HomeMy WebLinkAbout01-25-10 TC Agenda PacketThe Regular Meeting of the Town of Westlake Town Council will begin immediately following the conclusion
of the Town Council Workshop but not prior to the 7:00 p.m. posted start time.
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TOWN OF WESTLAKE, TEXAS
Mission Statement
On behalf of the citizens, the mission of the Town of Westlake is to be a one-of-a-kind community
that blends our rural atmosphere with our rich culture and urban location.
Westlake, Texas – A Premier Knowledge Based Community
TOWN COUNCIL MEETING
AGENDA
January 25, 2010
WESTLAKE TOWN HALL
3 VILLAGE CIRCLE, 2ND FLOOR
COUNCIL CHAMBERS / MUNICIPAL COURT ROOM
Workshop Session 4:30 p.m.
Regular Session 7:00 p.m.
Workshop Session
1. CALL TO ORDER
2. DISCUSS AND REVIEW OF CONSENT AGENDA ITEMS FROM JANUARY 25,
2010, COUNCIL REGULAR MEETING AGENDA.
3. PRESENTATION, DISCUSSION AND CONSIDERATION OF THE 2010
DIRECTION FINDERS SURVEY.
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4. PRESENTATION OF UPDATES AND DISCUSSION OF THE STATUS OF THE
TOWN STRATEGIC PLAN.
5. ADJOURNMENT
Regular Session
1. CALL TO ORDER
2. PLEDGE OF ALLEGIANCE
3. CITIZEN PRESENTATIONS: This is an opportunity for citizens to address the Council
on any matter whether or not it is posted on the agenda. The Council cannot by law
take action nor have any discussion or deliberations on any presentation made to the
Council at this time concerning an item not listed on the agenda. The Council will
receive the information, ask staff to review the matter, or an item may be noticed on a
future agenda for deliberation or action.
4. CONSENT AGENDA: All items listed below are considered routine by the Town Council
and will be enacted with one motion. There will be no separate discussion of items
unless a Council Member or citizen so requests, in which event the item will be removed
from the general order of business and considered in its normal sequence.
a. Review and approve minutes of the Town Council Workshop and Regular meeting
held on December 14, 2009.
b. Consider Ordinance 632, Calling and Ordering a General election to be held on
May 8, 2010.
c. Consider Resolution 10-01, appointing Robert Scott to the Westlake Academy
Foundation.
5. CONSIDER A REQUEST FOR AN EXTENSION TO THE TIME LIMIT FOR
REMOVAL OF THE TEMPORARY STRUCTURE BEING USED AS AN
INFORMATION CENTER AND SALES OFFICE AT 1405 FOUNTAIN GRASS
COURT IN THE VAQUERO SUBDIVISION.
6. CONSIDER RESOLUTION 10-02, APPROVING AN ECONOMIC DEVELOPMENT
AGREEMENT BETWEEN THE TOWN OF WESTLAKE AND THE MARRIOTT SOLANA
HOTEL AND A BUDGET AMENDMENT TO FUND SAID AGREEMENT.
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7. FUTURE AGENDA ITEMS: Any Council member may request at a workshop and / or
Council meeting, under “Future Agenda Item Requests”, an agenda item for a future
Council meeting. The Council Member making the request will contact the Town Manager
with the requested item and the Town Manager will list it on the agenda. At the meeting,
the requesting Council Member will explain the item, the need for Council discussion of
the item, the item’s relationship to the Council’s strategic priorities, and the amount of
estimated staff time necessary to prepare for Council discussion. If the requesting
Council Member receives a second, the Town Manager will place the item on the Council
agenda calendar allowing for adequate time for staff preparation on the agenda item.
8. COUNCIL CALENDAR
- Board of Trustees Meeting
February 1, 2010
- NE Transportation Summit (Grapevine Convention Center)
February 17, 2010 7:30 – 10:00 am
- DFW Connector Groundbreaking Ceremony
February 17, 2010 at 11 a.m.
(DFW Connector field office, 440 W. State Highway 114,
Grapevine; Former Grapevine Suzuki dealership)
- VIP Reception for Gallery Night
February 18, 2010 7:00 – 9:00 pm
- Westlake Academy Gallery Night event
February 26, 2010 6:00 – 10:30 pm
Town Council Meeting
February 22, 2010
- Bandana Bonanza
May 8, 2010
- Westlake Academy Graduation
May 23, 2010
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9. ADJOURNMENT
ANY ITEM ON THIS POSTED AGENDA COULD BE DISCUSSED IN EXECUTIVE
SESSION AS LONG AS IT IS WITHIN ONE OF THE PERMITTED CATEGORIES UNDER
SECTIONS 551.071 THROUGH 551.076 AND SECTION 551.087 OF THE TEXAS
GOVERNMENT CODE.
I certify that the above notice was posted at the Town Hall of the Town of Westlake, 3 Village Circle, by
January, 21, 2010, by 5:00 p.m. under the Open Meetings Act, Chapter 551 of the Texas Government
Code.
CERTIFICATION
_____________________________________
Kelly Edwards, TRMC, Town Secretary
If you plan to attend this public meeting and have a disability that requires special needs, please advise
the Town Secretary 48 hours in advance at 817-490-5710 and reasonable accommodations will be made
to assist you.
CONSENT AGENDA: All items listed below are considered routine by the Town
Council and will be enacted with one motion. There will be no separate
discussion of items unless a Council Member or citizen so requests, in which
event the item will be removed from the general order of business and
considered in its normal sequence.
a. Review and approve minutes of the Town Council Workshop and Regular
meeting held on December 14, 2009.
b. Consider Ordinance 632, Calling and Ordering a General election to be
held on May 8, 2010.
c. Consider Resolution 10 -01, appointing Robert Scott to the Westlake
Academy Foundation.
Town of Westlake
Item # 2 –
Review of Consent
Agenda Items
Town of Westlake
Memo
To: Honorable Mayor and Members of the Town Council
From: Tom Brymer, Town Manager
Subject: Workshop Meeting of January 25, 2010
Date: January 18, 2010
Presentation, Discussion and Consideration of the 2010 Direction Finders Survey.
ITEM
This item supports the following Town Vision Point and Key Result Areas:
VISION POINT AND KEY RESULT AREAS
Hospitality Finds its Home in Westlake
o Citizen engagement and communication
In 2008 the Council identified as a part of its strategic planning process a key result area of
citizen engagement and communication. Many communities use statistically validated surveys
as a tool to receive and measure citizen satisfaction levels and other issues related to their
municipal government. In December 2008 the Council retained the ETC Institute of Olathe,
KS, to conduct in 2009 the Town’s first citizen survey known as Direction Finders. The 2009
survey results have provided the Town critical information on a number of issues, as well as,
satisfaction levels with various Town services. The Town’s Direction Finders survey is part of
Westlake Windows: TGIF (transparent government in focus) which received a 2009 Municipal
Excellence Award from the Texas Municipal League (TML). Westlake Windows is part of the
Town’s citizen engagement and outreach initiative to achieve transparent local government.
BACKGROUND
Mr. Chris Tathum of the ETC Institute will be at the workshop to present information related to
these surveys and how they can be used by the Council as a tool to obtain citizen perspective in
ways that enhance decision making. ETC Institute works with municipalities, school districts,
hospitals, non-profits, the US military and others to provide these survey services.
Funding is designated in the FY 09-10 Adopted Budget (Visitors Association Fund) for this
year’s Direction Finders survey.
FUNDING
Staff recommends that the Council discuss with Mr. Tathum and Staff the 2009 survey and
additional information that the Council is interested in gaining from the 2010 Direction Finders
survey.
RECOMMENDATION
1. Direction Finder survey instrument from Town’s 2009 survey
ATTACHMENTS:
2. Information on ETC Institute www.etcinstitute.com
3. Information on ETC Institute’s Direction Finders Survey
4. Chris Tathum resume
1
Town of Westlake Resident Survey
1. Satisfaction with Major Types of Services Provided By the Town. Using a scale of 1 to 5
where 5 means “very satisfied” and 1 means “very dissatisfied,” please rate your satisfaction
with the following services provided by the Town of Westlake:
How Satisfied are you with:
Very
Satisfied Satisfied Neutral Dissatisfied Very
Dissatisfied
Don’t
Know
A.
Quality of public safety services (police,
fire, emergency medical, and municipal
court) in the Town Westlake
5 4 3 2 1 9
B. Overall efforts by Westlake to ensure the
community is prepared for emergencies 5 4 3 2 1 9
C. Overall maintenance of Town streets 5 4 3 2 1 9
D. Overall effectiveness of communication
by the Town of Westlake 5 4 3 2 1 9
E. Overall quality of water utility services 5 4 3 2 1 9
F. Overall quality of wastewater (or sanitary
sewer) utility services 5 4 3 2 1 9
G. Quality of parks, trails, and recreation
programs and facilities in Westlake 5 4 3 2 1 9
H. Overall quality of customer service
provided by the Town of Westlake 5 4 3 2 1 9
I. Overall efforts by the Town to manage
storm water run-off 5 4 3 2 1 9
J. Westlake Academy 5 4 3 2 1 9
2. Which THREE of the services listed above are most important to you? [Write in the letters
below using the letters from the list in Question 1 above].
1st:____ 2nd:____ 3rd
:____
3. Using a scale of 1 to 5 where 5 means “excellent” and 1 means “poor,” please rate Westlake
with regard to the following:
How Satisfied are you with Westlake: Excellent Good Average Fair Poor Don’t
Know
A. As a place to live 5 4 3 2 1 9
B. As a place to work 5 4 3 2 1 9
C. As a place to retire 5 4 3 2 1 9
D. As a community that is moving in the
right direction 5 4 3 2 1 9
4. Overall, how safe do you feel in the Town of Westlake?
___(4) Very safe
___(3) Safe
___(2) Unsafe
___(1) Very unsafe
___(9) Don’t know
2
5. Next, I would like you to rate several items that may influence your perception of Westlake
dissatisfied.”
.
Please rate each item on a scale of 1 to 5 where 5 means “very satisfied” and 1 means “very
How Satisfied are you with:
Very
Satisfied Satisfied Neutral Dissatisfied Very
Dissatisfied
Don’t
Know
A. Overall value that you receive for the
Town sales tax and fees 5 4 3 2 1 9
B. Overall quality of governmental services
provided by the Town of Westlake 5 4 3 2 1 9
C. Overall quality of life in Westlake 5 4 3 2 1 9
D. How well Westlake is planning its growth 5 4 3 2 1 9
6. Paying for Town Services. The Town of Westlake does not currently have a property tax.
The Town relies on sales tax and user fees to fund Town services. Over the next few years,
the revenue from the Town’s sales tax and user fees is projected not to keep pace with the
cost of providing current Town services. Using a scale of 1 to 5 where 5 means “very
willing” and 1 means “not willing at all,” please rate your willingness to pay a minimal Town
property tax to prevent reductions in the following services:
How willing are you to pay a property
tax to avoid reductions in the following
current Town services:
Very
Willing Willing Somewhat
Willing Not Willing Not Willing
at All
Don’t
Know
A. Public safety services (police, fire, and
emergency medical services) 5 4 3 2 1 9
B. Maintenance of Town streets & drainage 5 4 3 2 1 9
C. Westlake Academy 5 4 3 2 1 9
D. Historic preservation 5 4 3 2 1 9
E. Streetscaping (landscaping/aesthetic treatments
along major road medians and rights-of-way) 5 4 3 2 1 9
F. Parks, trails, and recreation programs 5 4 3 2 1 9
G. Storm water management 5 4 3 2 1 9
H. Public art 5 4 3 2 1 9
7. Expanding Town Services. Since the revenue from the Town’s sales tax and user fees is
projected not to keep pace with the cost of providing Town services, it appears unlikely that
the Town could increase the levels of Town services. Using a scale of 1 to 5 where 5 means
“very willing” and 1 means “not willing at all,” please rate your willingness to pay a Town
property tax to fund expanded levels of service in the following areas:
How willing are you to pay a property
tax to fund expanded levels of Town
services in the following areas:
Very
Willing Willing Somewhat
Willing Not Willing Not Willing
at All
Don’t
Know
A. Public safety services (police, fire, and
emergency medical services) 5 4 3 2 1 9
B. Maintenance of Town streets & drainage 5 4 3 2 1 9
C. Westlake Academy 5 4 3 2 1 9
D. Historic preservation 5 4 3 2 1 9
E. Streetscaping (landscaping/aesthetic treatments
along major road medians and rights-of-way) 5 4 3 2 1 9
F. Parks, trails, and recreation programs 5 4 3 2 1 9
G. New fire station 5 4 3 2 1 9
H. New Town hall 5 4 3 2 1 9
I. Public art 5 4 3 2 1 9
3
8. Satisfaction with Specific Types of Services Provided By the Town. Using a scale of 1 to 5, where 5
means “very satisfied” and 1 means “very dissatisfied,” please rate your satisfaction with each of the
following:
How Satisfied are you with:
Very
Satisfied Satisfied Neutral Dissatisfied Very
Dissatisfied
Don’t
Know
Police Services
A. Overall quality of local police protection 5 4 3 2 1 9
B. Visibility of police in neighborhoods 5 4 3 2 1 9
C. How quickly police respond to emergencies 5 4 3 2 1 9
D. Efforts by the Town to prevent crime 5 4 3 2 1 9
E. Level of traffic enforcement 5 4 3 2 1 9
F. Municipal Court services 5 4 3 2 1 9
Fire and Medical Services
G. Overall quality of fire services 5 4 3 2 1 9
H. Overall quality of emergency medical
services 5 4 3 2 1 9
I. How quickly fire and emergency medical services personnel respond 5 4 3 2 1 9
Maintenance Services
J. Condition of major streets in Westlake 5 4 3 2 1 9
K. Overall condition of streets in your
neighborhood 5 4 3 2 1 9
L. Cleanliness of streets/other public areas 5 4 3 2 1 9
Parks and Recreation Services
M. Maintenance of the Town park 5 4 3 2 1 9
N. Number of parks in your community 5 4 3 2 1 9
O. Number of walking/biking trails 5 4 3 2 1 9
P. Quality of outdoor athletic fields available to
the Westlake community 5 4 3 2 1 9
Communication/Citizen Engagement
Q. Availability of information about Town
services and activities 5 4 3 2 1 9
R. Timeliness of information provided by the
Town of Westlake 5 4 3 2 1 9
S. Efforts by the Town of Westlake to keep you
informed about local issues 5 4 3 2 1 9
T. Usefulness of the Town newsletter 5 4 3 2 1 9
U. The Town of Westlake’s website 5 4 3 2 1 9
V. The level of public involvement in local
decisions 5 4 3 2 1 9
Utility Services
W Residential trash collection services 5 4 3 2 1 9
X. Curbside recycling services 5 4 3 2 1 9
Y. Yard waste collection services 5 4 3 2 1 9
Z. Bulky item pick up/removal services (old
furniture, appliances. etc.) 5 4 3 2 1 9
A1 Town efforts to promote water conservation and protect water resources 5 4 3 2 1 9
B2 Household hazardous waste disposal service (for oil, paint, etc) 5 4 3 2 1 9
4
9. Satisfaction with Specific Types of Services Provided By the Town (Continued). Using a scale
of 1 to 5, where 5 means “very satisfied” and 1 means “very dissatisfied,” please rate your
satisfaction with each of the following:
How Satisfied are you with:
Very
Satisfied Satisfied Neutral Dissatisfied Very
Dissatisfied
Don’t
Know
Code Enforcement Services
A. Enforcing the clean up of junk and debris
on private property in your community 5 4 3 2 1 9
B. Enforcing the mowing and cutting of
weeds and grass on private property 5 4 3 2 1 9
C. Enforcing the exterior maintenance of
residential property 5 4 3 2 1 9
D. Enforcing sign regulations 5 4 3 2 1 9
E.
