03-19-2024 (WEDC) Agenda Packet Wylie Economic Development Corporation WYLIEEDC
Board Regular Meeting
March 20,2024—7:30 AM
WEDC Office Conference Room-250 South Highway 78,Wylie, Texas
75098
CALL TO ORDER
INVOCATION& PLEDGE OF ALLEGIANCE
COMMENTS ON NON-AGENDA ITEMS
Any member of the public may address Board regarding an item that is not listed on the Agenda. Members of the public must
fill out a form prior to the meeting in order to speak.Board requests that comments be limited to three minutes for an individual,
six minutes for a group.In addition,Board is not allowed to converse, deliberate or take action on any matter presented during
citizen participation.
CONSENT AGENDA
All matters listed under the Consent Agenda are considered to be routine by the Board and will be enacted by one motion.
There will not be separate discussion of these items.If discussion is desired, that item will be removed from the Consent Agenda
and will be considered separately.
A. Consider and act upon approval of Minutes from the March 1, 2024 Special Called Meeting of the WEDC
Board of Directors.
B. Consider and act upon approval of the February 2024 WEDC Treasurer's Report.
REGULAR AGENDA
1. Consider and act upon Committee Appointments by the Board President.
2. Consider and act upon issues surrounding the WEDC Board Member Handbook.
3. Consider and act upon a contract between WEDC and The Retail Coach.
4e Consider and act upon issues surrounding the 2023 WEDC Annual Report.
DISCUSSION ITEMS
DSI. Staff report: WEDC Property Update, Temporary Access Agreements, Downtown Parking, Engineering
Report,Upcoming Events, and WEDC Activities/Programs.
EXECUTIVE SESSION
Sec. 551.072. DELIBERATION REGARDING REAL PROPERTY; CLOSED MEETING.
A governmental body may conduct a closed meeting to deliberate the purchase, exchange, lease, or value of real
property if deliberation in an open meeting would have a detrimental effect on its negotiating position.
1
ES 1. Consider the sale or acquisition of properties located at Brown/Eubanks, FM 544/Cooper, FM 544/Sanden,
FM 1378/Park, Jackson/Oak,Regency/Steel, and State Hwy 78/Brown.
See. 551.087. DELIBERATION REGARDING ECONOMIC DEVELOPMENT NEGOTIATIONS;
CLOSED MEETING.
This chapter does not require a governmental body to conduct an open meeting:
(1) to discuss or deliberate regarding commercial or financial information that the governmental body has received
from a business prospect that the governmental body seeks to have locate, stay, or expand in or near the territory of
the governmental body and with which the governmental body is conducting economic development negotiations;
or
(2) to deliberate the offer of a financial or other incentive to a business prospect described by Subdivision (1).
ES2. Deliberation regarding commercial or financial information that the WEDC has received from a business
prospect and to discuss the offer of incentives for Projects: 2013-9a, 2022-1c, 2022-10c, 2023-2d, 2023-5b,
2023-9b, 2023-12c, 2024-1a, 2024-1c, 2024-2c, 2024-3a, and2024-3b.
RECONVENE INTO OPEN SESSION
Take any action as a result from Executive Session.
FUTURE AGENDA ITEMS
ADJOURNMENT
CERTIFICATION
I certify that this Notice of Meeting was posted on March 15, 2024 at 5:00 p.m. on the outside bulletin board at
Wylie City Hall, 300 Country Club Road,Building 100,Wylie,Texas, a place convenient and readily accessible to
the public at all times.
Stephanie Storm, City Secretary Date Notice Removed
The Wylie Municipal Complex is wheelchair accessible. Sign interpretation or other special assistance for disabled
attendees must be requested 48 hours in advance by contacting the City Secretary's Office at 972.516.6020.Hearing
impaired devices are available from the City Secretary prior to each meeting.
If during the course of the meeting covered by this notice, the Board should determine that a closed or executive
meeting or session of the Board or a consultation with the attorney for the City should be held or is required, then
such closed or executive meeting or session or consultation with attorney as authorized by the Texas Open Meetings
Act,Texas Government Code § 551.001 et. seq.,will be held by the Board at the date,hour and place given in this
notice as the Board may conveniently meet in such closed or executive meeting or session or consult with the
attorney for the City concerning any and all subjects and for any and all purposes permitted by the Act, including,
but not limited to,the following sanctions and purposes:
Texas Government Code Section:
§ 551.071—Private consultation with an attorney for the City.
§ 551.072—Discussing purchase, exchange,lease or value of real property.
§ 551.073 Discussing prospective gift or donation to the City.
2
§ 551.074—Discussing personnel or to hear complaints against personnel.
§ 551.076—Discussing deployment of security personnel or devices or security audit.
§ 551.087—Discussing certain economic development matters.
3
0312012024 Item A.
Minutes
Wylie Economic Development Corporation
Board of Directors Special Called Meeting
March 1, 2024—7:30 A.M.
WEDC Offices—Conference Room
250 S Hwy 78—Wylie, TX 75098
CALL TO ORDER
Announce the presence of a Quorum
President Melisa Whitehead called the meeting to order at 7:30 a.m. Board Members present were Aaron
Jameson,Whitney McDougall,Blake Brininstool, and Demond Dawkins.
Ex-Officio Member City Manager Brent Parker was present.
WEDC staff present included Executive Director Jason Greiner and Administrative Assistant Marissa Butts.
INVOCATION& PLEDGE OF ALLEGIANCE
Immediate Past President Demond Dawkins gave the invocation and led the Pledge of Allegiance.
COMMENTS ON NON-AGENDA ITEMS
With no citizen participation,President Whitehead moved to Consent Agenda.
CONSENT AGENDA
All matters listed under the Consent Agenda are considered to be routine by the WEDC Board of Directors
and will be enacted by one motion. There will not be a separate discussion of these items. If discussion is
desired, that item will be removed fi°om the Consent Agenda and will be considered separately.
A. Consider and act upon approval of Minutes from February 21, 2024 Regular Meeting of the
WEDC Board of Directors.
B. Consider and act upon tree removal at Hwy 78 & Brown.
Board Action
A motion was made by Aaron Jameson, seconded by Demond Dawkins, to approve the Consent
Agenda as presented. A vote was taken, and the motion passed 5-0.
Mayor Matthew Porter arrived during Consent Agenda at 7:31 a.m.
REGULAR AGENDA
1. Consider and act upon construction services at FM 544 Gateway Addition.
Staff Comments
0312012024 Item A.
WEDC—Minutes
March 1, 2024
Page 2 of 3
Staff reminded the Board that the City of Wylie and WEDC have been working toward the
redevelopment of the FM 544 Gateway since 2013. The WEDC awarded a contract to Tiseo Paving
Company in the amount of$1,766,920.30 at the January 12, 2024 Special Called Meeting and this
item presented to the Board is to consider and act upon possible modifications to the bid associated
with the TxDOT improvements and John Yeager Way. The contract has not been executed yet and
Staff requested to modify the amount by increasing it,based on the adjusted bid spec feedback from
Tiseo. The Board discussed that the anticipated $100,000 increase to the bid spec is within a 10%
margin and agreed for the Executive Director to move forward with executing the contract after
modifying the contract amount based on Tiseo's final feedback.
Board Action
No action was taken.
2. Consider and act upon construction services at Hwy 78 &Brown.
Staff Comments
Staff noted that unit pricing has been updated for the services at Hwy 78 &Brown and will provide
further details in Executive Session.
EXECUTIVE SESSION
Recessed into Closed Session at 7:38 a.m. in compliance with Section 551.001, et. seq. Texas Government
Code,to wit:
Sec. 551.072. DELIBERATION REGARDING REAL PROPERTY; CLOSED MEETING.
ESl. Consider the sale or acquisition of properties located at Brown/Eubanks, FM 544/Cooper,
FM 544/Sanden, FM 1378/Park, Jackson/Oak, Regency/Steel, State Hwy 78/Ballard, State
Hwy 78/Brown, and State Hwy 78/Skyview.
Sec. 551.074.PERSONNEL MATTERS; CLOSED MEETING.
Sec.551.087. DELIBERATION REGARDING ECONOMIC DEVELOPMENT NEGOTIATIONS;
CLOSED MEETING.
ES2. Deliberation regarding commercial or financial information that the WEDC has received
from a business prospect and to discuss the offer of incentives for Projects: 2013-9a,2022-1c,
2022-10c, 2022-10d, 2023-1c, 2023-2d, 2023-4c, 2023-5b, 2023-9b, 2023-10a, 2023-12c, 2024-
la,2024-1b,2024-1c,2024-1d,2024-2a,2024-2b,2024-2c,2024-2d,and 2024-2e.
RECONVENE INTO OPEN SESSION
Take any action as a result of the Executive Session.
President Whitehead reconvened into Open Session at 9:19 a.m. and the Board took the following actions:
Board Action
0312012024 Item A.
WEDC—Minutes
March 1, 2024
Page 3 of 3
A motion was made by Blake Brininstool, seconded by Demond Dawkins, to award the contract to Reeder
Concrete Inc. in the amount of$1,038,487.75 and further authorize the Executive Director to execute any
and all necessary documents. A vote was taken, and the motion passed 5-0.
Board Action
A motion was made by Demond Dawkins, seconded by Blake Brininstool, to authorize the Executive
Director to enter into a Performance Agreement with Project 2013-9a in an amount not to exceed$45,000.
A vote was taken, and the motion passed 5-0.
FUTURE AGENDA ITEMS
There were no Items requested for inclusion on future agendas.
ADJOURNMENT
With no further business,President Whitehead adjourned the WEDC Board meeting at 9:21 a.m.
Melisa Whitehead,President
ATTEST:
Jason Greiner,Executive Director
0312012024 IWYLIEEDC tem B.
Wylie Economic Development
Board
AGENDA REPORT
Meeting Date: March 20, 2024 Item Number: B
Prepared By: Jason Greiner
Consider and act upon approval of the February 2024 WEDC Treasurer's Report.
Recommendation
Motion to approve the February 2024 WEDC Treasurer's Report.
Presented for the Board's review and approval is the February 2024 Treasurer's Report detailing the month and year-to-
date financial transactions and performance against budget. In this report,you will find the Revenue and Expense Report,
Statement of Net Position,Balance Sheet, Sales Tax Report, and the Performance Agreement Summary.
REVENUES:
Sales Tax Revenue earned in December allocated in February, was $265,491.94, a decrease of 44.73% over the same
period in 2023. (This decrease was due to an audit collection in the amount of-$928,579.71.)
Note: The first loan forgiveness in the amount of$33,000 for Glen Echo was processed in February. The Statement of Net
Position now shows receivables in the amount of$717,000. This includes incentives in the form of forgivable loans for
$67,000(Glen Echo), $450,000 (Phoenix Ascending),and$200,000 (MLKJ).
EXPENSES:
Incentives
$ 50,000 Glen Echo(Incentive 1 of 3)
Special Services-Real.Estate
$ 9,375 Helmberger&Associates (Engineering Hwy 78/Brown)
$ 11,083.96 Elm Creek Environmental(VCP Hwy Brown)
Page 1 of 1
1 0312012024 Item
WYLIEECONOMIC
DEVELOPMENT February Rev Ex Report
Account Summary
For Fiscal: 2023-2024 Period Ending: 02/29/2024
Variance
Original Current Period Fiscal Favorable Percent
Total Budget Total Budget Activity Activity (Unfavorable) Remaining
Fund:111-WYLIE ECONOMIC DEVEL CORP
Revenue
111400040210 SALES TAX 4,536,561.00 4,536,561.00 265,491.94 1,034,172.71 -3,502,388.29 77.20%
111400046310 ALLOCATED INTEREST EARNINGS 112,000.00 112,000.00 40,285.75 215,111.21 103,111.21 192.06%
111400048110 RENTAL INCOME 48,600.00 48,600.00 400.00 19,880.65 -28,719.35 59.09%
11-1400048410 MISCELLANEOUS INCOME 0.00 0.00 0.00 1,947.08 1,947.08 0.00%
1114000484,30 GAIN/(LOSS)SALE OF CAP ASSETS 2,655,970.00 2,655,970.00 -33,000.00 -276,384.36 -2,932,354.36 110.41%
Revenue Total: 7,353,131.00 7,353,131.00 273,177.69 994,727.29 -6,358,403.71 86.47%
Expense
-111 56.1151 110 SALARIES 440,500.00 440,500.00 28,620.40 143,951.18 296,548.82 67.32%
111,_561.1 5_11 3-0- OVERTIME 0.00 0.00 0.00 871.40 -871.40 0.00%
111.561151140 LONGEVITY PAY 1,200.00 1,200.00 0.00 1,092.00 108.00 9.00%
111 561.1 5_1310 TIVIRS 68,500.00 68,500.00 4,066.10 20,964.45 47,535.55 69.39%
111 5611 51410
HOSPITAL&LIFE INSURANCE 81,000.00 81,000.00 5,018.12 24,937.44 56,062.56 69.21%
111 11 56 51420
-- ._._- -__.- LONG-TERM DISABILITY 1,600.00 1,600.00 58.50 175.50 1,424.50 89.03%
1115611 51440
FICA 27,000.00 27,000.00 1,606.25 8,321.73 18,678.27 69.18%
1115611 51450
MEDICARE 6,400.00 6,400.00 375.66 1,946.20 4,453.80 69.59%
111561151470
-- ---------------------------- WORKERS COMP PREMIUM 2,100.00 2,100.00 311.69 1,137.35 962.65 45.84%
111561151480
-- ------------------------- UNEMPLOYMENT COMP(TWC) 1,600.00 1,600.00 12.01 42.97 1,557.03 97.31%
1115611201 0
-- -----------5----------- OFFICE SUPPLIES 5,000.00 5,000.00 149.55 1,712.92 3,287.08 65.74%
1115611 52040
-- --------------------___. POSTAGE&FREIGHT 300.00 300.00 0.00 158.40 141.60 47.20%
111561152810
-- ------------------------- FOOD SUPPLIES 3,000.00 3,000.00 322.95 1,065.11 1,934.89 64.50%
1115611 54610
-- -------------------------- FURNITURE&FIXTURES 2,500.00 2,500.00 0.00 -193.05 2,693.05 107.72%
1115611 54810
-- ------------------------- COMPUTER HARD/SOFTWARE 7,650.00 7,650.00 0.00 2,299.98 5,350.02 69.93%
11 156 11 6030
-- -------------5------_.__ INCENTIVES 1,929,250.00 1,929,250.00 50,000.00 350,000.00 1,579,250.00 81.86%
1115611 56040
-- -------------------------- SPECIAL SERVICES 37,270.00 37,270.00 0.00 882.50 36,387.50 97.63%
1115611 56041
-- ------------------------ SPECIAL SERVICES-REAL ESTATE 234,500.00 234,500.00 248.57 33,688.03 200,811.97 85.63%
11 156 11 6042
-- -------------5----------- SPECIAL SERVICES-INFRASTRUCTURE 10,324,000.00 10,324,000.00 0.00 6,101.36 10,317,898.64 99.94%
111561156080
-- ------------------------- ADVERTISING 226,125.00 226,125.00 5,500.00 51,621.62 174,503.38 77.17%
1115611 56090
-- ------------------------ COMMUNITY DEVELOPMENT 64,950.00 64,950.00 675.78 22,100.66 42,849.34 65.97%
1115611 56110
-- ----------------------- COMMUNICATIONS 7,900.00 7,900.00 492.57 1,969.70 5,930.30 75.07%
1115611 56180
-- ------------------------ RENTAL 27,000.00 27,000.00 0.00 9,000.00 18,000.00 66.67%
11 156 11 10
-- -------------562
---------- TRAVEL&TRAINING 73,000.00 73,000.00 9,079.90 26,618.99 46,381.01 63.54%
1115611 56250
-- ----------------------- DUES&SUBSCRIPTIONS 60,733.00 60,733.00 3,718.45 35,330.30 25,402.70 41.83%
111561156310
-- ------------------------- INSURANCE 6,800.00 6,800.00 0.00 5,350.11 1,449.89 21.32%
1115611 56510
-- ------------------------ AUDIT&LEGAL SERVICES 23,000.00 23,000.00 0.00 13,745.67 9,254.33 40.24%
1115611 56570
-- ------------------------ ENGINEERING/ARCHITECTURAL 530,175.00 530,175.00 23,023.96 192,321.20 337,853.80 63.72%
11 156 11 6610
-- -------------5------------ UTILITIES-ELECTRIC 2,400.00 2,400.00 0.00 634.32 1,765.68 73.57%
1115611 57410
-- ------------------------ PRINCIPAL PAYMENT 600,096.00 600,096.00 49,748.51 247,049.96 353,046.04 58.83%
1115611 5415
-- ---------------7- INTEREST EXPENSE 631,902.00 631,902.00 52,917.96 266,282.39 365,619.61 57.86%
1115611 58110
-- -------------------------- LAND-PURCHASE PRICE 1,000,000.00 1,000,000.00 0.00 7,079.00 992,921.00 99.29%
1115611 58995
-- ------------------------ CONTRA CAPITAL OUTLAY 0.00 0.00 0.00 -7,079.00 7,079.00 0.00%
................
Expense Total: 16,427,451.00 16,427,451.00 235,946.93 1,471,180.39 14,956,270.61 91.04%
...........Fund:111-WYLIE ECONOMIC DEVEL CORP Surplus(Deficit): -9,074,320.00 -9,074,320.00 37,230.76 -476,453.10 8,597,866.90 94.75%
Report Surplus(Deficit): -9,074,320.00 -9,074,320.00 37,230.76 -476,453.10 8,597,866.90 94.75%
3/14/2024 8:22:01 AM Page I o( 3
1-81
0312012024 Item B.
Budget Report For Fiscal:2023-2024 Period Ending:02 29 2024
Group Summary
Variance
Original Current Period Fiscal Favorable Percent
Account Typ... Total Budget Total Budget Activity Activity (Unfavorable) Remaining
Fund:111-WYLIE ECONOMIC DEVEL CORP
Revenue 7,353,131.00 7,353,131.00 273,177.69 994,727.29 -6,358,403.71 86.47%
Expense 16,427,451.00 16,427,451.00 235,946.93 1,471,180.39 14,956,270.61 91.04%
Fund:111-WYLIE ECONOMIC DEVEL CORP Surplus(Deficit): -9,074,320.00 -9,074,320.00 37,230.76 -476,453.10 8,597,866.90 94.75%
Report Surplus(Deficit). -9,074,320.00 -9,074,320.00 37,230.76 -476,453.10 8,597,866.90 94.75%
0312012024 Item B.
Budget Report For Fiscal:2023-2024 Period Ending:02 29 2024
Fund Summary
Variance
Original Current Period Fiscal Favorable
Fund Total Budget Total Budget Activity Activity (Unfavorable)
111-WYLIE ECONOMIC DEVEI CO -9,074,320.00 -9,074,320.00 37,230.76 -476,453.10 8,597,866.90
Report Surplus(Deficit): -9,074,320.00 -9,074,320.00 37,230.76 -476,453.10 8,597,866.90
Fol
0312012024 Item B.
Wylie Economic Development Corporation
Statement of Net Position
As of February 29, 2024
Assets
Cash and cash equivalents $ 13,567,135.78
Receivables $ 717,000.00 Note 1
Inventories $ 14,645,353.88
Prepaid Items $ -
Total Assets $ 28,929,489.66
Deferred Outflows of Resources
Pensions $ 114,336.55
Total deferred outflows of resources $ 114,336.55
Liabilities
Accounts Payable and other current liabilities $ 1,661.72
Unearned Revenue $ 1,200.00 Note 2
Non current liabilities:
Due within one year $ 414,161.04 Note 3
Due in more than one year $ 15,136,816.48
Total Liabilities $ 15,553,839.24
Deferred Inflows of Resources
Pensions $ (8,336.41)
Total deferred inflows of resources $ (8,336.41)
Net Position
Net investment in capital assets $ -
Unrestricted $ 13,481,650.56
Total Net Position $ 13,481,650.56
Note 1: Includes incentives in the form of forgivable loans for$67,000(Glen Echo),
$450,000(Phoenix Ascending), and$200,000(MLKJ)
Note 2: Deposits from rental property
Note 3: Liabilities due within one year includes compensated absences of$32,301
F I
ECONOMIC 1 0312012024 Item B.
WYLIEDEVELOPMENT Balance Sheet
Account Summary
As Of 02/29/2024
Account Name Balance
Fund:111-WYLIE ECONOMIC DEVEL CORP
Assets
1L1AQQQ1UiQ CLAIM ON CASH AND CASH EQUIV. 13,565,135.78
-1111000103 15 CASH-WEDC-INWOOD 0.00
,122 LO Q9-1 2M ESCROW 0.00
111-100010180 DEPOSITS 2,000.00
OTHER-MISC CLEARING 0.00
.111 100010341 TEXPOOL 0.00
13.1-1 Q00 1E34:1 LOGIC 0.00
111-100010481 INTEREST RECEIVABLE 0.00
ln-gL 11511 ACCTS REC-'MISC 0.00
111100011511 ACCTS REC-SALES TAX 0.00
D-UggUMM LEASE PAYMENTS RECEIVABLE 0.00
111-100012950 LOAN PROCEEDS RECEIVABLE 0.00
11L1M-1292-6 LOAN RECEIVABLE 0.00
111-100012997 ACCTS REC-JTM TECH 0.00
t11U11U 111) ACCTS REC-FORGIVEABLE LOANS 717,000.00
111 1000 14112 INVENTORY-MATERIAL/SUPPLY 0.00
I iL.1-QQ-0-1411a:1 INVENTORY-LAND&BUILDINGS 14,645,353.88
111-100014118 INVENTORY-BAYCO/SANDEN BLVD 0.00
11AD-014-30 PREPAID EXPENSES-MISC 0.00
111-100014410. DEFERRED OUTFLOWS 1,818,500.00
Total Assets: 30,747,989.66 30,747,989.66
Liability
111 2000-201,10 FEDERAL INCOME TAX PAYABLE 0.00
111 2000 20311 MEDICARE PAYABLE 0.00
---------------------------------
1,11-2000-20112 CHILD SUPPORT PAYABLE 0.00
111 2000 20113 CREDIT UNION PAYABLE 0.00
111-2000-20114 IRS LEVY PAYABLE 0.00
111:200020115 NATIONWIDE DEFERRED COMP 0.00
111-2000-20116 HEALTH INSUR PAY-EMPLOYEE -2,735.84
-1,11 200020312 TMRS PAYABLE 0.00
111-2000-20118 ROTH IRA PAYABLE 0.00
111200020119 WORKERS COMP PAYABLE 0.00
111-2000-20120 FICA PAYABLE 0.00
.1112.00020121 TEC PAYABLE 0.00
111-2000-20122 STUDENT LOAN LEVY PAYABLE 0.00
111 2000-20123 ALIMONY PAYABLE 0.00
--------------------------------
1,11-2000-20124 BANKRUPTCY PAYABLE 0.00
1112000-20125, VALIC DEFERRED COMP 0.00
111-2000-20126 ICIVIA PAYABLE 0.00
111 2000 EMP.LEGAL SERVICES PAYABLE 0.00
111-2000-20130 FLEXIBLE SPENDING ACCOUNT 4,212.40
111.2.000-20131 EDWARD JONES DEFERRED COMP 0.00
111-2000-20132 EMP CARE FLITE 12.00
111_200020133 Unemployment Comp Payable 37.98
111-2000-203,51 ACCRUED WAGES PAYABLE 0.00
-111-200020180 ADDIT EMPLOYEE INSUR PAY 135.18
111 2000-20199 MISC PAYROLL PAYABLE 0.00
111-2000 20201 APPENDING 0.00
111-2000-20210 ACCOUNTS PAYABLE 0.00
111-200020530, PROPERTY TAXES PAYABLE 0.00
111-2000-20540 NOTES PAYABLE 1,818,500,00
.11.1200020810 DUE TO GENERAL FUND 0.00
3/14/2024 8:21:36 AM Page I of 3
F12]
1 0312012024 Item B.
Balance Sheet As Of 02/29/2024
Account Name Balance
111-2000-22270 DEFERRED INFLOW 0.00
1,11-2000222"75 DEF INFLOW-LEASE PRINCIPAL 0.00
111--200-0-22280 DEFERRED INFLOW-LEASE INT 0.00
111200022915 RENTAL DEPOSITS 1,200.00
Total Liability: 1,821,361.72
Equity
111-3000-34110 FUND BALANCE-RESERVED 0.00
111-300034590 FUND BALANCE-UNRESERV/UNDESIG 29,403,081.04
Total Beginning Equity: 29,403,081.04
Total Revenue 994,727.29
Total Expense 1,471,180.39
Revenues Over/Under Expenses -476,453.10
Total Equity and Current Surplus(Deficit): 28,926,627.94
Total Liabilities,Equity and Current Surplus(Deficit): 30,747,989.66
3/14/2024 8�21:36 AM Page 2 o( 3
F13]
0312012024 Item B.
Balance Sheet As Of 02 29 2024
Account Name Balance
Fund:922-GEN LONG TERM DEBT(WEDC)
Assets
Total Assets: 0.00 0.00
Liability
92 2000. 824 GOUCAP LOAN/SERIES 2022 7,556,077.29
Total Liability: ._. 7,556,077.29
Total Equity and Current Surplus(Deficit): 0.00
Total Liabilities,Equity and Current Surplus(Deficit): 7,556,077.29
***FUND 922 OUT OF BALANCE*** -7,556,077.29
***Warning:Account Authorization is turned on. Please run the Unauthorized Account Listing Report to see if you are out of balance due to missing accounts***
3%34,1"024 4:21:36 AM Page 3 cif 3
F14]
0312012024 Item B.
Wylie Economic Development Corporation
SALES TAX REPORT
February 29, 2024
BUDGETED YEAR
DIFF %DIFF
MONTH FY 2021 FY 2022 FY 2023 FY 2024 23 vs. 24 23 vs.24
DECEMBER $ 235,381.33 $ 263,577.66 $ 338,726.54 $ 374,686.38 $ 35,959.83 10.62%
JANUARY $ 262,263.52 $ 326,207.92 $ 368,377.73 $ 393,994.39 $ 25,616.67 6.95%
FEBRUARY $ 456,571.35 $ 417,896.79 $ 480,381.11 $ 265,491.94 $ (214,889.17) -44.73%
MARCH $ 257,187.91 $ 305,605.50 $ 313,686.17 $ -
APRIL $ 221,881.55 $ 265,773.80 $ 310,050.94 $
MAY $ 400,371.70 $ 401,180.20 $ 434,878.33 $
JUNE $ 290,586.92 $ 343,371.26 $ 330,236.89 $
JULY $ 314,559.10 $ 331,432.86 $ 379,162.00 $
AUGUST $ 390,790.76 $ 429,696.16 $ 448,253.70 $
SEPTEMBER $ 307,681.15 $ 337,512.61 $ 371,880.65 $
OCTOBER $ 326,382.38 $ 346,236.36 $ 377,466.67 $
NOVEMBER $ 411,813.32 $ 392,790.84 $ 458,694.91 $
Sub-Total $ 3,875,470.98 $ 4,161,281.96 $ 4,611,795.64 $ 1,034,172.71 $ (153,312.67) -9.05%
Total $ 3,875,470.98 $ 4,161,281.96 $ 4,611,795.64 $ 1,034,172.71 $ (153,312.67) -9.05%
WEDC Sales Tay Analysis
$500,000
$450,000
$400,000
$350,000
$300,000
$250,000
2023
$200,000 2024
$150,000
$100,000
$50,000
$o
Sales Tax collections typically take 2 months to be reflected as Revenue. SIsTx receipts are then accrued back 2 months.
Example:February SIsTx Revenue is actually December SlsTx and is therefore the 3rd allocation in FY24.
15
0312012024 Item 1.
WYLIEEDC Wylie Economic Development
Board
AGENDA REPORT
Meeting Date: March 20, 2024 Item Number: 1
Prepared By: Jason Greiner (Staff Use Only)
Subject I
Consider and act upon Committee Appointments by the Board President.
Motion to appoint and to the Committee(s) of the WEDC.
Discussion
Provided for the Board's review is Section VI — Committees of the WEDC Bylaws. Section VI provides for the
qualifications and selection for Committee Membership.
Section 6.01 - Qualifications for Committee Membership:
Members of committees shall be appointed by the President and approved by the Board. Committee members need not
be members of the Wylie Economic Development Corporation unless required by these Bylaws or Board resolution."
Per the Bylaws, Standing Committees of the Board may include:
• Budget,Finance and Audit Committee
• Committee for Business Retention and Expansion
• Committee for New Business Attraction and Recruitment
Current Committees of the Board:
• Bylaw Committee -Melisa Whitehead and Blake Brininstool
• Budget Committee-Melisa Whitehead and Aaron Jameson
Section 6.03—Special Committees:
"The President may determine from time to time that other committees are necessary or appropriate to assist the Board
of Directors, and shall designate, subject to Board approval, the members of the respective committees."
The Board President will open discussion to appoint new Committee Members for approval by the Board. (Potential
Committees for consideration may include Budget Committee, Special Events/Marketing Committee, Long-Term
Planning Committee, etc.)
Attachment:
WEDC Bylaws, Section VI
Page 1 of
16__
0312012024 Item 1.
or governmental entity to perform and discharge designated tasks which will aid or assist the Board in the
performance of its duties. However,no such contract shall ever be approved or entered into which seeks
or attempts to divest the Board of Directors of its discretion and policy-making functions in discharging
the duties herein above set forth in this section.
ARTICLE VI
COMMITTEES
6.01 Qualifications for Committee Membership
Members of committees shall be appointed by the President and approved by the Board.
Committee members need not be members of the Wylie Economic Development Corporation unless
required by these Bylaws or Board resolution.
6.02 Standing Committees
The President shall have authority to appoint the following standing committees of the Board and
such other committees as the Board may deem appropriate in the future:
Budget,Finance and Audit Committee: This committee shall have the responsibility of working
with the Director, or the contractual entity performing as Director as the case may be,in the formation
and promotion of the annual budget of the Board. The Committee shall present such budget to the Board
and,upon approval, shall present,in accordance with these Bylaws, said budget to the City Council. In
addition to the preparation of the budget,the committee shall keep the Board advised in such matters. The
Committee shall further have the responsibility to oversee and work with auditors of the City or outside
auditors when audits of the Board are being performed.
Committee for Business Retention and Expansion: This committee shall work with the Director
of Economic Development and shall keep the Board informed of all development and activities
concerning business retention and expansion.
Committee for New Business Attraction and Recruitment: This committee shall work with the
Director of Economic Development and shall keep the Board informed of all developments and activities
concerning business attraction and recruitment.
6.03 Special Committees
The President may determine from time to time that other committees are necessary or
appropriate to assist the Board of Directors, and shall designate, subject to Board approval,the members
of the respective committees.
No such committee shall have independent authority to act for or instead of the Board of
Directors with regard to the following matters: amending, altering, or repealing the Bylaws; electing,
appointing, or removing any member of any such committee or any Director or Officer of the
Corporation; amending the Articles of Incorporation; adopting a plan of merger or adopting a plan of
consolidation with another corporation; authorizing the sale, lease, exchange, or mortgage of all or
substantially all of the property and assets of the Corporation; authorizing the voluntary dissolution of the
Corporation or revoking the proceedings thereof, adopting a plan for the distribution of the assets of the
Corporation; or amending, altering, or repealing any resolution of the Board of Directors which by its
terms provides that it shall not be amended, altered, or repealed by such committee.
F17]
0312012024 Item 1.
The designation and appointment of any such committee and delegation to that committee of
authority shall not operate to relieve the Board of Directors, or any individual Director, of any
responsibility imposed on it or on him/her by law or these Bylaws.
6.04 Term of Committee Members
Each member of a committee shall continue as such until the next appointment of the Board of
Directors and until his/her successor on the committee is appointed,unless the committee shall be sooner
terminated or unless such member has ceased to serve on the Board of Directors, or unless such member
be removed from such committee.
Any committee member may be removed from committee membership by the President,with
Board approval,whenever in their judgment the best interests of the Corporation would be served by such
removal.
6.05 Vacancies on Committees
Vacancies in the membership of any committee may be filled in the same manner as provided
with regard to the original appointments to that committee.
6.6 Ex-Officio Members
The City Manager or his/her designee and the Mayor or his/her designee may attend all meetings
of the Board of Directors or Committees. These representatives shall not have the power to vote in the
meetings they attend. Their attendance shall be for the purpose of ensuring that information about the
meeting is accurately communicated to the City Council and to satisfy the City Council obligation to
control the powers of the Corporation.
