of all properties along the corridor will be enhanced. This
should encourage new investment in the corridor. It will also address the concern new
developments may have over competing with sites that do not have to meet the same building
standards. Over time, existing properties that are improved will not detract from the value of
new developments. For this to be accomplished, the city needs to establish a time frame for
converting all non-conforming uses along Highway 26 to conforming uses. Beyond that time
frame, the building owner could face substantial penalties and/or withdrawal of occupancy
permit. To avoid undo injury to established businesses along the corridor, and to encourage
viable and valued businesses to upgrade buildings the city should provide incentives to make
improvements. The city could rebate a portion of the sales tax revenues or consider the use of
TIF/Public Improvement District funds to assist in making site improvements.
A municipality clearly has authority under its police power to terminate nonconforming uses
under reasonable conditions. The ordinance will not constitute a "taking" if it "substantially
advances" a legitimate interest (aesthetics is a legitimate interest) and does not deny the
owner all "economically viable use of his land."1
The municipality must set out a procedure to allow the owner to recoup the investment in its
land before the nonconforming use is terminated. The technique for allowing the owner to
recoup its investment is known as amortization. It is difficult to say at this point the length of
time that will be required to adequately amortize existing nonconforming uses and the final
determination will need to be made by the Council in consultation with the City Attorney.
However, some guidelines have been established by the courts. It is clear that the municipality
is not required to allow the owner to recover the full market value of his property at the time of
the zoning change. Rather the value is determined based upon his "pre-zoning investment."
This investment figure may include the cost of removing the nonconforming business and
relocating it elsewhere. It does not have to include any improvements to the property after the
zoning change. 2 Finally, there is a strong argument that the period of time that has already
expired since the LOC was adopted will apply to the total amortization period.
. We recommend that the Council pass enabling ordinances that will establish a policy
to eliminate non-conforming uses on Highway 26.
We see this as a multi-step process that will require a high level of commitment from the City.
1. Identify Properties along Highway 26 that do not comply with current LDC
provisions.
2. For each property, identify essential LDC provisions that could be reasonably
complied but emphasizing equality of application.
3. Develop a plan in cooperation with the property owner for making the
improvements. The plan for each property will identify required
1 City of University Park v. Benners, 485 S. W. 2d 773 (Tex. (972); Eller Media Co.. v. City of Houston, 101 S.W. 3d 668
(Tex. App. Houston 2003).
2 Murmur Corp. v. Board of Adjustment afthe City afDallas, 718 S.W.2d 790 (Tex. App. Dallas 1986).
improvements, a deadline for the improvements to be made, and will provide
incentives for the property owner to complete the improvements.
. We also see a need to encourage more vigorous enforcement of current ordinances
governing non-conforming uses, i.e., encourage landscape maintenance, do not
allow expansion, or where a business closes for longer than 90 days do not allow it
to reopen. We recommend that the City Manager take whatever steps necessary to
correct this lack of enforcement.
Citv Council Terms of Office
Political instability in Colleyville has contributed to the city's economic development difficulties.
The current system allows control of the Council to change with every election. It creates a
situation where three people on the Council are up for reelection all of the time. We believe
that changing from two to three year terms and electing just two places each year will allow all
Council people to act in the best interest of the entire city and will stabilize the Council decision
making process.
. We recommend that the next Charter review effort be tasked with an analysis of this
situation, and the development of corrective steps, including a review of possibly
changing election dates to obtain a better voter turnout.
Comments from Developers
Several members of our committee spoke with developers and real estate professionals
regarding their reasons for either selecting Colleyville for development or choosing not to
develop in Colleyville.
1. CB Richard Ellis - Indicated that the most serious obstacle to development here is a
lack of main corridors. Most national retailers and restaurants locate at or near
intersections like 114/121 or 121/26. When these areas become saturated then the
developers may need to look to the interior areas. However, he also noted that
Colleyville is perceived as a residential market, not interested in commercial
development. In order to change this perception and attract more development he
suggested Colleyville put together a "road show" for brokerage houses, showing sites
available, road development and any development incentives that are available.
2. JoAnn Fabrics - JoAnn's has recently opened a store at Hwy 114 and Wm. D. Tate.
The person in charge of site selection in the Dallas area indicated that the first
qualification for site selection is major roads and other big box retailers located nearby.
If a site qualifies under the first test then they will start negotiating with the city.
Colleyville was not considered because it failed the first test. He also noted that they
had not considered South lake because it did not have the demographics to support the
store and they had found it to be "ridiculously expensive."
3. Commercial Developer in the Grapevine, Colleyville, South lake area.3 (This gentleman
has developed extensive commercial properties in Grapevine, Southlake, and a few in
3 Some of the people interviewed asked not to be identified.
Colleyville.) The answer to development is mobility. Customers must have mobility to
get in to and out of the developed areas, or no one will put capital in to an area.
Colleyville has a reputation for refusing to develop its streets, and that alone is keeping
out development. The recent flurry of development at Hall-Johnson and Highway 26 is
enough to make the point.
4. Businessman who attempted to locate a business in Colleyville. This gentleman tried to
start a business in Colleyvi lie , but finally gave up and now the business is up and
running quite successfully in Grapevine. He spent almost an entire lunch hour
describing how he had worked (and spent a great deal of money) to comply with what
he thought were all the zoning and Land Use requirements. When he went to the P & Z
board he found out he had a lot more to do. He complied and then ultimately went to the
City Council. They had more things he needed to do. At this, he gave up and took his
business to Grapevine, where it now prospers.
5. Richard Myers has developed extensively in Colleyville, including the Village of
Colleyville. He found Colleyville to be one of the easiest cities to develop in when
compared to surrounding areas such as Flower Mound, Southlake, Grapevine and
Coppell. If anything, he thought that Colleyville land development standards could and
should be raised and particularly that non-conforming buildings be brought up to code.
He believes that higher standards and more attractive businesses along Hwy. 26 will
attract more quality development. Mr. Myers offered a different perspective on roads in
Colleyville. He did not think widening Glade or Cheek Sparger would make much of a
difference in development. Big box retailers will not locate here unless there are
highways, and we are not going to put a highway through the middle of Colleyville.
Rather than trying to imitate Bedford and other cities with highways he believes
Colleyville should define its niche and celebrate its differences. Finally he noted that the
engineering department is understaffed and overworked. Although he had favorable
comments about the current staff, he noted that delays could kill deals.