Enforcement of yard parking regulations
for things such as boats and RVs in your
neighborhood
5 4 3 2 1 9
F. Town efforts to remove abandoned or
inoperative vehicles 5 4 3 2 1 9
10. From which of the following sources do you get information about the Town of Westlake?
(Check all that apply)
___(1) E-mail from the Town
___(2) Town newsletter
___(3) Town website - have you looked at Council packets on the website? YES/ NO
___(4) Voice messages from the Town
___(5) The Westlake First News (newspaper)
11. Do you think the standards for new commercial and residential development in the Town of
Westlake are too high, about right, or too low?
___(1) Too high
___(2) About right
___(3) Too low
___(5) Don’t know
12. Are you familiar with the Town’s “Dark Sky” Plan?
a.) ___(1) Yes ___(2) No
b.) If yes, are you supportive of it? ___ (1) Yes ___ (2) No
13. WESTLAKE ACADEMY. Using a scale of 1 to 5, where 5 means “strongly agree” and 1 means
“strongly disagree,” please rate your level of agreement with the following statements about
Westlake Academy:
Rate you level of agreement with the
following statements:
Strongly
Agree Agree Neutral Disagree Strongly
Disagree
Don’t
Know
A. Westlake Academy provides students with a quality education 5 4 3 2 1 9
B. I understand how Westlake Academy is governed and funded 5 4 3 2 1 9
C. I think Westlake Academy adds value to
the Town of Westlake 5 4 3 2 1 9
D. I think Westlake Academy adds value to
my property 5 4 3 2 1 9
5
14. Have you eaten at any of the Solana restaurants during the past year?
___(1) Yes
___(2) No
15. What is your age?
___(1) 18-34 years
___(2) 35-54 years
___(3) 55-74 years
___(4) 75+ years
16. How many years have you lived in Westlake? __________ years
17. Do any children in grades K-12 currently live in your home?
___(1) Yes – answer #17a ___(2) No
17a. IF YES to #17: Do any of these children currently
___(1) Yes ___(2) No – answer 17b
attend Westlake Academy?
17b. IF NO to #17a: Did any of these children previously
___(1) Yes – answer 17c
attend Westlake Academy?
___(2) No
17c. If YES to #17b: Why did your children stop attending Westlake Academy?
_______________________________________________________________
18. In which subdivision do you live?
___(1) Stagecoach Hills
___(2) Vaquero
___(3) Wyck Hill
___(4) Glenwyck Farms
___(5) Mahotea Boone
___(6) Other: ___________________
19. Which of the following BEST describes your total annual household income?
___(1) Under $50,000
___(2) $50,000 - $150,000
___(3) $150,000 - $500,000
___(4) Over $500,000
20. Gender: ___(1) Male ___(2) Female
OPTIONAL
: If you have any other comments please write them in the space provided below.
THE TOWN OF WESTLAKE
THANKS YOU FOR COMPLETING THIS SURVEY.
Please Return Your Completed Survey in the Enclosed
Postage Paid Envelope Addressed to:
ETC Institute, 725 W. Frontier Circle, Olathe, KS 66061
Firm Overview
ETC Institute was founded in 1982 by Dr. Elaine Tatham to help local governments gather data
from residents to enhance community planning.
During the past 25 years, the firm has grown from a small one-person company to a national
corporation. Since its founding, ETC Institute has completed research projects for clients in
46 states. This includes thousands of surveys, focus groups, and stakeholder meetings.
Overview
ETC Institute specializes in the design and administration of market research for governmental
organizations. Our major areas of emphasis include customer satisfaction surveys, community
planning surveys, transportation surveys, employee surveys, voter opinion surveys, parks and
recreation surveys, focus groups, and stakeholder interviews. Since 1982, ETC Institute has
completed research projects for organizations in 46 states. ETC Institute has designed and
administered more than 1,000 statistically valid surveys and our team of professional researchers
has moderated more than 750 focus groups and 1500 stakeholder meetings. During the past five
years, ETC Institute has administered surveys in more than 300 cities and counties across the
United States. ETC Institute has conducted research for more major U.S. cities than any other
firm.
Our Research is Implementation Oriented:
ETC Institute specializes in helping organizations use
market research to make better decisions. During the past five years, the results of our market
research have lead to more than $2 billion in funding initiatives by state, municipal and county
governments as well as numerous educational and nonprofit organizations. Projects that have
been funded include a wide range of community redevelopment projects, transportation
initiatives, improvements to schools and health care institutions, water and electrical utility
improvements, tourism attractions, neighborhood improvements, downtown revitalization
projects, open space acquisition and park improvements, and the development of numerous
specialized leisure facilities such as community centers, aquatic centers, and sports facilities.
Our Research Helps Community Leaders Balance the Needs of the General Public with Special
Interest Groups. Special interest groups often dominate local-decision making processes because
they actively participate in community meetings and share their ideas with local officials. While
input from special interest groups is important, the needs of the general public can be overlooked
if community leaders only have input from well organized groups and community activists. ETC
Institute’s surveys are designed to ensure the needs of the entire community are represented.
DirectionFinder
"Helping communities use citizen input to set a course for tomorrow"
Do You Know...
• What residents in your community think of the service you provide today?
• What new services residents will expect you to provide tomorrow?
• Whether voters think your community is headed in the right direction?
Benefits
• Clearly defined priorities
• Objective performance evaluation and benchmarks
• Meaningful citizen involvement
• Increased funding
• Better programs
• Stronger support from community leaders and residents
What is DirectionFinder?
DirectionFinder is a comprehensive, public opinion survey instrument developed by ETC Institute
to meet the unique information and budget needs of city and county governments.
How was DirectionFinder developed?
For more than 20 years, ETC Institute has worked with local governments nationwide to gather
statistically valid and representative input from residents on a wide variety of issues and topics.
We have administered citizen surveys on a regular basis on a broad range of community issues to
help community leaders make informed decisions.
In doing so, we have developed a vast library of standardized questions and survey instruments
that get high levels of response and the kinds of information decision-makers need. With
DirectionFinder, we have created an off-the-shelf resource that lets city and county leaders
measure the impact of virtually any service they provide.
Through these ready-made public opinion surveys, you can get the kind of information you need
to make your budget and programmatic decisions. And you can get these solid, real-world
answers without the often considerable expense of customized surveys. And because we built
DirectionFinder on a foundation of standardized questions, it means that you'll get results that
you can compare to those of other communities like yours nationwide.
Why should you use Direction Finder?
You should use DirectionFinder if you want to:
DirectionFinder will show you whether the perceived quality of service delivery is improving or
declining in your community. It also provides you with a benchmark that allows you to compare
your community's performance to others.
Monitor performance consistently over time
DirectionFinder gives you the tool to determine how successful a program is in the eyes of
residents.
Objectively measure and evaluate the impact of specific programs
DirectionFinder provides the means to reach out to community members whose opinions might
not otherwise be heard. It lets city leaders know what voters who do not come to public hearings
or actively participate in local government think about local issues.
Prioritize resources
DirectionFinder allows cities to gather statistically valid input from residents at a significantly
reduced cost; standardizing the survey questions greatly reduces the professional costs
associated with the design and administration of the survey.
Save Dollars
What will you get with DirectionFinder?
The basic DirectionFinder will:
Objectively measure the overall attitudes of your residents in 14 major categories:
• Stormwater • Communication
• Parks and Recreation • Maintenance
• Customer Service • Public Safety
• Code Enforcement • Rates and Fees
• Economic Development • Community Image
• Quality of Life • Water Services
• Housing • Transportation
- Help you assess your community's overall performance in each of these 14 categories.
- Identify the relative importance that your residents place on each of these 14 categories.
- Tell you how satisfied your residents are with the facilities you provide, such as streets, parks,
sidewalks, lighting, etc.
What if you need more information?
- Assess the value your residents think they receive for their local tax dollars.
ETC Institute has designed optional sets of questions that can be added to the Basic
DirectionFinder to help you get more information about specific issues in any of the 14 categories.
In addition, if you have an issue that is unique to your community, ETC Institute will work with you
to design questions that are tailored to your needs.
When you subscribe to DirectionFinder
we'll work together as follows:
• A representative from your organization contacts ETC Institute to participate.
• ETC Institute works with you to determine the best sample size for your community based
on population and the amount of subanalysis desired.
• You decide whether you want to have any of the optional sets of questions asked in
addition to the core set of questions.
• ETC Institute works with you to ensure the survey is tailored to specific issues in your
community.
• ETC Institute administers the survey when you would like it to be administered.
• ETC Institute provides your community with results of the survey by a mutually agreed
upon date. Although the normal time frame for administering and reporting the results
on their survey takes about 4-6 weeks, communities can place a priority request on their
survey and have the results in less than 14 days for a slight increase in fee.
If desired, ETC Intitute will provide your organization with a formal presentation showing how
your performance compares to other communities of your size at the regional and national level.
During the past 20 years, ETC Institute has helped leaders of more than 100 cities in 46 states use
citizen surveys to make better decisions. ETC Institute's nationally recognized qualifications in
citizen issue research are unparalleled.
CHRISTOPHER E. TATHAM, VICE PRESIDENT
Education
M.B.A., Management, Kansas State University, 1996, first in class B.A., Princeton University,
Political Science/Economics, 1990, magna cum laude Certificate of Proficiency in Latin American
Studies, Princeton University, 1990
Professional Affiliations
Chair of the Citizen for Parks Sales Tax Initiative that resulted in the passage of a multi-million
dollar voter referendum for parks
and recreation improvements;
Strategic Planning Committee, City of Olathe, Kansas;
Board of Directors, Olathe Chamber of Commerce;
Parks and Recreation Board City of Olathe, Kansas;
Convention and Visitors Bureau of Olathe, Kansas;
Experience
Market Research Association
Mr. Tatham is one of the nation’s leading authorities on the development of qualitative and
quantitative customer satisfaction research for state and local governments. During the past ten
years, he has designed and implemented customer satisfaction assessments for more than 300
governmental agencies in 44 different states.
He has superior skills for planning and coordinating complex tasks that are required for the
successful administration of comprehensive customer satisfaction research programs. During the
past year, he managed more than $2.5 million dollars worth of research projects with budgets
ranging from $2,000 to more than $900,000.
Mr. Tatham is a highly skilled interviewer and focus group facilitator. His experience includes
interviews with foreign cabinet members, Heads-of-State, ambassadors, and numerous leaders at
all levels of government and business in the United States, Mexico, and Canada. His
communication skills (both English and Spanish) are excellent and he is extremely successful at
getting quality feedback. During the past year, he facilitated more than 75 focus groups and nearly
200 stakeholder interviews.
Recent presentations and talks given by Mr. Tatham to regional and national audiences include:
“How to Increase Customer Satisfaction with Effective Communication,” (American Waterworks
Association Research Foundation - Washington, D.C.); “How Municipal Departments Can
Implement Effective Customer Satisfaction Programs on a Limited Budget,” (Government Training
Institute of Kansas and Missouri); “Benchmarking Citizen Satisfaction with the Delivery of
Governmental Services” (Mid America Regional Council - Kansas City, MO); “Best Practices in
Community Survey Research,” National Association of Counties - New Orleans).
His representative project experience is briefly summarized below:
Mr. Tatham originally developed and implemented ETC Institute’s DirectionFinder®
Survey in the
late 1990s. Today, the survey allows more than 150 communities across the United States to
objectively assess community priorities and customer satisfaction against regional and national
benchmarks for a wide range of governmental services.
Mr. Tatham has managed surveys in more than 300 city and counties in North America, including
9 of the 20 largest U.S. cities and 11 of the 20 largest U.S. counties.
Some of the large
communities where he has managed surveys are listed below:
• Atlanta, Georgia • Louisville, Kentucky
• Austin, Texas • Miami, Florida
• Broward County, Florida • Miami-Dade County, Florida
• Buffalo, New York • Nashville, Tennessee
• Colorado Springs, Colorado • Norfolk, Virginia
• Columbus, Ohio • Oakland, California
• DeKalb County, Georgia • Oklahoma City, Oklahoma
• Denver, Colorado • Providence, Rhode Island
• Detroit, Michigan • Riverside County, California
• Dupage County, Illinois • San Antonio, Texas
• Fairfax County, Virginia • San Bernardino County, CA
• Fort Lauderdale, Florida • San Diego, California
• Fort Worth, Texas • St. Louis, Missouri
• Fulton County, Georgia • St. Paul, Minnesota
• Harris County, Texas • Tarrant County, Texas
• Houston, Texas • Tucson, Arizona
• Kansas City, Missouri • Washington, D.C.
• Las Vegas, Nevada • Wayne County, Michigan
• Long Beach, California • Westchester County, New York
Transportation Research Experience.
Mr. Tatham also has a very comprehensive understanding of a wide range of transportation
issues. In 2004, he presented an overview of best practices in customer satisfaction for
departments of transportation
• Colorado Department of Transportation
• Iowa Department of Transportation
• Kansas Department of Transportation
• Missouri Department of Transportation
• Oklahoma Department of Transportation
• South Dakota Department of Transportation
• South Carolina Department of Transportation
• North Carolina Department of Transportation
• Texas Department of Transportation
• CalTrans (California Department of Transportation)
• Southern California Association of Governments
• The Southeast Michigan Council of Governments
• U.S. National Park Service
at American Association of State Highway Transportation Official’s
national conference. Some of the large organizations for which Chris has managed transportation
related market research include:
Other Experience:
• Mr. Tatham has designed and managed Employee Surveys/Organizational Health Assessments
for dozens of local governments.