ARTICLE VII
FINANCIAL ADMINISTRATION
The Corporation may contract with the City for financial and accounting services. The Corporation's
financing and accounting records shall be maintained according to the following guidelines:
7.01 Fiscal Year
The fiscal year of Corporation shall begin on October 1 and end on September 30 of the
following year.
7.02 Budget
A budget for the forthcoming fiscal year shall be submitted to, and approved by,the Board of
Directors and the City Council of the City of Wylie. In submitting the budget to the City Council,the
Board of Directors shall submit the budget on forms prescribed by the City Manager and in accordance
with the annual budget preparation schedule as set forth by the City Manager. The budget shall be
submitted to the City Manager for inclusion in the annual budget presentation to the City Council.
7.03 Contracts
As provided in Article V above,the President and Secretary shall execute any contracts or Fl-81
0312012024 Item 2.
WYLIEEDC Wylie Economic Development
Board
AGENDA REPORT
Meeting Date: March 20, 2024 Item Number: 2
Prepared By: Jason Greiner
Consider and act upon issues surrounding the WEDC Board Member Handbook.
Recommendation I
Motion to approve the WEDC Board Member Handbook.
Discussion
Provided for your review is the current final draft of the WEDC Board Member Handbook.
As a process, Staff will make routine updates to the WEDC Board Member Handbook on an annual or as-needed basis.
Any proposed substantive changes will come back to the Board for review.
Additionally, Board Member Expectations will be provided to the City Secretary's Office for inclusion in the Board
Application process.
Page 1 of
_19
0312012024 Item 2.
WYLIEECONOMIC
DEVELOPMENT
Board Member Handbook
March 2024
F20]
0312012024 Item 2.
Contents
Introduction................................................................................................................................................................
WelcomeMessage......................................................................................................................................
History.........................................................................................................................................................
Current Overview of Wylie,TX....................................................................................................................
Economic Landscape in Wylie.....................................................................................................................
Mission& Vision of the Organization..................................................................................................................
MissionStatement......................................................................................................................................
Objective .....................................................................................................................................................
Process for Appointment to Board of Directors..........................................................................................
Professional Skills Associated......................................................................................................................
Termof Service............................................................................................................................................
BoardExpectations...................................................................................................................................................
Roleof a Board Member.............................................................................................................................
Obligationsand Commitment.....................................................................................................................
Attendance..................................................................................................................................................
EthicalValues..............................................................................................................................................
Confidentiality.............................................................................................................................................
Code of Conduct& Conflicts of Interest......................................................................................................
BoardOperations......................................................................................................................................................
Current Wylie EDC Board of Directors ........................................................................................................
MeetingTime/Location...............................................................................................................................
GeneralOperating Principals ......................................................................................................................
Committees.................................................................................................................................................
Mentorship..................................................................................................................................................
BoardActivity Calendar...............................................................................................................................
FinancialProcesses...................................................................................................................................................
SigningAuthorities......................................................................................................................................
PurchasingProcedures................................................................................................................................
AnnualQuestionnaire .................................................................................................................................
Previous Year End Financial Statements.....................................................................................................
CurrentBudget............................................................................................................................................
WylieEDC Staff...........................................................................................................................................................
StaffContact List .........................................................................................................................................
F21]
0312012024 Item 2.
Board Education and Resources...........................................................................................................................
RelevantTerms............................................................................................................................................
HelpfulAcronyms........................................................................................................................................
Foundational&Legal Documents........................................................................................................................
WylieEDC Bylaws........................................................................................................................................
Wylie EDC Articles of Incorporation............................................................................................................
F22]
WYLIEECONOMIC
DEVELOPM ENT
Dear Wylie EOC Board Member,
On behalf 0fWylie EC0D0n0iC DHvH|0pO0HDt C0[pO[GtiOD, it is with great p|H@Su[H and gratitude that
we extend our warmest welcome to you as a valued member of the Wylie EDC Board.
Your commitment to serve on our Board signifies your dedication to advancing the economic well-
being and quality Of life in and 8[OuDd VVv|i8. We are excited to have you join our team of experts
who are passionate about shaping the future Of our region.
This BO@nJ K4OnOber Handbook will provide you with 8 comprehensive understanding of your n]|8.
responsibilities, and ethical COn0n0itnOeOtS GS @ member Ofour organization. It serves as G guide to
help you navigate the intricate |GOdSCGpU of economic dUvU|0p[DeDt. tOU[iSn0. and Dl@Fk8tiDg. while
also upholding the highest standards Of integrity and transparency.
Within these p8gHS. you will find detailed iOfO[Dl8tiOO about your dUtieS. Ob|ig@dOOS. and the
principles that underpin our work. From the Code Of Ethics to the Confidentiality Statement and
Acknowledgment, this handbook lays the foundation for our collective success.
We believe that your expertise, dedication, and unwavering commitment to the best interests of our
O[g8Diz8tiOD and the COnln0uDity we serve will be instrumental in achieving our gO8|S. Your
contributions are invaluable, and we |OOk forward to witnessing the positive impact of your
iOvO|VHn0HOt.
Please take the time tO thoroughly review this handbook and complete the Acknowledgment form
to formally affirm your commitment tO our mission and ethical standards.
ODCH ag8iD, vve|C0nOe to Wylie E[}C. We are excited to HnOb@[k on this journey of growth and
prosperity for our community together.
Best Regards,
.0--- c-,--D
Executive Director
0312012024 Item 2.
Introduction
Welcome to the Wylie Economic Development Corporation Board! As a member of this Board, you
play a crucial role in advancing our mission to expand and diversify the local tax base, enhance
employment opportunities, and improve the quality of life in Wylie, TX.
Welcome Message
We recognize the time and commitment that is required to be an active participant on the Wylie EDC
Board. Thank you, in advance, for your dedication to the benefit of our community.
History
Since 1979, Texas law has allowed cities to form economic development corporations to attract
businesses and create job opportunities. In 1989, the Legislature amended The Development
Corporation Act of 1979 to allow eligible cities the option of adopting a dedicated sales and use tax
(formerly referred to as 4A sales tax; now Type A) to fund industrial development projects. Further
legislation in 1991 provided cities with a second form of sales tax (formerly referred to as 4B sales
tax; now Type B) to improve their appeal as places to live, work and visit. (In 2009, the act was
recodified to Local Government Code Chapters 501 through 505. With the recodification, EDCs
formerly known as 4A and 4B corporations are now referred to as Type A and Type B corporations,
respectively).
In October 1990, after receiving voter approval, the City of Wylie filed the Articles of Incorporation for
the "Development Corporation of Wylie, Inc." to create a 4A (now Type A) economic development
corporation in Wylie via a half-cent sales tax. In November 1990, the State of Texas issued the
Certificate of Incorporation to the "Development Corporation of Wylie". In August 1996, the
Development Corporation of Wylie, Inc. amended the name of the entity with the State of Texas to
"Wylie Economic Development Corporation" and amended Articles of Incorporation were received.
The Type A sales tax is primarily intended for manufacturing and industrial development. EDCs may
use Type A revenue to fund land, buildings, equipment,facilities expenditures, targeted infrastructure
and improvements for projects including:
• manufacturing and industrial facilities, recycling facilities, distribution centers, and small
warehouse facilities;
• research and development facilities, regional or national corporate headquarters facilities,
primary job training facilities operated by higher education institutions, job training classes,
telephone call centers and career centers not located within a junior college taxing district;
• certain infrastructure improvements that promote or develop new or expanded business
enterprises;
• aviation facilities;
• commuter rail, light rail or commuter bus operations;
• port-related facilities, railports, rail switching facilities, marine ports, inland ports; and
• maintenance and operating costs associated with projects.
Per the State of Texas, the boards of directors of both Type A and Type B corporations serve at the
pleasure of the City Council and may be removed and replaced at any time and without cause. All
expenditures authorized by a Type A or Type B corporation also require approval by the City Council.
F24]
0312012024 Item 2.
Board meetings of Type A and Type B corporations must be held within the corporate limits of the
authorizing municipality; unless the authorizing city is located in a county with a population of 30,000
or less where meetings may be held at any location within the county. Under Type A, the City Council
must appoint a board of directors with at least five members to serve terms not to exceed six years.
The statute does not specify qualifications for Type A corporation board members. Type A and Type
B corporations board of directors are subject to the Texas Open Meetings Act, found in Chapter 551
of the Government Code.
The Development Corporation Act requires all Type A and Type B corporations to file an annual report
with the Texas Comptroller of Public Accounts by April 1 of each year. The report must include the
corporation's economic development objectives, total revenues and expenditures for the preceding
fiscal year, a breakdown of these expenditures and a list of the corporation's assets. The Comptroller
will use this information to compile the Economic Development Corporation Report to the Legislature
each biennium.
Current Overview of Wylie, TX
Wylie is an emerging community with a vibrant growth trajectory. Our city, nestled in the heart of
North Texas, has seen remarkable population growth, increasing from 43,395 in 2010 to an estimated
61,184 in 2023, and projected to reach nearly 64,000 by 2028. This expansion reflects our
commitment to fostering a dynamic environment conducive to both personal and professional growth.
Our community's median household income and home values are on a steady rise, indicating a robust
and prosperous economy. With a median income of approximately $103,376 in 2023, expected to
climb to $111,675 by 2028, and median home values projected to rise from $337,940 in 2023 to
$365,532 in 2028, Wylie is a promising land of opportunity.
We pride ourselves on our diverse and growing population, characterized by a mix of age groups and
ethnic backgrounds. This diversity enriches our community, fostering an inclusive environment that
welcomes all. Wylie has an average household size of 3.14 in 2023 and is projected to slightly
decrease to 3.11 by 2028.
Education and workforce development are at the forefront of our priorities. We focus on nurturing a
well-educated and skilled labor force, pivotal for driving economic growth and innovation. Our
commitment to quality education is evident in the growing number of residents with higher education
degrees.
In Wylie, we understand the importance of a balanced lifestyle. Our city offers a range of amenities
and recreational activities, ensuring a high quality of life for our residents. From thriving local
businesses to picturesque parks, Wylie is not just a place to work; it's a place to live, grow, and thrive.
Our strategic location in North Texas positions us as a key player in the region's economic landscape.
With excellent connectivity and infrastructure, Wylie is an ideal destination for businesses and families
alike. We are continuously investing in our city's development, ensuring that Wylie remains at the
forefront of economic growth and innovation.
Wylie, Texas, is not just a city; it's a community with a vision. A vision to cultivate an environment that
supports growth, diversity, and prosperity. In Wylie, opportunities flourish, and the future is bright.
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0312012024 Item 2.
Economic Landscape in Wylie
Wylie boasts a thriving workforce and a diverse range of industries, reflecting a pro-business
environment that welcomes new enterprises to our community. The Wylie Economic Development
Corporation is committed to supporting businesses in their endeavors, whether it's relocating or
expanding operations.
Key Industry Sectors
Wylie's business landscape primarily encompasses the following industry sectors:
1. Supply Chain, Logistics, and Warehousing: Wylie is home to the CPKC Wylie Intermodal
Terminal, spanning 500 acres, providing exceptional connectivity to national and international
supply chains. We have ample space for further expansion, offering opportunities for
warehousing, assembly, and distribution, totaling approximately 2 million square feet,
customizable to meet the specific needs of businesses. Our strategic location near U.S. Route
75 and Interstate 30 offers convenient access to markets within Texas and across the nation.
2. Precision Manufacturing: Our city serves a wide array of industries, from automotive to
defense sectors, accommodating both large corporations and small businesses that cater to
diverse engineering needs. Whether it's manufacturing components for the U.S. military's
aircraft or producing customized electronics, Wylie's skilled workforce contributes to
technological advancements.
3. Window and Door Manufacturing: Wylie is the base for several enterprises specializing in
the distribution of windows and doors. In addition to this, we are the home to businesses
engaged in metal extrusion and die manufacturing. Our unique manufacturing capabilities
and proximity to major distribution hubs attract companies and foster collective growth within
the industry.
Major Employers
Major employers play a crucial role in a community's economic landscape and overall well-being.
They not only provide jobs and income for residents but also contribute significantly to the local
economy, infrastructure, and community development. Our major employers provide these benefits
to our community:
1. Job Opportunities:These employers offer a wide range of employment opportunities across
various sectors and skill levels. This creates a more robust local job market and reduces
unemployment rates.
2. Economic Impact: These employers contribute substantially to the local economy through
payroll, taxes, and local business partnerships. The income generated by employees
circulates within the community, supporting local businesses and services.
3. Community Investment: Major employers often invest in community development projects,
infrastructure improvements, and educational initiatives. Their contributions can enhance the
overall quality of life for residents.
0312012024 Item 2.
4. Stability and Growth: The presence of major employers can provide stability to a
community's economy, reducing economic volatility. Additionally, they may encourage other
businesses to establish themselves in the area, promoting further economic growth.
5. Skilled Workforce: Major employers often attract a skilled and diverse workforce to the area.
This influx of talent can raise the overall skill level of the local labor pool, benefiting both the
employers and the community.
Major Employers in Wylie:
• Wylie Independent School District
• North Texas Municipal Water District
• City of Wylie
• Walmart Supercenter & Neighborhood Market
• Sanden International
• Tower Extrusions - Hensley
• Kroger
• Tower Extrusions - Martinez
• Home Depot
• Target
• SAF Holland
• Avanti Windows & Doors
• DFW Electric
• Garnett Hill Skilled Nursing
• Founders Plaza Nursing & Rehab
• Carlisle Coatings &Weatherproofing
• Tom Thumb
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0312012024 Item 2.
Mission & Vision of the Organization
Mission Statement
"The Wylie Economic Development Corporation strives to increase local employment opportunities
while diversifying and strengthening the local tax base through the financial support of business
relocation and expansion."
Objective
This five-member Board develops an overall economic development plan for the City of Wylie and
makes recommendations to City Council regarding funding priorities to assist new, prospective and
existing businesses. Prior to appointment, each member must have lived within the City limits or
operated a business in the City limits for a minimum of one (1) year and live in the City limits during
the tenure of office.
Each member shall meet at least one (1) of the following qualifications:
• serve, or have served, as Chief Executive Office of a company
• serve, or have served, in a position of executive management of a company
• serve, or have served, in a professional capacity
Process for Appointment to Board of Directors
This process begins with solicitation of applicants to fill expiring or vacant terms on the Board of
Directors. Current Board Members, whose terms are expiring, may reapply for their position on the
Board and will participate in a reappointment process, similar to new applicants. The application may
be found at: Ar)ply or Reai)p>y for a Board/Commission
Beginning in late May/early June, or as any vacancies require, a three-member City Council panel
will meet all new applicants prior to making their nominations for appointments. This is an opportunity
for both the City Council and the applicant to visit about the community and potential board
appointment. The City Council will then make all nominations and appointments in open session at a
City Council meeting. All applicants will be contacted after the appointments are official.
Professional Skills Associated
Our organization values a diverse range of skills and industry-related experiences in our Board
Members. While not all of these skills are mandatory, possessing components of these skills can
greatly contribute to the effectiveness and dynamism of our Board in fulfilling our mission.
Skills:
1. Leadership: Strong leadership skills are essential for guiding the organization's strategic
direction and decision-making processes.
2. Strategic Planning: Board Members should be adept at strategic thinking and planning to
help shape the organization's long-term vision and goals.
3. Financial Acumen: An understanding of financial management, budgeting, and fiscal
responsibility is crucial for effective governance.
4. Legal and Regulatory Knowledge: Familiarity with relevant laws, regulations, and
compliance matters is important to ensure the organization operates within legal boundaries.
F28]
0312012024 Item 2.
5. Communication: Effective communication skills, both written and verbal, are essential for
conveying the organization's mission and engaging with stakeholders.
6. Networking: The ability to build and leverage professional networks can be valuable for
partnerships and community engagement.
7. Problem-Solving: Board Members should possess strong problem-solving skills to address
challenges and opportunities effectively.
8. Conflict Resolution: The ability to navigate and resolve conflicts within the Board or with
external stakeholders is important for maintaining a harmonious working environment.
Industry-Related Experience:
1. Economic Development: Experience in economic development, site selection, or related
fields can provide valuable insights into strategies for local growth and prosperity.
2. Tourism and Marketing: Expertise in tourism and marketing can be beneficial for promoting
the local area and attracting visitors and businesses.
3. Finance and Accounting: Individuals with financial expertise can contribute to budget
oversight, financial planning, and investment decisions.
4. Government Relations: Experience in local government or public policy can help navigate
regulatory processes and enhance collaboration with government entities.
5. Supply Chain and Logistics: Knowledge of supply chain management and logistics can be
valuable for industries focused on these areas.
6. Manufacturing and Production: Experience in manufacturing, production, or related
industries can provide insights into the needs of local businesses.
7. Retail and Distribution: Expertise in retail, distribution, or e-commerce can be relevant for
understanding consumer trends and market dynamics.
8. Technology and Innovation: In today's digital age, familiarity with technology trends and
innovation can be crucial for adapting to changing market conditions.
9. Workforce Development: Those with experience in workforce development can contribute
to strategies for talent acquisition, training, and retention.
10. Business Retention and Expansion: Knowledge of strategies to retain and grow existing
businesses in the community is valuable for economic development efforts.
Term of Service
Directors will be elected to serve terms of three (3) years, and Directors may serve for an unlimited
number of consecutive terms.
F29]
0312012024 Item 2.
Board Expectations
Role of a Board Member
As a voting member of the Wylie Economic Development Corporation Board of Directors, your
primary role is to provide strategic leadership and guidance to the organization. You will actively
participate in decision-making processes, offer any of your expertise in Site Selection, Real Estate,
Development, and Local Government sectors, and contribute to the overall success of our initiatives.
This may include developing policies, procedures and regulations and monitoring financial
performance, economic development programs, and Type A projects.
Obligations and Commitment
Your commitment includes attending regular Board meetings, active involvement in relevant
committees and community events as needed, and dedicated support for our organization.
• Participate in the Wylie EDC Board Member Orientation and training.
• Attend all meetings of the board called at the discretion of the Board President or Executive
Director, when necessary, for actions that must be taken.
• Attend scheduled economic development retreats, planning sessions, workshops, or other
scheduled activities.
• Attend, support, and participate in any other special activities in which the Board has a
significant role.
• Attend City Council meetings or Planning and Zoning Commission meetings when Wylie EDC
is making a presentation or seeking approval for projects (at the Board President or Executive
Director's request).
• Occasionally attend prospect meetings/dinners and participate in site visits with economic
development projects when called upon to do so. (Typically, the President and Vice President
serve in this capacity, unless unavailable.)
• Bring personal/professional expertise- and that of others -to support the organization.
Expected Minimum Time Commitment per Month
Monthly Board Meeting 3 Hours
Meeting Preparation & Review 2 Hours
Total of Potential Minimum Time 5 Hours per month
Expected Minimum Time Commitment per Occurrence*
Special Called Board Meeting 2 Hours/occurrence
Participation in Council, Chamber, or WDMA Events 3 Hours/month (1 HR each)
Board Retreat/Work Session 8 Hours (annually)
Sales Tax Training 8 Hours (every other year)
Prospect Recruitment—Conferences 3 Days (annually/out of market)
Economic Development Training—TEDC Basic 32 Hours (one-time event)
*Officers may spend significantly more time with staff.
F30]
0312012024 Item 2.
Attendance
The following number of absences may require replacement of a member: three (3) consecutive
absences, or attendance reflecting absences constituting 25%of the Board's regular meetings over
a 12-month period (Please see Section 4.08 of the Bylaws)
Board Members are required to comply with Texas Open Meetings Act. At Board meetings, this
includes ensuring that all conversation is on topic in accordance with the published Agenda while in
Open Session and Executive Session. Board Members also are required to comply with the Texas
Public Information Act. Appropriate training will be provided by the City of Wylie prior to serving on
the Board and ongoing training opportunities will be provided to you by the Wylie EDC.
Ethical Values
Integrity, transparency, and a commitment to the best interests of our organization are paramount.
Avoiding conflicts of interest, acting accountably to our community, and upholding the highest ethical
standards are vital components of your role as a Board Member.
As you know, Ethical Values help maintain trust, accountability, and ethical behavior within the
organization, with emphasis on the following key principles:
1. Integrity: Board Members must act honestly and with integrity in all matters. This includes
making decisions that are in the best interest of the organization and community.
2. Transparency: Board Members should be transparent in their actions and decisions,
providing information to stakeholders as appropriate and ensuring that processes are open
and accountable.
3. Avoiding Conflicts of Interest: It's essential to identify, disclose, and mitigate conflicts of
interest promptly. Board Members should act solely in the best interest of the organization,
setting aside personal or professional interests.
4. Promoting the Best Interests of the Organization: The primary focus of Board Members
should be on advancing the organization's mission and goals rather than personal gain or
interests.
5. Accountability to the Community: Board Members should be accountable to the
community they serve, ensuring that their decisions and actions contribute to the well-being
and development of the local area.
Confidentiality
We deal with sensitive information related to economic development and local government matters.
Maintaining confidentiality is imperative to maintain trust, protect sensitive information, and ensure
the success of our organization's initiatives.
As a Board Member, you will often have access to non-public information, including but not limited
to:
1. Sensitive Economic Data: Information related to potential investments, business
expansions, or other economic development projects that can significantly impact the local
F3_11
0312012024 Item 2.
2. Legal and Regulatory Matters: Discussions regarding legal strategies, compliance issues,
and regulatory changes that affect our operations.
3. Personnel Information: Data about employees, contractors, or volunteers involved in our
projects.
4. Strategic Plans: Details about our long-term strategies, marketing plans, and development
initiatives.
5. Financial Information: Financial reports, budgets, and investment strategies that require
discretion.
You are expected to handle such information responsibly and understand the consequences of any
breach.
Code of Conduct& Conflicts of Interest
Professionalism, respect for fellow Board Members and stakeholders, effective communication,
and adherence to all applicable laws and regulations are essential elements of our Code of
Conduct. Collaboration and teamwork are key to achieving our shared goals. Board Members
are responsible for acting as good financial stewards of the investments made in the organization.
Board Members will perform their duties conscientiously, honestly, and in accordance with the best
interests of Wylie EDC and the City of Wylie as a whole and must not use their positions or
confidential knowledge gained as a result of their position for private or personal advantage.
Additionally:
• Board Members are expected to disclose any actual or potential conflict of interest at the first
available opportunity and register such conflict in writing for record keeping, and
• Board Members are to refrain from communicating on cell phones or electronic devices
during the Board meeting unless it is an emergency.
Board Members are held accountable to the Code of Conduct/Conflicts of Interest outlined in City of
Wylie Ordinance 2022-01, formerly known as the Code of Ethics.
F32]
1 0312012024 Item 2.
ORDINANCE NO. 2022-01
AN ORDINANCE OF THE CITY OF WYLIE, TEXAS, REPEALING
ORDINANCE NO. 2014-19, CREATING A CODE OF CONDUCT; PROVIDING
FOR A PENALTY FOR THE VIOLATION OF THIS ORDINANCE;
PROVIDING FOR REPEALING, SAVINGS,AND SEVERABILITY CLAUSES;
PROVIDING FOR AN EFFECTIVE DATE OF THIS ORDINANCE; AND
PROVIDING FOR THE PUBLICATION OF THE CAPTION HEREOF.
WHEREAS,the City of Wylie("City"or"Wylie")desires for all of its citizens to have confidence
in integrity, independence, and impartiality of those who act on their behalf in government;
WHEREAS,the City of Wylie previously adopted Ordinance No. 2014-19, establishing a Code of
Ethics; and
WHEREAS,the City of Wylie desires to create a Code of Conduct and repeal Ordinance No.2014-
19, as of the Effective Date of this Ordinance.
NOW, THEREFORE BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF
WYLIE,TEXAS that:
Section 1. Creation of Code of Conduct
The City of Wylie creates this Code of Conduct(the"Code")and repeals Ordinance No. 2014-19,as of
the Effective Date of this Ordinance.
Section 2. Policy
The proper operation of democratic local government requires that City Officials be independent, impartial
and responsible to the people; that local government decisions and policy be made in the proper channels
of the government structure; that public office not be used for personal gain; and that the public have
confidence in the integrity of its City Officials. It is the policy of the City of Wylie that its City Officials
meet the standards of conduct established in this Ordinance. Conduct not regulated herein is not subject to
this Code.
Section 3. Definitions
Administrative Board means any board,commission, or other organized body: (1)that has,by law, final
decision-making authority on matters within its jurisdiction and that is either: (a)established under the
City Charter, by City ordinance, or by appointment by the City Council or the Mayor; or (b) whose
members are all council members or are appointed or confirmed by the City Council; or,(2)created as a
non-profit economic development corporation by the City Council under the authority of the
Development Corporation Act of 1979, as amended.
Advisory Board means a board,commission,or other organized body other than an Administrative Board,
that was created by an act of the City Council whose members are appointed or confirmed by the City
Council or by an act of the Mayor and are charged with making recommendations to the City Council on
matters within its jurisdiction.
Board of Review means the body charged with reviewing and acting on Complaints under this Ordinance.
Ordinance No.2022-01 —Code of Conduct Page I of I I
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1 0312012024 Item 2.
City Official or Official means the Mayor; a member of the City Council, members of Administrative
Boards, and Advisory Boards, appointed by the Mayor or City Council.
Code of Conduct means this Code of Conduct("Code"). Only a City Official may be held responsible for
violations of the Code.
Economic Interest means a legal or equitable property interest in land, chattels, and intangibles, and
contractual rights having a value of more than fifty thousand dollars ($50,000.00). Service by a City
Official as an Officer, director, advisor, or otherwise active participant in an educational, religious,
charitable, fraternal, or civic organization does not create for that City Official an "Economic Interest"
in the property of the organization.
Official Action means:
(1) Any affirmative act(including the making of a recommendation)within the scope of,or
in violation of, an Official's duties; or
(2) Any failure to act, if the Official is under a duty to act.
Section 4. Covered officials
The rules of conduct contained below apply generally to City Officials unless otherwise specified.
Section 5. City Officials required to comply with both state and local law
When a City Official's conduct is regulated by a provision of this Ordinance and a similar provision of
state law, and it is possible to comply with the requirements of both, a City Official shall comply with
both.
Section 6. Education
The City shall provide training and educational materials to City Officials on their obligations under
state law and this Ordinance. Such training shall include at least one formal classroom session in each
calendar year. All City Officials shall annually attend the formal training session offered by the City or
equivalent training sessions conducted by the City Attorney, the Texas Municipal League, or similar
organizations. The City also shall prepare and distribute written materials on the subject to each City
Official at the time of his or her election or appointment to office.
Section 7. Standards of Conduct for City Officials
(A) Appearance on behalf of private interests of others
(1) A member of the City Council shall not appear before the City Council,an Administrative
Board or an Advisory Board for the purpose of representing the interests of another person
or entity.However,a member of the City Council may,to the extent as otherwise permitted
by law,appear before any such body to represent the member's own interests or the interests
of the member's spouse or minor children.
(2) A City Official who is not a member of the City Council shall not appear before the body
on which he or she serves for the purpose of representing the interests of another person or
entity, and shall not appear before any other body for the purpose of representing the
interests of another person or entity in connection with an appeal from a decision of the
body on which the City Official serves. However, the City Official may, to the extent as
Ordinance No. 2022-01 —Code of Conduct Page 2 of 11
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1 0312012024 Item 2.
otherwise permitted by law, appear before any such body to represent the City Official's
own interests or the interests of the City Official's spouse or minor children.
(B) Misuse and disclosure of confidential information
(1) It is a violation of this Code for a City Official to violate Texas Penal Code§ 39.06(Misuse
of Official Information).
(2) A City Official shall not disclose to the public any information that is deemed confidential
and/or privileged under any federal,state,local law,or Council rules,unless authorized by
law.
(C) Restrictions on political activity and political contributions
(1) No City Official shall use state or local funds or other resources of the City to electioneer
for or against any candidate, measure, or political party.
(2) A City Official shall not directly or indirectly induce, or attempt to induce, any City
employee:
a. To participate in an election campaign (beyond merely encouraging another to
vote),to participate in a political fundraising activity,or to contribute to a political
candidate or political committee;
b. To engage in any other activity relating to a particular candidate, party or issue
that is not directly related to a legitimate function of City government; or
C. To refrain from engaging in any lawful political activity after working hours.
(D) Use of cell phones or electronic devices by appointed or elected officials during meetings of
Administrative Boards and Advisory Boards, of is they area member
City Officials shall refrain from communicating on cell phones or electronic devices during a City
meeting at which the City Official is attending as a member of that Administrative Board or
Advisory Board, except as provided below. However, City Officials may access agendas and
information relevant to a past, current, and/or future agenda. Cell phones shall be turned off or
put on vibrate during meetings. Should it be necessary to use a cell phone,City Officials shall step
down from the dais. Text messaging, emails, and other electronic or written communications
shall not be sent during a meeting unless it is an emergency.
(E) Conflicts of Interest
A City Official must not use,or attempt to use,his or her official position or office,or take or fail
to take any action,or influence, or attempt to influence, others to take or fall to take any action, in
a manner which he or she knows, or has reason to believe, may result in a personal, financial
benefit, or Economic Interest not shared with a substantial segment of the City's population, for
any of the following persons or entities:
(1) The Official;
(2) The Official's relative, or the employer or business of the relative;
(3) A person with which the Official has a financial or business relationship,including but not
limited to:
a. A business of the Official,or the Official's spouse or domestic partner,or someone
who works for such outside employer or business; or
b. A client or substantial customer.
(4) A nongovernmental civic group, social, charitable, or religious organization of which the
Ordinance No.2022-01 —Code of Conduct Page 3 of 11
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1 0312012024 Item 2.
Official, or the Official's spouse or domestic partner, is an officer or director; or
(5) A public or private business entity for which the Official,or his or her relative serves as a
director,general partner,or officer,or in any other policy-making position except when so
appointed to the position by the City.
(F) Compliance with Texas Local Government Code Chapters 171 and 176
It is a violation of this Code for a City Official to violate Texas Local Government Code, §§ 171
and 176 and Texas Penal Code § 36.08
(G) Prohibitions-Granting Special Privileges and Use of City Supplies and Equipment
It is a violation of this Code for a City Official:
(1) To use his official position to secure special privileges or exemptions for himself or others;
(2) To grant any special consideration, treatment or advantage to any citizen, individual,
business organization or group beyond that which is normally available to every other
citizen, individual, business organization or group. This shall not prevent the granting of
fringe benefits to City employees as a part of their contract of employment or as an added
incentive to the securing or retaining of employees; or
(3) To use City supplies, equipment or facilities for any purpose other than the conduct of
official City business,unless otherwise provided for by law, ordinance or City policy.
Section 8. Board of Review
(A) Creation and appointment
There is hereby created a Board of Review("BOR")to consist of five(5)members and two(2)alternates.
(1) The BOR shall review Complaints regarding alleged violation(s) of the Code
("Complaints"), review applicable waivers regarding the alleged violation(s), and
determine if a Complaint should be dismissed under the criteria, as outlined herein.
(2) Prospective BOR members shall be interviewed and appointed by a majority of the City
Council present at a duly called meeting.
(B) Qualifications
(1) All members must live within the City of Wylie city limits and be at least 18 years of age;
(2) BOR members may not be:
a. The spouse or the domestic partner of the individual filing the Complaint
("Complainant")or the individual who is the subject of the Complaint("Respondent")
is the spouse or domestic partner.
b. Serving on any other Council appointed Board or Commission during their term
on the BOR;
c. A City Council member or City of Wylie employee, or the spouse or domestic
partner of a City Council member or City of Wylie employee;
d. An elected public official;or
e. A candidate for elected public office at the time of their term on the BOR.
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0312012024 Item 2.
(C) Terms of appointment/Limitations
(1) OR members may serve only one (1)term of two(2)consecutive years.
(2) OR members shall serve until any Complaints pending during their appointed term have
been fully adjudicated by the OR.
(3) If a person selected to serve on the BOR pursuant to this subsection cannot fulfill his or
her duties as a member of the BOR due to illness, travel, disqualification under the terms
outlined above,or another bona fide reason,or otherwise refuses to serve on the BOR,that
person shall be requested to confirm that fact with the City Secretary in writing within 15
calendar days of receipt of the service notification. In this event, the City Secretary shall
repeat the process outlined herein until a substitute has been selected.