. Our discussions with developers support many of the conclusions and
recommendations set forth above, including the necessity for the City of
Colleyville to:
i. Establish incentives for developers;
ii. Eliminate non-conforming uses;
iii. Eliminate council discretion from the Land Development Code provisions
and substitute an objective test wherever possible; and
IV. Consider and plan for road improvements.
. Finally, consistent with the findings of other sub-committees, we strongly urge the
Council to hire a full time economic development person who will actively market
Colleyville.
RESOLUTION R-03-2263
A RESOLUTION ACCPETING THE REPORT OF THE COLLEYVILLE ECONOMIC
DEVELOPMENT TASK FORCE
WHEREAS, the City Council appointed the Colleyville Economic Development Task Force on
July 15th, 2003, by Resolution R-03-2190, to review current and potential
commercial development opportunities; and
WHEREAS, the Task Force met each week to explore commercial development opportunities
before making a recommendation to the City Council; and
WHEREAS, the Task Force has recommended the Report to the City Council for acceptance;
and,
WHEREAS, the successful implementation of the Report would reduce the tax burden on
residential property owners and provide funds for city services and infrastructure
by expanding the commercial tax base of the community.
NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
COLLEYVILE, TEXAS:
Sec. 1.
That the document entitled "Colleyville Economic Development Task Force,
2003 Report", dated November 12, 2003, is hereby accepted and will serve as a
guide for the development of an ongoing economic development plan.
AND SO IT IS RESOLVED.
PASSED BY A VOTE OF
THE DAY OF
AYES,
2003.
NAYS, AND
ABSETNTIONS ON THIS
ATTEST:
CITY OF COLLEYVILLE
Cynthia Singleton, TRMC
City Secretary
Joe Hocutt
Mayor
Economic Development Task Force
City of Colleyville
Marketing Sub-Committee Recommendations
2003
City of Colleyville . 2003
Economic Development Task Force
Marketing Sub-Committee Recormnendations
Conclusion - Executive Summary
In summary, the Economic Development Task Force Marketing Sub-Committee makes
the following recommendations to the City of Colleyville:
1. Hire a professional economic development director and a support staff by the end
of Q 1 2004.
2. Establish an adequate marketing budget and implement a funding mechanism to
support it.
3. Implement a program to fund additional beautification improvements to SH 26 -
Colleyville Boulevard which will allow it to become a "destination" and not just a
traffic artery.
4. Engage a professional firm to create, produce, direct and implement an
advertising and public relations program for the City.
5. Create a retention program for businesses along SH 26 - Colleyville Boulevard
and create an incentive plan to help struggling firms improve the appearance of
their retail locations.
6. Generate a positive image for the City and promote it nationally.
7. Develop a clear action plan for the implementation of this marketing program and
execute a timeline with 1-, 3- and 5-year benchmarks and annual progress reports
to the citizens of Colleyville.
Submitted November, 2003
Economic Development Task Force
Marketing Sub-Committee
City of CoUeyville Marketing Recommendations
Goal
The central goal of the Economic Development Task Force (EDTF) Marketing Sub-
Committee (Committee) is to make recommendations that will bring about the
implementation and maintenance of a planned program of business marketing,
recruitment and retention for the City of Colleyville.
The City will accomplish this by organizing and motivating the public and private sectors
to cooperatively and aggressively participate in the growth of economic activity, resulting
in additional jobs and increased tax revenue.
Program Scope
The Marketing Sub-Committee determined two areas of interest in developing its
recommendations:
1. State Highway 26 - Colleyville Boulevard;
2. The City of Colleyville's "image".
State Highway 26 - Colleyville Boulevard -Image
The Committee concentrated on Highway 26 - Colleyville Boulevard because it is the
main business corridor through the city and the heart of the economic tax base. The
Committee believes the redevelopment ofColleyville Boulevard is the single most
important element in charting the future economic course for the city.
State Highway 26 - Collevville Boulevard - Message
Texas Highway 26 is part ofthe national highway system that's being expanded to a six-
lane divided highway with raised medians and turn lanes. This redevelopment will make
this thoroughfare attractive to business owners wishing to relocate to the center of the
Metroplex. Colleyville Blvd is considered a professionally designed, picturesque
commercial corridor containing a mixed use of retail, professional, financial and design
businesses surrounded by high-income residential areas.
Along either side of Colleyville Blvd are two major pedestrian-friendly retail
destinations: The Villages at Colleyville and The Colleyville Town Center. The Villages
at Colleyville is a 24 acre "new urbanism" development, where people can shop, live,
work, play and entertain in a lovely village with romantic European-style courtyards,
parks and terraces. Multi-storied buildings with boutique shops, restaurants, day spas,
offices, single family residences, library and city hall are all contained in this charming
Mediterranean-style village.
Page 2 -EDTF/Marketing Sub-Committee Recommendations
Colleyville Town Center is a 54 acre upscale commercial development project which
contains a new high-end concept grocery store, lighting store, life fitness business, the
Colleyville Justice Center and Colleyville Community Center. Town Center will
ultimately provide over 400,000 sq. ft. of retail, service and restaurant uses. The entire
space has been architecturally designed to create a good flow of traffic.
Colleyville Boulevard is a diamond in the rough which will ultimately become a "gem"
of the Metroplex with the proper planning, foresight and direction.
CoUeyville Boulevard - Audience Recommendations
. Existing businesses on Colleyville Blvd
. Prospective businesses
. Colleyville homeowners
. Consumers outside city
. Commercial Realtors/Brokers
CoUeyviUe Boulevard Recommendations
. Hire an independent landscape architect to work directly with the TxDOT planners to
ensure adequate green space and tree planting in the medians.
. Bury all power and utility lines along the highway.
. Establish architectural requirements along the thoroughfare.
. Use incentives to help bring existing businesses up to the new Colleyville Boulevard
architectural code.
. Update and add lighting and lighted street signs along Colleyville Boulevard.
. Establish uniform building requirements to expedite the permitting process.
. Limit truck traffic on Colleyville Boulevard to the right-hand lane only. t
. Secure adequate funding for Colleyville Boulevard improvements, i.e., decorative
street lights, abundant landscaping, etc.
. Ensure that Colleyville Blvd project is a priority for new Economic Development
Director.
. Involve community (including Colleyville Garden Club) in median landscaping.