• Chris managed a large international research project for the American Waterworks Association
Research Foundation (AWWARF) that identified ways that water utilities and local governments
can use communication strategies to increase customer satisfaction. The findings were published
as a book in 2004.
•
Mr. Tatham has served as a political advisor and conducted survey research that led to voter
approval of projects valued at more than $2 billion during the past four years.
Recent
• ‘Ten Steps To Increase Customer Loyalty.’ Services, Vol. 25, No. 5 (May), 2005.
• ‘Increase Customer Loyalty in 10 Easy Steps.’ HVACR Distribution Today, Winter 2004/2005
• ‘Steps to Customer Loyalty.’ NAHAD News, February, 2005.
• ‘Inspecting What You Expect Keeps Customers Coming Back.’ e-Mhove,
• ‘Market Research: The Key to Creating Loyal Customers. Chemical Distributor, 2005, Vol. 27, No.
1 (Jan.).
Publications on Customer Satisfaction Related Issues
Current Position
Mr. Tatham is currently serving as
Senior Executive Vice President and Chief Operating Officer
for
ETC Institute. Mr. Tatham is currently a senior manager for a 100 plus-person, market research
firm that specializes in the design and administration of customer satisfaction research for
governmental, nonprofit, and private organizations. Areas of emphasis include: transportation,
planning and zoning, parks and recreation, public safety, and utilities. Under his leadership as
Director of Operations, the company’s sales have increased by more than 1500% since 1996. The
company was recently selected as “One of the Best Places to Work in Kansas City” by the Kansas
City Business Journal. ETC Institute also received the prestigious “Top 10 Small Businesses in
Greater Kansas City” award from the Greater Kansas City Chamber of Commerce; the firm was
selected from more than 1700 nominees.
1
Memo
Town of Westlake
To: Honorable Mayor and Members of the Town Council
From: Tom Brymer, Town Manager
Subject: Workshop Meeting of January 25, 2010
Date: January 18, 2010
Presentation of Updates and Discussion of the Status of the Town Strategic Plan.
ITEM
This item supports the following Vision Point and Key Result Areas:
VISION POINT AND KEY RESULT AREAS
Inviting Residential & Corporate neighborhoods
o On-going comprehensive planning
o Sensitivity to neighborhood integrity
o Outstanding community appearance
o Highest quality development and aesthetic standards
o Open space preservation
We are Leaders
o Premier educational facilities and programs
o Producing well educated future leaders and thinkers
o Business partnerships with Westlake Academy
o Environmental stewardship initiatives
o High quality services delivery coupled with financial stewardship
o Infrastructure maintenance and planning
Hospitality Finds its Home in Westlake
o Citizen engagement and communication
o Historic Preservation
o Tourism development
In June 2008, the Town Council and staff began work on formulating a community
vision, value statements and a mission statement on which to build a strategic plan for
Westlake. The purpose of this workshop agenda item is to provide the Council an update
and an opportunity to discuss the status of the various outcome strategies to this strategic
plan. Below is a recap of Town Council meetings to date directed towards formulating
the vision, values and mission, as well as, developing and adopting this strategic plan.
BACKGROUND
• June 27-28, 2008. Two day off-site Council/Leadership Team strategic planning
retreat focused on developing the Town’s vision, values and mission statements.
• June 14, 2008. Council workshop held to follow-up from the strategic planning
retreat; Council gave their consensus to use a format of dividing the vision
statement into 3 vision points and create “key result areas” for each of those
vision points.
2
• February 23, 2009. Council workshop held where a draft municipal strategic
plan was presented; Council consensus was to wait on the results of the
DirectionFinders citizens’ survey results before moving forward with the strategic
plan.
• June 22, 2009. At this Council mini-retreat, the DirectionFinders results were
presented, as well as, the draft strategic plan containing Council revisions from
the February 23, 2009, workshop; Council also made further revisions to the draft
strategic plan at this mini-retreat.
• July 13, 2009. Strategic Plan adopted by the Town Council at this regular
meeting.
FUNDING
: N/A at this time
RECOMMENDATION
Staff recommends that the Town Council hear and discuss updates provided by staff on
the various outcome strategies contained in this Strategic Plan.
:
ATTACHMENTS
• Adopted Town of Westlake Strategic Plan.
:
Westlake is a one-of-a-kind community — an
oasis with rolling hills, grazing longhorns, and
soaring red-tailed hawks, located in the heart
of the Fort Worth-Dallas metropolitan area.
Inviting neighborhoods and architecturally
vibrant corporate campuses find harmony
among our meandering roads and trails, lined
with native oaks and stone walls.
We are leaders. In education, we are known
for our innovative partnerships between the
Town-owned Charter school and its corporate
neighbors. We are environmental stewards —
exemplifying the highest standards.
Hospitality finds its home in Westlake. As a
community, we are fully involved and invested
in our rich heritage, vibrant present and
exciting, sustainable future.
Vision Statement
Mission Statement
“On behalf of the citizens, the mission of the Town of Westlake is to
be a one-of-a-kind community that blends our rural atmosphere
with our rich culture and urban location.”
3 Village Circle, Suite 202, Westlake, Texas 76262
www.westlake-tx.org (817) 430-0941
Strategic Plan
2009 Town of Westlake
“Westlake, a premier knowledge based community”
Vaquero Estates
Community Values
Innovation
A strong knowledge/education
base
Being friendly and welcoming
Family focus
Engaged citizens
A unique rural setting
emphasizing preservation of
our natural beauty
Aesthetic appeal and high
development standards
Table of Contents
History and Demographics 2
Key Result Area Summary and
Timelines
3
Community Strengths and
Challenges
4
Vision Point One 5
Vision Point Two 6
Vision Point Three 7
Outcome Strategies and
Objectives
8
Approximately 700 residents currently occupy the Town of Westlake’s 6.6 square miles,
which is situated in the northern triangle of the Fort Worth—Dallas area.
Originally settled in 1847, Westlake was incorporated in 1956. Today, the Town of
Westlake is home to several neighborhoods, all of which share a commitment to
excellence, but possess unique character and charm. All residents live in single-family
homes and there is an award winning private golf course in Town.
The median age in Westlake is 47, and 51% of the residents are female. Some of the
community’s top employers are: Fidelity Investments, Chrysler Financial, and First
American Real Estate Information Services, Inc. Several companies have offices in
Solana, a high-profile corporate campus near State Highway 114. Solana’s Village
Circle also provides a mix of retail spaces and restaurants, plus offers the 296-room
Marriott Solana hotel.
The sales tax rate in Westlake is 8.25%. Of the money collected, 6.25% is paid to the state
of Texas, 1% to the Town, and the remaining 1% to a local property tax relief fund and
an economic development fund.
Fidelity Investments North Texas Campus
Solana Corporate Campus
Chrysler Financial—Westlake Campus
First American Campus
Deloitte University Campus (in-design)
Marriott / Solana Hotel
History and Demographics
Major & Planned Developments
Solana Office Complex
Top Employers
Fidelity Investments
Chrysler Financial
First American Real Estate Information Services, Inc.
Wells Fargo Bank
McKesson Corporation
“Westlake, a
premier
knowledge
based
community”
Page 2 Town of Westlake
During the strategic planning process, the Town Council and staff Leadership Team
developed an overview of the major work related objectives and mission for the Town
of Westlake. The vision and mission statements were drafted to reflect the unique
characteristics found within our community and the values which are important to our
residents.
The information is contained within three vision points which describe the areas that
the Council has determined are vital to maintaining our Town and providing services
to enhance the quality of life of our residents.
Vision Point One—Inviting Residential and Corporate Neighborhoods
Vision Point Two—We are Leaders
Vision Point Three—Hospitality Finds Its Home in Westlake
Strategic Plan’s Organization and Timelines
The vision points are then divided into key Result Areas (KRA’s) and outcome
measures which serve to focus the efforts of the staff on achieving the desired results
of the Council.
These range from issues such as maintaining neighborhood integrity through
infrastructure maintenance and development standards to promoting historic
preservation and citizen involvement.
Within each outcome measure, the staff has identified key objectives and a timeline in
which to complete tasks and reach our goals. The timelines are either assigned short,
mid, or long-range goals, while some are considered to be on-going and necessary on a
reoccurring basis.
Short-Range Goals = 1—2 years
Mid-Range Goals = 3—5 years
Long-Range Goals = 5 or more years
On-going Goals
The outcome measures are also assigned a Team Leader or Co-Leader who is
responsible for working with a staff team to complete or work toward achieving the
tasks in each Key Result Area.
Page 3 Town of Westlake
“Vision without
action is a dream.
Action without
vision is simply
passing the time.
Action with vision
is making a
positive difference.”
- Joel Barker
The Westlake Mayor and Town Council are united in their view that the community enjoys
many strengths. Westlake has no current ad valorem tax, however, this requires the Town to
assess and evaluate alternative sources of revenue to maintain financial stability. The
history of responsible planning and zoning, along with a growing corporate campus base is
viewed as a benefit to the community.
The Mayor, Council and staff continue to anticipate, identify and prepare for external
conditions or activities, which would detract from the success and unique development of
the Town. Special attention is given to practicing fiscal conservatism while delivering the
highest quality of services to our residents.
Future questions on such issues as the consideration of oil and gas drilling standards within
the Town, creating a retail base, revenue opportunities, efficient service delivery, public
safety concerns and the development of Westlake Academy will be important to Westlake
elected officials, residents, the business community and staff.
Community Strengths and Challenges
Future Milestones and Events
Groundbreaking of Deloitte University
Completion of the Sam and Margaret Lee Arts and Sciences Center
Page 4 Town of Westlake
Strengths
Fully integrated community duct bank
Access to top quality of life amenities
Development of quality corporate campuses and partnerships
Promotion of the Town as an event and conference location
Opportunities and Challenges
Further development of a diversified revenue sources for the Town
Enlarged Westlake Academy campus with track, soccer, and baseball fields
Expanded park system
Attraction of retail development
Development of extensive interconnected trail system with surrounding municipalities
Potential SH 114 connectivity to SH I-35
Expansion of eco-friendly / green initiatives within the Town
Further urban sprawl from surrounding communities
Review of maintenance needs of infrastructure and funding for major repairs
Need to identify location of secondary water source and develop existing water supplies
The Town is home to several communities; residential, corporate and agricultural uses.
Our largest residential development is home to a state of the art golf facility and many
beautiful homes. Stagecoach Hills is located along the historic stagecoach line which
transported passengers from Keller to Denton. Westlake neighborhoods include:
Aspen Lane ● Glenwyck Farms ● Mahotea Boone ● Paigebrooke Farms
Stagecoach Hills ● Terra Bella ● Vaquero ● Wyck Hill
The Town is located along the Tarrant and Denton County borders and has portions of
major State highways that surround our perimeter. We are an ideal location for
businesses and have enjoyed a long history with our corporate campus developments.
Highest Quality Development
and Aesthetic Standards
Short-Range Goals
Deloitte Groundbreaking
Update Codes/Amendments
Fidelity Phase II Completion
Finalize Oil and Gas Related
Ordinances
Mid-Range Goals
Attraction of Retail
Development
Open Space Preservation
Short-Range Goals
Open Space Land Acquisition
Park Space Expansion
VISION POINT ONE—INVITING RESIDENTIAL AND CORPORATE NEIGHBORHOODS
Entrance to Glenwyck Farms
Fidelity Investments Construction Project
Sensitivity to Neighborhood
Integrity
Short-Range Goals
Landscaped Entrances
Mid-Range Goals
Connected Trail System
Long-Range Goals
Town-wide Completed Trail
System
Outstanding Community
Appearance
Short-Range Goals
Streetscape Projects
Key Result Areas Supporting the Vision Point
On-going comprehensive
planning
Short-Range Goals
Update Master Plans:
Comprehensive Use, Open
Space /Trails, Land Use
Mid-Range Goals
Precinct Line Rd.
Construction
Develop Master Plan as
Community Focal Point
Page 5 2009
Strategic Plan Summary
Town leaders foresaw the need for a facility to educate the children of Westlake in a
local setting and to provide the citizens with a civic campus.
In 2003, the Town raised funds to build Westlake Academy, the only open-enrollment
charter school owned and operated by a municipality in the State. The Academy offers
the rigorous International Baccalaureate curriculum and all residents are eligible to
enroll their children.
The elected Town Council also serves as the Board of Trustees for the Academy. The
unique arrangement serves to strengthen the working relationship between the
Academy and the Town.
Westlake is also one of a handful of towns in Texas that does not levy a property tax.
Instead, revenue from sales taxes, user fees, and franchise fees fund Town services.
High Quality Services Delivery
Coupled with Financial
Stewardship
Short-Range Goals
Review of growth related
policies: ”Growth pays for
Growth”
Public Safety Service Delivery
and Funding Review
Environmental Stewardship
Initiatives
Short-Range Goals
Create Westlake Green Team
Automated Recycling
Program
Plan for Environmental
Improvements and Water
Conservation Strategies
Infrastructure Maintenance and
Planning
Short-Range Goals
Town Facility Master Plan
Develop Capital Improvement
Plans
Drainage Utility and Storm
Water Planning
Long-Range Goals
Regional Rail System
VISION POINT TWO—WE ARE LEADERS
Entrance to Westlake Academy
Producing Well Educated Future
Leaders and Thinkers
Short-Range Goals
Academy Students in
Internships at Corporate
Campuses
Academy and Deloitte
University Mentoring
Programs
Key Result Areas Supporting the Vision Point
Premier Educational Facilities
and Programs
Short-Range Goals
Opening of Arts and Sciences
Center
Westlake Academy
Page 6 Town of Westlake
Strategic Plan Summary
In an effort to foster citizen engagement, enhance our neighborhoods and increase partici-
pation in the community, many of the residents serve on various advisory boards that are
committed to furthering the mission of the Town and ensuring Westlake is truly a unique
community.
The Westlake Historical Preservation Society was created to identify, preserve, and
perpetuate the history of the Town of Westlake and the Cross Timbers region.
The Town is committed to protecting and improving the quality of life of Westlake residents,
businesses and students by encouraging, inspiring, educating and entertaining artistic and
creative endeavors. The Public Art Society of Westlake provides a wide range of professional
and artistic presentations to foster the arts in the community.
Westlake is also a member of Tree City USA . The Town must meet strict standards to ensure
there are viable tree management plans and programs in place to help support growth and
forestry.