(D) Training/Removal
(1) BOR members must attend training regarding the role and responsibilities of service on
the BOR prior to handling a Complaint. The unexcused absence of any member of the
OR from three (3) consecutive meetings, unless the BOR has excused the absence for
good and sufficient reasons, as determined by the BOR, shall constitute a resignation
from the OR,
(2) A BOR member serves at the pleasure of the City Council and may be removed before the
expiration of the member's term by the City Council in its sole discretion.Before removing
a member, the BOR shall specify the cause for a recommendation of removal and shall
give the BOR member the opportunity to present the member's defense to removal. The
recommendation for the City Council to remove a BOR member shall be brought to
the City Council for an official vote.
(E) Consultation with City Attorney
The City Attorney is authorized to issue to any City Official, upon reasonable request, formal
written opinions regarding the applicability of the provisions of the conduct laws to an action the
City Official is considering taking in the future. The BOR and/or the City Council may consult
with the City Attorney or a designee of the City Attorney regarding legal issues which may arise
in connection with this section and may request advisory assistance from the City Attorney in
conducting hearings during any stage of the process. The City Attorney serves as legal counsel
for the City Council and not any individual City Council member,
(F) Reviewing Attorney
(1) The City Council shall approve a list of three (3) independent private attorneys
recommended by the City Attorney who may individually serve as a"Reviewing Attorney"
for Complaints filed under this section.The Reviewing Attorney shall be chosen by the City
Manager by lot.
(2) To be qualified,the Reviewing Attorney must be an attorney in good standing with the State
Bar of Texas, have been licensed to practice in the State of Texas for at least ten (10)
consecutive years,and have at least five(5)years of experience working with municipalities
in Texas. The Reviewing Attorney may not be:
a. A City Council member or City of Wylie employee, or the spouse or domestic partner
of a City Council member, Board member or City of Wylie employee;
b. An elected public official; or
c. A candidate for elected public office at the time of their service.
Ordinance No.2022-01 —Code of Conduct Page 5 of 11
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0312012024 Item 2.
(G) Complaint Process
(1) Filing Complaints.Any citizen of Wylie who believes that there has been a violation of the
Code may file a sworn Complaint with the City Secretary. The Complaint shall:
a. Identify the person or persons who allegedly committed the violation;
b. Provide a statement of the facts on which the Complaint is based;
C. To the extent possible, identify the rule or rules allegedly violated; and
d. Be sworn to in the form of an affidavit and be based on personal knowledge of the
affiant and be subject to the laws of perjury.
e. The Complainant may also recommend other sources of evidence that the
Reviewing Attorney should consider and may request a hearing.
f. Complaints arising out of an event or a series of related events shall be addressed
in one complaint. Complainants shall not File separate or serial complaints arising
from any event or series of events that have been or could have been addressed in
a previous Complaint. When two or more Complaints are sufficiently similar in
nature and remedy sought to permit their resolution through one proceeding, the
City may consolidate the complaints.
(2) Confidentiality.No City Official shall reveal information relating to the filing or processing
of a Complaint, except as required for the performance of Official duties. Documents
relating to a Complaint will be maintained by the City Secretary in accordance with
applicable records retention laws and are confidential,to the extent permitted by law.
(3) Notice/Timelines/Representation
a. Days, as used herein, is defined as City business days.
b. All timelines provided herein must be followed, subject only to extensions
approved in writing by the City Manager based on the individual circumstances
surrounding the review of the Complaint.
C. A Complaint must be filed with the City Secretary within six (6) months of the
date the Complainant knew, or with reasonable diligence should have known, of
the events or series of events giving rise to the Complaint.The City Secretary shall
not accept or process any Complaint that is filed more than six(6)months after the
date of the violation alleged in the Complaint. Complaints not filed within this
timeframe are barred and will be dismissed as untimely.
d. Within three (3) business days of receiving a Complaint, the City Secretary shall
provide a copy of the full Complaint to the City Official who is the subject of the
Complaint ("Respondent"), the City Attorney, the City Manager, and the
Reviewing Attorney.
C. If the City Manager is not available or is implicated,the City Secretary will provide
copies,as outlined herein.
f, The Reviewing Attorney,BOR, and/or City Council shall allow any person who is
the subject of a Complaint to designate a representative if he or she wishes to
be represented by someone else and to present evidence, according to rules
adopted by the City Council.
(4) Frivolous Complaint
a. For purposes of this section, a"frivolous complaint"is a sworn Complaint that is
groundless and brought in bad faith or groundless and brought for the purpose of
harassment.
b. By a vote of at least two-thirds of those present, the City Council may order a
Complainant to show cause why the Complaint filed by the Complainant is not
frivolous.
C. In deciding if a Complaint is frivolous,the City Council will be guided by Rule 13
of the Texas Rules Civil Procedure, and may also consider:
Ordinance No. 2022-01 —Code of Conduct Page 6 of I I
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1 0312012024 Item 2.
i. The timing of the sworn Complaint with respect to when the facts
supporting the alleged violation became known or should have become
known to the Complainant, and with respect to the date of any pending
election in which the Respondent is a candidate or is involved with a
candidacy, if any;
ii. The nature and type of any publicity surrounding the filing of the sworn
Complaint, and the degree of participation by the Complainant in
publicizing the fact that a sworn Complaint was filed;
iii. The existence and nature of any relationship between the Respondent and
the Complainant before the Complaint was filed;
iv. If Respondent is a candidate for election to office,the existence and nature
of any relationship between the Complainant and any candidate or group
opposing the Respondent;
V. Any evidence that the Complainant knew or reasonably should have known
that the allegations in the Complaint were groundless;and
vi. Any evidence of the Complainant's motives in filing the Complaint.
d. Notice of an order to show cause shall be given to the Complainant, with a copy to
the Respondent,and shall include:
1. An explanation of why the Complaint against a Respondent appears to be
frivolous; and
ii. The date, time, and place of the hearing to be held under this section.
e. Before making a determination that a sworn Complaint against a Respondent is
frivolous, the City Council shall hold a hearing at which the Complainant may be
heard and accompanied by his or her retained counsel.
f. By a record vote of at least a simple majority of those present after the hearing under
this section, the City Council may determine that a Complainant filed a frivolous
Complaint and may recommend sanctions against that Complainant.
9- Before imposing a sanction for filing a frivolous Complaint,the City Council shall
consider the following factors:
i. The seriousness of the violation, including the nature, circumstances,
consequences, extent,and gravity of the violation;
ii. The sanction necessary to deter future violations; and
In. Any other matters that justice may require.
li. The City Council may impose the following sanctions:
i. A civil penalty of not more than $500;
ii. Imposition of attorneys' fees incurred by Respondent;
iii. Any other sanction permitted by law; and/or
iv. The City Council may notify the appropriate regulatory or supervisory
agency for their appropriate action. This may include a referral for criminal
prosecution if the facts so warrant.
(5) Review of Complaint
a. Within seven(7)business days of receiving the Complaint from the City Secretary,
the Reviewing Attorney shall issue a written advisory opinion, dismissing or
referring the Complaint to the OR:
i. Dismiss the Complaint if:
I. The deadline for filing a Complaint has passed;
2. The accused is not subject to the Code;
3. The conduct alleged is not regulated under the Code;
4. The Complaint is not completed as defined herein or signed and
sworn to by the person filing the Complaint in the form of an
affidavit; or
Ordinance No. 2022-01 —Code of Conduct Page 7 of 11
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1 0312012024 Item 2.
5. The person who is the subject of the Complaint had obtained a
waiver permitting the conduct.
ii. Dismissal of a Complaint under this provision is final and non-appealable.
iii. If the Reviewing Attorney dismisses the Complaint, the Reviewing
Attorney shall forward a copy of the dismissal to the Complainant,
Respondent, City Council, and the Board on which the Respondent is a
member, if applicable.
b. If the Reviewing Attorney does not dismiss the Complaint,as provided herein,the
Reviewing Attorney shall refer the Complaint and the advisory opinion to the OR
for review under this provision. The Reviewing Attorney's referral of the
Complaint and advisory opinion to the BOR does not mean that any of the
allegations of the Complaint are true or false or that any current City Official has
or has not violated the Code.
C. If the Complaint is referred to the BOR for review, the Reviewing Attorney shall
also copy his or her advisory opinion to the Complainant, the City Manager, and
the City Attorney within seven (7) business days of receipt of the Complaint. For
Complaints not dismissed by the Reviewing Attorney, and subsequently referred
to the OR,the notice to the Respondent will include notice of the Respondent's
option to file a written response to the advisory opinion with the City Secretary
within seven (7) business days of receipt of the opinion from the Reviewing
Attorney. The City Secretary will forward the Respondent's written response to
the BOR with the Complaint and the Reviewing Attorney's advisory opinion.
(6) Board of Review Process.
a. The OR shall meet within forty-five (45)days of receiving a referral of a Complaint
from the Reviewing Attorney, unless extended by the City Council. The BOR will
review the Complaint, the Reviewing Attorney's advisory opinion, the Respondent's
response (if any), and applicable City policies, ordinances, and/or other related
information(the"BOR RecorX).
b. The BOR may dismiss a Complaint as provided below or, if not dismissed, refer the
Complaint to the City Council for consideration as outlined herein.
(7) The BOR Review and City Council Review/Hearing
a. The BOR may dismiss a Complaint if-
i. The alleged violation is a minor or de minimis violation;
ii. The Complaint is, on its face, frivolous, groundless, or brought for
purposes of harassment;
iii. The matter has become moot because the Respondent is no longer an
elected official or Administrative Board or Advisory Board member;
or
iv. The Respondent came into voluntary compliance.
b. The determination regarding whether a complaint is frivolous and subject to
sanctions will be addressed by the City Council as outlined in Section 8(G)(3)
herein.
C. The BOR will conduct its review of a Complaint not dismissed pursuant to
paragraph 3.ai. of this section at meetings which are open to the public.
d. The rules shall require the dismissal and the reason for dismissal to be submitted
by the BOR in writing and available to the public within forty-five (45) days of
considering the Complaint under paragraph 4.b.above,unless extended by the City
Council. A dismissal under this provision by the BOR is final and non-
appealable.
e. If the BOR does not dismiss the Complaint, the BOR will refer the Complaint,
BOR Record to the City Council within forty-five (45) business days of
Ordinance No. 2022-01 —Code of Conduct Page 8 of 11
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1 0312012024 Item 2.
considering the Complaint,unless extended by the City Council.
(8) City Council Review/Hearing
a. Not later than 15 business days after the BOR forwards a Complaint to the City
Council for consideration, or 15 business days after the BOR's deadline to issue a
decision, the City Secretary shall notify in writing the City Council, the
Complainant and the Respondent of the date,time and location of a hearing on the
Complaint. Such written notice shall be sent to the Complainant and the Respondent
by email, mail, and/or certified mail, return receipt requested. If the hearing is not
held within 45 business days after receipt of the Complaint,the City Secretary shall
notify both the Complainant and the Respondent of the reasons for the delay.
b. All hearings shall be conducted in accordance with the Texas Open Meetings Act,
Tex. Government Code Chapter 551. The City Council shall have the right to hold
the hearing in open or closed session as permitted by applicable laws and
regulations. Additionally, the City Council shall establish time limits and other
rules of procedure for a hearing and relating to the participation of any person in
the hearing. Subject to the rules of procedure established by the City Council for
the hearing:
i. Both the Complainant and the Respondent shall have the right to a full and
complete hearing with the opportunity to call witnesses and present
evidence on his/her behalf,
ii. All proceedings of the hearing shall be recorded by audio recording if a
court reporter is not used,or reduced to writing by a court reporter if present
for the hearing. If a court reporter is not used, the audio recording shall be
filed with the City Secretary within such time as specified by the City
Council. If a court reporter is used, the court reporter's transcript of the
hearing shall be filed with the City Secretary within such time as is
specified by the City Council.
iii. The procedures established by the City Council shall allow the
Complainant and the Respondent sufficient time to examine and respond
to any evidence not presented to them in advance of the hearing.
iv. The rules shall require the City Council to schedule the hearing at a time
that is reasonably convenient to both the person who submitted the
Complaint and the subject of the Complaint.
C. The City Council shall consider the BOR Record,the Complaint,the Respondent's
response (if any), and the advisory opinion of the Reviewing Attorney, and
evidence submitted in the course of the hearing. The final action, decision, or vote
of the council with regard to the Complaint shall be taken or made only in a meeting
that is open to the public, The City Council shall base its finding of whether a
violation occurred on a preponderance of the evidence. Only members of the City
Council present for the hearing may participate in its decision.
d. The City Council shall consider, when it makes findings and recommendations,
the severity of offense; the presence or absence of any intention to conceal,
deceive, or mislead; whether the violation was deliberate, negligent, or
inadvertent, and whether the incident was isolated or part of a pattern.
e. The City Council shall dismiss a Complaint if the Complainant does not appear at
the hearing and if, in the opinion of the City Council, it would be unfair to the
Respondent to proceed without the Respondent having the opportunity to question
and address the issues raised in the Complaint.
f. A City Council member may not participate in the Complaint review process
and/or hearing if the member is the subject of the Complaint or is the Complainant,
Ordinance No.2022-01 —Code of Conduct Page 9 of I I
F41]
1 0312012024 Item 2.
or if the Respondent or Complainant is related to the City Council member within
a prohibited level of affinity or consanguinity.
9- The decision of the City Council is final and non-appealable,
(H) Findings/Consequences
(1) City Officials deemed to be in violation of the Code are subject to consequences, including
but not limited to the following:
a. Censure - If the violation did not involve a matter of public concern and the City
Council finds that a violation of this Code occurred, the City Council may issue a
censure of the City Official,to the extent permitted by law.
b. Letter of Notification—The City Council may issue a letter of notification if the
City Council finds that a violation of this Code was clearly unintentional. A letter
of notification must advise the City Official of any steps to be taken to avoid future
violations.
C. Letter of Admonition—The City Council may issue a letter of admonition if the
City Council finds that a violation of this Code was minor, but where the
circumstances call for a more substantial response than a letter of notification.
d. Reprimand—To the extent permitted by law, City Council may issue a reprimand
if the City Council finds that a violation of this Code was not minor and was
committed intentionally or through reckless disregard.
e. Removal from Leadership Position — In addition to, or in place of, the
consequences outlined above, the City Council may remove a City Official from
any leadership position held by that City Official as a member of the body in which
the City Official serves.
f Removal from Administrative Boards and Advisory Boards—In addition to, or in
place of, the consequences outlined above, the City Council may remove an
appointed City Official from Administrative Boards and Advisory Boards.
Section 9. Other Obligations
This Code is cumulative of, and supplemental to, applicable state and federal laws and regulations.
Compliance with the provisions of this Code shall not excuse or relieve any person from any obligation
imposed by state or federal law regarding conduct, financial reporting, lobbying activities, or any other
issue addressed herein.
Even if a City Official is not prohibited from taking official action by this Code, action may be prohibited
by duly promulgated personnel rules,which may be more stringent.
Section 10. Effective Date
This Code shall take effect on January, 11,2022, following its adoption and publication as required by law
(the"Effective Date").
Section 11. Distribution and Training
(A) Every person shall be provided reasonable opportunity to review this Code as a condition of their
candidacy and/or application to be a City Official. At the time of application for a position of City
Official, every applicant shall be furnished with a copy of this Code.
(B) Individuals seated as City Officials on the Effective Date of this Ordinance shall be bound by it and
shall sign a written acknowledgement of receipt and understanding of this Code within 30 days of
Ordinance No.2022-01 —Code of Conduct Page 10 of 11
F42]
0312012024 Item 2.
the Effective Date.All City Officials elected,appointed or retained following the Effective Date of
this Code shall sign a written acknowledgement of receipt and understanding of this Code before
performing any of the duties or functions of the City Official's position.
(C) The City Attorney or City Manager as designated by the City Council shall develop educational
materials and conduct educational programs for the City Officials on the provisions of this Code,
the City Charter,and Chapters 171 and 176 of the Texas Local Government Code. Such materials
and programs shall be designed to maximize understanding of the obligations imposed by these
conduct laws. ,
Section 12. Severaility
If any provision of this Code is found by a court of competent jurisdiction to be invalid or unconstitutional,
or if the application of this Code to any person or circumstances is found to be invalid or unconstitutional,
such invalidity or unconstitutionality shall not affect the other provisions or applications of this Code which
can be given effect without the invalid or unconstitutional provision or application.
DULY PASSEDAPPROVED THE CITY COUNCIL THE CITY OF WYLIE,
TEXAS, on this 11th day of January,2022.
A
atthew Porter,Mayor
ATTESTED AND ,
CORRECTLY REC RDED:
w
z
Date of publication in The Wylie News—January 19,2022'
Ordinance No.2022-01 —Code of Conduct Page 1 1 of 11
F43]
0312012024 Item 2.
Vie yarlwr bfflt TiuleqMurphy Monitor ® The Princeton herald - 7'&lchso NCW5 - T14EWVLIE NEWS
STATE OF TEXAS
COUNTY OF COLLIN
Before me, the undersigned authority, on this day personally appeared Chad Engbrock,
publisher of C & S Media, dba The Wylie News, a newspaper regularly published in
Collin County, Texas and having general circulation in Collin County, Texas, and being
in compliance with Section 2051.044, Texas Government Code (a); (1), (2), (3) and(4),
who being by me duly sworn, deposed and says that the foregoing attached:
City of Wylie
Legal Notice—Ordinance No. 222- 1 & Ordinance No. 221-55
was published in said newspaper on the following date(s),to-wit:
January 19,222
Chad Engbrock,Publisher
Subscribed and sworn before me on this, the 201h day of January,2022,to certify which
witness my hand and seal of office.
N1 u c
Notary Publi n for
60:AugUst
rIII*12664 34 The State of
'is5i0n Expires
y commission expires 08/12 2024.
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January 19-20,2022 X
0312012024 Item 2.
Ordinance
o.2 -55
An Ordinance Of The
City Of Wylie, Texas,
Amending Chapter 110
(Traffic And Vehicles)
Of Article' Vi. (Stop
ping, Standing, Arid;`
Parking) Of Section
110-173 (Stopping,
Standing, Or Parking
Prohibited In Certain
Places) Of The Wylie'
Cade Of Ordinances; CITY OF WYLEE
Creating Section 110-
173 (G) Prohibiting Ordinance
e Stopping, Stand- No.2 22.0 '
ing; Or Parking Of
A Vehicle Along The An Ordinance Of The
NorthSide Of Cloud- City Of Wylie, Texas,
croft Dr. From S. Bal- Repealing Ordinance `
lard Ave.'East To The No. 201 -19, Creating
West Property Line Of A Code Of Conduct;
115 Cloudcroft (Ap- Providing For A Pen-
proximately 582 Feet) alty For The Violation
d The South Side Of Of This Ordinance;
Cloudcroft Dr.From S. Providing ForRe-
Ballard Ave. East To pealing, Savings, And
The Point Of Intersec- Severability Clauses;
tion With Vail Ln.'(Ap- Providing For An Ef-
proximately,50 Feet) fective Date Of This
And On Both Sides Of ' Ordinance; And o-
Stoneybrook Dr. From viding For The Puibli-
S. Ballard Ave. West cation Of The Caption
To The Point Of Inter- Hereof.
section With Willow
Way (Approximately
360 Feet) During
Those Times Set Forth
In' is Ordinance; Es-
tablishing An Offense;
Providing For A Pen-
alty For The Violation
Of This Ordinance;
Providing ForRe-
pealing, Savings d
Severability Clauses;
Providing For An Ef-
fective Date Of This
Ordinance;) And Pro-
viding For ThePubli-
cation Of The Caption
Hereof.
38-1t-86li
F45]
03120120241tem 2.
WYLIEECONOMIC
DEVELOPMENT
'I
2024 Board of Directors
MELISA AARON
WHITEHEAD JAMESON
Pres
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■
dent Vice President
to
WHITNEY BLAKE DEMOND
MCDOUGALL BRININSTOOL DAWKINS
Secretary Treasurer Immediate Past
President
MAYOR CITY
MATTHEW MANAGER
PORTER BRENT PARKER
Ex-Officio Member Ex-Officlo Member
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■
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it �4��m�lsil)S`��rs
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0312012024 Item 2.
Board Operations
Current Wylie EDC Board of Directors
Officer Terms Expire in October. Election of Officers takes place at the Annual Meeting in October of
Each Year.
• Melisa Whitehead, President
• Aaron Jameson, Vice-President
• Whitney McDougall, Secretary
• Blake Brininstool, Treasurer
• Demond Dawkins, Immediate Past President
• Mayor Matthew Porter, Ex-Officio Member
• City Manager Brent Parker, Ex-Officio Member
Meeting Time/Location
Meetings typically occur on the third Wednesday of each month at 7:30 am and on an as-needed
basis in the Wylie EDC Conference Room at 250 S Hwy 78, Wylie, TX 75098.
General Operating Principals
• Responsiveness and Attendance: Board Members are expected to respond promptly to
communications, attend scheduled meetings, provide advance notice for absences, and
actively engage in discussions.
• Accountability: Wylie EDC must be accountable first to the City Council of the City of Wylie,
the organization and indirectly, but ultimately to the citizens of Wylie who elected the City
Council.
• Commitment to strategic decision making: As noted by the Wylie EDC strategic plan and
the developed and approved by the Board of Directors for economic development or the
Comprehensive Plan adopted by the City of Wylie, Wylie EDC shall follow a policy driven
approach to economic development built on four focus areas: attraction, retention and
expansion, workforce development/training and redevelopment/revitalization.
• Mutual trust between City of Wylie City Council and Wylie EDC Board: The City Council
need to feel that Wylie EDC is operating strategically for the common good of the City of Wylie
and the entire county as well as providing them with factual, honest recommendations for
projects.
• Effective:Wylie EDC Board Members and staff must have an efficient process that is effective
in implementing the Annual Goals and Objectives, the Strategic Plan, and/or Comprehensive
Plan.
• Flexible: Wylie EDC was created to be able to have flexibility outside of regulations for Texas
rules governing local municipalities so as to react quickly for project development and
recruitment.
• Avoid Conflicts of Interest: Nothing can destroy the public trust of a public institution quicker
than when citizens feel that decisions of the voting members are tainted by actual or
appearances of conflicts of interest.
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0312012024 Item 2.
• Transparency and community input: Everything the Board does needs to be done openly,
with the exception of required confidentiality needed in certain recruitment and other business
prospect or client relationships. Public input is encouraged.
• Public acceptance: Ultimately, to be effective, the Wylie EDC Board needs to be seen as
consistently following the above-stated principles.
Committees
In accordance with the Bylaws. the President has the authority to appoint various standing
committees of the Board. These committees may include:
1. Budget, Finance and Audit Committee: This committee is responsible for working with the
Director on creating the annual budget. Once approved by the Board, they present it to the
City Council as required by our Bylaws. The committee also oversees audits of the Board,
whether conducted by the City or external auditors.
2. Committee for Business Retention and Expansion: This committee works closely with the
Director of Economic Development to keep the Board informed about activities related to
business retention and expansion.
3. Committee for New Business Attraction and Recruitment: This committee collaborates
with the Director of Economic Development to provide updates on activities regarding
business attraction and recruitment.
Special Committees
The President may establish other committees as needed to assist the Board. These committees,
subject to Board approval, will have specific tasks. However, they do not have authority in certain
critical matters, such as changing Bylaws, appointing or removing Directors or Officers, or making
significant decisions about the Corporation's assets.
1. Active Special Committee: Bylaw/Board Member Handbook Committee
Committee Member Terms
Each committee member serves until the next Board appointment and until a successor is named.
The President, with Board approval, may remove a committee member when it benefits the
Corporation.
Filling Vacancies
If there are vacancies on any committee, they can be filled in the same manner as the initial
appointments.
Mentorship
Wylie EDC values mentorship within our leadership team, particularly between the President, Vice
President, and Immediate Past President. By embracing mentorship, we reinforce our commitment
to our organization's growth, innovation, and long-term sustainability.
Expectations:
1. Guidance and Support:The Immediate Past President is expected to provide guidance
and support to the current President, drawing upon their experience and institutional
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0312012024 Item 2.
knowledge. This support can include sharing insights on leadership, decision-making, and
strategies for achieving our goals.
2. Succession Planning: The President and Vice President should collaborate closely on
succession planning, identifying potential leaders within the Board and preparing them for
future roles. The Immediate Past President plays a pivotal role in helping identify and nurture
this talent.
3. Continual Learning:We encourage the President and Vice President to engage in a
continuous learning process, leveraging the experience of their predecessors. This process
involves seeking advice, discussing challenges, and sharing best practices to ensure the
ongoing success of the organization.
4. Collaboration:All three roles should work collaboratively on key initiatives, leveraging their
collective strengths and expertise. This collaborative approach helps foster innovation and
effective decision-making.
Board Activity Calendar
While you are not required to attend every event, we've provided a general summary of month-by-
month list of activities that are typically carried out each calendar year which may include participation
by a Wylie EDC Board Member.
Jan ICSC Red River- Dallas
Feb Wylie Days-Austin (every other year)
Mar WISD Boots `N BBQ Gala; Chamber of Commerce State of the City Luncheon
Apr Small Business Week/Economic Development Week Proclamations at City
Council
May Wylie EDC Board Applications Due; Board Appointment Interviews with City
Council; Small Business Week; Economic Development Week; ICSC Las Vegas;
Budget Subcommittee Meetings
June Budget Subcommittee Meetings
July City Council Budget Work Session(s)
Aug Retail Live South Central-Austin
Sept Wylie Championship Rodeo; Legislative Dinner; Manufacturing Day Proclamation at
City Council; Chamber of Commerce State of Education Luncheon
Oct Manufacturing Day/Month; Annual Meeting; Chamber of Commerce Workforce
Luncheon
Nov/Dec Wylie EDC Board Retreat
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Financial Processes
Signing Authorities
Documents for the Wylie EDC are tvooa|k/ signed by the Board President. In the absence of the
President, the Vice President has the authority to sign. However, some documents are delegated for
signature by the Board President and/or Executive Director through motion.
Purchasing Procedures
Annually, the Wylie EDC develops 8 budget for anticipated expenses, projects @Ddpu[Ch8SeSfn[the
coming fiscal year. This budget is presented to the Wylie EDC's Board of Directors for approval as
well to VVv|ie City Council. Purchasing Procedures are provided to the City of VVv|ie Finance
Department each year 8S part Of the routine audit process.
° Invoices under$5,000 (Except for Credit Card Purchases)
Upon receipt, invoices are reviewed for accuracy. Expenses that fall within the approved budget
and are less than $5.000Gre approved by the Assistant Director. Approval takes the form of
electronic approval within the |OCOdeSySterO and time-stamped and tracked electronic signature
OD the PuFCh@SH Order with the supporting invoice and additional documentation attached as
needed. Signatures are certified by Adobe Sign and @ Final Audit Report is attached to each
electronic Purchase Order packet. Upon @ppp0v8|. Purchase Orders are processed and
submitted to the City of Wylie Finance Department via email for payment.
* Invoices over$5,000 (and ALL Credit Card Purchases)
Upon receipt, invoices are reviewed for accuracy. Expenses that fall within the approved budget
with 8 value Of $5.000 or greater are approved within |DCOde by the ASSiSi8DL Di[8CtO[ and
approved digitally via Adobe Sign by the Executive Director and @ Wylie EDC Board Member. All
Credit card pUrCh@SRS are approved and Signed 9|OCtn]niC8||y by the Executive Director
regardless Of dollar amount. Credit card purchase orders iO any amount greater than $5.00Oare
approved and Signed 9|HCtnJDiC8||y by both the Executive Director and G VVv|ie EDC Board
Member. Approval takes the form of time-stamped and tracked electronic signature On the
Purchase Order with the supporting invoice and additional dOCUm9ntGdOn attached GS needed.
Signatures are Certified by Adobe Sign and 8 Final Audit Report is attached to each H|SCtFOOiC
Purchase Order packet. Upon @ppFOV8|, purchase orders are p[UCeSSHd and submitted tOthe
City 0f Wylie Finance Department via email for payment.
* Contractual Obligations
Invoices associated with a signed contract or Performance Agreement are checked for accuracy
and verified tObHiD compliance with the governing contract. Invoices with 8 value Of less than
$5.000 are approved within |nCOde and Signed electronically by the Assistant Director. Invoices
with G value Of $5.O0O Or greater are submitted to the Executive Director for approval and are
signed electronically byboth the Executive Director and 8VVv|ie EDC Board Member. Approval
takes the form Of time-stamped and tracked electronic signature On the Purchase Order with the
supporting additional documentation attached 8Sneeded. Signatures are certified by Adobe Sign
and @ Final Audit Report iS attached tO each electronic Purchase Order packet. Upon approval,
0312012024 Item 2.
invoices are processed and submitted to the City of Wylie Finance Department via email for
payment.
• Bid Analysis-Capital Equipment and Project Expenses
Budgeted expenses for major trades such as excavation/dirt work, demolition and similar trades
are periodically subject to a competitive bid process. This process is intended to evaluate pricing
and terms from competing companies to ensure the best value to the corporation. Intervals for
conducting bid analysis are determined by the Board of Directors or Executive Director and may
vary depending upon market conditions, pricing, and critical timing for the project.
Annual Questionnaire
On an annual basis, the City of Wylie auditor sends questionnaires to each member of the Wylie EDC
Board about transactions between the Wylie EDC and any related parties. These are usually received
in October of each year and are routine in nature.
Previous Year End Financial Statements
On an annual basis, the Wylie EDC completes and presents the Annual Report to the Board of
Directors and City Council. Additionally, Wylie EDC files a Comptroller's Report with the Texas
Comptroller of Public Accounts. Previous reports have been attached for your information.
Current Budget
On an annual basis, Wylie EDC completes and presents the budget to the Board of Directors and
City Council. Wylie EDC Staff and the Budget Committee prepare the budget for the next fiscal year.
The fiscal year runs from October l st through September 301" of each calendar year. Budget
discussions/work sessions are typically held April-July of each year. The current budget has been
attached for your information.
0312012024 Item 2.
Wylie Economic Development Corporation
FY 2022 Annual Report
January 24, F52]
0312012024 Item 2.
Financial Condition
The Wylie Economic Development Corporation (WEDC)places a priority on financial reporting
each year. The WEDC Bylaws require that each year no later than January 31, a review of all
expenditures, accomplishments, and expenditures other than direct economic development be
presented to Council.
At the end of each fiscal year, the WEDC undergoes an annual audit of its financial practices and
transactions by a third-party firm chosen by the Wylie City Council and facilitated by the City of
Wylie Finance Department. While the FY 2021-2022 audit has not been made public, the WEDC
has not been notified of any discrepancies or irregularities. To ensure a greater opportunity for a
`clean' audit, WEDC staff works closely with the City of Wylie Finance Department throughout
the year so that there is a complete understanding of all WEDC activities by Finance staff and the
same can be more accurately documented and communicated to the auditors.
The WEDC began the fiscal year with an anticipated fund balance of$1,050,844, and the audited
fund balance was later adjusted up to $2,951,908. In FY 2022, sales tax receipts were up 9.28%
over FY 2021 receipts with sales tax revenue totaling $4,161,282 of available WEDC revenue.
Other revenues included rental income of $139,485, $1,545 from Miscellaneous Income, a
reduction of$70,386 from the gain/loss sale of asset, and allocated interest of$33,804. Also, in
FY 2022, the WEDC had $16,216,000 in Bank Note Proceeds. Total FY 2022 available operating
funds totaled $20,481,730.
Expenditures for WEDC operations were as follows: Personnel - $388,468, Administrative costs
- $159,003, Marketing & Promotion activities - $182,181, Debt Service - $5,379,321, Land
Acquisition - $4,136,097, Infrastructure Improvements/Utility Relocation - $1,716,509, Direct
Business Incentives - $399,122, Payment to Taxing Units - $1,291, and $672,623 in Other
expenses which included: engineering, surveys, flood/drainage studies, tree removal,
environmental remediation on WEDC-owned properties, maintenance of WEDC-owned
properties, demolition of a commercial structure located at 103 S Ballard, and demolition of
residential structures at 410 E Brown, 502 E Brown, and 401 N Keefer.
Included in the above Debt Service, the Hwy 78/Brown Loan and the Whirlpool Loan (544
Gateway) were both paid off following the finalization of the Series 2021 Note. The process of
securing the funds was initiated in FY 2021, as the WEDC began to evaluate various options to
refinance current debt and borrow additional funds for the acquisition of key properties. After
reviewing proposals, the WEDC Board chose to engage the services of Government Capital
Corporation for credit review, securing the compliance package, and beginning the generation of
loan documents. WEDC Resolution 2021-02(R)was approved by the WEDC Board on September
15, 2021, and City Council ratification took place on September 28, 2021. On October 5, 2021, at
the beginning of FY 22,the Series 2021 Note was funded,with loan terms of 240 months at 3.48%
interest rate with a 5-year call restriction. With no additional principal reductions, the total
expenditures for FY 2022 were $13,034,616.