. Encourage citizens to design a gateway entrance for north and south ends of
Colleyville Blvd. Design to be incorporated into TxDOT design and possibly used as
artWork for city brochures and website.
. Include decorative bridge railings along Colleyville Boulevard and cobblestonelbrick
paving at all intersections and consider the addition of pedestrian and bicycle access
that will connect to the Cotton Belt Trail.
. Explore the possibility of pedestrian access from east side of Colleyville Blvd to west
side to tie core retaillbusiness areas together. Considerations are overhead walkway
or underground tunnel.
Page 3 -EDTFfMarketing Sub-Committee Recommendations
.
Develop incentives - including tax incentives -- to help sustain existing businesses on
Colleyville Blvd during construction period.
Develop a promotional program to help sustain existing businesses and encourage
consumers during the construction phase. A program such as a "CoUeyville Blvd
Bucks" campaign could be implemented wherein Colleyville Blvd businesses could . l
reward shoppers with a "Colleyville Blvd Buck" (play money) that can be used only . ._~y. (. \)'l
at another Colleyville Blvd participating business. ~w l)'i'J ' r
Create a Colleyville "Savings Card" that provides business discounts and .free servjceU J;~J'
to encourage retail activity during construction. Work with Star Telegram. LNO and '1
other media and include in citizens water bills & website.
Develop "Colleyville Blvd Business Corridor" map for the businesses to hand out and
promote other Colleyville Blvd businesses.
Establish an incentive policy that allows the City ManagerfEconomic Director to
negotiate with new prospective businesses for Colleyville Blvd Corridor.
Focus on sales tax revenue businesses for Colleyville Blvd frontage with other
professional and office businesses on side streets. Push "buying power" of Colleyville
with average income of$178,000 and over 70% of population with an advanced
degree.
.
.
.
.
.
City of Colleyville - Image
The city ofColleyville is known as an "infield" community due to its lack of major
highways with controlled access through and around the city. Colleyville is strong with
expendable income and famous for its high quality of life, excellent schools and beautiful
neighborhoods with large custom homes.
Colleyville Image Recommendations
. Have a vision - the city must be onboard with a singular vision so projects aren't
rejected by the City Council and Planning and Zoning.
. Find a "niche" - Grapevine is pursuing an "old fashioned" niche and other cities
have developed similar "hooks" to capture the public's attention. The Committee
recommends that Colleyville use its assets to the best of its ability - with the
possibility of establishing select "districts" to attract business. Examples include
creating a "Design District" to rival Dallas; or possibly doing something with an
art gallery district - or something in the "arts" vein.
. Develop a "signature" event for Colleyville, i.e., "Grape fest" or "BluesFest".
. Take an aggressive stand at trade shows and other associations such as the North
Texas Association of Commercial Realtors (NTCAR) or the Building Owners and
Managers Association (BOMA).
. Host a Citywide "Open House" and invite target businesses who would be ideal
for Colleyville to check out the city and all it has to offer.
Page 4 -EDTFIMarketing Sub-Committee Recommendations
. Hire a professional to create a new Colleyville "brand" logo to reflect the city's
identity and its mission. The brand should be the positioning cornerstone of all
advertising and promotional materials and become the city's "face" to its publics.
. Create a new letterhead package (business cards, stationary and envelopes)
incorporating the new mark.
. Produce a color brochure for the City. The piece should communicate the area
benefits and provide contact resources for more information.
. Incorporate the new Colleyville image into the city's trade show booth.
City of Colleyville - Message
Colleyville should present a consistent message to each of its audiences (described later
in this report). If the city has aspirations of living up to its "Highland Park" image, then it
should project that image in every communication - from stories in the print and
broadcast media, to its own marketing materials. Consistency is key to marketing
communication and use of a consistent message will allow prospective citizens,
developers and retail businesses to keep Colleyville top-of-mind for relocation.
Colleyville Message Recommendations
Colleyville's message should convey the following information:
Collevville: The comfort of countrv [wine with all the urban conveniences
Located in the heart of the Metroplex, the City of Colleyville is synonymous with
comfort, convenience and class while maintaining a refreshing rural flavor. Visitors and
residents alike are enamored by the city's winding roads, magnificent homes, plush
parks, lush landscaping and a warm, inviting community.
Part of vibrant Northeast Tarrant County, Colleyville is a quick commute to downtown
Dallas or Fort Worth-four miles from D/FW International Airport and within three hours
of most US cities. Colleyville was named #1 among Dallas-Fort Worth metropolitan area
suburbs based on crime rates, education, community stability, commutes, housing, open
spaces and other criteria in American Suburbs Rating Guide and Fact Book.
Colleyville has a "Town ~ atmosphere with discerning residents passionate
about family, education, ~safety. The city's woodsy, quiet, and acclaimed
neighborhoods are free of heavy, industrial, conspicuous traffic. It's a place where
businesses can experience a peaceful setting good for a leisurely lunch or a walk through
old-world style shops. You'll find retail proprietors serving homeowner's needs, medical
services, fashion and quaint restaurants with world class flavors and superlative service.
Colleyville is a proud community, proud of its community, its businesses, city services,
schools and children. Come and see for yourself what many have already discovered.
Page 5 -EDTF/Marketing Sub-Committee Recommendations
City of Colleyville - Audience
Colleyville should address a consistent image and message to a large audience so it can
nurture and attract new businesses and residents with an eye towards relocation.
Colleyville Audience Recommendations
. Commercial Real Estate Brokers
Objective is to communicate market knowledge and information about the economic
development activities in the area.
. Developers
Objective is to establish relationships with leading developers and emphasize the
benefits of expanding or locating in Colleyville.
. Business Owners
Objective is to identify individuals and groups that share the city's goals and interests
and who can help promote the message.
. General Public
Objective is to reinforce a consistent message of vitality, growth and community
spirit with Colleyville citizens.
City of Colleyville - Marketing Tools
Colleyville should address a consistent image and message to a large audience using
state-of-the-art communications tools as recommended below. Commercial brokers and
developers are looking for accurate, comprehensive commercial real estate information.
The commercial real estate listing and information system should be designed to improve
data quality, reduce their research costs and enhance our/their marketing efforts.
Colleyville Marketing Tools Recommendations
. Marketing Budget
Establish a budget to fund the marketing program and hire a professional firm to
implement the initiatives.
. Economic Development Director
Hire a professional economic development director with experience (see exhibits A-
C) to ensure the marketing program remains focused and energized.