Arts and Culture
Short-Range Goals
Implement Westlake Speaker
Series to Feature Community
Leaders
VISION POINT THREE—HOSPITALITY FINDS ITS HOME IN WESTLAKE
WA Campus Fountain
Historic Preservation
Short-Range Goals
Integrate Mission of the
Historical Preservation
Society into Community
Events
Tourism Development
Short-Range Goals
Host Regional Events
Development to Include
Additional Hotels and
Restaurants
Key Result Areas Supporting the Vision Point
Citizen Engagement and
Communication
Short-Range Goals
Improve Web Site User
Friendliness
Develop Communication Plan
Review E-government
Usage for Service Delivery
Conduct Regular
Neighborhood Meetings
Page 7 2009
Strategic Plan Summary
Outcome Strategies:
1. Update master plans to guide development and provide a framework for future projects;
promote the Master Plan as a community focal point — Short & Mid-Range Goals.
Team Co-Leaders: Tom Brymer / Eddie Edwards
Objective 1.1: Develop RFP for master plan review.
Estimated Completion Date: Spring, 2010
Objective 1.2: Work with consultant to draft the master plans — form community/staff
task force.
Estimated Completion Date: Winter, 2010
Key Result Areas and Outcome Strategies
Glenwyck Park
Vaquero
2. Precinct Line Road construction — Mid-Range Goal.
Team Leader: Jarrod Greenwood
Objective 2.1: Facilitate stakeholder meetings to communicate project status and
engage community members.
Estimated Completion Date: Fall, 2009
Objective 2.2: Finalize construction plans with TxDOT; TxDOT bid placement.
Estimated Completion Date: Summer, 2010
Objective 2.3: TxDOT commences construction.
Estimated Completion Date: Winter 2010
Page 8 2009
ON-GOING COMPREHENSIVE PLANNING — Ensure the master plans are continually
updated and reviewed to enhance the development of the Town.
Outcome Measure: All master plan documents are not more than 5 years old.
Vision Point One—Inviting Residential and Corporate Neighborhoods
“We are limited,
not by our abilities,
but by our own
vision.”
- Anonymous
SENSITIVITY TO NEIGHBORHOOD INTEGRITY — Maintain the high standards of
neighborhood planning and residential construction to foster the Town’s unique character and rural
atmosphere.
Outcome Measure: Utilize the 2009 Direction Finder survey to establish a benchmark measure for
neighborhood integrity.
Outcome Strategies:
1. Promote and develop landscaped entrances to neighborhoods — Mid-Range Goal.
Team Leader: Troy Meyer
Objective 1.1: Review and update ordinances and Unified Development Code for all
landscaping requirements which would include, but not limited to:
irrigation systems, plans, trees, xeriscape concepts, water features,
lighting, gates, and signs.
Estimated Completion Date: Spring, 2010
Entrance to Stagecoach Hills
Objective 1.2: Develop and implement a process to educate developers, homeowners
associations, and staff on new requirements.
Estimated Completion Date: Summer, 2011
2. Review and update the current trail system plan and develop interconnectivity options
with surrounding municipalities — Mid and Long-Range Goals.
Team Leader: Troy Meyer
Objective 2.1: Partner with Keller, Trophy Club, Southlake and Roanoke on best location
for connecting local and regional trail systems.
Estimated Completion Date: Winter, 2010
Objective 2.2: Develop standards for park benches, water features, picnic tables, signs,
and pet stations.
Estimated Completion Date: Winter, 2010
Objective 2.3: Identify changes to the open space plan created March of 1999 and
present to the Town Council for approval.
Estimated Completion Date: Spring, 2011
Arbor Days Hot Air Balloon
Page 9 Town of Westlake
OUTSTANDING COMMUNITY APPEARANCE — Enhance the appearance of the Town with
public art displays and high-quality, environmentally responsible landscaping projects.
Outcome Measure: Utilize the 2009 Direction Finder survey to establish a benchmark measure for
community appearance.
Sensitivity to Neighborhood Integrity (cont.)
Outcome Strategies:
1. Streetscape projects to enhance community appearance — Short-Range Goal.
Team Leader: Jarrod Greenwood
Objective 1.1: Work with consultants, TxDOT, and community stakeholders to develop
streetscape concept that will incorporate existing themes and
characteristics within Westlake.
Estimated Completion Date: Fall, 2009
Objective 1.2: Work with Public Art Committee to enhance the FM 1938 corridor by
developing a streetscape plan that includes areas dedicated for public art.
Estimated Completion Date: Fall, 2010
Outcome Strategies:
1. Support our newest corporate partners, Deloitte and Fidelity, with Deloitte University and
the completion of Fidelity Phase II — On-going Goal.
Team Leader: Ginger Awtry
Objective 1.1: Facilitate communication between the stakeholders — PR/marketing
team, Town Council, staff, citizens and businesses — to aid and promote the
groundbreaking and opening activities.
Estimated Completion Date: On-going
Objective 1.2: Coordinate and assist with press releases, special required permitting,
community traffic flow, security needs, local dignitary contacts, and any
other municipal areas in which assistance is warranted.
Estimated Completion Date: On-going
2. Revise and update all codes and related amendments — Short-Range Goal.
Team Leader: Eddie Edwards
Objective 2.1: Revise plan review checklists to reflect the new codes, policies, and
procedures; Update
Estimated Completion Date: Summer, 2009
Objective 2.2: Update Town of Westlake internet site to reflect the new code adoptions.
Estimated Completion Date: Summer, 2009
Objective 2.3: Update contractor handouts reflecting new codes, revised policies, and
procedures.
Estimated Completion Date: Spring, 2010
3. Finalize oil and gas drilling related ordinances — Short-Range Goal.
Team Leader: Eddie Edwards
Objective 3.1: Develop applications, forms, policies, and procedures related to issuing
permits and administering the adopted codes.
Estimated Completion Date: Summer, 2009
Objective 3.2: Amend technical standards provision in Code of Ordinances.
Estimated Completion Date: Summer, 2009
Objective 3.3: Amend zoning ordinance to allow drilling and production in additional
zoning districts.
Estimated Completion Date: Summer, 2009
J. T. Ottinger Road
Terra Bella Entry
Page 10 2009
HIGHEST QUALITY DEVELOPMENT AND AESTHETIC STANDARDS — Ensure standards
are met which maintain the superior appearance and construction of developments.
Outcome Measure: At least one local, regional, or national award/recognition on an annual basis for new
Westlake residential or commercial development.
4. Work to attract nationwide, well known anchor and retail businesses — Mid-Range
and On-going Goals.
Team Co-Leaders: Tom Brymer / Eddie Edwards
Objective 4.1: Explore viable economic development tools to attract retail
development, specifically in the western area of Westlake, which would
be beneficial to the Town and potential business partnerships.
Estimated Completion Date: Winter, 2010
Objective 4.2: Research the use of special districts and other incentives that would
allow the Town to be proactive in our effort to attract retail uses.
Estimated Completion Date: Winter, 2010 and On-going
Marriott / Solana Hotel
Cielo Restaurant
Page 11 Town of Westlake
Highest Quality Development and Aesthetic Standards (cont.)
OPEN SPACE PRESERVATION — Maintain the rural atmosphere, spacious residential lots,
park facilities and open areas within the master planned community development.
Outcome Measure: Utilize comprehensive plan to develop a recommendation or feasible ratio of open
space to land development.
Outcome Strategies:
1. Open space land management and park system expansion — Mid-Range Goal.
Team Leader: Troy Meyer
Objective 1.1: Define the “Open Space Land Management” concept to develop
practices and policies to protect our natural resources.
Estimated Completion Date: Winter, 2009
Objective 1.2: Review current land management plans; “inventory” available open
space/potentials sites located in the flood plains/wet lands.
Estimated Completion Date: Winter, 2009
Objective 1.3: Develop long range plans to maintain resources including ordinances
and additional requirements to site plans/SUP submittals mandating
open space requirements as developments proceed through the Town.
Estimated Completion Date: Summer, 2010
Objective 1.4: Analyze the open space in relation to comprehensive trail system and
amend trail space to integrate cohesive planning.
Estimated Completion Date: Fall, 2010
Objective 1.5: Work with Planning Department to ensure public open spaces are
included in development proposals.
Estimated Completion Date: On-going
Objective 1.6: Hire consultant for revised trail master plan, to include, overview of
system components, cemetery design elements
Estimated Completion Date: Fall, 2010
Objective 1.7: Examine the establishment of a parks master plan.
Estimated Completion Date: Fall, 2010
Vaquero
“Westlake has been
a lot of things, but it
has never been
ordinary.”
Fort Worth
Star Telegram
Vaquero
Page 12 Town of Westlake
Outcome Strategies:
1. Complete the Sam and Margaret Lee Arts and Sciences Center — Short-Range Goal.
Team Leader: Troy Meyer
Objective 1.1: Pouring of concrete foundation.
Estimated Completion Date: Spring, 2009
Objective 1.2: Continual supervision and interaction with contractors and suppliers to
facilitate contract completion for construction related matters.
Estimated Completion Date: Fall, 2009
Objective 1.3: Opening of Arts and Sciences Center.
Estimated Completion Date: Fall, 2009
Objective 2.2: Meet with Head of Sections to develop a plan and determine what grade
levels would be applicable.
Estimated Completion Date: Fall, 2009
Objective 2.3: Based on meeting outcome ,scheduling limitations and student availability,
conduct a meeting with staff to identify field trip dates and assist the
respective Department Head with scheduling, if necessary.
Estimated Completion Date: Winter, 2009
1. Create partnerships between municipal and Academy staff to utilize local government
resources to enhance student learning and achievement – Short-Term and On-going
Goals.
Team Leader: Debbie Piper
A. Field Trips
Objective 2.1: Discuss with the Leadership Team any field trip opportunities that will be
of interest to the students and introduce them to the responsibilities of
local government services.
Estimated Completion Date: Fall, 2009
PREMIER EDUCATIONAL FACILITIES AND PROGRAMS — Develop high quality educa-
tional facilities and learning opportunities for the students of Westlake Academy.
Outcome Measure: Completion of Arts & Sciences Center.
PRODUCING WELL EDUCATED FUTURE LEADERS AND THINKERS — Support the
Academy staff in their efforts to educate the students.
Outcome Measure: Development of program processes and objectives; creation of 2 intern positions
and placement of students within 2 years.
Vision Point Two — We Are Leaders
Beginning Phase of A&S Site Preparation
Westlake Academy and Student Body
Page 13 2009
Producing Well Educated Future Leaders and Thinkers (cont.)
B. Internships and Mentoring
Objective 2.4: Meet with staff to determine level of interest and assistance the interns
will be able to provide and formulate rotation to allow students the
experience of working in all aspects of local government.
Estimated Completion Date: Fall, 2009
Objective 2.5: Coordinate placement opportunities with local businesses and prepare
evaluation forms and feedback process for both students and employers.
Estimated Completion Date: Spring, 2010
Objective 2.6: Select interns and prepare a schedule with Town and Academy staff.
Estimated Completion Date: Spring, 2010
ENVIRONMENTAL STEWARDSHIP INITIATIVES—Develop and implement comprehensive ‘green’ programs for the
residents, corporations, and the Academy.
Outcome Measure: Implementation of approved environmental programs within five years.
Outcome Strategies:
1. Develop a comprehensive automated recycling and composting program to identify new technology which may be
utilized in our environmental stewardship — Short-Range and On-going Goals.
Team Co-Leaders: Jarrod Greenwood / Troy Meyer
Objective 1.1: Conduct Council workshop presentation to identify environmental stewardship initiatives and
prioritize tasks within the program — to include, geo-thermal and bio-diesel options and e-waste
recycling opportunities
Estimated Completion Date: Spring, 2010
A. Formation of Westlake Green Team
Objective 1.2: Establish the Westlake Green Team to address issues with recycling/composting. Will include
Town Council, staff, student representatives, corporate residents and waste management provider.
Estimated Completion Date: Spring, 2010
Objective 1.3: Coordinate activities of Team with NCTCOG, especially its Green Cities Committee.
B. Recycling Program
Objective 1.4: Survey surrounding recycling and composting programs and available
services to develop a comprehensive program.
Estimated Completion Date: Winter, 2009
Objective 1.5: Implement recycling program at all Town facilities.
Estimated Completion Date: Summer, 2009
Objective 1.6: Provide hazardous material disposal for citizens.
Estimated Completion Date: On-going
Page 14 Town of Westlake
C. Water Conservation Efforts
Objective 1.7: Develop water conservation messages for landscaping and the use of
xeriscaping in neighborhoods and common areas. Develop plant listing
for landscape ordinance. Integrate input from resident master
gardeners to enhance conservation and landscaping recommendations.
Estimated Completion Date: Spring, 2010
Objective 1.8: Assist Academy with water conservation, protection, and production
education by speaking to students and arranging field trips to water and
wastewater treatment facilities.
Estimated Completion Date: On-going
Objective 1.9: Provide water conservation information to customers through the
website, mailings, news letters, and Academy publications.
Estimated Completion Date: On-going
Environmental Stewardship Initiatives (cont.)
HIGH QUALITY SERVICES DELIVERY COUPLED WITH FINANCIAL STEWARDSHIP
Research available revenue resources to offset the cost of providing services; continue to provide
outstanding government administrative support services while working within the municipal budget.
Outcome Measure: Implementation of at least one new demand driven revenue source per year, over
the next five years.
Outcome Strategies:
1. Establish a strategy for achieving long-term financial sustainability for the Town
government, including Westlake Academy — Mid-Range Goal.
Team Leader: Tom Brymer
Objective 1.1: Review 2009 Direction Finders results with Council.
Estimated Completion Date: Summer, 2009
Objective 1.2: Review 2009 Westlake Academy Parent Survey with Council.
Estimated Completion Date: Summer, 2009
Objective 1.3: Review Town Capital Improvement Plan, municipal 5-year financial
forecast, and Academy financial forecast during proposed 09/10 budget
deliberations.
Estimated Completion Date: Summer, 2009
Objective 1.4: Research and compile report regarding municipally owned and operated
charter schools and their organizational structure.
Estimated Completion Date: Fall, 2009
Objective 1.5: Council to review long-range financial forecast, Academy cost structure
components, staff to identify options and strategies to address financial
issues and their timing.
Estimated Completion Date: Spring, 2010
Westlake DPS Engine
Page 15 2009
High Quality Services Delivery Coupled with Financial Stewardship (cont.)
Objective 1.6: Council to prioritize service options and provide staff direction on future
budgeting and resource allocation.
Estimated Completion Date: Spring, 2010
2. Review and discuss growth related policies — Short-Range Goals.
Team Co-Leaders: Tom Brymer / Todd Wood / Debbie Piper
A. Council discussion of ”Growth pays for growth” approach to financial stewardship and
policy making.
B. Impact Fees
Objective 2.4: Discuss and receive Council direction on impact fee feasibility study.
Estimated Completion Date: Spring, 2010
Objective 2.5: Prepare proposal of utility impact fee analysis and feasibility report.
Estimated Completion Date: Fall, 2010
Objective 2.6: Review impact fee recommendations and consider fee adoption.