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0312012024 Item 2.
By year end 2021, the outstanding debt associated with land acquisition was $4,883,290 and the
FY 2022 Budget identified $1,009,263 in debt service. However, that number was updated with a
Budget Amendment. The amendment was needed to realize the loan proceeds from WEDC
Resolution 2021-02(R) and the Series 2021 Note that was funded on October 5, 2021. Revenues
and expenses were adjusted via the Budget Amendment to reflect the receipt of additional revenue
within Bank Note Proceeds and subsequent expenses within:Principal/Interest, Land, and Special
Services. This Budget Amendment was approved by the WEDC Board on 11-17-21 and ratified
by City Council on 12-14-21.
In June 2022, the WEDC staff began the process of evaluating options to borrow additional funds
to finance the costs of construction for improvements to City infrastructure in order to promote
economic development in the City of Wylie. WEDC Resolution 2022-01(R)was approved by the
WEDC Board and ratified by City Council on July 12, 2022. On July 20, 2022, the Series 2022
Note was funded,with loan terms of 240 months at 4.8%interest rate with a 5-year call restriction.
The updated debt service in the amount of$5,379,321 reflects the refinanced Series 2021 Note and
principal and interest from the Series 2022 Note, with the total principal reductions of$5,041,124
and interest in the amount of$338,198. It is important to note that the WEDC Board may at its
option prepay the principal amount of the Series 2021 Note in whole, or in part, on any payment
date on or after November 5, 2026. Additionally, the WEDC Board may at its option prepay the
principal amount of the Series 2022 Note in whole, or in part, on any payment date on or after
August 20, 2027. With no additional principal reductions scheduled, the remaining principal
balance at year end FY 2022 was $16,058,167.
As shown above, in FY 2022 the WEDC had$399,122 in direct incentive payments. Within that
figure, $154,549 was paid as part of ongoing sales tax reimbursement programs, $81,500 for
industrial projects, and$163,073 for office/medical/general commercial. The WEDC also forgave
a loan payment of$20,000 pertaining to the LUV-ROS land purchase. Of the incentive payments
made, $126,140 represented either a one-time commitment or the final payment on a multi-year
agreement.
The WEDC owns and manages 48.2406 acres of land with 63,861 square feet of improvements at
a cost basis of $16,620,961. In evaluating land which may be acquired, the WEDC Board of
Directors assesses the sites' potential for business park development, the need for a site to be
redeveloped based upon the current state of aging improvements, and/or a strategic intervention to
protect the property from development which may not reflect the highest and best uses for an
identified area. The remaining debt associated with real estate at year end FY 2022 was
$7,990,61.9.
The FY 2023 WEDC Budget projects $8,180,146 in total revenues. Sales tax receipts, being the
primary revenue source, are budgeted at $4,124,241, sale of WEDC property at $3,915,685, and
rental income of$134,220. Total Expenses are budgeted at $16,143,686, with Land Purchases at
$2,090,000, Infrastructure Projects at $8,375,000, Debt Service at $1,231,998, Personnel
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0312012024 Item 2.
$439,008, and Incentives $3,209,183. Within the Incentives budget, there are 14 ongoing projects
and $300,000 set aside for Future Projects. Any additional incentive or infrastructure project not
contemplated within the Budget and later approved by Council and the WEDC Board in FY 2023
will be funded from the end of year FY 2022 unallocated revenues equaling $10,747,516.A large
portion of which will be allocated to the Brown & 78 Redevelopment Project and the 544 Gateway
Redevelopment.
As an ongoing performance indicator, staff tracks all commercial values as a percentage of the
total assessed valuation(less value attributed to tax-exempt properties). In 2022, commercial and
industrial properties were valued at $979M.M, or 15.79% of the total $ 6.2B assessed valuation.
Over the past five years,commercial and industrial values have increased by$278.5 M.M(39.74%).
Over the same period, total valuation has increased by $3.213, or a 68.73% increase.
High-Impact Initiatives
Woodbridge Parkway Corridor
In 2014, the WEDC partnered with the City of Wylie, the City of Sachse, and Collin County to
extend Woodbridge Parkway from Hensley Lane and provide direct access to State Highway 78.
The WEDC borrowed$976,000 to fund Woodbridge Parkway and the final principal payment was
made in FY 2021.
The WEDC continues to fund a Sales Tax Reimbursement Agreement with Clark Street
Development (owner/developer of Woodbridge Centre). In FY 2022, $154,548 was reimbursed
to Clark Street. Including the infrastructure reimbursement of$100,000, the total incentive paid
from July 2013 to the end of FY 2022 was $1,070,622. The remaining performance obligation at
the end of FY 2022 was $29,378 and the obligation will be paid in full in mid-2023. To date, the
center is generating $25MM in taxable sales on an annual basis.
544 Gatewav Project
In 2016, the WEDC and City began the process of assembling approximately 12 acres for
redevelopment. Fronting FM 544 just west of Highway 78, the City acquired a 4.79-acre tract
through a tax foreclosure that previously had EPA Superfund status. The remaining 7.42 acres
were acquired by the WEDC from 2 property owners with frontage on FM 544 and Commerce
Street.
To date, the following tasks have been completed: receipt of a Ready for Reuse Certificate from
EPA,removal of±2 acres from the flood plain,creation of a Municipal Setting Designation,receipt
of two Certificates of Completion via the Voluntary Cleanup Program from the TCEQ, demolition
of dilapidated structures, relocation/expansion of previously existing tenant to :Regency Business
Park, and completion of significant fill and site work.
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0312012024 Item 2.
In early FY 2022, WEDC paid off the remaining balance associated with the acquisition of the
WEDC-owned properties with the loan proceeds from the Series 2021 Note and purchased the
4.79-acre tract, formerly owned by the City Wylie for $3,000,000. Since the project's inception,
the WEDC has acquired 12.2 acres of land at $5.7M.M and paid for the remediation, demolition,
dirt work, and maintenance of the property. Additionally, in June 2022,the WEDC completed the
extension of the water line from the east along FM 544. This project not only enhances service to
the 12-acre tract but also loops the water system to the east along Cooper Drive to Highway 78.
Jackson Street
The WEDC continues to market its I-acre property at the northeast corner of Jackson & Oak for
an office and/or mixed-use development. While there has been little interest in a mixed-use vision
originally proposed and contemplated, the WEDC has recently made progress on the concept.
Back in 2017, the WEDC closed on a 0.26-acre tract near the northwest corner of Jackson & Oak
after negotiating with the property owner for over 2 years. In February 2019, the WEDC sold the
lot to Rocking M, LLC to develop a 3,200 square foot office building on the lot with the project
receiving a Certificate of Occupancy in January 2020. The WEDC Board believed the office
project will promote further investment in the downtown area and greatly complement the
redevelopment of multiple residential structures into commercial uses.
To enhance future development in the downtown area, the WEDC invested in additional parking
and alleyway improvements along North Ballard and Jackson Streets. These investments totaled
$280,000 for alleyways extending along Jackson between Oak & .Marble and North Ballard
between Jefferson & Brown. The FY 2023 Budget earmarks an additional $125,000 for this use
with the WEDC currently negotiating with a local property owner to convert six separate lots to
commercial uses.
To complement the ever-growing need for parking, the WEDC has made it a priority to identify
and facilitate the construction of additional parking in the downtown area within walking distance
of the proposed mixed-use project and Ballard Street shopping district. The FY 2023 Budget
earmarks $250,000 for this use with the WEDC currently negotiating with Union Pacific for
additional parking along the railroad tracks.
State Highway 78 &Brown
In December 2018, City Council authorized the WEDC to start acquiring property in the area for
this major Redevelopment Project. In early 2021, the WEDC acquired the last remaining
commercial tract from TxDOT, a small strip of right-of-way, close to the intersection of Hwy 78
& Brown St. In the fall of 2021, the WEDC used the loan proceeds from the Series 2021 Note to
pay off the $4,067,890 remaining balance associated with the acquisition of these WEDC
properties.
S
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0312012024 Item 2.
In May 2020, the WEDC entered into a Development Agreement with the NTMWD for the
relocation of the 42" water line. The $1.7MM project is in the final phase and is anticipated to
wrap up in early-2023.
In August 2020, the WEDC entered into an agreement with McClure Partners Construction
Company for the 1.74-acre lot at the corner of Hwy 78 & Brown. The pending real estate
agreement is tied to the completion of the water line relocation but will act as a catalyst project for
the overall 11-acre redevelopment adjacent to Historic Downtown Wylie.
State Hi hhwway 78— —Wylie Logistics Park
Over the years,the WEDC has experienced great success in attracting investment and primary jobs
via the development of business parks. Between the development of Premier Business Park, 544
Industrial Park, and Premier Business Park South, the WEDC facilitated the development of
862,000 square feet of new construction, over 800 new/retained jobs, and nearly $100.MM in
taxable value - on only 70 acres.
Kansas City Southern's$64MM David L. Starling Wylie Intermodal Terminal opened in 2015 and
expanded in 2018. The KCS-owned Intermodal Terminal services 12 gulf ports and one Pacific
Ocean port, as well as more than 140 transload centers and 11 intermodal ramps. This terminal
serves as the hub of connectivity for rail as far north as Canada and as far south as Central America.
With more than 6,000 track miles, KCS is one interchange away from all major markets in North
America.
In late 2021, Canadian Pacific Railway announced the completion of its acquisition of Kansas City
Southern. The transaction was valued at approximately $31 billion. Upon obtaining control
approval from the U.S. Surface Transportation Board(STB),the two companies expect to achieve
full integration over the ensuing three years, unlocking the benefits of the combination. If
approved,the merger will create the first truly North American Railroad. The US-Mexico-Canada
rail network will connect Wylie to 128 million consumers in Mexico as well as 38 million
consumers in Canada.
FY 2022 Land Acquisitions
The WEDC acquired six properties in FY 2022 including 802 W Kirby, 401 N Keefer, 104 S
Ballard,305 S Ballard,200 W Brown,and a lot formerly owned by Union Pacific at Keefer/Brown.
Performance Agreements & Infrastructure Reimbursement
Ballers Elite - The Lab, LLC. Ballers Elite opened their 6,776 SF newly constructed facility on
Martinez Ln in December 2021.Ballers Elite invested over$700,000 on the project over a 6-month
period and the Agreement outlined a maximum qualified infrastructure reimbursement of$20,000.
The Economic Impact Analysis (EIA) projects that the facility will generate approximately
6
F57]
0312012024 Item 2.
$109,429 in overall tax revenue for the City of Wylie over a ten-year period. For every $1 that the
WEDC invests, this business is investing $5.47 into our community.
DW Wylie, LLC. DW Wylie, LLC opened its facility in the Spring of 2022 with two tenants,
Chipotle and Texas Health Breeze Urgent Care. DW remodeled an existing 5,218 SF commercial
building creating approximately 3,900 square feet of medical office space and 2,456 SF of
restaurant space. The Agreement outlined a maximum qualified infrastructure reimbursement of
$15,000, specifically for the construction of a $13,000 gas line needed for the facility. The
Economic Impact Analysis (EIA) indicates that the project will generate an estimated$853,429 in
overall tax revenue for the City of Wylie over a ten-year period. For every $1 that the WEDC
invests, this business is investing $56.89 in our community.
New Proiects for FY 2022
Fuel City. In January 2022, the WEDC entered into an Agreement with Fuel City to construct a
travel center consisting of a convenience store with fuel pumps and dining containing
approximately 9,340 square feet of space, a covered outdoor dining area covering 770 square feet
of space, and a car wash containing approximately 6,214 square feet of space. The Agreement
outlined a reimbursement incentive of $500,000 for the installation of qualified infrastructure
associated with the project. The Economic Impact Analysis (EIA) indicates that this project will
generate an estimated$1.9MM in overall tax revenue for the City of Wylie over the next 10 years.
For every $1 that the WEDC invests, this developer is investing $3.80 in our community.
American Entitlements,LLC.In September 2022,the WEDC entered into a second Performance
Agreement with American Entitlements to expand its downtown location by 1,300 SF at a
construction cost of at least$200,000 and adding up to 35 new employees over the 40 added in the
last Performance Agreement. As with the last Performance Agreement for American Entitlements,
the Agreement is tied to job creation over the base employment of forty employees and will outline
an incentive of$1,000 per new FTE position,with a maximum incentive of$36,000,payable over
a three-year period. The Economic Impact Analysis (EIA) indicates that the project will generate
approximately $272,490 in overall tax revenue for the City of Wylie over the next 10 years. For
every $1 that the WEDC invests, this business is investing $7.78 in our community.
BRE,Entrepreneurship, and Community Development
The WEDC continued to focus its efforts on enhancing business growth and providing wide-
ranging support for existing businesses in 2022. Special programs centered around nationally
recognized initiatives such as Small Business Week, Manufacturing Day, Entrepreneurs Day, and
National Apprenticeship Week. Educational and professional networking programs throughout
the year included topic specific programs such as the HR Alliance program, Legislative Dinner,
various educational programs like the monthly Lunch & Learn series, networking events, and the
continuation of a holiday gift guide to encourage and support `shop local' objectives.
F5_81
0312012024 Item 2.
As the City of Wylie grows closer to buildout, the Business Retention and Expansion program
continues to expand its offerings to enhance business success and support existing businesses in
our community. In 2022, as businesses more fully came out of COVID restrictions, employers
were faced with the added challenge of attracting employees back into the workforce.
To assist employers trying to attract high-demand trades, the Wylie EDC led a cross functional
team in developing Registered Apprenticeship Programs (RAP)through the Department of Labor
(DOL)registration process. The goal with these programs is to develop a workforce talent pipeline
of certified skilled labor to meet the growing demand. The:RAP identifies curriculum, on-the-job
training requirements, and certifications for participants as well as pairing them with employers
for apprenticeship training. Three (3) programs were certified by :DOL in November and 2
additional programs are expected to certify in the Spring of 2023. To facilitate the earliest possible
available workforce, in 2023 we will work closely with Wylie ISD and Collin College to develop
and certify Pre-Apprenticeship programs that will be available to High School students to attain
certifications and begin their on-the-job apprenticeship training prior to graduation.
In the spring of 2022,the Wylie EDC expanded its newly launched Small Business Week program
to focus citizen attention on Wylie's strong and growing small business sector. The#IshopWylie
initiative included a full week of targeted activities designed to highlight and support small and
entrepreneurial businesses in the Wylie area. The Taste of Wylie event served 1,000 citizens and
raised more than$22,000 for local food banks. Working with our community business associations
like the Wylie Downtown Merchants and Chamber of Commerce, a variety of
educational/networking events,and shopping experiences were implemented throughout the week-
long program highlighting Wylie's small and non-profit businesses.
The challenges businesses faced during the Pandemic magnified businesses' recognition of the
important role a strong online social media presence plays in business success. While businesses
may recognize the importance of their online presence,many struggle with a lack of knowledge to
properly implement and track the effectiveness of these ever-evolving technology platforms. To
address these needs,the Wylie EDC sponsored a unique pilot program called Social Media Rescue
that provided social media experts to consult with and guide three small businesses to expand and
grow their social media presence and,ultimately,their business revenues. The companies selected
for the Fall program were JurtJAZ Boutique,Panaderia La Esperanza, and Wylie Flower and Gift.
The program was so well received by the business community, the Wylie EDC has decided to
sponsor six additional businesses this next spring.
Since its launch in 2018, Manufacturing Day programs have expanded from a day long program
to a month long program and, in 2022, the program expanded into November in order to
accommodate the demand for student tours. This year, in addition to expanding the volume of
student tours,we expanded to program to incorporate opportunities for the general public. Sanden
International USA hosted citizen tours showcasing their high-tech operations within these facilities
and demonstrating the inclusion of robotics, automation, and precision assembly workforce
8
9
0312012024 Item 2.
employed in the advanced manufacturing industry. The event reached its tour capacity within days
and seemed well received by the community.
In November, a program supporting start-ups and small business was launched with the Wylie
EDC hosting its first Entrepreneurs Expo. This Expo focused on identifying and supporting
entrepreneurs in all stages of business. Whether the entrepreneur was considering starting a
business, needed to take their growing business to the next level, or just needed to connect with
resources to enhance their current business operations,the Expo provided something for everyone.
The Expo was a success attracting more than 50 area entrepreneurs and more than 90 inquiries for
more information about future events. Small businesses are the heart and soul of a thriving
business community and the Wylie EDC is dedicated to providing the support and resources they
need to succeed.
Wrapping up the year strong, the Wylie EDC continued its Shop Local initiatives with the return
of the Discover Wylie Gift Guide to support and promote local businesses. The Guide grew to
include new retailers, non-profits and service businesses in 2022. Pairing this with the highly
popular`Wylie Grinch' social media campaign,Wylie citizens engaged with the entertaining video
clips driving additional `Shop Local' awareness this holiday season.
9
Fol
0312012024 Item 2.
2023 Goals & Objectives
Downtown Revitalization and Expansion
• Brown & 78 Redevelopment- Infrastructure Installation-Mid 2023
• TxDOT - Median Improvements/Decel Lane Installation-Mid 2023
• UP - Plan/Install Additional Parking - TBD
• Birmingham & Jefferson—Road Extensions - TBD
• Assist with the Drainage and Thoroughfare Designs -Mid 2023
• Explore the Creation of a Long-term Planning Committee -Mid 2023
544 Gateway, Alanis and Regency:Business Park:Properties
• Market/Sell WEDC Properties
• Water/Sewer—Infrastructure Installation-Mid 2023
• Atmos Gas—Extension and Installation-Mid 2023
• Flood Study—Completion of RBP analysis -Mid 2023
Hwy 78 Developments (Eubanks to Wylie East)
• Partner with CP &KCS for Wylie Logistics Park
o Update Engineering, Install Infrastructure, & Promotion
• TxDOT Improvements—Median Improvements/Decel Lanes Installation—2023-2024
• Atmos Gas - Main Line Extension and Installation-Mid 2023
• Anson Pkwy & Wylie East Blvd. —Infrastructure Installation-Mid 2023
Expand/Promote BRE and Workforce Programs
• Expand relationships with Community Resource Partners
o Career Fair/Hiring Events / Seminars
o H:R Roundtable/ CEO :Roundtable/ Community:Roundtable
• Grow MFG Day/Month
o Expand Tour Options, Locations, and Hours for the General Public
o Expand the Workforce Luncheon, MFG Dinner, and Networking Event
• Expand/Promote Entrepreneurship and Small :Business Assistance Programs
o Expand Training & Enrichment Programs with the Chamber of Commerce
o Grow Small Business Week Awareness and Promote EconDev Week
o Grow the Entrepreneur Event
10
F6_11
0312012024 Item 2.
WYLIE ECONOMIC DEVELOPMENT CORPORATION
The Wylie citizens, as authorized by the Texas State Legislature, created the Wylie Economic
Development Corporation (WEDC) via the passage of a half-cent sales tax increase in 1990. Funds
received by the WEDC are used solely to enhance and promote economic development within the Wylie
community.
BUDGET BUDGET BUDGET BUDGET
STAFFING 2020-2021 2021-2022 2022-2023 2023-2024
Executive Director 1.0 1.0 1.0 1.0
Director of Business Retention 1.0 1.0 1.0 1.0
Senior Assistant 1.0 1.0 1.0 1.0
Administrative Assistant 0.0 1.0 1.0 2.0
Mkt& Comms Coordinator 0.0 0.0 0.0 .5
TOTAL 3.0 4.0 4.0 5.5
The primary objectives of the WEDC are to increase local employment opportunities while enhancing
and diversifying the City of Wylie's tax base. The WEDC currently employs four full-time professional
staff members that report directly to the Executive Director, and the Director reports to a 5-member
Board of Directors appointed by the Wylie City Council. Ex-Officio Members of the Board include the
sitting Mayor and current City Manager. Meetings typically occur on the third Wednesday of each month
at 7:30 a.m. and on an as-needed basis at WEDC offices located at 250 S. Highway 78.
The Wylie City Council provides oversight of the WEDC via approval of Bylaws, appointment of Board
Members, approval of annual budgets, review of monthly expenditures and project approval. The City
of Wylie Finance Department processes all financial functions of the WEDC and coordinates an annual
Financial Audit by an independent, third-party firm.
DC Board of Directors Current Appointment Term Expires
Demond Dawkins, President 07/2021 06/2024
Melisa Whitehead, Vice President 06/2022 06/2025
Blake Brininstool, Treasurer 07/2021 06/2024
Aaron Jameson, Board Member 03/2023 06/2026
Whitney McDougall, Board Member 06/2023 06/2026
F62]
0312012024 Item 2.
Budget Overview FY 2023-2024
Department Executive Summary
Wylie EDC
FY 2024 Budget Notes
Notable increases/decreases from FY 2023 base budget:
For FY24, the WEDC estimates $18,512,898 in available resources which includes a beginning fund
balance of$11,159,767. Staff estimates the following WEDC Revenues: $4,536,561 in Sales Tax Receipts,
$2,655,970 in proceeds from the Sale of WEDC owned properties,$48,600 in Rental Income and$112,000
in allocated interest earnings.
Expenses for FY24 are estimated at $16,427,451. Personnel Services are up from $439,008 to $629,900,
Incentives are down from $3,209,183 to $1,929,250, Debt Service stayed the same at $1,231,998, and the
WEDC's Capital Outlay (Land/Purchase) has $1,000,000 budgeted. The biggest increase again this year
can be found in Special Services. Working with the finance department last year, staff has reclassified the
WEDC Expenses in Infrastructure Projects(Streets&Alleys)to the Special Services. These expenses have
always been accounted for in Capital Outlay, however, since the WEDC does not maintain ownership of
the street, alley, water, sewer, or natural gas lines, they have been moved to Special Services. The Special
Services Account has been split into three sub-categories to more adequately track the taxable vs. non-tax
nature of these expenses for reporting purposes due to the Series 2022 Note in the amount of$8.1MM.
Notable Changes:
• Personnel: Up from$439,008 to $629,900 with requested new personnel(1 FT& 1 PT)
• Special Services:
o SpecSery Misc: up from$34,770 to $37,270
o SpecSery Real Estate: down from$276,300 to $234,500
■ Includes $173,500 in Demolition of WEDC Properties
o SpecSery Infrastructure(Streets&Alleys): up from$8,375,000 to $10,324,000
■ Includes infrastructure for the 544 Gateway Addition at$2,150,000,Cooper Plaza:
$6,650,000, and Eubanks Gas Line Extension for over$600,000
• Advertising: up from$1.29,100 to $226,125 with additional tourism and regional Mkt efforts
• Engineering: up from$87,500 to $530,1.75 due to the number of active infrastructure projects
Staff estimates a FY24 ending fund balance of$2,085,447.
This budget was approved by the WEDC Board of Directors on July 19, 2023.
Prepared by: Jason Greiner
F63]
0312012024 Item 2.
City of Wylie
Fund Summary
Wylie Economic Development Corporation
Audited Wylie Economic Development Corp Ending Balance-9/30/22 $ 10,747,516
Projected '23 Revenues 5,623,277
Available Funds 16,370,793
Projected '23 Expenditures (5,211,026)
Estimated Ending Fund Balance 09/30/23 $ 11,159,767
Estimated Beginning Fund Balance-10/01/23 $ 11,159,767
Proposed Revenues'24 7,353,131 a)
Proposed Expenditures'24 (16,427,451)
Estimated Ending Fund Balance 9/20/24 $ 2,085,447
a) Proposed Sales Taxis 10%higher than FY23 and includes$2.6MM in Gain/Loss Sale of Property.
64
0312012024 Item 2.
CITY OF WYLI
FUND DEPARTMENT DIVISION
111-WEDC SPECIAL REVENUE FUND WEDC REVENUES
SUMMARY
CATEGORIES ACTUAL BUDGET ESTIMATED PROPOSED PLANNING
FY 2022 FY 2023 FY 2023 FY 2024 FY 2025
TAXES ($4,161,282) ($4,124,241) ($4,124,241) ($4,536,561) $0
INTERGOVERNMENTAL REVENUE $0 $0 $0 $0 $0
INTEREST INCOME ($33,804) ($6,000) ($322,226) ($112,000) $0
MISCELLANEOUS INCOME ($70,644) ($4,049,905) ($1,176,810) ($2,704,570) $0
OTHER FINANCING SOURCES ($16,216,000) $0 $0 $0 $0
111-4000 TOTAL ($20,481,730) ($8,180,146) ($5,623,277) ($7,353,131) $0
55
0312012024 Item 2.
CITY OF WYLIE
FUND DEPARTMENT DIVISION
111-WEDC SPECIAL REVENUE FUND WEDC REVENUES
LINE ITEM DETAIL
LINE ITEMS ACTUAL BUDGET ESTIMATED PROPOSED PLANNING
FY 2022 FY 2023 FY 2023 FY 2024 FY 2025
40150 REV IN LEIU OF TAXES $0 $0 $0 $0 $0
40210 SALES TAX ($4,161,282) ($4,124,241) ($4,124,241) ($4,536,561) $0
TAXES TOTAL ($4,161,282) ($4,124,241) ($4,124,241) ($4,536,561) $0
43518 380 ECONOMIC AGREEMENTS $0 $0 $0 $0 $0
INTERGOVERNMENTAL REVENUE TOTAL $0 $0 $0 $0 $0
46050 CERTIFICATE OF DEPOSIT $0 $0 $0 $0 $0
46110 ALLOCATED INTEREST EARNINGS ($33,804) ($6,000) ($322,226) ($112,000) $0
46140 TEXPOOL INTEREST $0 $0 $0 $0 $0
46143 LOGIC INTEREST $0 $0 $0 $0 $0
46150 INTEREST EARNINGS $0 $0 $0 $0 $0
46160 LOAN REPAYMENT(PRINCIPAL) $0 $0 $0 $0 $0
46210 BANK MONEY MARKET INTEREST $0 $0 $0 $0 $0
INTEREST INCOME TOTAL ($33,804) ($6,000) ($322,226) ($112,000) $0
48110 RENTAL INCOME ($139,485) ($134,220) ($111,810) ($48,600) $0
48310 RECOVERY-PRIOR YEAR EXPEND $0 $0 $0 $0 $0
48410 MISCELLANEOUS INCOME ($1,545) $0 $0 $0 $0
48430 GAIN/(LOSS)SALE OF CAP ASSETS $70,386 ($3,915,685) ($1,065,000) ($2,655,970) $0
MISCELLANEOUS INCOME TOTAL ($70,644) ($4,049,905) ($1,176,810) ($2,704,570) $0
49160 TRANSFER FROM GENERAL FUND $0 $0 $0 $0 $0
49325 BANK NOTE PROCEEDS ($16,216,000) $0 $0 $0 $0
49550 LEASE PRINCIPAL PAYMENTS(OFS) $0 $0 $0 $0 $0
49600INSURANCE RECOVERIES $0 $0 $0 $0 $0
OTHER FINANCING SOURCES TOTAL ($16,216,000) $0 $0 $0 $0
111-4000 TOTAL ($20,481,730) ($8,180,146) ($5,623,277) ($7,353,131) $0
66
0312012024 Item 2.
111-4000 WEDC REVENUES
FY 2024 PROPOSED BY CATEGORY
---TAXES 61.70%
OTHER FINANCING SOURCES...
INTERGOVERNMENTAL...
MISCELLANEOUS INCOME 36.78% INTEREST INCOME 1.52%
67
0312012024 Item 2.
CITY OF WYLI
FUND DEPARTMENT DIVISION
111-WEDC SPECIAL REVENUE FUND WEDC
SUMMARY
CATEGORIES ACTUAL BUDGET ESTIMATED PROPOSED PLANNING
FY 2022 FY 2023 FY 2023 FY 2024 FY 2025
PERSONNEL SERVICES $388,468 $439,008 $439,007 $629,900 $0
SUPPLIES $8,651 $8,300 $8,300 $8,300 $0
MATERIALS FOR MAINTENANCE $14,308 $10,150 $10,150 $10,150 $0
CONTRACTURAL SERVICES $3,112,079 $12,364,230 $3,176,570 $13,547,103 $0
DEBT SERVICE AND CAP.REPL $5,379,321 $1,231,998 $1,231,998 $1,231,998 $0
CAPITAL OUTLAY ($621) $2,090,000 $345,000 $1,000,000 $0
OTHER FINANCING(USES) $0 $0 $0 $0 $0
111-5611 TOTAL $8,902,206 $16,143,686 $5,211,025 $16,427,451 $0
58
0312012024 Item 2.
CITY OF WYLIE
FUND DEPARTMENT DIVISION
111-WEDC SPECIAL REVENUE FUND WEDC
LINE ITEM DETAIL
LINE ITEMS ACTUAL BUDGET ESTIMATED PROPOSED PLANNING
FY 2022 FY 2023 FY 2023 FY 2024 FY 2025
51110 SALARIES $283,447 $310,346 $310,346 $440,500 $0
51130 OVERTIME $223 $0 $0 $0 $0
51140 LONGEVITY PAY $724 $914 $914 $1,200 $0
51145 SICK LEAVE BUYBACK $0 $0 $0 $0 $0
51160 CERTIFICATION INCENTIVE $0 $0 $0 $0 $0
51170 PARAMEDIC INCENTIVE $0 $0 $0 $0 $0
51210 CAR ALLOWANCE $0 $0 $0 $0 $0
51220 PHONE ALLOWANCE $0 $0 $0 $0 $0
51230 CLOTHING ALLOWANCE $0 $0 $0 $0 $0
51260 MOVING ALLOWANCE $0 $0 $0 $0 $0
51310 TMRS $43,652 $48,245 $48,245 $68,500 $0
51410 HOSPITAL AND LIFE INSURANCE $39,395 $51,987 $51,987 $81,000 $0
51415 EXECUTIVE HEALTH PLAN $0 $0 $0 $0 $0
51420 LONG-TERM DISABILITY $577 $1,769 $1,769 $1,600 $0
51440 FICA $16,226 $19,298 $19,298 $27,000 $0
51450 MEDICARE $3,795 $4,513 $4,513 $6,400 $0
51470 WORKERS COMP PREMIUM $391 $855 $855 $2,100 $0
51480 UNEMPLOYMENT COMP(TWC) $40 $1,080 $1,080 $1,600 $0
PERSONNEL SERVICES TOTAL $388,468 $439,008 $439,007 $629,900 $0
52010 OFFICE SUPPLIES $4,819 $5,000 $5,000 $5,000 $0
52040 POSTAGE AND FREIGHT $83 $300 $300 $300 $0
52130 TOOLS/EQUIP(NON-CAPITAL) $0 $0 $0 $0 $0
52810 FOOD SUPPLIES $3,749 $3,000 $3,000 $3,000 $0
52990 OTHER $0 $0 $0 $0 $0
SUPPLIES TOTAL $8,651 $8,300 $8,300 $8,300 $0
54610 FURNITURE AND FIXTURES $8,959 $2,500 $2,500 $2,500 $0
54630 TOOLS AND EQUIPMENT $0 $0 $0 $0 $0
54810 COMPUTER HARD/SOFTWARE $5,349 $7,650 $7,650 $7,650 $0
54910 BUILDINGS $0 $0 $0 $0 $0
54990 OTHER $0 $0 $0 $0 $0
MATERIALS FOR MAINTENANCE TOTAL $14,308 $10,150 $10,150 $10,150 $0
56030INCENTIVES $399,122 $3,209,183 $1,183,933 $1,929,250 $0
69
0312012024 Item 2.
CITY OF WYLIE
FUND DEPARTMENT DIVISION
111-WEDC SPECIAL REVENUE FUND WEDC
LINE ITEM DETAIL
LINE ITEMS ACTUAL BUDGET ESTIMATED PROPOSED PLANNING
FY 2022 FY 2023 FY 2023 FY 2024 FY 2025
56040 SPECIAL SERVICES $2,264,621 $34,770 $34,770 $37,270 $0
56041 SPECIAL SERVICES-REAL ESTATE $4,309 $276,300 $345,800 $234,500 $0
56042 SPECIAL SERVICES-INFRASTRUCTURE $0 $0 $0 $0 $0
56042 SPECIAL SERVICES-INFRASTRUCTURE $0 $8,375,000 $717,890 $10,324,000 $0
56080 ADVERTISING $81,392 $129,100 $104,100 $226,125 $0
56090 COMMUNITY DEVELOPMENT $49,300 $54,950 $54,950 $64,950 $0
56110 COMMUNICATIONS $5,645 $7,900 $7,900 $7,900 $0
56180 RENTAL $27,000 $27,000 $27,000 $27,000 $0
56210 TRAVEL AND TRAINING $57,737 $73,000 $75,000 $73,000 $0
56250 DUES AND SUBSCRIPTIONS $56,601 $57,824 $57,824 $60,733 $0
56310INSURANCE $5,458 $6,303 $6,303 $6,800 $0
56510 AUDIT AND LEGAL SERVICES $20,566 $23,000 $23,000 $23,000 $0
56570 ENGINEERING/ARCHITECTURAL $138,303 $87,500 $535,700 $530,175 $0
56610 UTILITIES-ELECTRIC $2,027 $2,400 $2,400 $2,400 $0
CONTRACTURAL SERVICES TOTAL $3,112,079 $12,364,230 $3,176,570 $13,547,103 $0
57110 DEBT SERVICE $0 $0 $0 $0 $0
57410 PRINCIPAL PAYMENT $5,041,124 $575,974 $575,974 $600,096 $0
57415 INTEREST EXPENSE $338,198 $656,024 $656,024 $631,902 $0
57710 BAD DEBT EXPENSE $0 $0 $0 $0 $0
DEBT SERVICE AND CAP.REPL TOTAL $5,379,321 $1,231,998 $1,231,998 $1,231,998 $0
58110 LAND-PURCHASE PRICE $4,136,097 $2,090,000 $345,000 $1,000,000 $0
58120 DEVELOPMENT FEES $0 $0 $0 $0 $0
58150 LAND-BETTERMENTS $0 $0 $0 $0 $0
58210 STREETS AND ALLEYS $0 $0 $0 $0 $0
58410 SANITARY SEWER $0 $0 $0 $0 $0
58810 COMPUTER HARD/SOFTWARE $0 $0 $0 $0 $0
58830 FURNITURE AND FIXTURES $0 $0 $0 $0 $0
58910 BUILDINGS $0 $0 $0 $0 $0
58995 CONTRA CAPITAL OUTLAY ($4,136,719) $0 $0 $0 $0
CAPITAL OUTLAY TOTAL ($621) $2,090,000 $345,000 $1,000,000 $0
59111 TRANSFER TO GENERAL FUND $0 $0 $0 $0 $0
59190 TRANSFER TO THORUGHFARE IMPACT $0 $0 $0 $0 $0
70
0312012024 Item 2.
CITY OF WYLIE
FUND DEPARTMENT DIVISION
111-WEDC SPECIAL REVENUE FUND WEDC
LINE ITEM DETAIL
LINE ITEMS ACTUAL BUDGET ESTIMATED PROPOSED PLANNING
FY 2022 FY 2023 FY 2023 FY 2024 FY 2025
59430 TRANSFER TO CAPITAL PROJ FUND $0 $0 $0 $0 $0
59990 PROJECT ACCOUNTING $0 $0 $0 $0 $0
OTHER FINANCING(USES)TOTAL $0 $0 $0 $0 $0
111-5611 TOTAL $3,902,206 $16,143,686 $5,211,025 $16,427,451 $0
71
0312012024 Item 2.
111-5611 WEDC
FY 2024 PROPOSED BY CATEGORY
-DEBT SERVICE AND CAP. REPL...