. Economic Development Director - Support Staff
Hire at least one, perhaps two, support staff to aid the Colieyville Economic
Development Director in the city's marketing effort.
. Web Site
Hire a professional firm to design, create and maintain a new web site for the City of
Colleyille. The city's internet presence should address the needs of residents, retailers
and commercial brokers and developers.
Page 6 -EDTF/Marketing Sub-Committee Recommendations
The web site should carry the following information:
.
Target properties showing their relative strengths and weaknesses.
.Area property values.
Ready access to inventory, including For Sale By Owner
Pertinent data on real-estate values and taxes.
Strengths of the properties in our city
Jnformation on housing, schools and any relevant business data.
All applicable building restrictions.
.
.
.
.
.
.
Branding Campaign
The Committee recommends hiring a professional firm to plan, negotiate, buy and audit a
media campaign to get the Colleyville message in front of future residents, retailers and
commercial brokers and developers. Elements of that campaign should include:
.. TV advertising on national network affiliates - NBC, ABC, CBS and Fox.
.. Closed circuit advertising at major DallaslFort Worth hotels (i.e., Anatole, Hyatt,
Worthington, Opryland, etc.).
.. Radio advertising on KRLD and WBAP.
.. Print advertising in statewide magazines (Texas Monthly and D Magazine) and regional
editions of national newspapers (USA Today) and magazines (Time, Newsweek).
.. Display advertising at major Texas airports.
.. Buy a Tree promotion - wherein local citizens are encouraged to sponsor the
installation of a tree down the center median strip of Colleyville Boulevard. Each tree
bought would have either a small brass dedication plaque with the donors name
permanently installed at the tree base or mounted in the concrete median.
.. Entryway to Colleyville promotion - where citizens would be encouraged to design a
Gateway .Arch for both ends of Highway 26. The winning design would be incorporated
in to the TXDOT design and used as art work for all front covers for all City
informational brochures distributed by the Economic Development Office.
Metrics
The success of the program will be measured by the increase in new businesses, housing
starts, residential permits, commercial permits and city sales tax revenue.
Attached Exhibits
. Exhibit "A" - Economic Development Director Search - Publications List
. Exhibit "B" - Skills Inventory - Economic Development Director
. Exhibit "C" . Time Allocation - Economic Development Director
Page 7 -EDTF/Marketing Sub-Committee Recommendations
Conclusion - Executive Summary
In summary, the Economic Development Task Force Marketing Sub-Committee makes
the following recommendations to the City of Colleyville:
I. Hire a professional economic development director and a support staffby the end
ofQ12004.
2. Establish an adequate marketing budget and implement a funding mechanism to
support it.
3. Implement a program to fund additional beautification improvements to SH 26 -
Colleyville Boulevard which will allow it to become a "destination" and not just a
traffic artery.
4. Engage a professional firm to create, produce, direct and implement an
advertising and public relations program for the City.
5. Create a retention program for businesses along SH 26 - Colleyville Boulevard
and create an incentive plan to help struggling firms improve the appearance of
their retail locations.
6. Generate a positive image for the City and promote in nationally.
7. Develop a clear action plan for the implementation of this marketing program and
execute a timeline with 1-, 3- and 5-year benchmarks and annual progress reports
to the citizens ofColleyville.
Submitted November, 2003
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Exhibit "B"
City of Colleyville
Skills Inventory - Econ. Dev. Specialist
APPLlCANT:
DATE:
Please check the skill level you feel best represents your abilities based on demonstrated past experience.
Representative skill levels are noted below each list of skills. Responses to additional questions and skill level
elaboration or examples (only if necessary) should be provided on the last sheet(s) by referencing the item and
commenting as appropriate.
Ref
SKILL LEVEL
High '........... Low
SKlLL
1.0 General Management
Creatively synthesize problems and identify innovative solutions
Develop and effectively implement programs
Develop and maintain methods of monitoring dept. service delivery
Identification of opportunities for superior public service delivery
l.a
I.b
I.c
I.d
High: Demonstrated exceptional ability to manage issue without feedback or direction from superiors.
Med: With limited feedback or direction from superiors, address managerial issues effectively.
Low: Ability to identify issues and opportunities and address with team guidance.
High ............ Low
2.0 Personnel Management
Interview and select superior staff
Formal and legally consistent interviewing of professional/technical staff
Write job descriptions for professional, technical and administrative staff
Formal performance evaluations for professional, technical and admin. staff
2.a
2.b
2.c
2.d
High: Demonstrated exceptional ability to manage issue without feedback or direction from superiors.
Med: With fimitedfeedback or direction from superiors, address managerial issues effectively.
Low: Ability to identify issues and opportunities and address with team guidance.
Additional Questions:
2.e Within the last five (5) years, what has been the greatest number of people under your direct supervision?
Total ; Professional ; Technical ; Clerical/Administration
High,.......... Low
3.0 Staff Training and Development
Identify deficiencies and develop programs to address needs
Presentations before groups of subordinate supervisors
Provide on-going coaching / mentoring for staff development
Develop staff for career progression within organization
3.a
3.b
3.c
3.d
High: Demonstrated ability to manage issue withoutfeedback or direction from superiors.
Med: With Iimitedfeedback or direction from superiors, address managerial issues effectively.
Low: Ability ro identify issues and opportunities and address with team guidance.
Additional Questions:
3.e List any professional training you have undergone in the last 5 years.
Skills Inventory - ECOll. Dt!li_ Specialist
September 9,2003
Page 1 of 8
Ref
SKILL LEVEL
High.. ..'...... Low
SKILL
4.0 Budget Development and Administration
Preparation of department budgets
Presentation of dep!. budget before Councilor Board of Directors
Researcb required for tborough budget preparation
Monitor budget expenditures and provide periodic reports
Perform day-to-day purchasing, invoicing and bill payment administration
4,a
4.b
4,c
4.d
4,e
High: Direcred research. analysis, preparation and presentation oj noted aspect oj budger, highest knowledge,
Med: Significant contributions to noted aspect ojbudget.
Low: Familiar with noted aspect ojbudget, provided assistance to supervisor.
High ........ ,.. Low
5.0 Master Planning
5.f
5,g
5.h
Land Use Plan
Park Master Plan
Trail System Master Plan
Thoroughfare Plan
Water Distribution Master Plan
Wastewater Master Plan
Stonnwater I Drainage Master Plan
Capital hnprovement Planning
5,a
S.b
5,c
5.d
5.e
High: Led or directed adoption or significant revision to plan, highest knowledge of all aspects of plan.