Estimated Completion Date: Summer, 2011
C. Park Land Dedication and Development Fee
Objective 2.7: Discuss and receive Council direction on park land dedication and development fee implementation.
Estimated Completion Date: Spring, 2010
Objective 2.8: Prepare proposal of park land dedication and development fee analysis and feasibility report.
Estimated Completion Date: Fall, 2010
3. Explore public safety service delivery options and funding — Short-Range Goal.
Team Co-Leaders: Tom Brymer / DPS Lieutenants
Objective 3.1: Research available options to deliver and fund public safety programs.
Estimated Completion Date: Spring, 2010
Objective 3.2: Present options and recommendations to Council.
Estimated Completion Date: Summer, 2010
Westlake DPS Ambulance
Objective 2.1: Identify sources of Town expenditures related to service delivery which are not currently offset by fee
collection. Analyze identified expenditures, from the standpoint of current impact and future expansion to
ensure quality service delivery.
Estimated Completion Date: Fall, 2010
Objective 2.2: Identify actual or potential costs incurred by the Town.
Estimated Completion Date: Fall, 2010
Objective 2.3: Survey other communities to benchmark costs for newly proposed fees and amendments of existing fees.
Estimated Completion Date: Fall, 2010
“Good business
leaders create a
vision, articulate the
vision, passionately
own the vision, and
relentlessly drive it
to completion.“
- Jack Welch
Page 16 Town of Westlake
High Quality Services Delivery Coupled with Financial Stewardship (cont.)
4. Enhance the effectiveness of service delivery via intergovernmental partnerships —
Mid-Range and On-going Goals.
Team Leader: Tom Brymer
Objective 4.1: Council discussion of the use of inter-local agreements as a means to
pursue various types of intergovernmental partnership opportunities with
area municipalities.
Expected Completion Date: Winter, 2009
Objective 4.2: Share a draft of a memorandum of understanding and/or inter-local
agreement with municipalities surrounding Westlake to determine the
interest level of such partnerships.
Estimated Completion Date: Spring, 2010
Objective 4.3: Pursue dialogue and discussion at both the staff and Council level with
cities that have expressed an interest in pursuing identified
opportunities of mutual interest.
Estimated Completion Date: On-going
INFRASTRUCTURE MAINTENANCE AND PLANNING — Identify the maintenance needs of
existing buildings, review the impact of severe weather patterns on our neighborhoods and formulate a
long-term capital improvement plan.
Outcome Measure: Approved capital improvement plan within two years.
Outcome Strategies:
1. Draft facility master plan with Council — Short-Range Goal.
Team Leader: Amanda DeGan
Objective 1.1: Work with the Leadership Team to establish a viable facility planning/CIP
process.
Estimated Completion Date: Winter, 2009
Objective 1.2: Discuss facility master plan (FMP) scope with Council and receive
direction.
Estimated Completion Date: Spring, 2010
Objective 1.3: Draft FMP scope and solicit project proposals; retain outside consultant
to assist staff on FMP.
Estimated Completion Date: Spring, 2011
Objective 1.4: Select priorities from FMP and convert into a rolling 5—10 year capital
improvement plan.
Estimated Completion Date: Summer, 2011
Page 17 2009
2. Review the drainage and storm water plans needed to minimize the impact of severe
weather on our neighborhoods — Short-Range Goal.
Team Leader: Jarrod Greenwood
Objective 2.1: Complete Stagecoach Hills subdivision draining improvement project.
Estimated Completion Date: May, 2009
3. Storm Water Utility review — Short Range Goal.
Team Leader: Jarrod Greenwood
Infrastructure Maintenance and Planning (cont.)
Objective 3.1: Discuss storm water utility (SWU) fee with Council as to feasibility and receive direction.
Estimated Completion Date: Summer, 2010
Objective 3.2: Draft SWU feasibility analysis scope; retain outside consultant to assist staff.
Estimated Completion Date: Spring, 2011
Objective 3.3: Receive SWU report and present recommendations to Council.
Estimated Completion Date: Summer, 2011
Objective 3.4: Implement SWU fee.
Estimated Completion Date: Fall, 2011
4. Work with transportation representatives to include Westlake in regional rail system — Short-Range and On-going Goals.
Team Leader: Kim Sutter
Objective 4.1: Compile a list of resources for information on a regional rail system.
Estimated Completion Date: Summer, 2009
Objective 4.2: Monitor progress of plans for and implementation of a regional rail system through legislation, NCTCOG,
NE Leadership Forum, etc.
Estimated Completion Date: On-going
Objective 4.3: Survey community interest/seek input from corporate neighbors and
residents for a rail system.
Estimated Completion Date: Fall, 2009
Objective 4.4: Consider Town Council resolution approval in support of rail system.
Estimated Completion Date: Winter, 2009
Objective 4.5: Communicate information and progress of system to corporate neighbors
and residents.
Estimated Completion Date: Spring, 2010 and On-going
Spring Flowers
Westlake Academy
Page 18 Town of Westlake
Vision Point Three — Hospitality Finds Its Home in Westlake
CITIZEN ENGAGEMENT AND COMMUNICATION — Design a comprehensive plan to
communicate with residents, Academy families, corporate partners, and other community stakeholders.
Outcome Measure: Utilize the 2009 Direction Finder survey to establish a benchmark for resident satis-
faction in communication and engagement efforts.
Outcome Strategies:
1. Develop overall communication plan for the residents and businesses — Short-Range
and On-going Goals.
Team Leader: Kim Sutter
Objective 1.1: Coordinate with PR firm to develop a communications plan for the Town
and Academy.
Estimated Completion Date: Summer, 2009
Objective 1.2: Establish and conduct regular PR/marketing team meetings, to include,
selected business community members, to implement the
communication plan and gauge the success of the activities.
Estimated Completion Date: On-going
Objective 1.3: Establish regular monthly meeting dates and times with PR firm to
discuss promotion of the Town and Academy.
Estimated Completion Date: On-going
2. Use of technology to enhance service delivery and citizen engagement. — Short-Range and
On-going Goals.
Team Leader: Todd Wood
A. Web-site re-design
Objective 2.1: Increase user-friendly accessibility and information dissemination
Estimated Completion Date: Summer, 2009
Objective 2.2: Collectively review the website for updates; assess the relevance of
content and remove the obsolete information.
Estimated Completion Date: On-going
B. Review the use of e–government
Objective 2.3: Staff to conduct feasibility study and applications for integrated
e-government services for customers.
Estimated Completion Date: Fall, 2009
Objective 2.4: Present study to Council in workshop.
Estimated Completion Date: Winter, 2009
Objective 2.5: Implement Council directed e-government program.
Estimated Completion Date: Summer, 2010
Page 19 Town of Westlake
Outcome Strategies:
1. Integrate the mission of the Westlake Historical Preservation Society (WHPS) into
community events — Short-Range and On-going Goals.
Team Leader: Ginger Awtry
Objective 1.1: Meet with WHPS president to review mission and strategic plan of both
the Society and the Town/Academy plan to ensure continuity.
Estimated Completion Date: Winter, 2009
Objective 1.2: Coordinate and foster communication with community groups and
Westlake Academy liaison to ensure our local events promote historical
preservation and the Society’s visibility; coordinate the event calendars
of the groups.
Estimated Completion Date: On-going
Objective 1.3: Assist in communication between the WHPS and other groups,
specifically the Public Arts Society, to promote historical preservation and
visibility along trail pathways, entry points, parks and civic campus, etc.
Estimated Completion Date: On-going
Objective 1.4: Continue to provide assistance in the hosting of Decoration Day; assist
the PR firm in marketing the event to residents and the general public.
Estimated Completion Date: On-going
HISTORIC PRESERVATION — Record the events, individuals, or groups associated with the
Town of who had an impact on the region to provide an accurate portrayal of the history of Westlake.
Outcome Measure: Host two events on an annual basis to increase awareness of the Town’s history.
Decoration Day Flags
TOURISM DEVELOPMENT — Promote the Town as an ideal location for hosting conferences
and large meeting events and market the Town’s hotel and restaurants as an additional component of
regional attractions.
Outcome Measure: Increase in occupancy and group meeting rate bookings at the Marriott/Solana
Hotel within two years.
Outcome Strategies:
1. Host regional events to attract individuals to our restaurants, hotel and businesses —
Short-Range and On-going Goals.
Team Leader: Ginger Awtry
Objective 1.1 Facilitate and partner in communications with ARTSNET and our
corporate resident, Maguire Partners, to promote our Masterworks
Concert Series in an effort to provide local entertainment and attract
individuals from neighboring communities.
Estimated Completion Date: On-going
Wyck Hill
“Vision is the art
of seeing what is
invisible to others.”
- Jonathan Swift
Westlake Academy / Civic Campus
Page 20 2009
Objective 1.2: Work with PR/marketing team, consultants and Masterworks partners to
develop concert series and increase participation by 10% annually .
Estimated Completion Date: On-going
Objective 1.3: Partner with the Recreation department in annual Arbor Days celebration;
working to increase resident, student and corporate participation.
Estimated Completion Date: On-going
Objective 1.4: Review Town survey results, discuss with marketing team, other
municipalities and applicable corporate marketing staff to determine the
level of interest in hosting an expanded number of events in Westlake.
Estimated Completion Date: Spring, 2010
2. Develop and assist the PR/marketing team, working with the Town’s PR consultant group
to promote Westlake as a business and tourist destination — Short-Range Goal.
Team Leader: Kim Sutter
Objective 2.1: Develop concept for marketing team; including goals and objectives and
target audience (based on progress of communications plan).
Estimated Completion Date: Fall, 2009
Objective 2.2: Interact with PR firm, and possibly corporate partners, to develop
collateral material for use proactively/reactively to request for information
regarding the Town.
Estimated Completion Date: Spring, 2010
Objective 2.3: Formulate a contract with Marriott/Solana for the use of the hotel/motel
occupancy tax funds setting occupancy rate targets to promote the hotel as
a premier tourist destination and to increase the visibility of the facility.
Estimated Completion Date: Fall, 2009
Tourism Development (cont.)
Page 21 Town of Westlake
Sunrise at Westlake Academy
Successful strategic plans are not successful because of the plan itself. They are not successful because of
their vision statement, their mission statement, values, tactics, outcomes, or performance measures. Yes,
these things are all part of a successful strategic plan — but, the strategic plan must be a part of something
larger than even the plan’s vision. It must tell a story.
A story that captures one’s imagination, fires one’s dreams, and compels one to want to be a part
of that story, because it is so inspiring. Westlake’s story is not yet finished, and the best chapters are yet to
come! The 2009 strategic plan will help write the next chapters — the story of a “premier, knowledge based
community.” And, we hope this strategic plan inspires you, the reader, to want to be a
part of the Westlake story.
Tom Brymer
Town Manager/CEO Westlake Academy
Outcome Strategies:
1. Implement a Westlake speaker series featuring community leaders – Short-Range and
On-going Goals.
Team Leader: Ginger Awtry
Objective 1.1: Work with Public Arts Society (PAS) to develop community speaker series
for both residents and student body.
Estimated Completion Date: Spring, 2010
Objective 1.2: Facilitate report with PAS to the Council in order to determine the future
direction of the program.
Estimated Completion Date: On-going
ARTS AND CULTURE — Work with Arts Society to place art pieces within the Town and encourage
varied forms of artistic mediums to compliment our natural resources, diverse neighborhoods and
corporate architecture.
Outcome Measure: Implementation of two speaker sessions per year and incorporate sites for art
placement into the comprehensive planning process.
Phone: (817) 430-0861
Fax: (817) 430-0967
www.westlake-tx.org
Premier communities have a shared
vision, mission, and values. More
than that, they have a plan to turn
that vision into something real that
adds value to the community’s
quality of life. This is the Westlake
Town Council’s strategic plan for its
continued pursuit of excellence on be-
half of the residents of the Town of
Westlake.
3 Village Circle, Suite 202, Westlake,
Texas 76262
Town of Westlake
Item # 5 –
Workshop
Adjournment
Back up material has not
been provided for this item.
Town of Westlake
Item # 2 – Pledge of
Allegiance
Texas Pledge:
"Honor the Texas
flag; I pledge
allegiance to thee,
Texas, one state under
God, one and
indivisible."
This is an opportunity for citizens to address the Council on any matter whether or not it is
posted on the agenda. The Council cannot by law take action nor have any discussion or
deliberations on any presentation made to the Council at this time concerning an item not listed
on the agenda. The Council will receive the information, ask staff to review the matter, or an
item may be noticed on a future agenda for deliberation or action.
Town of Westlake
Item # 3 – Citizen’s
Presentations and
recognitions
CONSENT AGENDA: All items listed below are considered routine by the Town
Council and will be enacted with one motion. There will be no separate
discussion of items unless a Council Member or citizen so requests, in which
event the item will be removed from the general order of business and
considered in its normal sequence.
a. Review and approve minutes of the Town Council Workshop and Regular
meeting held on December 14, 2009.
b. Consider Ordinance 632, Calling and Ordering a General election to be held
on May 8, 2010.
c. Consider Resolution 10 -01, appointing Robert Scott to the Westlake
Academy Foundation.
Town of Westlake
Item # 4 - Consent
Agenda Items
Town Council Minutes
December 14, 2009
Page 1 of 4
MINUTES OF THE
TOWN OF WESTLAKE, TEXAS
TOWN COUNCIL REGULAR MEETING
December 14, 2009
PRESENT: Mayor Laura Wheat and Council Members Tim Brittan, Larry Corson, Carol
Langdon, Rick Rennhack, and Rebecca Rollins.
ABSENT: None
OTHERS PRESENT: Town Manager Thomas Brymer, Town Attorney Stan Lowry, Town
Secretary Kelly Edwards, Facilities and Recreation Director Troy
Meyer, Finance Director Debbie Piper, and Development Director
Eddie Edwards.
1. CALL TO ORDER
Mayor Wheat called the meeting to order at 7:04 p.m.
2. PLEDGE OF ALLEGIANCE
Mayor Wheat led the pledge of allegiance to the United States and Texas flags.
3. EXECUTIVE SESSION:
The Council will conduct a closed session pursuant to Texas Government Code,
annotated, Chapter 551, Subchapter D for the following:
a. Section 551.071(1)(A) – Consultation with Attorney regarding pending or
contemplated litigation; Cause No. 352 -240726-09, Mark A. Rosevear, ET AL vs.
Town of Westlake (d/b/a Westlake Academy).
b. Section 551.072 – Deliberate the sale, exchange, lease, or value of real property
– Trail easement acquisition.
Town Council Minutes
December 14, 2009
Page 2 of 4
4. RECONVENE MEETING
5. TAKE ANY NECESSARY ACTION FROM EXECUTIVE SESSION, IF NECESSARY
- No action taken
6. CITIZEN PRESENTATIONS
Mayor Wheat announced that Deloitte will contribute a total of $500,000 to Fund 100.