CONTRACTURAL SERVICES... CAPITAL OUTLAY 6.09%
PERSONNEL SERVICES 3.83%
MATERIALS FOR...
SUPPLIES 0.05%
OTHER FINANCING(USES)0.00%
72
FY2023-2024 WEDC Debt Service Detail 0312012024 Item 2.
Jarrard Loan#6088461 $112,611.20
Payment No Due Date Interest Principal Total Payment Principal Balance (Payout Complete Dec FY 26-27;120 Payments Total)
82 10/22/2023 $422.29 $2,686.86 $3,109.15 $109,924.34
83 11/22/2023 $412.22 $2,696.93 $3,109.15 $107,227.41
84 12/22/2023 $402.10 $2,707.05 $3,109.15 $104,520.36
85 1/22/2024 $391.95 $2,717.20 $3,109.15 $101,803.16
86 2/22/2024 $381.76 $2,727.39 $3,109.15 $99,075.77
87 3/22/2024 $371.53 $2,737.62 $3,109.15 $96,338.15
88 4/22/2024 $361.27 $2,747.88 $3,109.15 $93,590.27
89 5/22/2024 $350.96 $2,758.19 $3,109.15 $90,832.08
90 6/22/2024 $340.62 $2,768.53 $3,109.15 $88,063.55
91 7/22/2024 $330.24 $2,778.91 $3,109.15 $85,284.64
92 8/22/2024 $319.82 $2,789.33 $3,109.15 $82,495.31
93 9/22/2024 $309.36 $2,799.79 $3,109.15 $79,695.52
$4,394.12 $32,915.68 $37,309.80
Government Capital Loan(Series 2021:No.9624 Effective 10/5/21) $7,551,644.87
Payment No Due Date Interest Principal Total Payment Principal Balance (Loan is Eligible for Principal Reduction 11/2026)
24 10/5/2023 $21,899.77 $25,040.08 $46,939.85 $7,526,604.79
25 11/5/2023 $21,827.15 $25,112.70 $46,939.85 $7,501,492.09
26 12/5/2023 $21,754.33 $25,185.52 $46,939.85 $7,476,306.57
27 1/5/2024 $21,681.29 $25,258.56 $46,939.85 $7,451,048.01
28 2/5/2024 $21,608.04 $25,331.81 $46,939.85 $7,425,716.20
29 3/5/2024 $21,534.58 $25,405.27 $46,939.85 $7,400,310.93
30 4/5/2024 $21,460.90 $25,478.95 $46,939.85 $7,374,831.98
31 5/5/2024 $21,387.01 $25,552.84 $46,939.85 $7,349,279.14
32 6/5/2024 $21,312.91 $25,626.94 $46,939.85 $7,323,652.20
33 7/5/2024 $21,238.59 $25,70L26 $46,939.85 $7,297,950.94
34 8/5/2024 $21,164.06 $25,775.79 $46,939.85 $7,272,175.15
35 9/5/2024 $21,089.31 $25,850.54 $46,939.85 $7,246,324.61
$257,957.94 $305,320.26 $563,278.20
Government Capital Loan(Series 2022:Effective 7/20/22) $7,817,937.04 (Loan is Eligible for Principal Reduction in 8/2027)
Payment No Due Date Interest Principal Total Payment Principal Balance
15 10/20/2023 $31,271.75 $21,345.72 $52,617.47 $7,796,591.32
16 11/20/2023 $31,186.37 $21,431.10 $52,617.47 $7,775,160.22
17 12/20/2023 $31,100.64 $21,516.83 $52,617.47 $7,753,643.39
18 1/20/2024 $31,014.57 $21,602.90 $52,617.47 $7,732,040.49
19 2/20/2024 $30,928.16 $21,689.31 $52,617.47 $7,710,351.18
20 3/20/2024 $30,841.40 $21,776.07 $52,617.47 $7,688,57511
21 4/20/2024 $30,754.30 $21,863.17 $52,617.47 $7,666,711.94
22 5/20/2024 $30,666.85 $21,950.62 $52,617.47 $7,644,761.32
23 6/20/2024 $30,579.05 $22,038.42 $52,617.47 $7,622,722.90
24 7/20/2024 $30,490.89 $22,126.58 $52,617.47 $7,600,596.32
25 8/20/2024 $30,402.39 $22,215.08 $52,617.47 $7,578,38L24
26 9/20/2024 $30,31352 $22,303.95 $52,617.47 $7,556,077.29
$369,549.89 $261,859.75 $631,409.64
Interest Total FY 23-24 $ 631,901.95
Principal Total FY 23-24 $ 600,095.69
Debt Service Total FY 23-24 $ 1,231,997.64
Total Principal Balance at EOY 23-24 $14,882,097.42
73
0312012024 Item 2.
ftlie EDC Sta
The Wylie EDC is currently staffed by a full-time Executive Director, Assistant Director, BRE Director,
Administrative Assistant and part-time Marketing & Communications Coordinator. The Executive
Director reports directly to the Wylie EDC Board of Directors.
Staff Contact List
Executive Director
Jason Greiner
Office: 972-442-7901
Mobile: 469-748-6199
Email:LasonjgLwylieedc.com
Assistant Director
Rachael Hermes
Office: 972-442-7901
Mobile: 972-900-8765
Email: rachaelCcDwvlieedc.com
Business Retention&Expansion Director
Angel Wygant
Office: 972-442-7901
Email: angel9wy lieedc.com
j -- -
Administrative Assistant
Marissa Butts
Office: 972-442-7901
Email: marissaircbwylieedc.com
Marketing& Communications Coordinator(Part-time Position)
Will Kelly
Office: 972-442-7901
Email: willOwvlieedc.com
F74]
Board Education and Resources
International Economic Development Council (IEDC) Resources:
* Introduction to Economic Development
* What Economic Development Does for a Community
* Why a Business Retention and Expansion Program Matters
• Why Workforce Development Matters to Economic Development
* Marketing and Business Attraction: Why it Matters to the Local Econom
* Why it Matters: Entrepreneurship and Small Business Development
* Economic Development Programs Help ..
* The Role of Elected Officials in Economic Development
Additional Resources Available:
• TML Economic Development Handbook
* COrnrnUniCGti0n: Be an Active Listener, Resolving Conflict: Ways to Build Your
Effectiveness,
Respecting Individual Opinions
Relevant Terms
VVO[dS. ph[8SHS. or Le[DlS CODlDlOD|y used in |OC@| government that may not be f8Dli|iG[ to DHvv|y
appointed rnUniCipG| 0ffiCiG|S.
A
ad hwc—k]r @ particular pUrpOS8. for G limited time
ad valorem tax—8 tax levied OO the 8SSHSSed value of real property
affidavit—8 written statement made under oath
agenda—8O outlined plan OfGO entire business meeting
amendment — G change Or addition that changes the meaning or scope of an original fOrrnG|
dOCunO9Ot. usually |8vvS or n8gu|GtiOOS, but CGD iDC|UdH p|3DS. SpeCifiC@ti0nS. CODt[GCtS, etc.
mnnmamtiwm—thR process by which 8 municipality, upon meeting certain r8qUirennentS, expands its
iDCO[pO[8ted limits
appropriation—@ sum of money authorized by @ legislative body to be Spent for @ specific purpose
assessed valuation — 8 valuation set upon [88| estate or other property by the County /\ppF@iSG|
District to be used as @ basis for levying taxes
B
balanced bmdgmt—@ budget in which estimated revenues 8qU@| estimated expenditures
bond—8D interest-be@[iDg certificate issued by government or buSiD8SS. nBd8eDlGb|H OO G specific
date; used GS a [0eGSu[8 of raising funds for capital improvements.
0312012024 Item 2.
budget (capital) — a spending plan for improvements and acquisitions of significant value and a
useful life of more than one year such as buildings, roads, equipment, etc.
budget(operating) - a comprehensive financial plan to sustain municipal operations during a given
year, with related explanation
C
capital improvement — a government acquisition of real property, major construction project, or
acquisition of long-lasting, expensive equipment
Capital Improvement Plan (CIP) — a comprehensive plan of capital investment projects which
identifies priorities as to need, method of financing, and project costs and revenues that will result
during a five-year period. The program is a guide for identifying current and fiscal year requirements
and becomes the basis for determining the annual capital budget.
chair—the presiding officer
charter — a written instrument that creates and defines powers, rights and privileges for a specific
jurisdiction or organization; a city's constitution.
code—a systematic statement of a body of law given by statutory authority
comprehensive plan—the basic foundation for local planning; it lays out a community's vision and
priorities, and describes where, how, and in some cases when development will occur.
condemnation—the process of taking private property for public use through the power of eminent
domain
conflict of interest — a term used in connection with a public official's relationship to matters of
private interest or personal gain and on which the official must abstain from voting
consensus—quality or condition of being in mutual agreement
consent agenda — a policy of the governing body to approve, in one motion, routine and/or non-
controversial items, as determined prior to the meeting; a Councilmember may request that any item
be removed for a separate discussion.
consumer price index(CPI)—measure of the average change over time in the prices paid by urban
consumers for fixed-market consumer goods and services. The CPI provides a way for consumers
to compare and contrast the cost of market goods and services on different days, months, years,
etc.
contiguous—sharing a common boundary
contingency—an appropriation of funds to handle unexpected events and emergencies that occur
during the course of the fiscal year
F76]
0312012024 Item 2.
debt service-payments to creditors, primarily the holders of municipal bonds; debt service includes
principal, interest, and minor incidentals such as paying agents'fees.
development plan-specific guidelines,requirements or policies for planned growth
E
easement-an interest in land owned by another that entitles its holder to a specific limited use
eminent domain -the legal power of a government to expropriate private property for the sake of
public necessity
enterprise fund-used to account for operations that provide goods or services to the general public
on a user-charge basis
extra-territorial Jurisdiction (ETJ) - unincorporated area extending generally five miles from the
city limit in which the City has the authority to regulate subdivision and platting of property
F
foreclosure- procedure by which property is sold to satisfy a lien
franchise fee - a percent of profit to the grantor of the franchise
fund balance-the excess of a fund's assets over its liabilities and reserves
G
general fund - the general operating fund of the municipality used to account for all financial
resources except those required to be accounted for in a special fund
general obligation bond - a financial instrument giving borrowing power to a municipality, based
upon the pledging of taxing power to retire the debt and pay interest
I
impact fees-set-aside fees collected from citizens and developers for infrastructure adjustments to
the community; monies to be used as the development further impacts the municipality.
infrastructure-facilities necessary to provide city services, usually referring to physical assets such
as road, pipes, city buildings, etc. but sometimes including personnel, management structure, etc.
L
land use-designations of how land is being used or is planned to be used in the future (e.g. single
family, commercial, industrial, etc.)
lien-a claim or charge on property for payment of debt, obligation or duty
line item - a specific item or group of similar items defined by detail in a unique account in the
financial records; revenue, expenditure and justifications are reviewed, anticipated and appropriated
at this level.
F77]
0312012024 Item 2.
lot—a portion or parcel of land considered as a legal unit
M
master plan —a comprehensive long-range plan intended to guide the growth and development of
a community or region and one that includes analysis, recommendations and proposals for the
community's population, economy, housing, transportation, community facilities and land use
minutes—a written summary of actions taken at a meeting and the vote on each item
mixed use development—combination of different but compatible land uses within a single building,
site, or district
municipality—a political unit having corporate status and, usually, powers of self-government
O
ordinance—an enforceable municipal law, statute or regulation that applies to all citizens within that
municipality; penalty provisions may apply.
P
performance bond—bond from a contractor that guarantees the work/services will be performed in
accordance with the contract
plat—a map representing a tract of land, showing the boundaries and location of individual properties
and streets
public hearing—provides citizens the opportunity to express their position on a specific issue, both
pro and con, as mandated either by statute or by order of proper authority after due notice
public meeting — any meeting of a governmental body at which public business is discussed or
decided or policy formulated
public record — any record retained by a government body as further defined by statute and open
to inspection
Q
quasi-judicial—referring to the actions of a governmental entity in which there are hearings, orders,
judgments or other activities similar to those conducted by courts
quorum—the prescribed number of members of any governing body that must be present to legally
transact business; the quorum is a majority of all members unless the bylaws state otherwise.
R
resolution—a decision, opinion, policy or directive of a municipality expressed in a formally drafted
document and voted upon.
F78]
0312012024 Item 2.
revenue bonds — bonds sold for which the principal and interest are payable exclusively from the
earnings of a specific revenue source and which do not pledge the property credit or general tax
revenue of a city
revenues—monies received or anticipated by a local government from either tax or non-tax sources
rezone—to change the zoning classification of particular lots or parcels of land
right-of-way — a strip of land owned by a government agency over which the public has right of
passage such as streets, parkways, medians, sidewalks, easements and driveways constructed
thereon
S
site plan—a plan, to scale, showing uses and structures proposed for a parcel of land
statute—a law enacted by the legislative branch of the state or federal government
subdivision — the division of a single tract or other parcel of land into two or more lots (Specific
definitions will vary in specific ordinances or regulations)
sustainable development—development that meets the needs of the present without compromising
the ability of future generations to meet their own needs
T
table—to suspend consideration of a pending legislative bill or measure
tax increment financing (TIF) —funding from net increases in real property tax revenues within a
community redevelopment area established pursuant to state statute
tax increment reinvestment zone (TIRZ) — a city-designated specific geographic area in which a
city chooses to utilize Tax Increment Financing to help finance the cost of public improvements
needed for development or redevelopment of the area
tract—a parcel of land, generally held for subdividing
V
variance — an exception to certain development standards such as setbacks, building height, lot
dimensions and other zoning code requirements
Z
zone—a specifically delineated area or district in a municipality within which there are regulations for
the use, placement spacing, and size of land and buildings
zoning— division of land into districts based on the allowable use of the land. These districts have
uniform zoning regulations including those on land use, height, setbacks, lot size, density, and
F79]
Helpful Acronyms
Examples of economic development organizations, resources, and relevant terms for your reference:
ADA Americans with Disabilities Act
/&G Attorney General
B&C Boards and Commissions
BRE/BR&E Business Retention & Expansion
CKP Capital Improvement Plan
cc Commercial Corridor Zoning
CO/lrC40 Certificate Of Occupancy/Temporary Certificate OfOccupancy
CPKC Canadian Pacific Kansas City (formerly Kansas City SOuth8[O/KCS)
CTE Career fk Technical Education
DXXC Dallas Regional Chamber
D1[H O0vvnt0vvn Historic Zoning/Overlay
E|0C Economic Development Corporation
EDO Economic Development Organization
EK/k Economic Impact Analysis
E0}C Emergency Operations Center
EPA Environmental Protection Agency
E7[J EX1[8-Le[[itO[i@| Jurisdiction
FEM/& Federal Emergency Management Agency
FY Fiscal Year /DCt. 1 to Sept. 30\
GASB Governmental Accounting Standards Board
GFOA Government Finance Officers Association
GXS Geographic Information System
GO General Obligation
HKPAA Health Insurance Portability &Accountability Act
0[0iC Historic Review CODlDliSSiOO
0[0D Dept. 0f Housing & Urban Development /federG|\
XCM/& International City/County Management Association
1C8C Innovating Commerce Serving Communities (formerly Internat'l Council of Shopping Centers)
XE|0C International Economic Development Council
ILA Inter-local Agreement
0NFG Manufacturing
l0A8CS North AOle[iC8D Industry Classification System
NCTCOG North Central Texas Council OfGovernments
lN1[MWD North Texas Municipal Water District
OPCC Opinion of Probable Construction Cost
PKD Public |Dlp[OveDleDL District
P&Z Planning and Zoning Commission
RFP Request for Proposal
RFQ Request for C)U0te/QU8|ifiC8tiOnS
KK{0W Right-of-Way
KKPC Regional P|8DOiDg COOOn0iSSiOD
0312012024 Item 2.
RTC Regional Transportation Commission
SBO South Ballard Overlay
SBW Small Business Week
SIC Standard Industry Classification
SEDC Southern Economic Development Council
TCEQ Texas Commission on Environmental Quality
TDA Texas Downtown Association
TEDC Texas Economic Development Council
TIF/TIRZ Tax Increment Financing/Tax Increment Reinvestment Zone
TML Texas Municipal League
UP Union Pacific
WDMA Wylie Downtown Merchants Association
WF Workforce
ZBOA Zoning Board of F8-11
I'
03/20/2024 Item 2.
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0312012024 It,,2ECONOMIC DEVELOPMENT
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0312012024 It,,2ECONOMIC DEVELOPMENT
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Understand the strengths, weaknesses and comparative Enthusiastically support community initiatives and
advantages of the local community, providing quantitative incentivize investment'by public and private actors
and qualitative information to key players.
Gap Filler
Advocate Assist when markets and institutions cannot
Protect the interests of households and businesses, meet the needs of the community or
advocating for the good of the entire community businesses
Visionary Educator
Able to look past short-term goals to champion a Inform a wider community about the costs and
vision for the greater economic horizon benefits of development initiatives
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plan that has a widely accepted cooperation and collaboration among
vision in addition to measureable different actors in the community
indicators of success and failure
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A strong understanding of the local development over a long period of
economy, its strengths, weaknesses, time
opportunities and threats
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Programs that are built on local service
comparative advantages
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— State and local governments — Incubators, accelerators and — Public-private partnerships
research parks
— Chambers of commerce — Community development
— Technology transfer organizations corporations/certified
development corporations
— Port authorities
— State enterprise zones
— Local redevelopment
— Development authorities corporations
— Business improvement districts
— Empowerment zones and — Industrial development
enterprise communities — Community development banks corporations
0312012024 It,,2ECONOMIC DEVELOPMENT
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0312012024 It,,2ECONOMIC DEVELOPMENT
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. Development
• Non-profit, non-partisan membership organization serving economic developers
• Economic developers promote economic well-being and quality of life for their
communities
• IEDC members engaged in wide variety of settings — governments, public-private
partnerships, chambers of commerce, universities
• Members serve to:
— Create high-quality jobs
— Develop vibrant communities
— Improve quality of life in the region
• Certification program — Certified Economic Developer (CEcD), Accredited Economic
Development Organization (AEDO)
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personr an organization
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economic development organizations
Bring new businesses in and promote the community a Work with partners to prepare residents for available careers,
as a location for economic activity connect businesses to skilled workers,and build the pipeline
Help existing local businesses solve problems that would of future workers in the community
cause them to fail,close,or move away Help entrepreneurs and new firms start up and access the
* Help local businesses grow and expand resources they need to succeed
Improve a community's quality of life
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exist in your community?
The main goals of business retention are to provide assistance
with issues that could force a company to fail or close, and to ;
prevent companies from relocating to a new community.
The main goal of business expansion is to help businesses grow!
A successful BRIE program also provides data and intelligence to
strategically attract new companies to a community and foster : `
the creation of new businesses.
• Finding land or buildings for future operations • Help with permitting,licensing,or infrastructure needs
• Securing financing for new equipment or operations • Technical assistance for exporting,market development,post-disaster
• Finding or training new workers continuity,and other growth opportunities and challenges
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In today's economy, both businesses and workers are highly `
mobile.
Companies choose to locate in places that have the skilled
workers they need. Communities must work at attracting,
retaining and growing a skilled workforce. `
In fact, a skilled workforce is the number one reason a
business ill choose to locate in a community. Ina world
ere every person and every place are in competition,
workforce development strategies are a win-win for both firms
and regions.
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• Knowing the community's assets and strengths(infrastructure, • Communicating an effective message that reaches the target audience
living costs,tax rates,etc.) (site selection professionals and companies looking to move or expand)
• Knowing what industries are the best prospects for the • Undertaking strategic improvements that will make the community a more
community appealing location for investment
• Crafting a community's marketing message and providing
accurate information to potential investors
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and job generators rr
Nearly all net new jobs are generated by firms that are one to five
years old!
Not only do new businesses create jobs and opportunities - they
bring in new tax revenues, lowering the burden on residents.
And, growing businesses are more likely to stay where they launch
- in the community that nurtured their growth and where they are
well connected. Small businesses also:
• Participate in civic groups and community initiatives ` '
• Help diversify the local economy
• Enliven revitalize neighborhoods and downtowns
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03/20/2024 Item 2.
NATIONAL
LEAGUE CENTER
FOR RESEARCH
of CITIES & INNOVATION
10 Things You Should Know
INTERNATIONAL
ECONOMIC DLVELOPMENI
COUNCIL,
1�2__
03/20/2024 Item 2.
NATIONAL
LEAGUE CENTER
FOR RESEARCH
of CITIES & INNOVATION
10 Things You Should Know
Christiana McFarland
Director
Finance and Economic Development Program
National League of Cities
Katie Seeger
Senior Associate
Finance and Economic Development Program
National League of Cities
IN,
INTERNATIONAL
ECONOMIC DLVELOPMLNI w
COUNCIL
0312012024 Item 2.
National League of Cities I Center for Research and Innovation
The Role of Local Elected Of icials in EconoYnie Development: 10 7hings you Should Know was the result
of a partnership between the National League of Cities Center for Research and Innovation and the
International Economic Development Council (IEDC). IEDC staff were instrumental in facilitating a
series of input sessions with economic development officials during their conferences in October 2009
and February 2010. IEDC staff also reviewed the guide and provided constructive feedback. NLC also
recognizes the direct input and guidance provided by members of IEDC, members of NLC's CityFu-
tures Panel on Community and Regional Development, and other local officials.
About the National League of Cities
The National League of Cities is the nation's oldest and largest organization devoted to strengthening
and promoting cities as centers of opportunity, leadership and governance. NLC is a resource and advo-
cate for more than 1,600 member cities and the 49 state municipal leagues, representing 19,000 cities
and towns and more than 218 million Americans.
Through its Center for Research and Innovation, NLC provides research and analysis on key topics
and trends important to cities, creative solutions to improve quality of life in communities, inspiration
and ideas for local officials to use in tackling tough issues, and opportunities for city leaders to connect
with peers, share experiences, and learn about innovative approaches in cities.
About the International Economic Development Council
The International Economic Development Council (IEDC) is the premier membership organization
dedicated to helping economic development professionals create high-quality jobs, develop vibrant
communities and improve the quality of life in their regions. Serving more than 4,600 members,
IEDC represents the largest network of economic development professionals in the world. IEDC pro-
vides a diverse range of services, including conferences, certification, professional development, publi-
cations, research, advisory services and legislative tracking.
About the Authors
Christiana McFarland is the director of the Finance and Economic Development Program in the Cen-
ter for Research and Innovation at the National League of Cities. Katie Seeger is senior associate in
the Finance and Economic Development Program. Caitlin Geary, finance and economic development
fellow, also contributed to the guide.
William Woodwell, editorial consultant, and Lara Malakoff, NLC senior program associate for out-
reach, provided editorial assistance, and Alexander Clarke, NLC manager of creative design and pro-
duction, designed and managed the production of the report.
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Table of Contents
Introduction 3
1 . Your local economic strengths and weaknesses 5
City Example: San Buenaventura, Calif. (Ventura)
2. Your community's place in the broader regional economy 7
3. Your community's economic development vision and goals 9
City Example: Mission, Kan.
4. Your community's strategy to attain its goals I I
City Example: Littleton, Colo.
5. Connections between economic development and other city policies 13
City Example: Economic Prosperity Element, San Diego, Calf,
6. Your regulatory environment 15
7. Your local economic development stakeholders and partners 17
City Example: Garland, Texas
8. The needs of your local business community 19
City Example: New York, New York
9. Your community's economic development message 21
10. Your economic development staff 23
Conclusion 25
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Introduction
Economic development is the process of building strong, adaptive economies. Strategies driven by local
assets and realities, a diverse industry base and a commitment to equality of opportunity and sustain-
able practices have emerged as those that will ensure a strong foundation for long-term stability and
growth. Even within the parameters of these principles, what constitutes success in economic develop-
ment and the specific strategies to accomplish it will look different from place to place. Despite these
differences, leadership is consistently identified as a critical factor in effective economic development.
Dedicated leadership is needed to raise awareness, help develop and communicate a common vision,
and motivate stakeholders into action. Although leadership can come from many places within the
community, local elected officials are particularly well-positioned to take on this role. The political
influence of elected leadership is critical to helping communities stay the course toward a vibrant
economic future. From the bully pulpit to the design and coordination of public policies, mayors and
councilmembers have opportunities every day to effect change and promote a strategic vision of eco-
nomic growth for their community.
The goal of this guide is not to provide a one-size-fits-all solution to economic development or even
to offer an Economic Development 101. Nor does this guide contend that elected officials should be
economic development experts. The goal is instead to identify fundamental ways elected officials can
become informed and strategic decision-makers who can connect the policy "dots," be effective com-
municators and take a leadership role in economic development. The guide is based on the premise that
elected officials can and should actively participate in and lead long-term development strategies that
make sense for their community.
The format of the guide is a"top 10 list" of things elected officials should know about economic devel-
opment in order to be effective leaders. These include:
1.Your local economic strengths and weaknesses.A stronger understanding of your
community's economic profile will help you create a realistic vision and strategies
for economic development.
2.Your community's place in the broader regional economy. With a firmer grasp
of how your community fits into the broader region,you're better prepared to work
with other jurisdictions to share responsibility for regional economic success.
3.Your community's economic development vision and goals. Local elected offi-
cials can play a key role in building consensus for a vision and goals that provide
clear direction for local economic development.
4.Your community's strategy to attain its goals.A strategic approach means linking
economic development goals to specific activities, allocating a budget and staff to
these activities and evaluating performance based on measurable outcomes.
5. Connections between economic development and other city policies. When
crafting economic development policies, it is essential to consider how other city
policies (e.g., transportation or housing) affect your economic development goals.
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G.Your regulatory environment. Your community's regulatory process should allow
for timely, reliable and transparent resolution of issues facing businesses, while still
remaining true to your long-term economic development vision.
7.Your local economic development stakeholders and partners.Local officials should
think strategically on a project-by-project basis about who needs to be involved, the
resources they bring to the table, and what it will take to get them engaged.
8. The needs of your local business community. Local officials can help create an
environment that supports the growth and expansion of local businesses, primarily
by opening lines of communication.
9.Your community's economic development message.You will want a clear,accurate
and compelling message that reflects your local vision and that helps ensure broad
support for economic development projects undertaken by the city and its partners.
10.Your economic development staff. Local elected officials will be more effective
in leading economic development activities to the extent that they forge strong
relationships with staff members who work on these issues on a daily basis.
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1 . Your Local Economic Strengths
and Weaknesses
Your community's strengths and weaknesses, such as quality-of-life amenities, infrastructure and work-
force skills, determine the potential of your local economy to support economic growth. This economic
profile lays the foundation for creating a realistic vision and strategic direction for economic success
that is unique to your community. Information about your local economy can also help engage and
educate constituents and build community support for economic development decisions.
ASSESSING YOUR LOCAL ECONOMY
7Economic 7conditions Unemployment,types and sizes of firms/industries,wages,income,new business starts,
retail sales,housing prices,types of imports and exports,number of businesses closed
Population characteristics Population size and growth,age,education level
Labor force characteristics Labor force participation,occupations,skills,commuter characteristics,productivity
Physical conditions Land use,zoning,land values,condition of buildings,vacancy rates,building adivity,
parking facilities,condition and capacity of infrastructure,air and water quality
Community attitudes,labor relations,business taxes and regulations,level and quality of
Business climate municipal services,workforce training,access to and cost of capital,public and private
infrastructure
Knowledge-based resources Federal labs,science and research parks,industry incubators,colleges and universities,
technical training schools
Ouality of life Housing availability,public services,education system,crime rate,cultural and recreational
activities,parks and other natural amenities
Source:Economic Development Strategic Planning,International Economic Development Council,Washington,D.C.,2006,pp,44-48.
With the assistance of your economic development staff and input from stakeholders, you can iden-
tify factors within and outside of the control of local government that impact and shape your local
economy. Identifying strengths and opportunities is crucial, but local officials also should pay attention
to weaknesses and potential threats.
For example, what industries in your community and region are growing or struggling? What are the
skills of your workforce, and are they sufficient to meet the needs of business? What barriers and sup-
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port services exist for local entrepreneurs and small businesses? Is the local and regional housing stock
diverse enough to provide for a wide range of housing needs?
All of these factors should be understood in comparison to other communities and in the context of
broader economic trends.As a result of this process, you will have a stronger sense of your unique local
assets, as well as what you can and should be doing to build on strengths and mitigate weaknesses.
Taking Action, Asking Questions
• What unique strengths can your community build on for economic development
and growth?
• What weaknesses pose a barrier to economic development?To what extent can you
mitigate these weaknesses—and how?
• How do your community's strengths and weaknesses compare to those in other
communities?
• How are economic conditions changing in your city and region?
San Buenaventura,;Calif. (Ventura) (population 109,000)
After many decades of slow economic growth,the traditionally blue-collar City of Son Buenaventura began to realize that its
anti-business reputation had actually been undermining its economic prosperity. The city had very few middle class jobs and
a limited industrial base and service sector.Moreover,many high-tech firms were heavily concentrated in much of the cii y's
surrounding area and seemed to bypass Ventura when making location decisions.
Through an analysis of the community's strengths and weaknesses,city leaders in Ventura determined that the'city's location
between two high-tech hubs,its pool of entrepreneurs and venture capitalists and significant quality of life amenities placed
them in a unique position to expand high growth technology sectors. The city developed and pursued a strategic plan for
economic development,including new activities to increase the local tax base,diversify the economy and create high value,
high wage jobs.