Med: Significant involvement in adoption or revision to plan, reliable expert knowledge.
Low: Support or research experience, ability to implement plan using resources.
High ............ Low
6.0 Regulatory Code Development
6.a
6.b
6.c
6.d
6.e
6,f
6,g
6h
6,i
Zoning Ordinance
Subdivision Ordinance
Tree Preservation Ordinance
Floodplain I Floodway Management Ordinance
Landscape Ordinance
Driveway Ordinance
Drainage Ordinance
Sign Ordinance
Knowledge oflega] ramifications of Texas and U.S. laws
High: Led or directed significant adoption or revision to code, highest knowledge oj all aspects oj code.
Med: Significant involvement in adoption or revision to code, reliable expert knowledge.
Low: Support or research experience, ability to interpret and implement code using resources,
SkU/s lnventory - ECOll. Dev. Specialist
September 9. 2003
Page 2 of8
Ref
SKILL LEVEL
High__....... Low
i
7.a
7.b
7.e
7.d
7,e
7,f
7g
7.h
7.i
7j
SKILL
7.0 Current Planning I Development Processing
Subdivision plat review
Development concept plan review
Site plan review
Zoning Administration I Zoning Board of Adjustment Administration
Knowledge ofUniforrn Building Code impacts
Knowledge of Fire Code I Public safety impacts
Knowledge of Planned Unit Development creation & utilization
Development of case analysis and staff recommendation
Preliminary Water I Sewer I Drainage Plans review
Development application processing requirements from start to finish
High: Directed multi-disciplinary approach, highest knowledge of technical, legal and procedural aspects.
Med: Complete knowledge of development review, ability to understand codes with limited research.
Low: Familiar with technical requirements, ability to contribute in team environment.
High ............ Low
8.a
8.b
8.c
8d
8.e
8.f
8.0 Project Planning I Strategic Studies
Corridor Studies I Overlay Districts
Neighborhood Development I Study
Demographic Data Analysis and reporting
Financial! Statistical Analysis and reporting
Facilitation of strengths! weaknesses I opportunity identification in group setting
Strategic Vision Development I Focus Groups I Public Feedback
High: Led or directed significant adoption or revision to plan. highest knowledge of all aspects of plan.
Moo: Significant involvement in adoption or revision to plan, reliable expert knowledge,
Low: Support or research experience, ability to implement plan using resources.
i
9.a
9.b
9.c
9d
High ....,....... Low
9.0 General Planning IDevelopment Issues
Condemnation procedures
City-Initiated rezoning procedures
Land-acquisition procedures
Impact fee adoption: Water & Sewer (YIN ), Roadway (Y/N), Drainage (YIN )
High: Complete knowledge of required procedures, ability to independently lead process and field all questions.
Med: Working knowledge of required procedures, functional as contributing learn member.
Low: Familiar with requirements. ability to address issues with research.
Skills Inventory - Econ. Dev. Specialist
September 9.2003
Page 3 of &
Ref
SKILL LEVEL
High ..,......... Low
SKILL
10.0 Project Management
Preparation ofRFQ's and RFP's
Preparation and maintenance of periodic status reports
Evaluate and compare professional service proposals inclusive of all issues
Write professional services agreement or contract inclusive of all issues
Monitor I administer pay requests in line with contract
lO.a
IO.b
IO.c
IOd
IO.e
High: Extensive experience and skill across diverse topics, manage entire process with limited direction.
Med: Thorough understanding of processes, ability to manage with periodic direction.
Low: Familiar with requirements, effectively contribute as part of a team.
11.a
11.b
11.c
l1.d
l1.e
City Council
Planning and Zoning Commission
Zoning Board of Adjustment
Park Board
Neighborhood Interest Groups
11.0 Municipal Board Interaction
High ...'........ Low
High: Provide decisive responses andfacilitate participation during a public meeting, extensive experience.
Med: Provide strong leadership and direction, significant experience,
Low: Contribute positively to public group meetings,
High ............ Low
12.0 Municipal Department Activities
Public Works: Water distribution, storage systems,
Public Works: Sanitary Sewer collection systems, treatment
Public Works: Street construction, bonding, capital planning
Parks: Recreation programs, park development, park dedication fees
12.a
12.b
12,c
12,d
High:. Complete and diverse knowledge, capable of reviewing, understanding and presenting this information.
Med: Familiar with activities, able to understand mapping and terms and their applications.
Low: Familiar with basic terminology and purposes.
High, , Low
13.0 Public Speaking / Presentations
Small groups of diverse interests
Public forum facilitation in medium to large groups
Providing testimony on behalf of the City at state-level legislative hearings
Bond rating presentations
13.a
13.b
13.c
13.d
High: Provide strong leadership, clear decisive responses and facilitation of issues, extensive experience.
Med: Provide capable and reliable leadership and direction, significant experience.
Low: Contribute positively 10 public group meetings as part of team.
Skills Inventory - Econ. Dev. Specialist
September 9,2003
Page 4 of8
Ref SKILL LEVEL
L_ High .:.......... Low
14.a
14.b
14.0
SKll..L
14.0 Professional Presence I Networking
[nvolvement in National professional organizations (APA, ASLA, AEDC, TEDC)
Involvement in State professional organizations (APA, ASLA, AEDC, TEDC)
Involvement in Local professional organizations (APA, ASLA, AEDC, TEDC)
High: Significant involvement. board member, elected representative. prqfessional conference presentations.
Moo: Supportive involvement. consistent interaction and professional support.
Low: Occasional attendance and interaction.
Additional Questions:
14,d What professional registrations I certifications do you hold, or plan to attain in the next _ years?
High .......,.... Low
15.0 Technology
Local Area Network environment (within department)
Wide Area Network environment (lnterdepartmentallInter-site)
Internet communications and research
Electronic Mail
Electronic calendar I time management
Word processing (e,g, Microsoft Word, Word Perfect) Typing Speed: _wpm
Spreadsheet (e.g. Microsoft Excel)
Database (e.g. Microsoft Access)
Graphic presentations (e.g. PowerPoint, Harvard Graphics, Visio)
Geographic Information Systems in planning
ArcView in mapping or graphic presentation
Desktop publishing programs for graphic artwork (e.g. Quark Xpress)
Infrastructure requirements for high-tech users (e.g. fiber, broadband)
15.a
15.b
15.c
15.d
]5,e
]5.f
15g
15.h
]5.i
15j
15,k
15.1
15.m
High: Complete knowledge of capabilities. ability to create innovative solutions.