Deloitte will contribute $250,000 at the end of their fiscal year in May 2010 and again in
May 2011.
7. CONSENT AGENDA
a. Review and approve minutes of the Town Council Workshop and Regular meeting
held on October 26, 2009.
b. Review and approve minutes of the Town Council Workshop meeting held on
November 9, 2009.
c. Consider Resolution 09-52, establishing regular meeting dates and procedures
and setting the 2010 meeting dates.
d. Consider Resolution 09-53, appointing Joyce Roach to the Westlake Historical
Preservation Society.
MOTION: Council Member Corson made a motion to approve the consent
agenda with the change to Resolution 09 -52 as discussed and
clarification to the October 26th minutes regarding donations
received by the Foundation. Council Member Rollins seconded the
motion. The motion carried by a vote of 5-0.
8. CONSIDERATION OF RESOLUTION 09-54, APPROVING THE SUBMISSION OF
THE GRANT APPLICATION FOR THE SAFE ROUTES TO SCHOOL PROGRAM FOR
THE 2009-2010 FISCAL YEAR; AUTHORIZING THE TOWN MANAGER OR HIS
DESIGNEE TO EXECUTE ALL NECESSARY DOCUMENTS.
Facilities and Recreation Director Meyer provided and overview of the grant and a map
showing the proposed route.
MOTION: Council Member Corson made a motion to adopt Resolution No. 09-
54, approving the submission of the grant application for the Safe
Routes to School program for the 2009-2010 fiscal year; authorizing the
Town Manager or his designee to execute all necessary documents.
Council Member Langdon seconded the motion. The motion carried by a
vote of 5-0.
Town Council Minutes
December 14, 2009
Page 3 of 4
9. CONSIDERATION OF RESOLUTION 09-55, TO APPROVE THE SUBMISSION OF
THE GRANT APPLICATION FOR TO RETROFIT EXISTING FACILITIES WITH
EFFICIENCY TECHNOLOGIES FOR THE 2009-2010 FISCAL YEAR;
AUTHORIZING THE TOWN MANAGER OR HIS DESIGNEE TO EXECUTE ALL
NECESSARY DOCUMENTS.
Facilities and Recreation Director Meyer provided and overview of the grant.
Discussion ensued regarding the opportunities at the Academy, the amount of the
grant, and reporting requirements.
MOTION: Council Member Rollins made a motion to adopt Resolution No. 09-55,
to approve t he submission of the grant application for to retrofit existing
facilities with efficiency technologies for the 2009-2010 fiscal year;
authorizing the Town Manager or his designee to execute all necessary
documents. Council Member Langdon seconded the motion. The motion
carried by a vote of 5-0.
10. CONSIDERATION OF RESOLUTION 09-56, AUTHORIZING THE ISSUANCE OF A
PERMIT FOR AN ILLUMINATED BUILDING SIGN THAT EXCEEDS THE SIZE
LIMITS ALLOWED BY TOWN ORDINANCES.
Development Director Edwards provided a presentation and overview of the sign
requirements and variation requested by the applicant.
MOTION: Council Member Brittan made a motion to adopt Resolution No. 09-56,
authorizing the issuance of a permit for an illuminated building sign that
exceeds the size limits allowed by town ordinances. Council Member
Rollins seconded the motion. The motion carried by a vote of 5-0.
11. FUTURE AGENDA ITEMS
Council Member Langdon Discuss dog licensing and rabies certification.
MOTION: Council Member Corson made a motion to place the item on a future
agenda.
Town Council Minutes
December 14, 2009
Page 4 of 4
12. COUNCIL CALENDAR
- WA Parents Shopping Day Out
December 19, 2009 (Benefiting Project 2010)
- Town Council Meeting
January 25, 2010
- NE Transportation Summit (Grapevine Convention Center)
February 17, 2010 7:30 – 10:00 am
- Town Council Meeting
February 22, 2010
- Westlake Academy Gallery Night event
February 26, 2010
- Bandana Bonanza
May 8, 2010
- Westlake Academy Graduation
May 23, 2010
13. ADJOURNMENT
There being no further business before the Council, Mayor Wheat asked for a motion to
adjourn the meeting.
MOTION: Council Member Rennhack made a motion to adjourn the
meeting. Council Member Langdon seconded the motion. The
motion carried by a vote of 5-0.
Mayor Wheat adjourned the meeting at 8:20 p.m.
APPROVED BY THE TOWN COUNCIL JANUARY 25, 2009.
ATTEST: _____________________________
Laura Wheat, Mayor
_____________________________
Kelly Edwards, Town Secretary
Memo
Town of Westlake
To: Honorable Mayor and Members of the Town Council
From: Kelly Edwards, Town Secretary
Subject: January 25, 2010, Meeting
Date: January 6, 2010
Consider an Ordinance calling and ordering a General election to be held on May 8,
2010.
ITEM
This item supports the following Vision Point and Key Result Areas:
VISION POINT AND KEY RESULT AREAS
Hospitality Finds its Home in Westlake
o Citizen engagement and communication
The Texas Election Code §3.004, requires the governing body of a political subdivision to
order a general election for the purpose of electing Council Members. As outlined in the
order, the term of office for the elected officials is two (2) years. (expiring May 2012.)
BACKGROUND
The Mayor and Council Members Rollins and Brittan will expire May 2010.
The Town of Westlake will contract with Tarrant County for the Election.
FUNDING
Approve the Ordinance
RECOMMENDATION
Ordinance No. 632
ATTACHMENTS:
Ordinance 632
Page 1 of 3
TOWN OF WESTLAKE
ORDINANCE NO. 632
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS,
CALLING AND ORDERING AN ELECTION FOR THE PURPOSE OF ELECTING A MAYOR
AND TWO (2) COUNCIL MEMBERS TO BE HELD ON MAY 8, 2010, IN ACCORDANCE
WITH THE PROVISIONS OF SECTION 23.023, TEXAS LOCAL GOVERNMENT CODE;
ESTABLISHING PROCEDURES FOR THE ELECTION; AND PROVIDING AN EFFECTIVE
DATE.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF
WESTLAKE, TEXAS, THAT:
SECTION 1. Election Order for General Election. That an election shall be held at
the Town Offices, 3 Village Circle, in the Town of Westlake, Texas, between the hours of 7:00
a.m. and 7:00 p.m. on the 8th
day of May 2010, the second Saturday of that month, for the
purpose of electing a Mayor and two (2) Council Members for two (2) year terms, in accordance
with Section 23.023 of the Texas Local Government Code.
SECTION 2.
Polling Place. The polling place for the Election shall be as follows:
Westlake Town Offices
3 Village Circle
Westlake, Texas
The polls shall be open from 7:00 a.m. to 7:00 p.m. on May 8, 2010, in accordance with and
pursuant to the requirements of the Texas Election Code (the “Code”).
The Town shall constitute a single election precinct for said election.
SECTION 3. Filing Dates. In accordance with Section 143.007 of the Code, eligible
persons wishing to become candidates must file an application with the Town Secretary of the
Town of Westlake, Texas, on or before the 8th
day of March 2010 until 5:00 o'clock p.m. Each
application shall be on a form meeting the requirements of Section 141.031 of the code.
SECTION 4.
Combined Ballots. Combined ballots may be utilized containing all of
the offices and propositions to be voted on at each polling place, provided that no voter shall be
given a ballot or permitted to vote for any office or proposition on which the voter is ineligible
to vote. The County’s voting equipment will be utilized for this election.
SECTION 5.
Early Voting. Early Voting by personal appearance shall be conducted at
the County’s Main Early Voting location;
Tarrant County Elections Center
2700 Premier Street
Fort Worth, Texas 76111
Ordinance 632
Page 2 of 3
and branch offices for early voting by personal appearance shall be established as outlined in
the election agreement with Tarrant County. Steve Raborn, Tarrant County Elections
Administrator, is hereby appointed as the Early Voting Clerk and can appoint the necessary
deputy clerks as required for early voting. In accordance with Section 85.001 of the Texas
Election Code, early voting by personal appearance shall be as set forth below:
April 26 through April 30 (Monday – Friday) 8:00 a.m. to 5:00 p.m.
May 1 (Saturday) 7:00 a.m. to 7:00 p.m.
May 2 (Sunday) 11:00 a.m. to 4:00 p.m.
May 3 through May 4 (Monday – Tuesday) 7:00 am. to 7:00 p.m.
For the purpose of processing ballots cast in early voting, the election officers for the early
voting ballot board shall be appointed and designated in accordance with the provisions of the
election agreement with the Tarrant County Elections Administrator.
Application for ballot by mail may be sent beginning March 9, 2010, but received no
later than April 30, 2010, and mailed to:
Steve Raborn
Early Voting Clerk
P.O. BOX 961011
Fort Worth, Texas 76161-0011
SECTION 6
. Notice. Notice of said elections shall be given as required by the Texas
Election Code.
SECTION 7.
Election Officials. The election judge, alternate election judge, and
ballot board will be appointed by the Tarrant County Elections Administrator, as permitted by
law. The presiding judge shall appoint elections clerks as may be necessary for the proper
conduct of the election. The election judge, or the alternate election judge in the absence of the
election judge, and the election clerks shall constitute the early voting ballot board. The
election judge, and alternate election judge, and election clerks shall be qualified voters of the
Town.
SECTION 8:
Election Results. That the candidate for Mayor and two (2) candidates
for Council who receive the highest number of votes shall be elected to two (2) year terms;
The Mayor shall deliver a certificate of election to the successful candidates. If two or
more candidates tie with the same number of votes so that one or more of the tied candidates
would not be elected, the Town Council shall order a second election to be held on June 12,
2010, at which only the names of the candidates who receive the same number of votes at the
first election shall be printed on the ballot. In the event of a tie at the second election, the tied
candidates shall cast lots to determine which one shall be declared elected; and
SECTION 9.
Governing Law. The election shall be held in accordance with the
Constitution of the State of Texas and the Texas Election Code, and all resident qualified voters
of the Town shall be eligible to vote at the election.
Ordinance 632
Page 3 of 3
SECTION 10.
Submission to the United States Justice Department. The Town
Secretary of the Town of Westlake, Texas, or the Town Attorney, is authorized to make such
submissions as are necessary to the United States Justice Department to seek pre-clearance as
required by law.
SECTION 11.
Necessary Actions. The Mayor and the Town Secretary, in
consultation with the Town Attorney, are authorized and directed to take all actions necessary
to comply with the provisions of the Texas Election Code, and the Town Code in carrying out
and conducting the election, whether or not expressly authorized by this Order.
SECTION 12.
Severability Clause. It is hereby declared to be the intention of the
Town Council that the sections, paragraphs, sentences, clauses and phrases of this order are
severable and if any phrase, clause, sentence, paragraph, or section shall be declared invalid or
unconstitutional by the valid judgment or decree of any court of competent jurisdiction, such
invalidity or unconstitutionality shall not affect any of the remaining phrases, clauses,
sentences, paragraphs and sections of this order, since the same would have been enacted by
the Town Council without the incorporation in this order of any such invalid or unconstitutional
phrase, clause, sentence, paragraph or section.
SECTION 13.
Effective Date. This order shall be effective upon its adoption.
PASSED AND APPROVED by the Town Council of the Town of Westlake, Texas, on
this 25th
day of January 2010.
APPROVED:
_____________________________
Laura Wheat, Mayor
ATTEST:
_______________________________ ______________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Town Manager
APPROVED:
______________________________
L. Stanton Lowry, Town Attorney
Memo
Town of Westlake
To: Honorable Mayor and Council Members
From: Kelly Edwards, Town Secretary
Subject: January 25, 2009, Meeting
Date: January 6, 2010
Consider a Resolution appointing Robert Scott to the Westlake Academy Foundation.
ITEM
This item supports the following Vision Point and Key Result Areas:
VISION POINT AND KEY RESULT AREAS
Hospitality Finds its Home in Westlake
o Citizen engagement and communication
Currently the Westlake Academy Foundation has two vacancies. A recommendation
has been made to consider Robert Scott to fill the one of the vacant positions.
BACKGROUND
N/A
FUNDING
Staff recommends that the Board fill this vacancy.
RECOMMENDATION
Resolution No. 10-01
ATTACHMENTS
Board Application
TOWN OF WESTLAKE
RESOLUTION NO. 10-01
APPOINTING A MEMBER TO THE WESTLAKE ACADEMY FOUNDATION BOARD.
WHEREAS, Currently, two vacancies exist on the Westlake Academy
Foundation board; and
WHEREAS, the Town Council has received one application for consideration of
appointment; and
WHEREAS, the meeting at which this Resolution was considered was open to
the public as required by law, and public notice of the time, place, and subject of the
meeting has been given in accordance with Chapter 551, Government Code.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
SECTION 1:
That the Town Council of the Town of Westlake does hereby
appoint the following individual to serve as a member of the Westlake Academy
Foundation board for the term noted below:
Robert Scott to an expiring term of June 2010.
SECTION 2: That this Resolution shall become effective upon the date of its
passage.
PASSED AND APPROVED ON THIS 25th
DAY OF JANUARY 2010.
___________________________________
Laura Wheat, Mayor
ATTEST:
______________________________ __________________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
______________________________
L. Stanton Lowry, Town Attorney
Memo
Town of Westlake
To: Honorable Mayor and Members of the Town Council
From: Eddie Edwards, Director of Planning and Development
Subject: Called meeting of January 25, 2010
Date: January 14, 2010
Consider a request for a n extension to the time limit for removal of the temporary structure being used as a n
information center and sales office at 1405 Fountain Grass Court in the Vaquero subdivision.
ITEM
VISION POINT AND KEY RESULT AREAS
This item supports the following Vision Point and Key Result Areas:
Inviting Residential & Corporate neighborhoods
o On-going comprehensive planning
o Outstanding community appearance
o Highest quality development and aesthetic standards
o Open space preservation
BACKGROUND
Section 102 -65 of the Code of Ordinances requires approval from the Town Council for any extensions to the
prescribed time limits for temporary structures.
On March 24, 2008 the ZBA approved a variance request to allow the temporary structure to remain on site and
be used as an information center and sales office for a period of one year. The minutes reflect that this time limit
was to some degree based upon the expectation that construction of the FM 1938 project was to begin in the fall
of 2008.
As of this date construction is expected to begin in April of this year and will start at the north end of the project
near HWY 114. Work is not expected to begin at the South end, where the temporary structure is accessed, until
fall of this year.
ATTACHMENTS
Minutes of the March 24, 2008 meeting of the Zoning Board of Adjustments
Application for extension
Applicable Code Section
Site photos
Town of Westlake
Code of Ordinances
Sec. 102-65. Temporary structures.