The city created a self-sustaining fund to support the new plan,specifically growth of businesses from within the community,by
using a$5 million loan payoff from the Redevelopment Agency.The Jobs Investment Fund (JIF)provides"mezzanine capital"
to expansion projects or venture capital to new projects as either loans or direct investments.'JIF,managed by a private invest-
ment partner,allows fora higher return potential to the city than is traditionally available with a standard investment portfolio.
Constituents have expressed concern that the city has too great a risk exposure in these investments."There are requests that
we redirect the money from the fund back to general government operations each time we face additional budget cuts,but
due to political will and improved communications with our constituents,;so for we have been able to maintain funding,"said
Councilmember Neal Andrews.City leaders have made a special effort to bring community opinion leaders into a position where
they understand what JIF is about and why ifs important.
JIF has allowed the city to engage in a number of business development activities, including capital raising conferences,
entrepreneurship events and a business incubator.As of January 2010,10 firms have located in the incubator,and in 2008,
Forbes magazine ranked Ventura number 68 on the"Small Business list of 100 best places to live and launch a business:"
Contact:
City of Ventura
Department of Economic Development
Phone: (805) 677-3935
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2 . Your Communi `s Place in
r% 0
The Broader Kegional Econom-,
7
Understanding your local economy also means knowing how your community fits into the broader
region. Although increased competition for jobs, tax base and private investment can put political
pressure on elected officials to go toe-to-toe with neighboring jurisdictions, the reality is that local eco-
nomic success depends on regional economic success.
This is particularly true in the context of the global economy, where economic competition may not
be with your neighbor, but with a city in China, India or Ireland. Firms engaged in global economic
activity rely on a breadth of resources available in a region, including workers, transportation, housing,
and amenities. In nearly all cases, one community does not have full capacity needed to support these
activities. Cities that focus on competition within the region, instead of collaborating for economic
development, are placing their economic future at risk.
With a firmer grasp of your community's place in the region, you're better prepared to work with other
jurisdictions to share responsibility for promoting regional economic success. Cities in the Denver
region, for example, work together to draw businesses and other economic activity to the region while
agreeing not to compete or offer incentives to firms to locate in their specific communities. Similarly,
many cities work together on regional marketing efforts, typically via participation in a regional coun-
cil. These collaborative efforts attract firms, investment, and employment that benefit the entire region.
Participating in regional activities may present some political difficulties if the local economic benefits
are not well understood by your constituents. Local elected officials should be prepared with the facts
about how regional economic success translates into improved employment opportunities, tax base, or
amenities for your city and the people who live there. Local officials can work with their staff to craft a
clear, accurate message about their involvement in regional activities, and communicate this message to
community through the media, neighborhood meetings or other public venues. It can serve as a start-
ing point for a community dialogue about the importance of regional collaboration to local success.
Taking Action, Asking Questions
"Too many local governments still act as if they have
0 How do you define your economic region?
the luxury of merely competing with each other for 0 How does the economic strength of your city
tax base, especially within their region. But economi- depend on what happens in other cities and
cally this is'a sideshow or a delusion. The real eco- towns in the region? How does regional eco-
nomic competition is global and competing effectively nomic activity provide direct or indirect ben-
requires regional collaboration." efits to your community?
William Barnes,The Economic Development Game Has 0 What assets does your community contribute
Changed,Nation's Cifies Weekly, 1/11/2010 to the regional economy (e.g., workers, hous-
ing, amenities, transportation)?
0 What regional organizations, partnerships
and/or activities already exist?To what extent
is your community involved?
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3 . Your Community S Economic
Development Vision and Goals
A primary challenge in the practice of economic development is choosing among many competing pri-
orities and various activities. A clear economic vision and goals are needed to provide a framework for
strategically assessing and coordinating these efforts. The vision stems from the community's values, its
collective sense of local economic strengths and weaknesses, and consensus on a desired future. Goals
are more tangible expressions of the vision and provide specific direction for actions.
For example, the City of Albuquerque, New Mexico's economic development initiative "thrive!ABQ"
identifies the city's economic vision as a city with a vibrant business climate that's accessible, user-friendly
and welcoming to all. The three primary goals of"thrive!ABQ" are:
• Albuquerque First: Retain existing businesses and industries by fostering partnerships
with local businesses and increasing spending in the community.
• Albuquerque Easy: Remove barriers to conducting business within the city.
• Albuquerque Recruits: Make the city an attractive place for businesses to locate.
According to the American Planning Association's Economic Development Toolbox(2006), a sound eco-
nomic vision and goals should:
I. Balance what the jurisdiction would like to achieve with what resources and public sup-
port the jurisdiction can realistically expect to muster in support of that vision.
2. Be consistent with the role of the jurisdiction's economy in the larger regional and
state economies.
3. Be understandable to citizens without technical training or experience in
economic development.
4. Be produced in a way that makes it possible to incorporate it in the jurisdiction's
comprehensive plan.
If your city already has an economic development
"There
vision, make sure your policy decisions reflect the are malty possible economic futures for any
principles in the vision. In cities that do not have an given lurisdiction, there are some impossible ones as
economic vision, local elected officials can help initiate well.The challenge is to decide on a future that is not
a community visioning effort. A well-designed vision- only desirable,but also Possible given the factors that
ing process will surface an array of ideas, opinions and constrain it."
objectives from a diverse group of stakeholders. An Terry Moore,Stuart Meek,and James Ebenhoh.An
important role for elected officials is to help bring peo- Economic Development Toolbox.American Planning
ple to consensus and agreement on a common purpose. Association,Washington,D.C.October 2006,p.34
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The Role of Local Elected Officials in Economic Development 1 10 Things You Should Know
Taking Action, Asking Questions
• Does your community have a clearly stated vision and goals for economic development?
if so, what are they?
• Does the vision reflect the community's values as well as its strengths and weaknesses?
• Do your constituents and key stakeholders understand and agree upon the community's
vision and goals?
• To what extent do local government policies support the vision and goals?
Mission, Kan. (population 9,727)
Mission, a community loss than three square miles in area, was at a crossroads when many large parcels of land became
available for redevelopment. In response,the city began a planning process that involved all facets of the community,including
residents, businesses and shoppers,to create a vision that would serve as the framework for future development. The vision,
which ultimately called for more compact,walkable,and sustainable development,was challenged when Mission was offered a
lucrative deal by a big-box developer.
With a strong commitment to the vision, Mission denied the frig-box store and has accepted an offer for a new mall from a
developer who has embraced the city's vision for a vibrant,pedestrian-friendly, mixed-use destination;Although the developer
typically works on retail projects only,his collaboration with the city and understanding of the community vision has led him to
include residential,hotel,office and entertainment as potential project components.
The city's resolve to stick with its vision also resulted in overwhelming community support for the project. Instead of Not in My
Back Yard opposition,city officials received acclamation from those attending its Planning and Zoning hearings.Among the most
common questions the city received from residents:"When will the project be complete?"
Contact:
City of Mission
Department of Community Development
Phone: (913) 676-8350
E-mail:MRivarolamissionks.org
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4. Your Community's Strategy
AttainTo Its Goal s
Once the economic development vision and goals are defined, it is important that they not be shelved,
but that they guide and determine you community's economic development strategy. If the community
has been involved in the process and believes in the vision and goals, residents will hold political leader-
ship accountable for putting them into practice. Strategic implementation of the economic development
vision involves linking economic development goals to specific activities, allocating a budget and staff
to these activities, and evaluating performance based on specific, measurable, agreed-upon outcomes.
There are many local activities that can be used to accomplish your city's long-term economic vision.
The types of economic development policies and tools pursued by your community will depend on
those permitted by your state, as well as how your local government perceives its role in stimulating
private sector economic activity.
The traditional local government role in economic development is to facilitate economic activity by
offsetting the cost of doing business in your community (in terms of time, opportunity and money).
Strategies include land assembly, modifying the permitting process and providing job training. More
entrepreneurial roles, as well as strategies that more directly address the demand for local products,
may include seeding and investing in local small businesses, matching gaps in supplier/buyer linkages
and international trade promotion. Local elected officials can work with city staff, businesses and other
stakeholders in the community to educate themselves about the types of programs and tools that are
available to them and to decide which economic development role is best for their city.
You can also look to "best practices" in other communities; however, it is important to remember that
economic development activities that work in one place will not necessarily work in another. Following
economic development fads or strictly replicating another city's approach without putting it in the con-
text of your community is a recipe for failure. Instead, elected officials can learn how and why another
city was successful and adapt those practices to local realities.
Elected officials should also work with their staff to determine a set of expected outcomes, the neces-
sary level of resources (staff and budget) needed to achieve these outcomes and performance metrics to
evaluate and measure them. In the context of short-term political cycles, it may be tempting to stray
from the strategy and only consider economic development in terms of traditional, more tangible suc-
cesses, such as attracting a new, large employer. For this reason, it is important that elected officials and
staff agree upon, are committed to and accurately measure even incremental economic achievements.
This will allow political leaders to demonstrate success and champion all various ways the community
is supporting economic activity.
Strategic implementation of economic development, from selecting activities that support the vision to
accurately measuring progress, enables local governments to be more responsive in an increasingly com-
plex and uncertain economic environment. It allows the community, staff and elected officials to be part
of a"continuum" of leadership and to make more deliberate progress toward long-term economic success.
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Taking Action, Asking Questions
• How do your goals drive everyday actions to develop and grow your local economy? Can
you develop better strategies, if needed, which make sense for your community?
• What is the general orientation of your local government toward supporting private sec-
tor economic activity?What tools is your city willing to and able to use?
• Is your city's budget and staffing aligned with its strategies for economic development?
• How will you measure and evaluate your city's economic development efforts over time?
• What can you do to celebrate incremental successes?
Littleton, Colo. (population 43,055)
In 1987,the City of Littleton pioneered an entrepreneurial alternative to the traditional economic development practice of recruiting
industries.The"economic gardening"program,developed in conjunction with the Center for the New West,is as an effort to grow
local jobs through entrepreneurial activity.
The approach is based on research that indicates the great majority of all new jobs in any local economy are produced by small,
local businesses already in the community.According to Chris Gibbons,Littleton's director of business/industry,an entrepreneurial
approach to economic development has several advantages over attraction strategies. First,the cost per job is much less than
the$250,000 to$300,000 incentives typical in major relocations. Second,the investment is in the community and its infra-
structure;should a business choose to leave,it does not take that investment with it.Third,it is a healthier approach in that a
community's future is no longer tied to the whims of an out of state company.Its future is entirely a function of its own efforts
and investments.
Littleton's economic strategy focuses on creating a nurturing environment for entrepreneurs and'second-stage"companies,those
with 10-99 employees and/or$750,000-$50 million in receipts.In a typical engagement,the city's Economic Gardening team
will assist a company with core strategy,market analysis,competitor intelligence,and other priority tasks.Since the start of the
program,Littleton's job base has grown from 15,000 to 30,000,the retail sales tax has tripled from$6 million to$21 million,
and the population has grown by 23 percent.
(ontact:
City of Littleton
Business/industry Affairs
Phone: (303) 795-3749
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5. Connections Between Economic
Develow--ment and Other City PoliciesF
It would be nearly impossible to list all of the various ways in which local government policies interact
and overlap. When crafting economic development policies, it is essential to consider how other city
policies support or discourage your economic development goals. For example, are your transportation
initiatives supporting local retail?Are your local workforce training programs aligned with your sustain-
ability plans? Is the regional housing stock adequate to meet the needs of workers in your community?
By thinking about policies holistically, you can avoid detrimental policy interactions and create an
environment for different policies to support and enhance each other.
Policy integration has become even more important over the past 30 years as the drivers of economic
growth have broadened significantly.Today, the scope of economic development and the interests and
needs of the business community extend well beyond market access and transportation networks.
Social and professional networks, educational institutions, quality-of-life amenities, talent and work-
force skills and housing are important assets that contribute to your community's economic profile.
Additionally, there is increased recognition that improvements in economic equity and the natural
environment are critically important to a strong local economy.
For example, the City of Portland, Ore., has created a Sustainable City Partnership to foster a collabora-
tive, citywide effort to integrate sustainable practices and resource efficiency into municipal operations
and to strengthen existing policies and efforts. A primary partnership role for city officials and staff is
to develop connections between environmental quality and economic vitality. The city has encouraged
sustainable business practices and has leveraged sustainability as a key economic sector.
One strategy to ensure that all of the various sources of economic growth and the key elements impact-
ing economic development are coordinated is to develop your economic development activities in con-
junction with your community's comprehensive planning process. Some communities have formalized
this process through implementation of an Economic Prosperity Element (page 14).
Taking Action, Asking Questions
How do other city policies—in areas from transportation and housing to public safety
—affect your goals for economic development?
• To what extent does your city need to change existing policies so they are aligned with
and support the economic development vision and goals?
• How often do various city departments communicate?To what extent is there a shared under-
standing of and commitment to successful economic development across city government?
0 Are your city's economic development strategies and goals reflected in the comprehensive
plan? Can you add an Economic Prosperity Element to the plan?
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Economic Prosperity Element
by William Anderson,Director,City Planning &Community Investment Department,City of San Diego (American Planning Asso-
ciotion Economic Development Blog 5/17/2010)
Many cities and counties are adding Economic Prosperity or similar elements to their General Plans.These elements help strengthen
the link between a jurisdiction's comprehensive plan and economic development. While most factors that influence economic
development are beyond a local area's control,such as macroeconomic trends,international'competition,interest rates,financial
markets,local jurisdictions do have control of factors that can make them more or less competitive in the region,nation,or world.
Some of these local factors are traditionally addressed in General Plans,such as land use capacity for industries and targeted
sectors,infrastructure efficiency and cost,quality-of-life,housing affordability for the workforce,and environmental quality.Other
local factors are not as directly related to land use policies,such as workforce training,education,and access to capital,These
factors may be the purview of other organizations and agencies,but are also critical.
An Economic Prosperity Element,especially one tied to a regional economic development strategy,can bridge and coordinate these
factors and take the General Plan beyond the role of just land use policy.It can also serve as the element that connects a region's
economic development strategy focused on the needs of export-oriented base sectors,to the opportunities for community-level
economic development.
Contact:
City of San Diego
Department of City Planning&Community'Investment
Phone:(619)'235-5200
E-mail:AndersonW@sandiego.gov
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G. Your Regulatory Environment
Your regulatory environment directly impacts the ease of doing business in your city. For business
leaders, time is money; they want to know that the regulatory process provides for timely, reliable and
transparent resolution of key issues. If your city's regulatory policies are riddled with delays, confusing
and redundant steps and multiple approval processes, a prospective business may very well choose to
locate or expand in another community.
Local officials can improve the regulatory environment for businesses by ensuring that the development
review process and other policies are streamlined and transparent. The key to success is ensuring con-
sistency and clarity about expectations, timelines, regulations, and costs. This will alleviate much of the
uncertainty involved in economic development projects by allowing businesses to accurately anticipate
the timing of the process and to build their plans accordingly. In addition, a better regulatory environ-
ment can promote information-sharing and better communication with local businesses so you can
work together to identify potential challenges or problems.
As a local elected official,your first step is to ensure that you have an understanding of the current regu-
latory system and where there may be problems. This will require you to gather input from the business
community about their frustrations and experiences. Working with your local chamber of commerce
or other local business organizations may be helpful in this process.To gain additional perspective, you
may want to consider going through the process yourself, as if you were a developer or a new business.
This will allow you to have firsthand knowledge of the time, costs, hassles and clarity of the process.
When examining your regulatory process, be mindful not to throw the good out with the bad. Not all
development is good development, and it is important that your regulatory processes reflect your long-
term economic development vision so you can safeguard against detrimental projects. The key for your
city is to find a balance and remove unnecessary delays and hurdles, while still preserving the integrity
of the community's economic development vision and goals.
Taking Action, Asking Questions
• Are your local agencies charged with regulatory processes attuned to the needs of busi-
nesses, particularly efficiency and transparency concerns?
• Are there one-stop approvals or other ways to expedite review processes?
• How long does it take to get a new development proposal in front of a local planning board?
• Do businesses have access to clear information about local regulations from one source?
• Is there a designated city staff person who helps facilitate the process to ensure that things
go smoothly?
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7. Your
Develop
Local Economic ment
Stakeholders and rartners
A group of diverse stakeholders within and outside local government contribute to economic develop-
ment. These include both large and small businesses, nonprofit organizations, workforce and training
organizations, universities, department staff and many others. Economic development partnerships will
likely change depending on the activity, so it is important to think strategically on a project-by-project
basis about who needs to be involved and the resources they bring to the table.
Collaborative partnerships are especially important given the increased complexity and diversity of
interests in economic development. Harnessing the breadth of resources, knowledge, leadership, and
skills of stakeholders that may not typically interact is essential for effective implementation of your
city's economic development strategies. By facilitating broader and deeper interaction among local
government, business, the community, and economic development activities, local elected officials can
ensure that policy decisions will be in tune with all of the other work that is happening in the com-
munity to advance the city's economic development goals.
Your local government may not always be the lead organization for an economic development project.
Sometimes, the chamber of commerce might lead the way. In other instances, it might be a different
community organization or business leader. But even if the city is just one stakeholder among many,
local elected officials can make themselves available to help bring the right people and organizations to
the table. Important roles for municipal leaders include: reaching out to the various parties;working to
break down communication barriers; helping to facilitate consensus; and ultimately, coordinating and
leveraging action.
Taking Action, Asking Questions
• Who are the key stakeholders (individuals, organizations, businesses, city staff) that can
help strengthen your city's local economic development efforts?
• To what extent are stakeholders already communicating and working together on
these issues?
• What will it take to break down any barriers that exist among key stakeholders and to get
them to do more collaborative work?
• What resources do various stakeholders bring to the table in terms of financial support,
people, skills, contacts and more?
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Garland, Texas (population 238,651 )
A critical objective of the Garland Economic Development Partnership(GEDP),a collaboration of government,school and business
leaders,is the retention of key businesses in the local community.A suburb of Dallas,Garland has been characterized as a major
manufacturing city since the 1950s and is home to numerous Fortune 500 corporations such as Kraft Foods,General Dynamics
and Raytheon.'
In 2006,the city recognized the "Garland Top 100" businesses based on their tax value, number of employees and electric
usage.The city estimates that the"Garland Top 100"represent 13 percent of the local tax base and employ 17 percent of the
total workforce.City of Garland Mayor Ronald Jones and GEDP staff has Visited nearly all of the top 100 manufacturing compa-
nies in Garland to hear their concerns and challenges directly.
According to Jones, these visits were intended to make sure that elected officials understand and recognize business needs,
and that the businesses understand that the city appreciates they are pact of our community. During the meetings,the mayor
and GEDP staff discussed a variety of key issues,including workforce training needs,utility costs,and public safety.As a result,
the city developed the Dallas County Manufacturers'Association in collaboration with Richland College to provide specialized
workforce training.
Contact:
Garland Chamber of Commerce
Phone:(469) 26-7444
E-mail:paul.mayer@garlandchamber.com
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8 . The Needs of Your Local
Business Community
Local businesses are essential to a stable and diverse local economy. In recent years, many cities have
shifted their primary economic development focus away from attracting large firms from outside the
community to growing new businesses from within and helping existing businesses survive and thrive.
Local officials can help create an environment that supports the growth and expansion of local businesses.
In the case of entrepreneurs and small businesses, many fail not for lack of ideas, but on planning
and management. By allocating resources for entrepreneurial and new business support services, local
governments can help these businesses overcome critical barriers to success. Such services include small
business development centers, entrepreneurship training, market information, networking opportuni-
ties, marketing assistance, business incubators and even financing opportunities.
Running a business is a full-time job, and even if local services are available, business leaders may be
unaware of the assistance available to them. Even more likely, they may not automatically view the city
as a resource or an ally. By making the effort to reach out and communicate with your local business
community, whether through your local chamber of commerce, organized events or visiting businesses
individually,local officials can gather input to help improve local business policies and demonstrate that
the community cares about the success of their business.
It is important for local elected officials to bring the same commitment and enthusiasm to existing
business as they do to new business prospects. The city often creates incentives or other policy packages
to attract new employers, and celebrates a new, large company with ribbon cuttings and stories in the
local media. By similarly celebrating local business accomplishments, you can show the city's support,
increase the business's profile and draw attention to economic development success stories that often
go unnoticed.
Additionally, by publicly highlighting the achievements of your local companies, you will build your
city's reputation as a business friendly community. This, in turn, may encourage outside businesses to
take a second look at your community as a desirable location, while providing existing businesses with
even more reasons to stay in your jurisdiction.
When making policy decisions focused on business retention and expansion, including small business
and entrepreneurial development, it is important to remember that many local businesses need time to
mature and grow.Although this form of business support may not deliver an overwhelming, immediate
economic impact, the benefits of staying the course with your local businesses can provide greater long-
term pay-offs. These include a more diversified, stable economy, a business community with stronger
local ties and maybe even the next, great Fortune 500 company.
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0312012024 Item 2.
The Role of Local Elected Officials in Economic Development 1 10 Things You Should Know
Taking Action, Asking Questions
• What does your local government do to find out the needs of your business community?
• Who in government regularly communicates with individual businesses and the business
community at large? How does this happen?
• To what extent do you celebrate milestones achieved by existing businesses in your
community?
• What support services does your city offer to entrepreneurs and small businesses?What
more could you do?
New York (population 8,308,163
New York City provides an example of a successful,city-led effort to directly link workforce development and economic develop-
ment, In 2003, Mayor Michael Bloomberg eliminated the NYC Department of Employment and consolidated the city's adult
workforce programs with the Department of Small Business Services (SBS).The resulting program provides employment and
training services for individuals and seeks to meet specific workforce needs of local businesses.
Much of the program's success has been due to a dual customer approach —focusing on meeting the needs of job seekers,as
well as local businesses.In fact,SBS has developed two distinct brands associated'with both customers.Workforce 1 provides
individuals with job placement,training and advancement services and NYC Business Solutions provides a suite of services to
support local businesses,including employee recruitment services from the pool of screened job candidates from the Workforce
1 program.
The effort has shown real results in New York;City.In 2003,prior to the consolidation of the two programs,the workforce system
only achieved 500 job placements.In 2009'the workforce system achieved 25,000 placements.
Contact:
NYC Department of Small Business Services
Strategic Initiatives
Phone: (212) 618-6759
E-mail:cnealesbs.nyc.gov
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1 0312012024 Item 2.
National League of Cities I Center for Research and Innovation
Y Your Community`s Economic
I,%, Message
Ulevelm%Fment
Strong communications and a compelling message are vital to successful economic development and
a primary responsibility for local elected officials. An economic development message that is based on
your community's collective vision and is conveyed by all key stakeholders will establish a consistent
community "brand" and competitive identity to the outside world.
Local elected officials can use public speeches, interviews and other communications to rally the com-
munity around their economic development message. In addition to publicly promoting the message,
local elected officials can work with their staff to ensure that all economic development partners have
the information that they need to support the message or to accurately convey the message to others.
This may be data about the economic role they play in the community, or marketing materials that
they can use to engage others outside the community. These small steps go a long way in generating a
positive reputation of your community.
Sometimes, cities let politics and minor disagreements about the direction of economic development
affect their city's public image. This can detrimentally impact the confidence investors have in your
community as a place to do business. Developers, business owners and others want to be assured that
their investment in your community will have broad support among local leaders, residents and key
partners. If those who impact the success of a business or economic development project are not uni-
fied, the confidence of the investor will falter. Local elected officials can help manage internal disputes
and ensure that all stakeholders remain committed to the message and the vision it conveys.
Taking Action, Asking Questions
• How do you currently communicate about your city's economic development activities?
To what extent are you using speeches, media interviews and other forums to highlight
an economic development vision and goals?
• Does your city have a clear and consistent message about economic development for the
outside world?
• How do your city's communications efforts dovetail with what other organizations in the
community (e.g., the chamber of commerce) are doing?Are there ways to enhance coor-
dination on communication activities?
1 0312012024 Item 2.
National League of Cities I Center for Research and Innovation
10. Your Economic Develo,-%rnent Staff
F
As discussed throughout the guide, local elected officials have clear and specific roles to play in their
cities' efforts to build a strong local economy. However, success in filling these roles often depends on
the relationship between elected officials and staff members who work on economic development issues
on a daily basis.
As a local elected official, you are often the public face and the cheerleader for your city on economic
development. When you are giving a speech, talking to a local business or discussing a new project with
constituents,you must be prepared with the facts or run the risk of seeming uninformed and out of touch.
Staying up to date requires open and regular communications with and trust in your city's economic
development staff. Your relationship with staff will enable you to gain a better understanding of the
economic position of your city, changing local and regional conditions and your city's economic devel-
opment plans and priorities. You will be better able to articulate economic goals to constituents and
the media and make more informed policy decisions based on the most current information. This is
especially important in the current economy, as city resources are scarcer and businesses and citizens
alike are looking for informed leadership.
Local officials should begin building a strong relationship with economic development staff at the
beginning of a political term or new project. Economic development is a complex topic; most newly
elected officials may not have an in-depth understanding of the current economic policies or the city's
long-term vision and strategy. By forging a relationship early on, local officials can come up to speed
more quickly and be able to make better policy decisions in the long run.
It's also important to consider what expertise and knowledge you bring to the relationship that city staff
may not have. Most elected officials come to office with a professional background in an area other than
local government, such as banking, small business or healthcare. This can make you uniquely qualified
to represent the city to important economic interests.With open communication,your city's economic
development staff can become more aware of your skills and seek opportunities to use them.
Taking Action, Asking Questions
• How often do you talk to the key economic development staff in your city?
• Do you get regular updates, or "cheat sheets," about the issues, trends and successes of
economic development in your city?
• What are your expectations about economic development? Have you discussed this with
the economic development staff?
• What economic development issues or practices could you learn more about?
1 0312012024 Item 2.
National League of Cities I Center for Research and Innovation
Conclusion
As an elected official,you make decisions every day that impact the future of your community. It is of criti-
cal importance that your decisions and actions support your community's vision and do not work at cross
purposes with existing efforts.This is particularly true in today's rapidly changing economic environment.
You can use this guide to initiate conversations — or ask questions — with key players within your
community The first step will most likely be to initiate conversations with your economic development
staff about how to best use your skills and political capital to support a strategic economic direction.
Even if you are already engaged in economic development, this guide can serve as a reminder of all the
leadership roles needed for economic success. It can also help you identify how your economic devel-
opment role should vary over time to support the changing needs of your community and economic
development stakeholders.
Your city may have all the right assets, partners and tools, but may never realize its full potential with-
out a leader to bring all the pieces together. You have the power and the ability to do what's needed to
advance the cause of successful economic development for your city.
0312012024 Item 2.
N A'1-10 N A L
LEAGUE CENTER
FOR RESEARCH
of C ITI ES & INNOVATION
Copyright 2010
National League of Cities
Washington, D.C. 20004
0312012024 Item 2.
N AT I(OD N A L
LEAGUE
of CITIES - Q"
1301 Pennsylvania Avenue, NW I Washington, DC 20004 1 (202) 626-3000 1 www.nle.org
0312012024 Item 2.
Foundational&Legal Documents
Wylie EDC Bylaws
The Wylie EDC Bylaws were amended via a First Amendment in 1999 and a Second Amendment in
2023. Current Wylie EDC Bylaws have been included for your reference.
Wylie EDC Articles of Incorporation
The Wylie EDC Articles of Incorporation were received in August 1996 and have been included for
your reference.
0312012024 Item 2.
SECOND AMENDED AND RESTATED BYLAWS
OF
WYLI.E ECONOMIC DEVELOPMENT CORPORATION
A TEXAS NON-PROFIT CORPORATION
WYLIE,TEXAS
ARTICLE I
OFFICES
1.01 Registered Office and Registered Agent
The Corporation shall have and continuously maintain in the State of Texas a registered Office,
and a registered agent whose Office is identical with such registered Office, as required by Chapter 22 of
the Texas Business Organizations Code. The Board of Directors may, from time to time, change the
registered agent and/or the address of the registered office,provided that such change is appropriately
reflected in these Bylaws and in the Articles of Incorporation.
The registered office of the Corporation is located at,250 South Hwy 78, Wylie, Texas 75098,
and at such address is the Corporation,whose mailing address 250 South Hwy 78,Wylie, Texas 75098.
The registered agent of the Corporation shall be the President of the Corporation.
1.02 Principal Office
The principal office of the Corporation in the State of Texas shall be located in the City of Wylie,
County of Collin, and it may be,but need not be, identical with the registered office of the Corporation.
ARTICLE 11
PURPOSES
2.01 Purposes
The Corporation is a non-profit corporation created under Section 4A of Tex.Rev.Civ.Stat.art.
5190.6, as amended from time to time,known as the Texas Development Corporation Act of 1979.. The
Corporation is now governed by Chapter 501 of the Local Government Code (the"Development
Corporation Act"). The purpose of the Wylie Economic Development Corporation is to promote and
develop industrial and manufacturing enterprises to promote and encourage employment and the public
welfare,in accordance with the Articles of Incorporation.
ARTICLE III
MEMBERS
3.01 Members
The Corporation shall have no members.
ARTICLE IV
BOARD OF DIRECTORS
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4.01 Board of Directors
The business and affairs of the Corporation and all corporate powers shall be exercised by or
under authority of the Board of Directors (the"Board"), appointed by the governing body of the City of
Wylie, and subject to applicable limitations imposed by Chapter 22 of the Texas Business Organizations
Code,the Development Corporation Act,the Articles of Incorporation, and these Bylaws. The Board
may,by contract,resolution, or otherwise, give general or limited or special power and authority to the
officers and employees of the Corporation to transact the general business or any special business of the
Corporation, and may give powers of attorney to agents of the Corporation to transact any special
business requiring such authorization.
The Board may plan and direct its work through a Director of Economic Development,who will.
be charged with the responsibility of carrying out the Corporation's program as adopted and planned by
the Board. The Board may contract with another entity for the services of a director.
4.02 Number and Qualifications
The authorized number of Directors of this Board shall be five(5).
The Directors of the Corporation shall be appointed by and serve at the pleasure of the Wylie City
Council. The number of Directors shall be five (5). Each Director shall meet at least one (1) of the
following qualifications:
(a) serve, or have served, as Chief Executive Officer of a company; or
(b) serve, or have served, in a position of executive management of a company; or
(c) serve, or have served, in a professional capacity.
In addition to the above qualifications:
(1) each Director must have lived in the City Limits or operated a business in the City Limits
for a minimum of one(1)year; and
(2) each Director must live in the City Limits during the tenure of office.
The City Council shall consider an individual's experience, accomplishments, and educational
background in appointing members to the Board to ensure that the interests and concerns of all segments
of the community are considered. The Board may make recommendations of individuals to the council for
appointment to the Board.
4.03 Bonds and Insurance
The corporation shall all provide a General Liability Policy, including Board Members, and a
Public Officials Liability Policy for Board Members of not less than one million dollars($1,000,000.00).
The corporation shall also provide a Fidelity Bond covering all employees and Board Members of not less
than one hundred thousand dollars($100,000.00). The bonds and insurance referred to in this section shall
be considered for the faithful accounting of all moneys and things of value coming into the hands of the
offices. The bonds and insurance shall be obtained from accredited, surety, and insurance companies
authorized to do business in the State of Texas.
All premiums for the liability insurance and fidelity bonds will be maintained and funded at the
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total expense of the corporation. Copies of bonds and insurance policies shall be filed with the City
Secretary and furnished to the corporation and Board Members.
4.04 General Duties of the Board
1. The Board shall develop an overall economic development plan for the City which shall
include and set forth intermittent and/or short-term goals which the Board deems necessary to accomplish
compliance with its overall economic development plan. Such plan shall be approved by the City Council
of the City of Wylie. The overall development plan developed by the Board shall be one that includes the
following elements:
a. An economic development strategy to permanently bolster the business climate
throughout the city.
b. Strategies to fully utilize the assets of the city which enhance economic development.
c. Identification of strategies to coordinate public,private,military, and academic resources
to develop and enhance business opportunities for all citizens of Wylie. This plan shall
include methods to improve communication and cooperation between the above-
mentioned entities.
d. Assurance of accountability of all tax moneys expended for the implementation of the
overall economic development plan.
e. Identifcation of strategies and provide for implementation of identified strategies for
direct economic development as defined in this section.
f. An annual work plan outlining the activities,tasks,projects, and programs to be
undertaken by the Board during the upcoming fiscal year.
g. To assist the Board in the implementation of the overall economic development plan,the
Board may seek out and employ a Director of Economic Development. The Director of
Economic Development shall be responsible to the Board and shall act as the Board's
chief administrative officer and shall assist the Board in carrying out the duties of the
Board as set forth in this section. The Board shall,in the annual budget,make provisions
for the Compensation to be paid to the Director of Economic Development and such
compensation so established by the Board shall comprise the salary and benefits paid to
the Director of Economic Development for his/her services.
h. The Director of Economic Development shall be hired by the Board, subject to final
approval by the Wylie City Council, and may be removed by a vote of 3 members of the
Board, subject to final approval by the Wylie City Council.