Med: Working knowledge of capabilities. ability to develop adequate solutions.
Low: Familiar with uses of applications, ability to direct others having technical expertise.
High ............ Low
16.0 Marketing & Advertising
Trade show booth representation
Design of multi-color I multi-graphic print advertising
Management of an annual advertising campaign, timely development, etc.
Brochure development for specific purposes
Design & maintenance of "Project Profiles" for significant projects in city
\6.a
16.b
16.c
]6.d
16.e
High: Extensive experience and skill across diverse topics, manage entire process with limited direction.
Med: Thorough undersranding of processes, ability to manage with periodic direction.
Low: Familiar with requirements, effectively contribute as part of a team.
Skills IlIventory - Econ. Dev. Specialist
September 9.2003
Page 5 of8
Ref
SKILL LEVEL
High ,.......... Low
SKILL
17.0 Financial Analysis
Cost I Revenue analysis for tax abatement evaluations
Revenue projections for retail development
17,a
17b
High: Extensive experience and skill across diverse topics, manage entire process with limited direction.
Med: Thorough understanding of processes, ability to manage with periodic direction
Low: Familiar with requirements, effectively contribute as part of a team.
High. ,......... Low
18.0 Business Retention & Expansion
Brochure development supporting businesses (e.g. "shop here first")
Facilitation of business manager roundtables or forums
18.a
18.b
High: Extensive experience and skill across diverse topics, manage entire process with limited direction.
Med: Thorough understanding of processes, ability to manage with periodic direction.
Low: Familiar with requirements, effectively contribute as part of a team.
High ". Low
19 :OIncentives
Tax Abatements: Applications, processing, public approval process
380 Agreements: Applications, processing, public approval process
Workforce Development: State programs, grant requests & processing
Cost I Revenue financial analysis
19.a
19.b
19.c
19.d
High: Extensive experience and skill across diverse topics, manage entire process with limited direction.
Med: Thorough understanding of processes, ability to manage with periodic direction.
Low: Familiar with requirements, effectively contribute as part of a team.
High ............ Low
20.0 Business Attraction
Corporate headquarters I office prospects: Negotiations, management meetings
Working with site location consultants, responding to RFI's
20.a
20.b
High: Extensive experience and skill across diverse topics, manage entire process with limited direction.
Med: Thorough understanding of processes, ability to manage with periodic direction.
Low: Familiar with requirements, effectively contribute as part of a team,
High.. ,....... Low
21.0 Data Research, Compilation & Reporting
Development of a Community Profile or summary of community aspects
Development & maintenance of a business database
Utilization of Internet for research
Representation of data in charts & graphs
21.a
21.b
21.c
21,d
High: Extensive experience and skill across diverse topics, manage entire process with limited direction.
Med: Thorough understanding of processes, ability to manage with periodic direction.
Low: Familiar with requirements, effectively contribute as part of a team,
SkUls Inventory - Econ. Dev. Specialist
September 9, 20D3
Page 6 of8
Ref
SKILL LEVEL
High, .. Low
SKll..L
22.0 Miscellaneous Skills
22.a
22.b
22.c
22,d
22.e
Writing press releases
Interview accurately and effectively with newspaper repotters
Interview accurately and effectively with television repotters
Facilitating intergovernmental agreements, resolution of issues
Technical report writing
High: Highest level of demonstrated expertise
Med: Consistent and reliable expertise.
Low: Capable with team guidance.
Additional Questions:
22.f What other specific or unique skills would you like ta bring to aur attention?
Skills Inventory - Econ. Dev. Specialist
September 9. 20Q3
Page 7 of&
Ref. I
Answers to Questions and Additional Comments (only if necessary)
Comment
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A:\Skills lnvenlory-ED Speclahst-Ol.doc
Skills Inventory - Econ. Dev. Specialist
September 9,2003
Page 8 of8
Exhibit "C"
Department of Economic Development
Estimation of Time Allocated to Different Duties
! 1 2 I 3 I 4 5 I 6 7 I 8 I 9
Current StBffmg No Intern I Proposed FY 00-01
No Secretary
Work Function Dir, Spec, Intern Dir, Spec. Dir. Suec. Sec,
A - Administrative 15% 22% 15% 19% 25% 6% 9% 28%
1. Payroll I 3 3 ] 4 0 0 4
2. Accounts Payable! Invoicing 2 4 3 3 , ] 0 5
~
3, Purchasing 3 5 , ~ 3 0 0 :3
" J
4. Budget Administration 3 3 ] 4 I 2 I 5
5. Technology Issues 2 4 2 3 9 I 6 5
6, Scheduling meetings 2 2 3 3 4 0 0 5
, 7, Staff meetings 2 I 0 2 I 2 2 I
! B - Information Distribution 15% 300/. 31% 23% 31% 10% 12 0/. 22%
1. At the COW1ter ] 4 5 4 7 1 2 5
2. On the Phone 2 7 7 5 7 1 2 7
3. Research Req'd, to answer 2 6 7 2 , 0 I 3
J
4. Fax! E-mail responses 2 4 8 4 6 ] ] 5
1
5, Media I News Communication 6 4 2 7 ^ 5 3 I
J
6. Project Profiles 2 5 2 I 5 ] 3 I
C - Lead Generation 28% 12% 5% 24% 100/0 430/0 29% 8%
1. Broker Contact 13 3 I 9 3 17 8 2
2. Developer Contact 8 3 I 8 3 ]3 7 2
3. User I Prospect Contact 5 4 ] 5 2 12 10 2
4, Publications Review 2 2 2 2 2 1 4 2
D - Data / Researcb & Maint. 10% 17% 37% 12% 20% 6% 15% 27%
1. Business Database Maintenance ~ 4 10 2 6 I 2 8
""
2. Contacts Database Maintenance 2 2 8 4 5 2 2 7
3. Site Inventory Guide Database 1 5 8 2 7 I 5 7
4, Space Availability Database 1 I 8 I I 0 I 2
5. Financial Chart Updates 2 3 2 I I 1 2 I
6. Surveys 2 2 I 2 0 I 3 2
E - Marketing / Advertising 5% 6% 2% 4% 5% 6% 10% 0%
1. Ad Development 2 5 0 I 2 2 4 0
2. Vendor Analysis I 0 2 I 1 I I 0
3. Pamphlets I Image Book I 0 0 I I 1 4 0
4. Trade Shows 1 1 0 ] 1 2 1 0
F -Publications - Updates 3% 8% 8% 3% 1% 1% 8% 7%
1 Conununity Profile 1 1 4 I 0 0 1 3
2. Fast Facts I 1 2 1 0 0 I 3
~ Traffic Count Report 0 1 0 0 0 0 1 ]
! ~.