A temporary structure is one which is used for a limited period of time. It may be
manufactured on site or off site, but is temporary in nature, and only used until a
permanent structure can be constructed or refurbished. All temporary structures
shall be required to comply with the following:
(1) Permits. No temporary structure may be constructed on site, or brought on
site until a building permit for its construction and siting has been issued.
(2) Time limit. The time limit for all temporary structures shall be 90 days;
except for on-site construction offices which shall be limited to the time required
for the actual on-site construction of the structure or facility, or one year,
whichever is less. Any further extension shall require board approval.
(UDC 1994, art. IV, § 5)
1
Memo
Town of Westlake
To: Honorable Mayor and Members of the Town Council
From: Tom Brymer, Town Manager
Subject: Regular Meeting of January 25, 2010
Date: January 17, 2010
ITEM
Consideration for Adoption of Resolution, Approving an Economic Development
Agreement Between the Town of Westlake and the Marriott Solana Hotel and a Budget
Amendment to Fund Said Agreement.
This item supports the following Vision Point and Key Result Areas:
VISION POINT AND KEY RESULT AREAS
Hospitality Finds its Home in Westlake
o Tourism development
The Town receives 7% of the hotel/motel occupancy tax allowed by State law. The FY
09-10 Budget contains an estimate that the Town will receive $450,000 in the current
fiscal year in the Visitors Association Fund. This represents 5 percent of the total Town
revenue stream and is derived totally from the Town’s only hotel, the Marriott Solana.
For that reason, it is important for the Town to take a strategic approach in maintaining
and possibly growing this funding stream. Information from the Town’s approved FY
09-10 Visitors Association Fund budget is attached to this agenda memo.
BACKGROUND
In the past, the Town has utilized hotel/motel occupancy tax funds for many important
programs including funding costs related to special events such as Arbor Day, Decoration
Day, as well as the MasterWorks outdoor concert series at Solana. Additionally, because
Westlake has broader statutory authority under State law than most cities to spend
hotel/motel occupancy tax funds for any municipal purpose, the Town has used these
funds to cover costs of various municipal operational costs and projects (an example
would be the FM 1938 streetscape plan as well as debt service in FY 09-10).
Previously the Town has agreed to participate in a portion of the cost of bus
transportation to and from the Marriott Solana. That amount of Town participation has
varied in each fiscal year. The last fiscal year in which hotel/motel occupancy tax funds
were disbursed by the Town from its Visitors Association Fund to pay for a portion of the
Marriott Solana’s bus transportation costs was in FY 07-08 when the Town paid $56,260.
This was done under the legal authority of Chapter 380 of the Texas Local Government
Code, Article III, Section 52-a, which is designed to improve tourism in Westlake.
In FY 08-09 the Town Council’s approved budget of $150,000 for the Visitors
Association Fund included $56,000 for Marriott bus transportation and $94,000 for a
2
marketing incentive program. However, a contract was never presented or approved by
the Town Council to disburse these funds, and thus, they were carried forward into the
Visitors Association Fund’s fund balance for FY 09-10. By law, a contract setting out
the amount and what is being provided to the Town in exchange for the Town’s grant of
pubic dollars to the grantee is required in order for the Town to disburse these funds. In
the current fiscal year FY 09-10, $60,000 was included in the approved budget. Any
amount over the $60,000 that is approved by the Council for disbursement would require
a budget amendment.
There are two (2) components to this proposed economic development grant that would
disburse hotel/motel occupancy tax funds from the Town to the Marriott. They are:
Shuttle Bus Transportation Cost Participation
. An amount of $112,000 is
proposed for the Town’s participation in a portion of the operating cost of
Marriott providing shuttle bus service to its guests. Marriott Solana management
has shared with Council in previous meetings the importance this shuttle bus
service has to this property maintaining its market competitiveness in the local
market, particularly competing with the Hilton at Southlake Town Center and the
Marriott at the Texas World Speedway. Marriot Solana management has
emphasized repeatedly to Council that this shuttle bus service is essential for this
property to succeed; both in terms of keeping its existing business bookings and in
terms of growing its income stream by marketing to new businesses. In addition
to providing shuttle services to and from DFW airport for Marriott Solana guests,
this bus service also provides hotel guests with transportation to area
shopping/entertainment venues (Southlake Town Center) and corporate training
centers. According to the Marriott Solana’s manager, this shuttle bus service has
a total annual operating cost of approximately $200,000.
Group Business Incentive Program
• Incentives are only available for group business generating a minimum
$10,000 in room night revenues
. An amount of $30,000 is proposed for this
new program. With the current recessionar y economic environment causing a
decrease in business travel nationwide, the Town staff has worked with the
Marriott Hotel manager on a new economic development agreement modeled
after a program in Addison, Texas. This new program would allow the Marriott
to discount their room rates and/or services in order to generate new group
business and/or, under certain circumstances, maintain existing group business.
Under this proposed program (see Exhibit C to the grant agreement for details),
the Town of Westlake would participate by granting back to the Marriott group
meeting incentives as follows:
• A maximum incentive of a $5,000 discount is available to the Hotel for each
group. This incentive will be calculated as follows: apply 75% to the per
night room revenue that the Town would normally receive (7%) for the group
business; up to a maximum of $5,000 per group.
• New group business generating in excess of $25,000 in per night room
revenue may be given additional consideration for additional incentive
amounts over the $5,000 per group, if approved by the Town Manager
• Westlake receives appropriate sponsorship recognition on all
3
correspondence
• A maximum usage of the incentive of twice per eighteen (18) months
period per organization, unless prior authorization is received from the
Town.
This draft agreement has been forwarded to the Marriott Solana General Manager Nour
Laasri for his review as well. This proposed agreement was last discussed by the Council
at its August 10, 2009 and October 5, 2009 workshops. At the October 5th
workshop, the
Town Manager recommended to the Council funding this agreement at the levels
contained in the Funding section of this agenda memo and staff received consensus from
Council to prepare a grant agreement for its consideration with these amounts and terms.
Funding in this economic development grant agreement totals $142,000. This total is
comprised of:
FUNDING
• $112,000 for shuttle bus transportation service cost participation (note
• $30,000 for the group sales incentive program
: this
would be comprised of $56,000 per fiscal year collected by the Town during the
Fiscal Years 08-09 and 09-10
Since this amount is greater than the $60,000 contained in the Approved FY 09-10
Visitors Association Fund Budget, a budget amendment in the amount of $82,000 would
also need to be approved by the Council.
The Town Council adopted an economic development policy in 2006. This proposed
agreement comports to that policy. The Town’s economic development policy is
attached to Resolution 06-19 below for Council’s information. Further, Vision Point 3 in
the Town’s Strategic Plan is “Hospitality Finds its Home in Westlake”. A Key Result
Area (KRA) under this vision point is Tourism Development. One of the Outcome
Strategies under this KRA in the Strategic Plan (pg 20) involves promotion of Westlake
as a business and tourist destination. Objective 2.3 involves formulating a contract with
the Marriott Solana for use of hotel/motel occupancy tax funds to improve occupancy
rate targets.
RECOMMENDATION
Staff recommends approval of this resolution approving this one (1) year agreement and
budget amendment, as it will be a reinvestment in the tourist sector of the Town’s
economic development efforts which will allow the Marriott Solana to more effectively
compete for a currently shrinking market. In turn, this grant will help support the
Council’s long-term vision point and strategic plan for Hospitality Finds its Home in
Westlake and the key result area of increasing tourism. This agreement also impacts the
Town’s strategic plan as it pertains to achieving financial sustainability.
The proposed agreement includes performance measures to be included in required
quarterly reports submitted by the Marriott Solana to the Town. These reports will be
important for evaluating the success and impact of this economic development grant on:
1.) maintaining this important Town revenue stream and 2.) growing this revenue stream
in a difficult and highly competitive economic environment.
4
In is important to recognize that under the law this is a grant of public dollars for
economic development purposes. As such, this agreement also includes “claw back”
provisions that, should the Town determine that the Marriott has not spent these grant
funds for their intended purpose, the Town can require that those funds be repaid with
interest. Additionally, if it is determined that the group business program is not achieving
its objective, the Staff will notify both the hotel’s management and the Council to take
steps to address its performance or recommend the program not be renewed upon
expiration of the grant agreement. Hopefully, the opposite will occur and Staff could
then recommend expansion of the program if it is found to be expanding the Town’s
revenue stream.
Finally, if there are other areas the Council sees the Marriott Solana can improve upon,
such as more effectively marketing to the local market, Staff recommends the Council
give specific feedback to the hotel’s management, and request they bring back to the
Council, within a specified time frame, specific business proposals targeting this market
along with an implementation plan and time table.
1. Projected Revenues, All Sources FY 09-10 (pg 26 of Approved FY 09-10 Budget)
ATTACHMENTS
2. Visitors Association Fund Adopted Revenues FY 09-10 (pg 142 Approved FY
09-10 Budget)
3. Visitors Assoc. Fund Adopted Expenditures FY 09-10 (pg 143 Approved FY 09-
10 Budget)
4. Visitors Association Fund Hotel Occupancy Tax Revenue Trend (pg 144
Approved FY 09-10 Budget) (Updated using actual 08-09 revenue)
5. Resolution, Approving this Economic Development Grant Agreement between
the Town and the Marriott Solana as well as a Budget Amendment for the Visitors
Association Fund for FY 09-10 to fund it.
6. Proposed Economic Development Agreement between the Town of Westlake and
the Marriott Solana.
7. Resolution 06-19 adopting the Town of Westlake’s economic development
policies.
8. Letter dated Sept. 11, 2009 from Marriott Solana Manager Nour Laasri requesting
hotel/motel occupancy tax funds for shuttle bus transportation costs and the group
incentive program.
PROJECTED REVENUES
ALL SOURCES
FISCAL YEAR 2009‐2010
Revenues GF 100 4B 200 VA 220 SRF 250 CF 255 VE 257 PTR 260 DS 300 CP 410 LS
418 UF 500 UM
510
GM
600 TOTAL
General Sales
Tax
1,452,600
726,300
‐
‐
‐
‐
726,300
‐
‐
‐
‐
‐
‐
2,905,200
Contributions
100,000
‐
‐
‐
‐
‐
‐
‐
430,500
‐
‐
‐
‐
530,500
Beverage Tax
17,750
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
17,750
Franchise
Fees
646,675
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
646,675
Permits &
Fees
505,220
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
505,220
Inter
Governmental
180
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
180
Fines &
Forfeits
547,460
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
547,460
Investment
Earnings
11,200
1,100
3,700
‐
‐
‐
1,000
‐
‐
100
3,600
‐
‐
20,700
Misc Income
106,756
‐
23,275
‐
3,000
‐
‐
‐
‐
‐
8,000
‐
‐
141,031
Grants
‐
‐
‐
152,950
‐
‐
‐
‐
‐
‐
‐
‐
‐
152,950
Charge for
Services
‐
‐
‐
‐
13,550
‐
‐
‐
‐
‐
2,520,166
‐
‐
2,533,716
Hotel Tax
Revenues
‐
‐
450,000
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
450,000
Total w/o
Transfers In 3,387,841 727,400 476,975 152,950 16,550 0 727,300 ‐ 430,500 100 2,531,766 ‐ ‐ 8,451,382
Percent of
total revenue 40% 9% 6% 2% 0% 0% 9% 0% 5% 0% 30% 0% 0% 100.00%
Transfers In 418,000 0 0 8,050 0 94,336 0 1,499,750 160,000 0 0 22,500 23,000 2,225,636
Fund Totals
3,805,841
727,400
476,975
161,000
16,550
94,336
727,300
1,499,750
590,500
100
2,531,766
22,500
23,000
10,677,018
General Sales Tax
34%
Contributions
6%
Franchise Fees
8%
Permits & Fees
6%
Fines & Forfeits
7%
Misc Income
2%
Grants
2%
Charge for Services
30%
Hotel Tax Revenues
5%
ADOPTED REVENUES
VISITORS ASSOCIATION FUND
FY 2009/2010
8/25/2009
Hotel
Occupancy
Tax
85%
Intvestment
Earnings
6%
Historical Board
Income
1%
Arbor Days Income
2%
Public Arts Income
2%
Total Adopted Revenues 476,975$
Hotel
Occupancy
Tax
85%
Intvestment
Earnings
6%
Historical Board
Income
1%
Arbor Days Income
2%
Public Arts Income
2%
Ins Refunds/
Equity Returns
0%
ADOPTED EXPENDITURES
VISITORS ASSOCIATION FUND
FY 2009/2010
8/25/2009
Payroll
20%
Rent &
Utilities
3%
Capital
Outlay
44%
Transfers
Out
57%
Total Adopted Expenditures 703,222$
Payroll
20%
Payroll
Related
3%
Supplies
5%
Service
24%
Rent &
Utilities
3%
Capital
Outlay
44%
Transfers
Out
57%
Resolution 10-02
Page 1 of 2
TOWN OF WESTLAKE
RESOLUTION 10-02
A RESOLUTION BY THE TOWN COUNCIL O F THE TOWN OF WESTLAKE,
TEXAS, APPROVING AN ECONOMIC DEVELOPMENT AGREEMENT WITH
THE MARRIOTT SOLANA AND A FY 09-10 BUDGET AMENDMENT TO
FUND SAME.
WHEREAS, the Westlake Town Council, in its current Strategic Plan, has
identified “Hospitality Finds its Home in Westlake” as a strategic vision point and
tourism development as a key result area for that vision point; and,
WHEREAS, the Town of Westlake relies on sales and use taxes to support its
general operations; and,
WHEREAS, the Town Council desires to have new and existing businesses that
maintain and grow their sales and use tax streams, which in turn, enhances the Town’s
financial position and sustainability; and
WHEREAS, the Town Council acknowledges t hat the Town’s Visitors
Association Fund is a key component of its financial structure and that an economic
development grant to the Marriott Solana hotel will help solidify and maintain that
structure; and,
WHEREAS, Town has an economic development policy adopted by Resolution
06-19 and that this proposed economic development agreement with the Marriott Solana
meets those policy guidelines and meets the requirements of State law for municipalities
to grant 380 economic development grants to businesses located in their boundaries; and
WHEREAS, the Town Council finds that the passage of this Resolution is in the
best interest of the citizens of Westlake.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE
TOWN OF WESTLAKE, TEXAS:
SECTION 1.
THAT, all matters stated in the Recitals hereinabove are found to
be true and correct and are incorporated herein by reference as if copied in their entirety.
SECTION 2.