2. The Board shall review and update its overall economic development plan from time to
time to ensure that said plan is up to date with the current economic climate and is capable of meeting
Wylie's current economic development needs.
3. The Board shall expend,in accordance with State law,the tax funds received by it on
direct economic development where such expenditures will have a direct benefit to the citizens of Wylie.
As used herein,"direct economic development" shall mean the expenditure of such tax funds for
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programs that directly accomplish or aid in the accomplishment of creating identifiable new jobs or
retaining identifiable existing jobs including job training and/or planning and research activities necessary
to promote said job creation. The Corporation's focus will be primarily in the areas of:
a. Business retention and expansion
b. Business attraction.
4. Wylie Economic Development Corporation shall make reports to the City Council of the
City of Wylie. The Wylie Economic Development Corporation shall discharge this requirement by
reporting to the City Council in the following manner:
a. Wylie Economic Development Corporation shall make a detailed report to the City
Council once each year. Such report shall include,but not be limited to, the following:
i. A review of all expenditures made by the Board in connection with their
activities involving direct economic development as defined in this article,
together with a report of all other expenditures made by the Board.
ii. A review of the accomplishments of the Board in the area of direct economic
development.
iii. The policies and strategy followed by the Board in relation to direct economic
development together with any proposed changes in such activities.
iv. A review of the activities of the Board in areas of endeavor other than direct
economic development together with any proposed changes in such activities.
v. The annual required report shall be made to the City Council no later than April 1
of each year.
vi. The annual report shall be considered by the City Council for its review and
acceptance.
b. The Board shall be regularly accountable to the City Council for all activities undertaken
by them or on their behalf,and shall report on all activities of the Board,whether
discharged directly by the Board or by any person,firm, corporation,agency, association,
or other entity on behalf of the Board. This report shall be made by the Board to the City
Council semi-annually with the first report being made each succeeding six(6)months.
The semi-annual report shall include the following:
i. Accomplishments to date as compared with the overall plan or strategy for direct
economic development.
ii. Anticipated short term challenges during the next semi-annual reporting period
together with recommendations to meet such short-term challenges.
iii. Long term issues to be dealt with over the succeeding twelve-month period or
longer period of time,together with recommendations to meet such issues with
emphasis to be placed on direct economic development.
iv. A recap of all budgeted expenditures to date,together with a recap of budgeted
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funds left unexpended and any commitment made on said unexpended funds.
4.05 Implied Duties
The Wylie Economic Development Corporation is authorized to do that which the Board deems
desirable to accomplish any of the purposes or duties set out or alluded to in Section 4.04 of these Bylaws
and in accordance with State law.
4.06 Tenure
Directors will be elected to serve terms of three (3)years, and Directors may serve for an
unlimited number of consecutive terms.
4.07 Meetings;Notice; Conduct
The Board shall attempt to meet at least once each month within the city of Wylie, at a place and
time to be determined by the President. All meetings of the Board shall provide notice thereof as provided
and as required by the Open Meetings Act. Any member of the Board may request that an item be placed
on the agenda by delivering the same in writing to the secretary of the Board prior to the posting of the
notice required by the Open Meetings Act. The President of the Board shall set regular meeting dates and
times at the beginning of his/her term. Special Meetings may be called by any member of the Board in
accordance with the provisions of the Open Meetings Act.
The notice shall contain information regarding the particular time, date, and location of the
meeting and the agenda to be considered. All meetings shall be conducted in accordance with the Open
Meetings Act.
The annual meeting of the Board of Directors shall be held in October of each year. The Board
may retain the services of a recording secretary if required.
4.08 Attendance; Vacancy
Regular attendance of the Board meetings is required of all Members. The following number of absences
may require replacement of a member: three(3) consecutive absences, or attendance reflecting absences
constituting 25% of the Board's regular meetings over a 12-month period. In the event that the Board
elects to replace the member violating the attendance requirements, the member will be notified by the
President and, subsequently, the President shall submit in writing to the City Secretary the need to replace
the Board member in question. Any vacancy on the Board shall be filled by appointment by the City
Council of a new member or members meeting the qualifications set out in Section 4.02 above. When a
person is appointed to fill a vacancy on the Board of Directors to finish out the remainder of a former
Director's term,the term served by the appointee shall not count as a full term by such appointee for
purposes of the term limits set forth in Section 4.06 above.
4.09 Quorum
A majority of the entire membership of the Board of Directors shall constitute a quorum and shall
be required to convene a meeting. If there is an insufficient number of Directors present to convene the
meeting,the presiding officer shall adjourn the meeting.
4.1.0 Compensation
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The duly appointed members of the Board shall serve without compensation but shall be
reimbursed for actual or commensurate cost of travel, lodging and incidental expense while on official
business of the Board in accordance with State law.
4.11 Voting;Action of the Board of Directors
Directors must be present in order to vote at any meeting. Unless otherwise provided in these
Bylaws or in the Articles of Incorporation or as required by law,the act of a simple majority present shall
be the act of the Board of Directors. In the event that a Director is aware of a conflict of interest or
potential conflict of interest,with regard to any particular vote,the Director shall bring the same to the
attention of the meeting and shall abstain from the vote,unless the Board determines that no conflict of
interest exists. Any Director may bring to the attention of the meeting any apparent conflict of interest or
potential conflict of interest of any other Director, in which case the Board shall determine whether a true
conflict of interest exists before any vote shall be taken regarding that particular matter. The Director as to
whom a question of interest has been raised shall refrain from voting with regard to the determination as
to whether a true conflict exists.
4.12 Board's Relationship with City Council
In accordance with State law, the City Council shall require that the Wylie Economic
Development Corporation be responsible to it for the proper discharge of its duties assigned in this article.
The Board shall determine its policies and direction within the limitations of the duties herein imposed by
applicable laws,the Articles of Incorporation,these Bylaws, contracts entered into with the City, and
budget and fiduciary responsibilities.
4.13 Board's Relationship with Administrative Departments of the City
Any request for services made to the administrative departments of the City shall be made by the
Board of its designee in writing to the City Manager. The City Manager may approve such request for
assistance from the Board when he/she finds such requested services are available within the
administrative departments of the City and that the Board has agreed to reimburse the administrative
department's budget for the costs of such services so provided.
4.14 Board Handbook
The Board has established a Board Member Handbook setting forth additional expectations and
requirements applicable to members of the Board. All Board members shall be given a copy of the Board
Member Handbook and shall familiarize themselves with its contents. The Board Member Handbook
may be modified by the Board from time to time.
ARTICLE V
OFFICERS
5.01 Officers of the Corporation
The elected officers of the Corporation shall be a President,Vice President, Secretary, and Treasurer. The
Board may resolve to elect one or more Assistant Secretaries or one or more Assistant Treasurers as it
may consider desirable. Such officers shall have the authority and perform the duties of the office as the
Board may from time to time prescribe or as the Secretary or Treasurer may from time-to-time delegate to
his/her respective Assistant. Any two (2) or more offices may be held by the same person, except the
offices of President and Secretary.
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5.02 Selection of Officers
The Vice President shall be elected by the Board and shall serve a term of one(1)year. On the
expiration of the term of office of the Vice President,the Vice President shall succeed to the office of
President,the then-current President shall cease to be President but shall continue as a member of the
Board, and the Board shall elect a new Vice President from among its Members to hold such office. The
term of office of the President and Vice President shall always be for a period of one year;provided,
however,that the President and Vice President continue to serve until the election of the new Vice
President.
The Secretary and Treasurer shall be selected by the members of the Board and shall hold office for a
period of one(1)year;provided, however,that they shall continue to serve until the election of their
successors. Elections shall be held in October at a regular or special meeting of the Board.
Any officer meeting the qualifications of these Bylaws may be elected to succeed himself/herself or to
assume any other office of the Corporation.
5.03 Vacancies
Vacancies in any office which occur by reason of death,resignation, disqualification,removal, or
otherwise, shall be filled by the Board of Directors for the unexpired portion of the term of that office in
the same manner as other officers are elected to office.
5.04 President
1. The President shall be the presiding officer of the Board with the following authority:
a. Shall preside over all meetings of the Board.
b. Shall have the right to vote on all matters coming before the Board.
c. Shall have the authority,upon notice to the members of the Board, to call a special
meeting of the Board when in his/her judgment such meeting is required.
d. Shall have the authority to appoint standing committees to aid and assist the Board in its
business undertakings of other matters incidental to the operation and functions of the
Board.
e. Shall have the authority to appoint ad hoc committees which may address issues of a
temporary nature or concern or which have a temporary effect on the business of the
Board.
2. In addition to the above mentioned duties,the President shall sign with the Secretary of
the Board any deed,mortgage,bonds, contracts, or other instruments which the Board of Directors has
approved and unless the execution of said document has been expressly delegated to some other officer or
agent of the Corporation,including the Director of Economic Development,by appropriate Board
resolution,by a specific provision of these Bylaws, or by statute. In general,the President shall perform
all duties incident to the office, and such other duties as shall be prescribed from time to time by the
Board of Directors.
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5.05 Vice President
In the absence of the President, or in the event of his/her inability to act,the Vice President shall
perform the duties of the President. When so acting,the Vice President shall have all power of and be
subject to all the same restrictions as upon the President. The Vice President shall also perform other
duties as from time to time may be assigned to him/her by the President.
5.06 Secretary
The Secretary shall keep or cause to be kept, at the registered office a record of the minutes of all
meetings of the Board and of any committees of the Board. The Secretary shall also file a copy of said
Minutes with the City and the same to be given, in accordance with the provisions of these Bylaws, or as
required by the Open Meetings Act or the Open Records Act or other applicable law. The Secretary shall
be custodian of the corporate records and seal of the Corporation, and shall keep a register of the mailing
address and street address,if different, of each director.
5.07 Treasurer
The Treasurer shall be bonded for the faithful discharge of his/her duties with such surety or
sureties and in such sum as the Board of Directors shall determine by Board resolution,but in no event
shall the amount of such bond be less than an amount equal to the average of the sums which the
Treasurer has access to and the ability to convert during a twelve(12)month period of time. The
Treasurer shall have charge and custody of and be responsible for all funds and securities of the
Corporation. The Treasurer shall receive and give receipt for money due and payable to the Corporation
from any source whatsoever, and shall deposit all such moneys in the name of the Corporation in such
bank, trust corporation, and/or other depositories as shall be specified in accordance with Article VII of
these Bylaws. The treasurer shall, in general,perform all the duties incident to that office, and such other
duties as from time to time assigned to him/her by the President of the Board.
5.08 Assistant Secretaries and Assistant Treasurers
The Assistant Secretaries and Assistant Treasurers, if any, shall in general,perform such duties as
may be assigned to them by the Secretary or the Treasurer,or by the President of the Board of Directors.
5.09 Director of Economic Development
The Corporation may employ a Director of Economic Development. The Director of Economic
Development shall serve as the Chief Executive Officer of the Corporation and shall oversee all
administrative functions of the Corporation. The Director shall develop policies and procedures for the
Corporation including financial, accounting, and purchasing policies and procedures to be approved by
the Board and City Council. The Director of Economic Development is hereby authorized to make
purchases and/or expenditures not exceeding $25,000.00 without obtaining any approval or consent.
5.10 Other Employees
The Corporation may employ such full or part-time employees as needed to carry out the
programs of the Corporation.
5.11 Contracts for Services
The Corporation may contract with any qualified and appropriate person, association, corporation
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or governmental entity to perform and discharge designated tasks which will aid or assist the Board in the
performance of its duties. However, no such contract shall ever be approved or entered into which seeks
or attempts to divest the Board of Directors of its discretion and policy-making functions in discharging
the duties herein above set forth in this section.
ARTICLE VI
COMMITTEES
6.01 Qualifications for Committee Membership
Members of committees shall be appointed by the President and approved by the Board.
Committee members need not be members of the Wylie Economic Development Corporation unless
required by these Bylaws or Board resolution.
6.02 Standing Committees
The President shall have authority to appoint the following standing committees of the Board and
such other committees as the Board may deem appropriate in the future:
Budget,Finance and Audit Committee: This committee shall have the responsibility of working
with the Director, or the contractual entity performing as Director as the case may be,in the formation
and promotion of the annual budget of the Board. The Committee shall present such budget to the Board
and,upon approval, shall present, in accordance with these Bylaws, said budget to the City Council. In
addition to the preparation of the budget,the committee shall keep the Board advised in such matters. The
Committee shall further have the responsibility to oversee and work with auditors of the City or outside
auditors when audits of the Board are being performed.
Committee for Business Retention and Expansion: This committee shall work with the Director
of Economic Development and shall keep the Board informed of all development and activities
concerning business retention and expansion.
Committee for New Business Attraction and Recruitment: This committee shall work with the
Director of Economic Development and shall keep the Board informed of all developments and activities
concerning business attraction and recruitment.
6.03 Special Committees
The President may determine from time to time that other committees are necessary or
appropriate to assist the Board of Directors, and shall designate, subject to Board approval,the members
of the respective committees.
No such committee shall have independent authority to act for or instead of the Board of
Directors with regard to the following matters: amending, altering, or repealing the Bylaws; electing,
appointing, or removing any member of any such committee or any Director or Officer of the
Corporation; amending the Articles of Incorporation; adopting a plan of merger or adopting a plan of
consolidation with another corporation; authorizing the sale, lease, exchange, or mortgage of all or
substantially all of the property and assets of the Corporation; authorizing the voluntary dissolution of the
Corporation or revoking the proceedings thereof, adopting a plan for the distribution of the assets of the
Corporation; or amending, altering, or repealing any resolution of the Board of Directors which by its
terms provides that it shall not be amended, altered, or repealed by such committee.
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The designation and appointment of any such committee and delegation to that committee of
authority shall not operate to relieve the Board of Directors, or any individual Director, of any
responsibility imposed on it or on him/her by law or these Bylaws.
6.04 Term of Committee Members
Each member of a committee shall continue as such until the next appointment of the Board of
Directors and until his/her successor on the committee is appointed,unless the committee shall be sooner
terminated or unless such member has ceased to serve on the Board of Directors, or unless such member
be removed from such committee.
Any committee member may be removed from committee membership by the President,with
Board approval,whenever in their judgment the best interests of the Corporation would be served by such
removal.
6.05 Vacancies on Committees
Vacancies in the membership of any committee may be filled in the same manner as provided
with regard to the original appointments to that committee.
6.6 Ex-Officio Members
The City Manager or his/her designee and the Mayor or his/her designee may attend all meetings
of the Board of Directors or Committees. These representatives shall not have the power to vote in the
meetings they attend. Their attendance shall be for the purpose of ensuring that information about the
meeting is accurately communicated to the City Council and to satisfy the City Council obligation to
control the powers of the Corporation.
ARTICLE VII
FINANCIAL ADMINISTRATION
The Corporation may contract with the City for financial and accounting services. The Corporation's
financing and accounting records shall be maintained according to the following guidelines:
7.01 Fiscal Year
The fiscal year of Corporation shall begin on October 1 and end on September 30 of the
following year.
7.02 Budget
A budget for the forthcoming fiscal year shall be submitted to, and approved by,the Board of
Directors and the City Council of the City of Wylie. In submitting the budget to the City Council,the
Board of Directors shall submit the budget on forms prescribed by the City Manager and in accordance
with the annual budget preparation schedule as set forth by the City Manager. The budget shall be
submitted to the City Manager for inclusion in the annual budget presentation to the City Council.
7.03 Contracts
As provided in Article V above,the President and Secretary shall execute any contracts or other
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instruments which the Board has approved and authorized to be executed,provided,however, that the
Board may by appropriate resolution authorize any other officer or officers or any other agent or agents,
including the Director of Economic Development, to enter into contracts or execute and deliver any
instrument in the name and on behalf of the Corporation. Notwithstanding the foregoing,the Director of
Economic Development has been authorized to make certain purchases and expenditures without
additional approval or consent pursuant to Section 5.09 of these bylaws. Such authority may be confined
to specific instances or defined in general terms. When appropriate,the Board may grant a specific or
general power of attorney to carry out some action on behalf of the Board,provided, however that no such
power of attorney may be granted unless an appropriate resolution of the Board authorizes the same to be
done.
7.04 Checks and Drafts
All checks, drafts, or orders for the payment of money,notes, or other evidence of indebtedness
issued in the name of the Corporation shall be signed or bear the facsimile of the President or the
Treasurer, or such other person as designated by the Board or otherwise authorized pursuant to these
Bylaws.
7.05 Deposits
All funds of the Wylie Economic Development Corporation shall be deposited on a regular basis
to the credit of the Corporation in a local bank which shall be federally insured.
7.06 Gifts
The Wylie Economic Development Corporation may accept on behalf of the Corporation any
contribution, gift,bequest, or devise for the general purposes or for any special purpose of the
Corporation.
7.07 Purchasing
All purchases made and contracts executed by the Corporation shall be made in accordance with
the requirements of the Texas Constitution and statutes of the State of Texas, and any other laws,rules,
ore regulations applicable to the Corporation.
7.08 Investments
Temporary and idle funds which are not needed for immediate obligations of the Corporation
may be invested in any legal manner in accordance with Chapter 2256 of the Texas Government Code
(the Public Funds Investment Act).
7.09 Bonds
Any bonds issued by the Corporation shall be in accordance with the statute governing this
corporation but in any event,no bonds shall be issued without approval of the City Council after review
and comment by the city's bond counsel and financial advisor.
7.10 Uncommitted Funds
Any uncommitted funds of the Corporation at the end of the fiscal year shall be considered a part
of the Fund Balance.
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The Undesignated Fund Balance may be committed for any legal purpose provided the
Corporation's Board of Directors and the City Council both approve such commitment. This may include
the establishment of a Permanent Reserve Fund which shall be accumulated for the purpose of using the
interest earnings of such fund to finance the operation of the Corporation.
ARTICLE VIII
BOOKS AND RECORDS
8.01 Books and Records
The Corporation shall keep correct and complete books and records of all actions of the
Corporation, including books and records of account and the minutes of meeting of the Board of Directors
and of any committee having any authority of the Board and to the City Council.All books and records of
the Corporation may be inspected by Directors of the Corporation or his/her agent or attorney at any
reasonable time; and any information which may be designated as public information by law shall be
open to public inspection at any reasonable time. Chapter 551 of the Texas Government Code(the"Open
Meetings Act") and Chapter 552 of the Texas Government Code(the"Open Records Act") shall apply to
disclosure of public information. The Board of Directors shall provide for an annual financial audit to be
performed by a competent independent audit firm.
8.02 Monthly Reports
The Corporation shall provide the City Council monthly summaries of proposed dispersal of
funds for anticipated projects, and funds that are dispersed over$50,000.00.
ARTICLE IX
SEAL
9.01 Seal
The Board of Directors may obtain a corporate seal which shall bear the words "Wylie Economic
Development Corporation";the Board may thereafter use the corporate seal and may later alter the seal as
necessary without changing the corporate name;but these Bylaws shall not be construed to require the use
of the corporate seal.
ARTICLE X
PROGRAM
10.01 Authorization
The Corporation shall carry out its program subject to its Articles of Incorporation and these
Bylaws, and such resolutions as the Board may from time to time authorize.
10.02 Program
The program of the Wylie Economic Development Corporation shall be to assist, stimulate, and
enhance economic development in.Wylie, Texas, subject to applicable State and Federal law,these
Bylaws, and the Articles of Incorporation.
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ARTICLE XI
PARLIAMENTARY AUTHORITY
11.01 Amendments to Bylaws
These Bylaws may be amended or repealed, and new Bylaws may be adopted by an affirmative
vote of four(4)of the authorized Directors serving on the Board, at a special or regular meeting of the
Directors held for such specific purpose, and the notice requirements stated herein above regarding
special and regular meetings shall apply. The Directors of the Corporation present at a properly called
meeting of the Board may,by a vote of four(4), in accord with the requirements of Article IV herein
above, amend or repeal and institute new Bylaws,provided that at least ten(10) days prior to the meeting,
written notice setting forth the proposed action shall have been given to the directors, and public notice
regarding such action given according the requirements of the Open Meetings Act.
Notwithstanding the foregoing,no amendment shall become effective unless the City Council approves
the amendment.
ARTICLE XII
DISSOLUTION
12.01 Dissolution
On petition of ten(10)percent or more of the registered voters of the City of Wylie requesting an
election on the dissolution of the Corporation,the City Council shall order an election on the issue. The
election must be conducted according to the applicable provision of the Election Code. The ballot for the
election shall be printed to provide for voting for or against the proposition:
"Dissolution of the Wylie Economic Development Corporation"
If a majority of voters voting on the issue approve the dissolution,the Corporation shall continue
operations only as necessary to pay the principal of and interest on its bonds and to meet obligations
incurred before the date of the election and,to the extent practicable, shall dispose of its assets and apply
the proceeds to satisfy those obligations. When the last of the obligations is satisfied, any remaining
assets of the Corporation shall be transferred to the City, and the Corporation is dissolved.
ARTICLE XIII
INDEMNITY
13.01 Indemnity
The Board of Directors shall authorize the Corporation to pay or reimburse any current or former
Director or Officer of the Corporation for any costs, expenses, fines, settlements,judgments, and other
amounts, actually and reasonably incurred by such person in any action, suit, or proceeding to which he or
she is made a party by reason of holding such position as Officer or Director;provided,however,that
such Officer or Director shall not receive such indemnification if he/she be finally adjudicated in such
instance to be guilty of negligence or misconduct in office. The indemnification herein provided shall also
extend to good faith expenditures incurred in anticipation of, or preparation for, threatened or proposed
litigation. The Board of Directors may,in proper cases, extend the indemnification to cover the good faith
settlement of any such action, suit, or proceedings,whether formally instituted or not.
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Foundational&Legal Documents
Wylie EDC Bylaws
The Wylie EDC Bylaws were amended via a First Amendment in 1999 and a Second Amendment in
2023. Current Wylie EDC Bylaws have been included for your reference.
Wylie EDC Articles of Incorporation
The Wylie EDC Articles of Incorporation were received in August 1996 and have been included for
your reference.
0312012024 Item 2.
SECOND AMENDED AND RESTATED BYLAWS
OF
WYLI.E ECONOMIC DEVELOPMENT CORPORATION
A TEXAS NON-PROFIT CORPORATION
WYLIE,TEXAS
ARTICLE I
OFFICES
1.01 Registered Office and Registered Agent
The Corporation shall have and continuously maintain in the State of Texas a registered Office,
and a registered agent whose Office is identical with such registered Office, as required by Chapter 22 of
the Texas Business Organizations Code. The Board of Directors may, from time to time, change the
registered agent and/or the address of the registered office,provided that such change is appropriately
reflected in these Bylaws and in the Articles of Incorporation.
The registered office of the Corporation is located at,250 South Hwy 78, Wylie, Texas 75098,
and at such address is the Corporation,whose mailing address 250 South Hwy 78,Wylie, Texas 75098.
The registered agent of the Corporation shall be the President of the Corporation.
1.02 Principal Office
The principal office of the Corporation in the State of Texas shall be located in the City of Wylie,
County of Collin, and it may be,but need not be, identical with the registered office of the Corporation.
ARTICLE 11
PURPOSES
2.01 Purposes
The Corporation is a non-profit corporation created under Section 4A of Tex.Rev.Civ.Stat.art.
5190.6, as amended from time to time,known as the Texas Development Corporation Act of 1979.. The
Corporation is now governed by Chapter 501 of the Local Government Code (the"Development
Corporation Act"). The purpose of the Wylie Economic Development Corporation is to promote and
develop industrial and manufacturing enterprises to promote and encourage employment and the public
welfare,in accordance with the Articles of Incorporation.
ARTICLE III
MEMBERS
3.01 Members
The Corporation shall have no members.
ARTICLE IV
BOARD OF DIRECTORS
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4.01 Board of Directors
The business and affairs of the Corporation and all corporate powers shall be exercised by or
under authority of the Board of Directors (the"Board"), appointed by the governing body of the City of
Wylie, and subject to applicable limitations imposed by Chapter 22 of the Texas Business Organizations
Code,the Development Corporation Act,the Articles of Incorporation, and these Bylaws. The Board
may,by contract,resolution, or otherwise, give general or limited or special power and authority to the
officers and employees of the Corporation to transact the general business or any special business of the
Corporation, and may give powers of attorney to agents of the Corporation to transact any special
business requiring such authorization.
The Board may plan and direct its work through a Director of Economic Development,who will.
be charged with the responsibility of carrying out the Corporation's program as adopted and planned by
the Board. The Board may contract with another entity for the services of a director.
4.02 Number and Qualifications
The authorized number of Directors of this Board shall be five(5).
The Directors of the Corporation shall be appointed by and serve at the pleasure of the Wylie City
Council. The number of Directors shall be five (5). Each Director shall meet at least one (1) of the
following qualifications:
(a) serve, or have served, as Chief Executive Officer of a company; or
(b) serve, or have served, in a position of executive management of a company; or
(c) serve, or have served, in a professional capacity.
In addition to the above qualifications:
(1) each Director must have lived in the City Limits or operated a business in the City Limits
for a minimum of one(1)year; and
(2) each Director must live in the City Limits during the tenure of office.
The City Council shall consider an individual's experience, accomplishments, and educational
background in appointing members to the Board to ensure that the interests and concerns of all segments
of the community are considered. The Board may make recommendations of individuals to the council for
appointment to the Board.
4.03 Bonds and Insurance
The corporation shall all provide a General Liability Policy, including Board Members, and a
Public Officials Liability Policy for Board Members of not less than one million dollars($1,000,000.00).
The corporation shall also provide a Fidelity Bond covering all employees and Board Members of not less
than one hundred thousand dollars($100,000.00). The bonds and insurance referred to in this section shall
be considered for the faithful accounting of all moneys and things of value coming into the hands of the
offices. The bonds and insurance shall be obtained from accredited, surety, and insurance companies
authorized to do business in the State of Texas.
All premiums for the liability insurance and fidelity bonds will be maintained and funded at the
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total expense of the corporation. Copies of bonds and insurance policies shall be filed with the City
Secretary and furnished to the corporation and Board Members.
4.04 General Duties of the Board
1. The Board shall develop an overall economic development plan for the City which shall
include and set forth intermittent and/or short-term goals which the Board deems necessary to accomplish
compliance with its overall economic development plan. Such plan shall be approved by the City Council
of the City of Wylie. The overall development plan developed by the Board shall be one that includes the
following elements:
a. An economic development strategy to permanently bolster the business climate
throughout the city.
b. Strategies to fully utilize the assets of the city which enhance economic development.
c. Identification of strategies to coordinate public,private,military, and academic resources
to develop and enhance business opportunities for all citizens of Wylie. This plan shall
include methods to improve communication and cooperation between the above-
mentioned entities.
d. Assurance of accountability of all tax moneys expended for the implementation of the
overall economic development plan.
e. Identifcation of strategies and provide for implementation of identified strategies for
direct economic development as defined in this section.
f. An annual work plan outlining the activities,tasks,projects, and programs to be
undertaken by the Board during the upcoming fiscal year.
g. To assist the Board in the implementation of the overall economic development plan,the
Board may seek out and employ a Director of Economic Development. The Director of
Economic Development shall be responsible to the Board and shall act as the Board's
chief administrative officer and shall assist the Board in carrying out the duties of the
Board as set forth in this section. The Board shall,in the annual budget,make provisions
for the Compensation to be paid to the Director of Economic Development and such
compensation so established by the Board shall comprise the salary and benefits paid to
the Director of Economic Development for his/her services.
h. The Director of Economic Development shall be hired by the Board, subject to final
approval by the Wylie City Council, and may be removed by a vote of 3 members of the
Board, subject to final approval by the Wylie City Council.
2. The Board shall review and update its overall economic development plan from time to
time to ensure that said plan is up to date with the current economic climate and is capable of meeting
Wylie's current economic development needs.
3. The Board shall expend,in accordance with State law,the tax funds received by it on
direct economic development where such expenditures will have a direct benefit to the citizens of Wylie.
As used herein,"direct economic development" shall mean the expenditure of such tax funds for
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programs that directly accomplish or aid in the accomplishment of creating identifiable new jobs or
retaining identifiable existing jobs including job training and/or planning and research activities necessary
to promote said job creation. The Corporation's focus will be primarily in the areas of:
a. Business retention and expansion
b. Business attraction.
4. Wylie Economic Development Corporation shall make reports to the City Council of the
City of Wylie. The Wylie Economic Development Corporation shall discharge this requirement by
reporting to the City Council in the following manner:
a. Wylie Economic Development Corporation shall make a detailed report to the City
Council once each year. Such report shall include,but not be limited to, the following:
i. A review of all expenditures made by the Board in connection with their
activities involving direct economic development as defined in this article,
together with a report of all other expenditures made by the Board.
ii. A review of the accomplishments of the Board in the area of direct economic
development.
iii. The policies and strategy followed by the Board in relation to direct economic
development together with any proposed changes in such activities.
iv. A review of the activities of the Board in areas of endeavor other than direct
economic development together with any proposed changes in such activities.
v. The annual required report shall be made to the City Council no later than April 1
of each year.
vi. The annual report shall be considered by the City Council for its review and
acceptance.
b. The Board shall be regularly accountable to the City Council for all activities undertaken
by them or on their behalf,and shall report on all activities of the Board,whether
discharged directly by the Board or by any person,firm, corporation,agency, association,
or other entity on behalf of the Board. This report shall be made by the Board to the City
Council semi-annually with the first report being made each succeeding six(6)months.
The semi-annual report shall include the following:
i. Accomplishments to date as compared with the overall plan or strategy for direct
economic development.
ii. Anticipated short term challenges during the next semi-annual reporting period
together with recommendations to meet such short-term challenges.
iii. Long term issues to be dealt with over the succeeding twelve-month period or
longer period of time,together with recommendations to meet such issues with
emphasis to be placed on direct economic development.
iv. A recap of all budgeted expenditures to date,together with a recap of budgeted
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funds left unexpended and any commitment made on said unexpended funds.
4.05 Implied Duties
The Wylie Economic Development Corporation is authorized to do that which the Board deems
desirable to accomplish any of the purposes or duties set out or alluded to in Section 4.04 of these Bylaws
and in accordance with State law.
4.06 Tenure
Directors will be elected to serve terms of three (3)years, and Directors may serve for an
unlimited number of consecutive terms.
4.07 Meetings;Notice; Conduct
The Board shall attempt to meet at least once each month within the city of Wylie, at a place and
time to be determined by the President. All meetings of the Board shall provide notice thereof as provided
and as required by the Open Meetings Act. Any member of the Board may request that an item be placed
on the agenda by delivering the same in writing to the secretary of the Board prior to the posting of the
notice required by the Open Meetings Act. The President of the Board shall set regular meeting dates and
times at the beginning of his/her term. Special Meetings may be called by any member of the Board in
accordance with the provisions of the Open Meetings Act.
The notice shall contain information regarding the particular time, date, and location of the
meeting and the agenda to be considered. All meetings shall be conducted in accordance with the Open
Meetings Act.
The annual meeting of the Board of Directors shall be held in October of each year. The Board
may retain the services of a recording secretary if required.
4.08 Attendance; Vacancy
Regular attendance of the Board meetings is required of all Members. The following number of absences
may require replacement of a member: three(3) consecutive absences, or attendance reflecting absences
constituting 25% of the Board's regular meetings over a 12-month period. In the event that the Board
elects to replace the member violating the attendance requirements, the member will be notified by the
President and, subsequently, the President shall submit in writing to the City Secretary the need to replace
the Board member in question. Any vacancy on the Board shall be filled by appointment by the City
Council of a new member or members meeting the qualifications set out in Section 4.02 above. When a
person is appointed to fill a vacancy on the Board of Directors to finish out the remainder of a former
Director's term,the term served by the appointee shall not count as a full term by such appointee for
purposes of the term limits set forth in Section 4.06 above.