4. Web-Site Maintenance I 5 2 I I 1 5 0
G - Community Support 11% 10% 1% 80/. 7% 11% 14% 3%
1. Chamber Representation 4 2 0 3 2 :3 3 0
,
2. Business Support Visits 2 2 0 I 0 3 3 0
3 Civic Support Visits 3 2 0 2 0 3 3 I 0
4. Com. Developer's Roundtable 2 4 1 2 5 2 5 , 3
H - Econ. Dev. Initiatives 13% 1% 1% 7% 1% 15% 3% 5%
I LOE ( Legislative 9 0 1 4 0 10 1 4
i 2. Transportation / Utilities / Ete, 4 I 0 3 I 5 2 I
i Total Time* 100% 100% 100% 100% 100% 100% 100% 100%
"'Estimation ]s the average allocation of tlme spent per 40-hour work week on each work nem approximated on a yearJy basis. The Intern position is based on 20
hourslweek
C:\WINDOWS\Temporary Internet FiJes\ContentJE5\QPKF2PA5\Exhlbit C - Time Allocatlon,dDC
12-14-00
The Competition subcommittee of the Task Force recommends the following:
(v)
Obtain the commitment of the City Council first and seriously to
the task of addressing and meeting the charge it gave in the
Resolution creating the Task Force.
Conduct traffic studies for the major arteries in the City to develop
actions and information to address issues pertinent to retail
development.
Develop a database of traffic, demographics and financial data
and integrate it Into the website and other uses by the economic
development director for real estate community and retail
developers.
Objectively analyze the historical issues related to the negative
perceptions about retail and commercial development in the City
currently held by various key members of the retail real estate
community and make specific recommendations to the City
Council for action to affirmatively change such perceptions,
Establish an on-going liaison of staff and knowledgeable citizens
to meet with various key leaders in the retail real estate
community (external to the City) to identify existing perceptions
and concerns and to recommend to the City Council actions to
affirmatively change existing negative perceptions and issues
regarding retail development in the City.
(i)
(ii)
(iii)
(iv)
Obiectives for Attracting And Maintaining Retail Businesses
From Competina Cities
1. THE TASK FORCE OBJECTIVES.
The Resolution forming this Economic Development Task Force charged it with
three specific objectives, which are inseparably intertwined:
" .., the responsibility of recommending action to Council which support [1)
attracting new businesses, [2] maintaining existing businesses, and [3J
promoting the City for purposes of economic development in such a
fashion as to increase sales tax revenue, maintain property values
Resolution R-03-2190 (Numbers and emphasis added.)
"Attracting" and "maintaining' are marketing terms that have, in effect, the same
meaning as "competition." Thus it is not possible to address one without the other.
Though not specifically stated, the Competition subcommittee of the Task Force is of the
opinion that these Objectives are essential in the determination of whether business and
retail developers will not choose the "competition" and thus will be attracted to the City to
provide amenities and share in the cost operating the City, and in the ultimate
determination of whether new residents will be continue to be attracted to purchase
existing housing, thus maintaining the market value of the City's residences, and what it
will cost to live here.
2. EVALUATING THE OBJECTIVES
A. Full investigation of all of the input required to meet these three objectives
necessitates professional analysis far beyond the time and resources available to this
subcommittee of the Task Force. Due to the time restraints and limited resources
available to the Task Force, our investigation was limited to preliminary identification of
some of the factors, actions and studies that should be considered in a more in-depth
action plan.
B. For the purposes of this segment of the Task Force work, a number of
readily available sources were contacted, including recognized retail real estate brokers
and agents. market analysis sources, commercial developers, the internet, and other
sources. The study was preliminary in nature and was intended to determine primary
issues that will have to be studied and addressed to ultimately meet the Objectives,
Though the investigation was preliminary and limited, the baSic input was supported
from virtually all of the sources,
C. The Task Force identified the following as being the most cogent factors
to be analyzed in reaching the Objectives: (1) the current success/failure situation
affecting new and existing retail developments in the City, (2) traffic volume for
prospective sites, (3) direction and flow of traffic at various times of day, (4) traffic and
road congestion issues, (5) demographic information (population, density, relative
income, age, etc,) within one, two and three mile radii, (6) other economic incentives,
e,g., tax abatement, (7) other general factors, such as stability of the City government,
whether the City's ordinances require additional costs or delays, the City's demonstrated
willingness and openness to work with versus against the retail developers in general,
OBJECTIVES
Page 1 of 3
and the demonstrated support of the local population for local business, This is not an
exhaustive list.
3 ASSESSMENT OF THE FACTORS
A. Current Retail Situation [item (1) above] The information received by the
Task Force indicates that the City of Colleyville is unique from a number of perspectives.
There have been several national chain businesses and restaurants on Highway 26, the
principal business artery of the City, that have gone out of business and have not been
replaced. There are a number of commercial platted and zoned lots that have been
vacant for a number of years. There is a lot of vacant space in other shopping centers to
the south of the City on Highway 26. These facts have raised questions for potential
retailers that will have to be addressed to build confidence with potential retailers.
B. Transportation Issues [items (2), (3) and (4) abovel The City has very
little exposure to primary traffic arteries, such as freeways and highways. The larger and
more successful retailers prefer to locate on a primary artery. The City has Highway 26
(not a primary artery) and a small amount of frontage on Highway 121 (a primary artery).
Because the locations identified by the City for future commercial use are not on a
primary artery, the City will have to attract uses who are willing to go to what is generally
referred to as a secondary location, such as Highway 26. The heaviest traffic there
occurs during rush or peak hour daily and consists primarily of commuters leaving the
area to get to primary arteries in the mornings and returning in the evenings. There is
significant congestion during those times on all east-west thoroughfares, All but one of
the east-west arteries are two lane and no curb and gutter,
C. Population Factors. The City is, by design, not densely populated. The
population has impressive economic numbers, which is an asset that must be celebrated
and marketed, However, there is an impression in the retail real estate community that
many of the households in the retail radius send both spouses out of the area each day
where they each work, shop or otherwise.