4.09 Quorum
A majority of the entire membership of the Board of Directors shall constitute a quorum and shall
be required to convene a meeting. If there is an insufficient number of Directors present to convene the
meeting,the presiding officer shall adjourn the meeting.
4.1.0 Compensation
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The duly appointed members of the Board shall serve without compensation but shall be
reimbursed for actual or commensurate cost of travel, lodging and incidental expense while on official
business of the Board in accordance with State law.
4.11 Voting;Action of the Board of Directors
Directors must be present in order to vote at any meeting. Unless otherwise provided in these
Bylaws or in the Articles of Incorporation or as required by law,the act of a simple majority present shall
be the act of the Board of Directors. In the event that a Director is aware of a conflict of interest or
potential conflict of interest,with regard to any particular vote,the Director shall bring the same to the
attention of the meeting and shall abstain from the vote,unless the Board determines that no conflict of
interest exists. Any Director may bring to the attention of the meeting any apparent conflict of interest or
potential conflict of interest of any other Director, in which case the Board shall determine whether a true
conflict of interest exists before any vote shall be taken regarding that particular matter. The Director as to
whom a question of interest has been raised shall refrain from voting with regard to the determination as
to whether a true conflict exists.
4.12 Board's Relationship with City Council
In accordance with State law, the City Council shall require that the Wylie Economic
Development Corporation be responsible to it for the proper discharge of its duties assigned in this article.
The Board shall determine its policies and direction within the limitations of the duties herein imposed by
applicable laws,the Articles of Incorporation,these Bylaws, contracts entered into with the City, and
budget and fiduciary responsibilities.
4.13 Board's Relationship with Administrative Departments of the City
Any request for services made to the administrative departments of the City shall be made by the
Board of its designee in writing to the City Manager. The City Manager may approve such request for
assistance from the Board when he/she finds such requested services are available within the
administrative departments of the City and that the Board has agreed to reimburse the administrative
department's budget for the costs of such services so provided.
4.14 Board Handbook
The Board has established a Board Member Handbook setting forth additional expectations and
requirements applicable to members of the Board. All Board members shall be given a copy of the Board
Member Handbook and shall familiarize themselves with its contents. The Board Member Handbook
may be modified by the Board from time to time.
ARTICLE V
OFFICERS
5.01 Officers of the Corporation
The elected officers of the Corporation shall be a President,Vice President, Secretary, and Treasurer. The
Board may resolve to elect one or more Assistant Secretaries or one or more Assistant Treasurers as it
may consider desirable. Such officers shall have the authority and perform the duties of the office as the
Board may from time to time prescribe or as the Secretary or Treasurer may from time-to-time delegate to
his/her respective Assistant. Any two (2) or more offices may be held by the same person, except the
offices of President and Secretary.
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5.02 Selection of Officers
The Vice President shall be elected by the Board and shall serve a term of one(1)year. On the
expiration of the term of office of the Vice President,the Vice President shall succeed to the office of
President,the then-current President shall cease to be President but shall continue as a member of the
Board, and the Board shall elect a new Vice President from among its Members to hold such office. The
term of office of the President and Vice President shall always be for a period of one year;provided,
however,that the President and Vice President continue to serve until the election of the new Vice
President.
The Secretary and Treasurer shall be selected by the members of the Board and shall hold office for a
period of one(1)year;provided, however,that they shall continue to serve until the election of their
successors. Elections shall be held in October at a regular or special meeting of the Board.
Any officer meeting the qualifications of these Bylaws may be elected to succeed himself/herself or to
assume any other office of the Corporation.
5.03 Vacancies
Vacancies in any office which occur by reason of death,resignation, disqualification,removal, or
otherwise, shall be filled by the Board of Directors for the unexpired portion of the term of that office in
the same manner as other officers are elected to office.
5.04 President
1. The President shall be the presiding officer of the Board with the following authority:
a. Shall preside over all meetings of the Board.
b. Shall have the right to vote on all matters coming before the Board.
c. Shall have the authority,upon notice to the members of the Board, to call a special
meeting of the Board when in his/her judgment such meeting is required.
d. Shall have the authority to appoint standing committees to aid and assist the Board in its
business undertakings of other matters incidental to the operation and functions of the
Board.
e. Shall have the authority to appoint ad hoc committees which may address issues of a
temporary nature or concern or which have a temporary effect on the business of the
Board.
2. In addition to the above mentioned duties,the President shall sign with the Secretary of
the Board any deed,mortgage,bonds, contracts, or other instruments which the Board of Directors has
approved and unless the execution of said document has been expressly delegated to some other officer or
agent of the Corporation,including the Director of Economic Development,by appropriate Board
resolution,by a specific provision of these Bylaws, or by statute. In general,the President shall perform
all duties incident to the office, and such other duties as shall be prescribed from time to time by the
Board of Directors.
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5.05 Vice President
In the absence of the President, or in the event of his/her inability to act,the Vice President shall
perform the duties of the President. When so acting,the Vice President shall have all power of and be
subject to all the same restrictions as upon the President. The Vice President shall also perform other
duties as from time to time may be assigned to him/her by the President.
5.06 Secretary
The Secretary shall keep or cause to be kept, at the registered office a record of the minutes of all
meetings of the Board and of any committees of the Board. The Secretary shall also file a copy of said
Minutes with the City and the same to be given, in accordance with the provisions of these Bylaws, or as
required by the Open Meetings Act or the Open Records Act or other applicable law. The Secretary shall
be custodian of the corporate records and seal of the Corporation, and shall keep a register of the mailing
address and street address,if different, of each director.
5.07 Treasurer
The Treasurer shall be bonded for the faithful discharge of his/her duties with such surety or
sureties and in such sum as the Board of Directors shall determine by Board resolution,but in no event
shall the amount of such bond be less than an amount equal to the average of the sums which the
Treasurer has access to and the ability to convert during a twelve(12)month period of time. The
Treasurer shall have charge and custody of and be responsible for all funds and securities of the
Corporation. The Treasurer shall receive and give receipt for money due and payable to the Corporation
from any source whatsoever, and shall deposit all such moneys in the name of the Corporation in such
bank, trust corporation, and/or other depositories as shall be specified in accordance with Article VII of
these Bylaws. The treasurer shall, in general,perform all the duties incident to that office, and such other
duties as from time to time assigned to him/her by the President of the Board.
5.08 Assistant Secretaries and Assistant Treasurers
The Assistant Secretaries and Assistant Treasurers, if any, shall in general,perform such duties as
may be assigned to them by the Secretary or the Treasurer,or by the President of the Board of Directors.
5.09 Director of Economic Development
The Corporation may employ a Director of Economic Development. The Director of Economic
Development shall serve as the Chief Executive Officer of the Corporation and shall oversee all
administrative functions of the Corporation. The Director shall develop policies and procedures for the
Corporation including financial, accounting, and purchasing policies and procedures to be approved by
the Board and City Council. The Director of Economic Development is hereby authorized to make
purchases and/or expenditures not exceeding $25,000.00 without obtaining any approval or consent.
5.10 Other Employees
The Corporation may employ such full or part-time employees as needed to carry out the
programs of the Corporation.
5.11 Contracts for Services
The Corporation may contract with any qualified and appropriate person, association, corporation
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or governmental entity to perform and discharge designated tasks which will aid or assist the Board in the
performance of its duties. However, no such contract shall ever be approved or entered into which seeks
or attempts to divest the Board of Directors of its discretion and policy-making functions in discharging
the duties herein above set forth in this section.
ARTICLE VI
COMMITTEES
6.01 Qualifications for Committee Membership
Members of committees shall be appointed by the President and approved by the Board.
Committee members need not be members of the Wylie Economic Development Corporation unless
required by these Bylaws or Board resolution.
6.02 Standing Committees
The President shall have authority to appoint the following standing committees of the Board and
such other committees as the Board may deem appropriate in the future:
Budget,Finance and Audit Committee: This committee shall have the responsibility of working
with the Director, or the contractual entity performing as Director as the case may be,in the formation
and promotion of the annual budget of the Board. The Committee shall present such budget to the Board
and,upon approval, shall present, in accordance with these Bylaws, said budget to the City Council. In
addition to the preparation of the budget,the committee shall keep the Board advised in such matters. The
Committee shall further have the responsibility to oversee and work with auditors of the City or outside
auditors when audits of the Board are being performed.
Committee for Business Retention and Expansion: This committee shall work with the Director
of Economic Development and shall keep the Board informed of all development and activities
concerning business retention and expansion.
Committee for New Business Attraction and Recruitment: This committee shall work with the
Director of Economic Development and shall keep the Board informed of all developments and activities
concerning business attraction and recruitment.
6.03 Special Committees
The President may determine from time to time that other committees are necessary or
appropriate to assist the Board of Directors, and shall designate, subject to Board approval,the members
of the respective committees.
No such committee shall have independent authority to act for or instead of the Board of
Directors with regard to the following matters: amending, altering, or repealing the Bylaws; electing,
appointing, or removing any member of any such committee or any Director or Officer of the
Corporation; amending the Articles of Incorporation; adopting a plan of merger or adopting a plan of
consolidation with another corporation; authorizing the sale, lease, exchange, or mortgage of all or
substantially all of the property and assets of the Corporation; authorizing the voluntary dissolution of the
Corporation or revoking the proceedings thereof, adopting a plan for the distribution of the assets of the
Corporation; or amending, altering, or repealing any resolution of the Board of Directors which by its
terms provides that it shall not be amended, altered, or repealed by such committee.
F—5o
0312012024 Item 2.
The designation and appointment of any such committee and delegation to that committee of
authority shall not operate to relieve the Board of Directors, or any individual Director, of any
responsibility imposed on it or on him/her by law or these Bylaws.
6.04 Term of Committee Members
Each member of a committee shall continue as such until the next appointment of the Board of
Directors and until his/her successor on the committee is appointed,unless the committee shall be sooner
terminated or unless such member has ceased to serve on the Board of Directors, or unless such member
be removed from such committee.
Any committee member may be removed from committee membership by the President,with
Board approval,whenever in their judgment the best interests of the Corporation would be served by such
removal.
6.05 Vacancies on Committees
Vacancies in the membership of any committee may be filled in the same manner as provided
with regard to the original appointments to that committee.
6.6 Ex-Officio Members
The City Manager or his/her designee and the Mayor or his/her designee may attend all meetings
of the Board of Directors or Committees. These representatives shall not have the power to vote in the
meetings they attend. Their attendance shall be for the purpose of ensuring that information about the
meeting is accurately communicated to the City Council and to satisfy the City Council obligation to
control the powers of the Corporation.
ARTICLE VII
FINANCIAL ADMINISTRATION
The Corporation may contract with the City for financial and accounting services. The Corporation's
financing and accounting records shall be maintained according to the following guidelines:
7.01 Fiscal Year
The fiscal year of Corporation shall begin on October 1 and end on September 30 of the
following year.
7.02 Budget
A budget for the forthcoming fiscal year shall be submitted to, and approved by,the Board of
Directors and the City Council of the City of Wylie. In submitting the budget to the City Council,the
Board of Directors shall submit the budget on forms prescribed by the City Manager and in accordance
with the annual budget preparation schedule as set forth by the City Manager. The budget shall be
submitted to the City Manager for inclusion in the annual budget presentation to the City Council.
7.03 Contracts
As provided in Article V above,the President and Secretary shall execute any contracts or other
0312012024 Item 2.
instruments which the Board has approved and authorized to be executed,provided,however, that the
Board may by appropriate resolution authorize any other officer or officers or any other agent or agents,
including the Director of Economic Development, to enter into contracts or execute and deliver any
instrument in the name and on behalf of the Corporation. Notwithstanding the foregoing,the Director of
Economic Development has been authorized to make certain purchases and expenditures without
additional approval or consent pursuant to Section 5.09 of these bylaws. Such authority may be confined
to specific instances or defined in general terms. When appropriate,the Board may grant a specific or
general power of attorney to carry out some action on behalf of the Board,provided, however that no such
power of attorney may be granted unless an appropriate resolution of the Board authorizes the same to be
done.
7.04 Checks and Drafts
All checks, drafts, or orders for the payment of money,notes, or other evidence of indebtedness
issued in the name of the Corporation shall be signed or bear the facsimile of the President or the
Treasurer, or such other person as designated by the Board or otherwise authorized pursuant to these
Bylaws.
7.05 Deposits
All funds of the Wylie Economic Development Corporation shall be deposited on a regular basis
to the credit of the Corporation in a local bank which shall be federally insured.
7.06 Gifts
The Wylie Economic Development Corporation may accept on behalf of the Corporation any
contribution, gift,bequest, or devise for the general purposes or for any special purpose of the
Corporation.
7.07 Purchasing
All purchases made and contracts executed by the Corporation shall be made in accordance with
the requirements of the Texas Constitution and statutes of the State of Texas, and any other laws,rules,
ore regulations applicable to the Corporation.
7.08 Investments
Temporary and idle funds which are not needed for immediate obligations of the Corporation
may be invested in any legal manner in accordance with Chapter 2256 of the Texas Government Code
(the Public Funds Investment Act).
7.09 Bonds
Any bonds issued by the Corporation shall be in accordance with the statute governing this
corporation but in any event,no bonds shall be issued without approval of the City Council after review
and comment by the city's bond counsel and financial advisor.
7.10 Uncommitted Funds
Any uncommitted funds of the Corporation at the end of the fiscal year shall be considered a part
of the Fund Balance.
F 52
0312012024 Item 2.
The Undesignated Fund Balance may be committed for any legal purpose provided the
Corporation's Board of Directors and the City Council both approve such commitment. This may include
the establishment of a Permanent Reserve Fund which shall be accumulated for the purpose of using the
interest earnings of such fund to finance the operation of the Corporation.
ARTICLE VIII
BOOKS AND RECORDS
8.01 Books and Records
The Corporation shall keep correct and complete books and records of all actions of the
Corporation, including books and records of account and the minutes of meeting of the Board of Directors
and of any committee having any authority of the Board and to the City Council.All books and records of
the Corporation may be inspected by Directors of the Corporation or his/her agent or attorney at any
reasonable time; and any information which may be designated as public information by law shall be
open to public inspection at any reasonable time. Chapter 551 of the Texas Government Code(the"Open
Meetings Act") and Chapter 552 of the Texas Government Code(the"Open Records Act") shall apply to
disclosure of public information. The Board of Directors shall provide for an annual financial audit to be
performed by a competent independent audit firm.
8.02 Monthly Reports
The Corporation shall provide the City Council monthly summaries of proposed dispersal of
funds for anticipated projects, and funds that are dispersed over$50,000.00.
ARTICLE IX
SEAL
9.01 Seal
The Board of Directors may obtain a corporate seal which shall bear the words "Wylie Economic
Development Corporation";the Board may thereafter use the corporate seal and may later alter the seal as
necessary without changing the corporate name;but these Bylaws shall not be construed to require the use
of the corporate seal.
ARTICLE X
PROGRAM
10.01 Authorization
The Corporation shall carry out its program subject to its Articles of Incorporation and these
Bylaws, and such resolutions as the Board may from time to time authorize.
10.02 Program
The program of the Wylie Economic Development Corporation shall be to assist, stimulate, and
enhance economic development in.Wylie, Texas, subject to applicable State and Federal law,these
Bylaws, and the Articles of Incorporation.
F 53
0312012024 Item 2.
ARTICLE XI
PARLIAMENTARY AUTHORITY
11.01 Amendments to Bylaws
These Bylaws may be amended or repealed, and new Bylaws may be adopted by an affirmative
vote of four(4)of the authorized Directors serving on the Board, at a special or regular meeting of the
Directors held for such specific purpose, and the notice requirements stated herein above regarding
special and regular meetings shall apply. The Directors of the Corporation present at a properly called
meeting of the Board may,by a vote of four(4), in accord with the requirements of Article IV herein
above, amend or repeal and institute new Bylaws,provided that at least ten(10) days prior to the meeting,
written notice setting forth the proposed action shall have been given to the directors, and public notice
regarding such action given according the requirements of the Open Meetings Act.
Notwithstanding the foregoing,no amendment shall become effective unless the City Council approves
the amendment.
ARTICLE XII
DISSOLUTION
12.01 Dissolution
On petition of ten(10)percent or more of the registered voters of the City of Wylie requesting an
election on the dissolution of the Corporation,the City Council shall order an election on the issue. The
election must be conducted according to the applicable provision of the Election Code. The ballot for the
election shall be printed to provide for voting for or against the proposition:
"Dissolution of the Wylie Economic Development Corporation"
If a majority of voters voting on the issue approve the dissolution,the Corporation shall continue
operations only as necessary to pay the principal of and interest on its bonds and to meet obligations
incurred before the date of the election and,to the extent practicable, shall dispose of its assets and apply
the proceeds to satisfy those obligations. When the last of the obligations is satisfied, any remaining
assets of the Corporation shall be transferred to the City, and the Corporation is dissolved.
ARTICLE XIII
INDEMNITY
13.01 Indemnity
The Board of Directors shall authorize the Corporation to pay or reimburse any current or former
Director or Officer of the Corporation for any costs, expenses, fines, settlements,judgments, and other
amounts, actually and reasonably incurred by such person in any action, suit, or proceeding to which he or
she is made a party by reason of holding such position as Officer or Director;provided,however,that
such Officer or Director shall not receive such indemnification if he/she be finally adjudicated in such
instance to be guilty of negligence or misconduct in office. The indemnification herein provided shall also
extend to good faith expenditures incurred in anticipation of, or preparation for, threatened or proposed
litigation. The Board of Directors may,in proper cases, extend the indemnification to cover the good faith
settlement of any such action, suit, or proceedings,whether formally instituted or not.
F 54 ,
0312012024 Item 2.
ARTICLE XIV
MISCELLANEOUS
14.01 Relation to Articles of Incorporation
These Bylaws are subject to, and governed by,the Articles of Incorporation and applicable State
statutes under which the Corporation is organized.
F 5-5
0312012024 Item 2.
IT IS HEREBY CERTIFIED that the attached is/are true and correct copies of the
following described document(s) on file in this office:
WYLIE ECONOMIC DEVELOPMENT CORPORATION
Formerly: DEVELOPMENT CORPORATION OF WYLIE, INC.
File No. 01172321-01
ARTICLES OF AMENDMENT AUGUST 129 1996
G� ,�^► 2,
CIO
F,56
07i02/99 FRI 10:24 FAX 512 463 5643 T% Secretary of State
"' ' 0312012024 Item 2.
Amendment to the Articles of Incorporation
FILED
In the Office of the of Secretary of State of Texas
Development Corporation of Wylie,Inc. AUG 12 1996
August 5, 1996 CorPorations Section
ARTICLE ONE
The name of the Corporation is Wylie Economic Development Corporation-
The amendment was adopted at a meeting of the board of directors held on July 9,
1996,and received the vote of a majority of the directors in office,there being no
members having voting rights in respect thereof.
Yeag ,President
Attest:
Samuel D. R. Satterwhite, Director . .
F57
tC�I QAl
0312012024 Item 2.
� W�l
the ,*fate of Ztxas
�$rcretaq of Mate
CERTIFICATE OF AMENDMENT
FOR
WYLIE ECONJMIC DEVELOPMENT CORPORATION
FORMERLY
DEVELOPMENT CORPORATION OF WYLIE* INC.
CHARTER NUMBER 01172321
THE UND:RSIGNEO, AS SECRETORY OF STATE OF THE STATE OF TiXkS•
HEREBY CERTIFIES THAT T.AE ATTACiED ARTICLES OF AMENDMENT FUR THE A30VE
NAMED ENTITY HAVE BEEN QECEIVEO IN THIS OFFICE AVD ARE FOUND TO
CONFORM TO LkW.
ACCORDIVGLY THE UVOEZSIGN-:)i AS SECRETARY OF STATEl AND 3Y VI2TUE
OF THE AUTHORITY VESTED IY THE SECRETARY BY LAW, HEREBY ISSUES TH15
CERTIFICATE ]F AMENDMENT.
OATFD AUG. 12, 1996
EFFECTIVE AUG. 12 . 1996
Antonio O.Garza.Jr..Secre ary of State
F581
0312012024 Item 3.
WYLIEEDC Wylie Economic Development
Board
AGENDA REPORT
Meeting Date: March 20, 2024 Item Number: 3
Prepared By: Jason Greiner (Staff Use Only)
Consider and act upon a contract between the WEDC and The Retail Coach.
Recommendation I
Motion to award a contract to The Retail Coach in the amount of$35,000 and further authorize the Executive Director to
execute any and all necessary documents.
Discussion I
Attached for your review is a proposal from The Retail Coach (TRC) to renew the Retail Consulting Services provided
to the WEDC and the City of Wylie. The WEDC and TRC have had a lengthy relationship which started in 2007 prior
to Wylie's first experience at ICSC RECon, which ultimately resulted in the securing of the Target Anchored Center,
Woodbridge Crossing. Since that time,TRC has continuously been responsive and has proven to be a beneficial resource
that complements our community's retail marketing strategies and overall site development efforts.
Staff believes it will be advantageous to continue employing the services of The Retail Coach as we move toward the
stages of final stages of development.
Included in this Proposal:
• 24-Month Partnership
• 2024 and 2025 Market Analysis Reports
• Determining Retail Opportunities
• Site Marketing
• Identifying Retailers&Developers for Recruitment
• Marketing&Branding
• Actively Recruiting Retailers&Developers
• Trade Show Representation
• Ongoing Retail Recruitment&Coaching
• On-Demand Reports
Once approved, Staff will work with TRC and the City to determine the best time to host a joint EDC/Council meeting.
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159
0312012024 Item 4.
Wylie Economic Development
WYLIEEDC Board
AGENDA REPORT
Meeting Date: March 20, 2024 Item Number: 4
Prepared By: Jason Greiner
Consider and act upon issues surrounding the 2023 WEDC Annual Report.
Recommendation I
Staff recommends that the WEDC Board of Directors approve the 2023 WEDC Annual Report and present the same to
the Wylie City Council for their review.
As per the WEDC Bylaws,the WEDC must present an annual report to the Wylie City Council no later than April Is'of
each year. The report must include but is not limited to, a review of all expenditures made by the Board, a review of
accomplishments, and a review of other than direct economic development.
WEDC Staff will lead the discussion and make any necessary amendments to ensure that the report is presented to the
Wylie City Council on March 26, 2024.
4 wyhe Economic Development Corporation shall make reports to the City Council of the
City of wv�lie.The' yhe Economic Development Corporation shah discharge this requirement by
reporting to the City Council m the following inamier-
a. Wylie Economic Development Corporation shall make a detailed report to the City
Council once each year.Such report shall include,but not be limited to,the following:
i_ A rev,-iew of all expenditures made by the Board in connection with their
activities navolv-mg direct econorme development as defined m this article,
together with a report of all other expenditures made by the Board.
ii. A review of the accomplishments of the Board in the area of direct economic
development_
iii. The policies and strategy followed by the Board in relation to direct economic
i
development together with any,proposed claairges in such activities.
iv. A review of the activities of the Board in areas of endeavor ether than direct
econcanic development together with any proposed charges in Snell activities-
v. The annual required report shall be made to the City Council no later than April i
of each year
v i The annual report shall be considered by the City Council for its review and
acceptance
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160
0312012024 ItWYLIEEDC DS1.
Wylie Economic Development
Board
AGENDA REPORT
Meeting Date: March 20, 2024 Item Number: DS1
Prepared By: Jason Greiner
Subject
Staff report: WEDC Property Update, Temporary Access Agreements, Downtown Parking, Engineering Report,
Upcoming Events, and WEDC Activities/Programs.
Recommendation 1
Fo action is requested by staff on this item.
Discussion
WEDC Property Update:
Property Management
• Demolition of 711 Cooper has been completed. Staff met again with the artist who painted the mural onsite at
104 S Ballard and provided information regarding the mural to Wylie News for the recent news article. Staff will
coordinate photography prior to demolition. Staff will coordinate with Public Safety to provide training
opportunities prior to demolition.
• Staff has been in communication with the former tenant of 106 N Birmingham, 605 Commerce/Suite 200, and
908 Kirby regarding payment of past due rent.
Listing Agreement—Segovia Partners (SP)
• SP has continued to market developable properties and has engaged with potential users/developers.
• Staff met with potential developer and SP. Staff will provide project updates as needed in Executive Session.
Downtown Parking:
• KH received permission to work directly with the City of Wylie's consultant(KHA Richardson).
• The latest parking exhibits have been submitted to KHA Richardson and requested information regarding
drainage solution.
• Staff will provide additional updates in Executive Session.
Downtown & SBO Property Concepts:
• KH to prepare concept layout for 503-701 S Ballard. Waiting on existing plat/survey data.
Engineering Report:
Design&Engineering-544 Gateway Addition Kimley Horn(KH)
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31
0312012024 It DS1.
• Bids were received. Tiseo agreed to shorten the contract time.We are waiting on TxDOT approval to finalize the
Contract and get them started.
• After we receive all approvals,we will set up a pre-con meeting with the City.
• A replat will need to be prepared to show final easements after all approvals are received.
• Completion Date: Early-2024
Design&Engineering-FM 544 Commercial—Special Planning Area(KH)
• Survey has been completed and KH is working on an exhibit for the RR.
• KH provided a concept showing a roadway alignment from 544(aligned with Medical Plaza Drive)that extends
through the City's 19-acre tract. Staff will discuss the findings in Executive Session.
Environmental- State Hwy 78 &Brown—Elm Creek(EC) &Whitehead Environmental Services (WES)
• TCEQ has received data and has confirmed that they are currently reviewing the in-house documents and the
RACR response comments. If there are no outstanding comments after review of the reports, they will proceed
to the affidavit and certification stage. (Site Closure)
• EC now anticipates that the earliest that the Certificate of Closure/Completion could be issued would be April.
EC and Staff have notified TCEQ regarding the pending real estate transaction on the property and requested a
review as soon as possible. Staff will continue to follow up as needed.
Design&Engineering-Cooper Plaza- State Hwy 78 &Brown
• Staff is working on filing the final plat with Collin County. Staff received response concerning pending parcel
data clarification with Collin County Tax Assessors Office.
• Staff, Vasquez Engineering and City of Wylie Engineering met to discuss plans for Cooper Plaza. City should
have review completed soon.
• Completion Date: Early-2024
Flood Study&Drainage Study-Hooper/Steel/Regency Business Park(KH)
• Staff is working with KH to coordinate a meeting with the property owners along 544.
• Drainage analysis and modeling is complete. Staff will discuss the findings in Executive Session.
• Working on the existing storm sewer analysis.
Water& Sewer Extension- State Hwy 78/Alanis (KH)
• Approval from NTMWD received. Contractor will need to coordinate with NTMWD on shutdown for tie-in.
• The proposed drainage and sanitary sewer easements have been signed and will be filed by WEDC.
• KH prepared two concept exhibits for the Nelson's property at the hard corner of 78 and Alanis.
Eubanks Easement/ROW Coordination
• Ongoing coordination regarding easement and right-of-way acquisition.
State Hwy 78 TxDOT Improvements
• KH is preparing the construction contract for the project. Staff anticipates that this project will start in the next
few weeks.
Jackson Avenue Development
• KH will be onsite getting some additional survey and topo data to complement the IPO for a master plan,
preliminary and final engineering, and an OPCC for the development of the block at Jackson/Oak/Marble.
Architect/planner will be engaged to help plan the buildings(anticipated to be shell buildings/condominiums for
lease and/or sale. The development will meet the requirements of the Downtown overlay district.
• Will require close coordination with City and design team for the Downtown infrastructure/wayfinding project
to coordinate parking, drainage and a"theme" of the development.
• KH is in discussions with the City Engineer regarding the possible drainage solution and will provide a follow-
up prior to finalizing the IPO.
F62]
0312012024 It DS1.
• KH requested information from KHA Richardson regarding drainage solution.
Westgate Gas Line&Easement Coordination
• Survey has provided an updated file showing the location of the gas line.
• KH is working on the exhibits to be attached to the Atmos front end language.
• KH is working on the abandonment document for the existing easements.
40 Acre Tract Concept Plan
• Working on conceptual layout.
• Waiting on additional boundary and plat information.
BRE &Workforce Updates:
• Conducted 6 BRE visits in February.
• Assisted local employers and community organizations in submitting applications for the Upskilling Training
Opportunity Grant Program. 4 applications were submitted on behalf of Wylie Employers, 2 directly from
employers, 1 by the Chamber of Commerce, and I by Collin College on behalf of Wylie Employers.
• Assisted Wylie ISD CTE in promoting employer participation in the upcoming Build Your Future Career Day
to be held on April 3, 2024.
• Coordinated with local employers for participation in the April 18"Collin College Career Center's Countywide
Career Fair.
Additional WEDC Activities/Programs in Review:
• Staff worked with legal regarding ongoing real estate projects and performance agreements.
• MW,AJ,BB,MP,BP, and Staff attended ICSC Red River in Dallas.
• Board/City/WEDC attended Project U Leadership Conference in Burleson,TX.
• Staff attended the TEDC Winter Conference in San Antonio, where Wylie EDC was awarded 2023 Economic
Excellence Recognition.
• Board Members and Staff attended the Glen Echo Ribbon Cutting event.
• Sales tax revenues for the month of March are up 84.18%due to an audit collection adjustment in the amount of
$1,021,148.24. Staff has been in communication with the Comptroller's Office and is awaiting additional
information concerning the adjustments in both February and March. (With consideration of both negative and
positive adjustments in Feb/Mar,revenue is currently up 14.26%for the year.)
Upcoming Events:
• WISD Education Foundation Boots `N Barbecue—March 23
• Chamber: State of the City Luncheon—March 26
• Texas Downtown Association Regional Roundtable—Burleson—March 27
• Chamber: Annual Meeting and Keynote Speaker—April 19
• City Council: Small Business Week Proclamation—April 23
• WEDC Board Retreat/Work Session—April 26
• Wylie Entrepreneur Expo—May 1.
• Taste of Wylie May 6
• ICSC-Las Vegas—May 19-21
• Board& Commission Interviews May 29-30
Please see the attached Marketing Calendar for the full list of upcoming events.
F63]
WYLIEECONOMIC 1 03/20/2024 It DS1.
DEVELOPMENT
2024 February Board Meeting—21"
Day Time Meeting/Event
20 Proiect U in Burleson
21-23 TEDC Winter Conference 2024—San Antonio,TX—ig, rh
22 5:00 pm 5:01 Chamber Professional Mixer—Creekside Fine Grill
2024 March Board Meeting—;15t(Special Called)&20tn
Day Time Meeting/Event
1 7:30 am WEDC Special Called Meeting
5 8:30 am WDMA Meeting
5 8:30 am WCOC—Creekside Ribbon Cutting and Grand Opening
7 11:30 am WSNCT 2024 Awards Luncheon—Hurst Conference Ctr—rh aw
11-13 P3C Conference—Dallas, TX
11-15 Wylie ISD Spring Break
12 6:00 pm City Council
20 7:30 am WEDC Board Meeting
23 6:00 pm WISD Education Foundation—Boots'N BBQ Gala *RSVP Required
26 6:00 pm City Council/Executive Session
26 11:30 am Chamber of Commerce:State of the City Luncheon 2024 *RSVP Required
27 5:00 pm Social Media Rescue—Panel at HM *RSVP Required
27 North Central TXDT Regional Roundtable—Burleson
28 5:00 pm 5:01 Chamber Professional Mixer—Fish N'Tails
9 CLOSED Goodq�ri a
2024 April Board Meeting-171h
Day Time Meeting/Event
2 8:30 am WDMA Meeting
3 WISD Build Your Future Career Day
17 7:30 am WEDC—Board Meeting
18 Collin College Countywide Career Fair
23-24 TEDC Women in Economic Development Conference—Round Rock, TX
19 Annual Chamber Meeting&Keynote Speaker *RSVP Required
23 6:00 pm City Council
25 5:01 pm 5:01 PM Professional Networking—The South
26 WEDC—Board Retreat
30 11:00 am Social Media Rescue&Chamber—Artificial Intelligence *RSVP Required
April 28—May 4 National Small Business Week
Around the Corner...
• Wylie Entrepreneurs Expo—May 1
• Taste of Wylie—May 6
• TWC Workforce Forum—May 13-14
• ICSC Las Vegas—May 19—21
• Board& Commission Interviews—May 29-30
• TEDC Mid-Year Conference—Conroe, TX—June 5-7
• TEDC Basic Course-Ft. Worth—June 11-14 *RSVP Required
• Chamber Women's Conference—June 14 *RSVP Required
• WISD New Teacher Luncheon—July 23
164