D. Other Issues. This subject is somewhat speculative and hard to pin down
precisely, but various sources indicated that the following do affect retailer decisions.
This subcommittee of the Task Force does not state these matters as its own opinion,
but reports it for the purpose of stating what the sources indicate to be an existing
perception in more than a small segment of the real estate community outside of the City
area, For example. for a number of reasons (some of which are founded and some are
not), there appears to be a perception in the retail development community that (i) the
City population is not as supportive as other cities of restaurant and retail development,
(ii) the City Council, historically, has been somewhat unpredictable and unduly affected
by small local special interest groups, and (iii) ordinances of the City and policies of the
City disfavor retail development.
4. CONCLUSIONS AND RECOMMENDATIONS
The City is unique because: (i) the housing values, income and education of its
population are significantly above the norm of most of the cities in the area. (ii) it has no
major or central business or retail area, (iii) it has largely built out as to residential, but
has relatively few retail businesses and virtually no national chain businesses. Without
such a commercial base, the City is in a "catch up" position as compared to most cities
OBJECTIVES
Page 2 of 3
in the area, where the commercial and residential growth came at the same time and
proportion. Therefore, the task before us to reach the Objectives is a little more daunting.
The subcommittee has made recommendations about the employment of an economic
development director or coordinator and other sources to develop and distribute
important information to prospective retail developers and realtors. Other subcommittees
have articulated desired assignments for that position.
The Task Force recommends the following:
(vi)
That the City Council commit itself first and seriously to the task of
addressing and meeting the Objectives.
That further study be done by a fairly balanced committee of
knowledgeable members to analyze the historical issues related to
the businesses in the City that have ceased to do business along
Highway 26 and to develop a fair and complete information base
to counter perceptions to the effect that viable businesses along
Highway 26 and adjoining parts of the City will not be generally
supported by the public.
That independent traffic studies be conducted for the major
arteries in the City to analyze and seriously address issues
pertaining to delay, congestion, traffiC volume and other issues
pertinent to retail development, as necessary and appropriate.
There are specific criteria that retailers look at in these areas and
should form a basis for the study.
That a database of demographics and financial data be developed
and integrated into the website and other uses by the economic
development director matters so that it is available to the retail and
commercial real estate community.
That further study be done by a fairly balanced committee of
knowledgeable members to analyze the historical issues related to
the issues and perceptions addressed in Section 3D above and
that specific recommendations be made to the City Council for
action to address such perceptions and that a detailed information
base be developed to counter such perceptions
That a on-going liaison of staff and knowledgeable citizens be
established to contact and meet with various key leaders in the
retail real estate community (external to the City) to identify
existing perceptions and concerns and to recommend to the City
Council actions to affirmatively change existing negative
perceptions and issues regarding retail development in the City.
(i)
(ii)
(iii)
(iv)
(v)
Objectives for Attracting And Maintaining Retail BusinesseS.doc
OBJECTIVES
Page 3 of 3
Sub Committee on Current Development, Competition, Call to Action
It is the opinion of this sub-committee that an Economic Development director should be
hired by the City, and the job description of said director should include, but not be
limited to a broad experience level both of real estate and of city government, appropriate
education and industry experience, business contacts that would assist the city to develop
effectively. Below is a list of duties of said Economic Development Director.
1. Develop a web site that would include Inventory Commercial & Residential
undeveloped property and developed property. Items to be included, but not
limited to, are as follows:
I) Zoning
2) Overlay District
3) Utility Maps
4) Tax base info - how much are fees
5) Impact fees
6) Zoning process - what does developer have to do, what can be expected,
where is help
7) Use restriction - including any private deed restrictions
8) Signage restrictions
9) Thoroughfare assessments or refunds, any required off-site improvements
ie: water main
10) Established wetlands or environment issues
11) Trail system involved or required
12) Stonn water requirements.
13) Tree preservation
14) Historical overlay
IS) Property taxes
16) Personal taxes
17) Tap fees, garbage, water, etc. (operational costs)
18) Demographics and data: ie census report, Hwy 26 summaries and updates;
Fast Facts of the city (cost ofliving index, transportation, proximity to
airport); community Profile (education, history)
19) Reports & Resources (traffic counts, marketing surveys, neighborhood
overviews including averaging pricing / photos, summary of commercial
development
20) List of existing businesses with ability to search by name or category;
profile projects currently underway; maintain a shopping and restaurant
guide.
21) Be liaison to brokers
22) Interactive Mapping (interface with North Texas Council of Government)
2. Obtain list from City of all known businesses in town; run check of sales tax
permits for new businesses and home based businesses.
3. Create the Colleyville Business Partners out of known businesses to enhance
communications, assist in keeping data current and be on-call to assist City when
visiting with potential new prospects.
4. Using various sources, determine the best type of business that may fit the
specific targeted map areas and include this in avai]able data.
5. Increase communications to City businesses; encourage business participation in
events including the current Celebrate Colleyville and perhaps create new events.
6. Review competitive scenarios by other cities and report on their success from day
to day, marketing tools and resources utilized and special events that contribute to
the success of the city.
7. Subscribe and advertise in National and Regional publications
(ie: Black's Guide)
8. Salary consistent and competitive with other Economic Development Directors.
RESOLUTION R-03-2262
A RESOLUTION ACCEPTING THE REPORT OF THE COLLEYVILLE ECONOMIC
DEVELOPMENT TASK FORCE
WHEREAS, the City Council appointed the Colleyvil1e Economic Development Task Force on
July 15, 2003, by Resolution R-03-2190, to review current and potential
commercial development opportunities; and
WHEREAS, the Task Force met each week to explore commercial development opportunities
before making a recommendation to the City Council.
NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
COLLEYVILE, TEXAS:
Sec. 1.
That the document entitled "Colleyville Economic Development Task Force,
2003 Report" dated November 13, 2004, is hereby accepted and will serve as a
guide for the development of an ongoing economic development plan.
AND IT IS SO RESOLVED.
PASSED BY A VOTE OF
THE DAY OF
AYES,
NAYS,AND
2003.
ABSTENTIONS ON THIS
ATTEST:
CITY OF COLLEYVILLE
Cynthia Singleton, TRMC
City Secretary
Joe Hocutt
Mayor