THAT, the Town Council of the Town of Westlake, Texas, hereby
approves the Economic Development Grant Agreement with the Marriott Solana attached
hereto as Exhibit “A” as well as approves a budget amendment to the Town’s FY 09 -10
Visitors Association Fund by increasing expenditures for this program by $82.000 from
$60,000 to $142,000 ; and further authorizes the Town Manager to execute said
agreement on behalf of the Town of Westlake.
Resolution 10-02
Page 2 of 2
PASSED AND APPROVED ON THIS 25TH DAY OF JANUARY, 2010.
___________________________________
Laura Wheat, Mayor
ATTEST:
________________________________ ___________________________________
Kelly Edwards, TRMC, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
________________________________
Stan Lowry, Town Attorney
Visitors Association Fund
Hotel Occupancy Tax Revenue Trend
200000
250,000
300,000
350,000
400,000
450,000
500,000
550,000
600,000
440,849
381,221
415,544
458,471
527,662
497,769
450,000
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
500,000
550,000
600,000
FY 03/04
actual
FY 04/05
actual
FY 05/06
actual
FY 06/07
actual
FY 07/08
actual
FY 08/09
actual
FY 09/10
Adopted
440,849
381,221
415,544
458,471
527,662
497,769
450,000
ED Agreement - Marriott
Page 1 of 11
ECONOMIC DEVELOPMENT PROGRAM AGREEMENT
This ECONOMIC DEVELOPMENT PROGRAM AGREEMENT
(“Agreement”) is entered into by and between the TOWN OF WESTLAKE, TEXAS
(the “Town”), a Type -A general law municipal corporation organized under the laws o f
the State of Texas, and MARRIOTT HOTEL SERVICES, INC. D/B/A
DALLAS/FT.WORTH MARRIOTT SOLANA, (“Marriott:), a
__________________. The Town and Marriott are collectively referred to as the
“Parties”.
RECITALS
The Town and Marriott hereby agree that the following statements are true and
correct and constitute the basis upon which the Town and Marriott
have entered into this
Agreement:
A. Marriott owns and operates a 294 room (288 plus 6 suites), full-service
hotel located at 5 Village Circle, Westlake, Texas,(the “Hotel”) The Hotel provides a
valuable catalyst for visitors, tourism, and economic development to the Town
.
B. In order to increase visitors and tourism, and to maximize the economic
benefits that the Hotel can bring to the Town, t he Town and Marriott
desire to enter into
this Agreement.
C. In accordance with Resolution No. 06-19, adopted by the Town Council
on May 8, 20 06, attached hereto as Exhibit “A” and hereby made a part of this
Agreement for all purposes, the Town has established an economic development
incentive policy and program pursuant to which the Town will, on a case-by-case basis,
offer economic incentive p ackages authorized by Chapter 380 of the Texas Local
Government Code, Article III, Section 52 -a of the Texas Constitution, and other
applicable laws, that include monetary loans and grants of public money, as well as the
provision of personnel and services of the Town, to businesses and entities that the Town
Council determines will promote State or local economic development and stimulate
business and commercial activity in the Town in return for verifiable commitments from
such businesses or entities to cause specific infrastructure, employment and other public
benefits to be made or invested in the Town (the “380 Program
”).
D. The Town Council has determined that by entering into this Agreement,
the potential increase of visitors and tourism and economic benefits that will accrue to the
Town under the terms and conditions of this Agreement are consistent with the Town’s
economic development objectives and the 380 Program and will further t he goals for
positive economic growth, visitors and tourism in the Town. This Agreement is
authorized by Chapter 380 of the Texas Local Government Code and the 380 Program.
ED Agreement - Marriott
Page 2 of 11
NOW, THEREFORE, in consideration of the mutual benefits and promises
contained herein and for other good and valuable consideration, the receipt and
sufficiency of which is hereby acknowledged, the Parties agree as follows:
AGREEMENT
1. INCORPORATION OF RECITALS
.
The Town Council has found at a duly-called and legally-noticed public meeting
through the adoption of Town Resolution No. 10-02 attached hereto as Exhibit “B” and
hereby made a part of this Agreement for all purposes, and the Town and Marriott
hereby
agree, that the recitals set forth above are incorporated herein and true and correct and
form the basis upon which the Parties have entered into this Agreement.
2. DEFINITIONS
In addition to terms defined in the body of this Agreement, the following terms
shall have the definitions ascribed to them as follows:
.
380 Program
has the meaning ascribed to it in Recital C.
Affiliate means all entities, incorporated or otherwise, under common control
with, controlled by or controlling Marriott
. For purposes of this definition, “control”
means fifty percent (50%) or more of the ownership determined by either value or vote.
Program Grants means the annual allowable economic development grants paid
(whether in one or multiple installments) by the Town to Marriott
in accordance with this
Agreement and as part of the 380 Program.
Program Source Funds means an amount of Town funds legally available for
inclusion in a Program Grant that is payable to Marriott in a given Program Year, which
shall be derived from hotel occupancy taxes generated by the Hotel and received by the
Town
pursuant to Chapter 351 of the Texas Tax Code, or other legally available funds of
the Town.
Program Year means the Town’s fiscal year (i.e. October 1 through September
30th) in which the Town is obligated pursuant to this Agreement to pay Marriott
a
Program Grant, beginning with the first full calendar year following the e xecution of this
Agreement.
Quarterly Report
has the meaning ascribed to it in Section 4.2.
Records
have the meaning ascribed to it in Section 4.3.
Term has the meaning ascribed to it in Section 3.
ED Agreement - Marriott
Page 3 of 11
Town of Westlake Hotel Support Program
has the meaning ascribed to it in
Section 4.1.
3. TERM
.
This Agreement shall be effective as of the date of execution by the Parties (the
“Effective Date
”) and, unless terminated earlier in accordance with this Agreement, shall
expire one (1) year from the Execution Date.
4. TOWN AND MARRIOTT’S OBLIGATIONS AND COMMITMENTS
.
4.1.
Town of Westlake Hotel Support Program
The total amount to be granted by the Town to Marriott
under the terms of
this Agreement for the Town of Westlake Hotel Support Program shall not
exceed $142,000 with said Town of Westlake Hotel Support Program,
consisting of the following two (2) components:
(a.) Group Booking Incentives, the requirements for which are attached
hereto as Exhibit “C” and hereby made a part of this Agreement for all
purposes (the “Hotel Support Agreement”) and details the obligations of
Marriott to receive, and the Town to grant, the Program Grants from the
Program Source Funds during the Program Year related to group bookings
at the Hotel. The purpose of this component of the Town’s Hotel Support
Program shall be to increase new group bookings for the Hotel and to not
incur a decrease in overall group meeting business (i.e. all group bookings
at the Hotel both of new group business and repeat group business), thus
increasing economic development through tourism and business
development activity in the Town. The Group Booking Incentives
provided by the Town
under this Agreement to the Hotel shall not exceed
$30,000 during the term of this Agreement.
(b.) Transportation Costs, for which a total sum of $112,000 shall be
provided by the Town under this Agreement, comprised of $56,000 per
fiscal year collected by t he Town during the Town’s Fiscal Years 08-09
and 09 -10; to cover a portion of the operating cost for bus transportation
services provided by the Marriott for guests of the Hotel. Funds disbursed
by the Town under this component of the Town’s Hotel Support Program
shall be made at the end of each Town fiscal year quarter following
submission by Marriott, and acceptance by the Town, of the Quarterly
Report for the preceding quarter. Provided, however, the first payment for
this component of the Town Hotel Support Program will not be made until
the end of the second quarter of the Town’s FY09-10 and shall include
operating cost incurred by the Hotel for guest bus transportation during the
ED Agreement - Marriott
Page 4 of 11
first quarter of the Town’s FY 09 -10. The purpose of this component of
the Town’s Hotel Support Program is to enhance the Marriott’s
ability to
increase room nights and retain existing room nights at the Hotel (as
reported in Section 4.2 below), thus increasing economic development
through tourism and business development activity in the Town. At all
times during the term, the name “Westlake, Texas” shall be visibly
reflected and marked on both sides of any shuttle buses or vehicles used
by the Hotel.
4.2. Reports and Filings
.
On a quarterly basis during the Term, Marriott shall submit a written
report to the Town specifically delineating its compliance with this
Agreement (the “Quarterly Report”). The Quarterly Report shall be
received by the Town Manager no later than thirty (30) days from the end
of each quarter. Said Quarterly Report will contain, as a minimum, the
following performance measure information for the reporting period in
order for the Town to measure the effectiveness of its investment in this
grant of public funds to Marriott
for this Hotel:
• Total funds paid to date aggregate under this Agreement during the
contract term to Marriott for both components (shuttle bus and
group incentives) of the Town’s
• Total f unds spent to date by
Hotel Support Program described
in Section 4.1 of this Agreement
Marriott
• Increases in average daily occupancy at the Hotel
separated by component for
the activities and purposes set out in Section 4.1(a) and 4.1(b) of
this Agreement
• Decreases in average daily occupancy at the Hotel
• Number of room nights generated by new group bookings at the
Hotel
• Number of room nights generated by repeat group business
bookings at the Hotel
• Average number of bus transportation trips daily to DFW Airport
for guests at the Hotel
• Average number of bus transportation trips daily to off-premise
meeting locations for guests at the Hotel
• Average number of bus transportation trips daily to other off-
premise locations (entertainment, shopping, etc) for guests at the
Hotel
• Operating costs incurred by the Hotel during the quarter for shuttle
bus transportation services
• The number of new group bookings made for the Hotel during the
reporting period and the number of repeat group business bookings
made for the Hotel during the reporting period.
ED Agreement - Marriott
Page 5 of 11
• A brief description of marketing/sales efforts made during the
reporting period for the Hotel including:
the number and type of new group sales prospects
identified, targeted, and group sales closed by Marriott
sales staff during the reporting period
the number and type of new group sales made by contacts
from outside the Hotel Marriott
4.3. Audits
.
Per the requirements of State law and the Town ordinance establishing the
Town’s hotel-motel occupancy tax, t he Town will have the right throughout the
Term to audit any and all financial and business records of Marriott that relate to
the performance of this Agreement and any other documents necessary to
evaluate Marriott’s compliance with this Agreement or with the goals set forth in
this Agreement, including, but not limited to construction documents and invoices
(collectively “Records”). Marriott shall make all Records available to the Town
at the Hotel or at another location in the Town acceptable to both parties
following reasonable advance notice by the Town and shall otherwise cooperate
fully with the Town
during any audit.
5. DEFAULT, TERMINATION AND FAILURE BY MARRIOTT TO MEET
VARIOUS DEADLINES AND COMMITMENTS
.
5.1. Continuous Operation. Following the Completion Date, if Marriott fails
to continuously operate a full-service hotel at 5 Village Circle, Westlake, Texas,
76262, the Town shall have the right to terminate this Agreement by providing
written notice to Marriott without further obligation to Marriott
hereunder.
5.2. Failure to Pay Town Taxes or Fees
.
An event of default shall occur under this Agreement if any legally-
imposed Town taxes or fees owed on, or generated by, the hotel become
delinquent and Marriott or the Affiliate does not either pay such taxes or follow
the legal procedures for protest and/or contest of any such taxes. In this event, the
Town shall notify Marriott in writing and Marriott shall have sixty (60) calendar
days to cure such default. If the default has not been fully cured by such time, the
Town shall have the right to terminate this Agreement immediately by providing
written notice to Marriott
and shall have all other rights and remedies that may be
available to it under the law or in equity.
5.3 Violations of Town Code, State or Federal Law
.
An event of default shall occur under this Agreement if any written
citation is issued to Marriott or an Affiliate due to the occurrence of a violation of
a material provision of the Town Code at the Hotel (including, without limitation,
ED Agreement - Marriott
Page 6 of 11
any violation of the Town’s Building or Fire Codes and any other Town Code
violations related to the environmental condition of the Hotel; or to matters
concerning the public health, safety or welfare) and such citation is not paid or the
recipient of such citation does not properly follow the legal procedures for protest
and/or contest of any such citation. An event of default shall occur under this
Agreement if the Town is notified by a governmental agency or unit with
appropriate jurisdiction that Marriott or an Affiliate, or any successor in interest
thereto, any third party with access to the Hotel pursuant to the express or implied
permission of Marriott or an Affiliate, or any a successor in interest thereto, is in
violation of any material state or federal law, rule or regulation on account of the
Hotel, improvements on the Hotel or any operations thereon (including, without
limitation, any violations related to the environmental condition of the Hotel; the
environmental condition other land or waters which is attributable to operations
on the Hotel; or to matters concerning the public health, safety or welfare). Upon
the occurrence of such default, the Town shall notify Marriott in writing and
Marriott shall have (i) thirty (30) calendar days to cure such default or (ii) if
Marriott has diligently pursued cure of the default but such default is not
reasonably curable within thirty (30) calendar days, then such amount of time that
the Town reasonably agrees is necessary to cure such default. If the default has
not been fully cured by such time, the Town shall have the right to terminate this
Agreement immediately by providing written notice to Marriott
and shall have all
other rights and remedies that may be available to under the law or in equity.
5.4. Unauthorized Use of Funds and Requirement for Repayment to Town
.
If, during an audit by the Town under the provisions of this Agreement, the Town
determines that the proceeds of this grant have not been utilized by Marriott for
the purposes outlined in this Agreement, Marriott will be given thirty (30)
calendar days to cure (following written notice from the Town) and, if Marriott
fails to cure per the written notice from the Town, Marriott shall immediately
remit to the Town the entire amount under this Agreement paid by the Town to
Marriott during the reporting period during which the Town has identified that
Marriott was not in compliance with the terms of this Agreement. If said amount
is not remitted to the Town within 30 calendar days from the end of the cure
period, that amount demanded for repayment to the Town plus six (6) percent
simple interest on the repayment amount shall be due, in full, to the Town. For
the purposes of this Section, Simple Interest” is defined as a rate of interest
applied to the aggregate amount of the Program Grants paid by the Town to
Marriott during the reporting period in which Marriott
was in violation of this
Agreement.
5.5. Failure to Submit Reports
.
Without limiting the application of Section 5.6, i f Marriott fails to submit
any report required by and in accordance with Section 4.2, the Town’s obligation
ED Agreement - Marriott
Page 7 of 11
to pay any Program Grants at the time, if any, shall be suspended until Marriott
has provided and is current on all reports.
5.6. General Breach
.
Unless stated elsewhere in this Agreement, Marriott shall be in default
under this Agreement if Marriott breaches any term or condition of this
Agreement. In the event that such breach remains uncured after thirty (30)
calendar days following receipt of written notice from the Town referencing this
Agreement (or, if Marriott has diligently and continuously attempted to cure
following receipt of such written notice but reasonably requires more than thirty
(30) calendar days to cure, then such additional amount of time as is reasonably
necessary to effect cure, as determined by both parties mutually and in good
faith), the Town shall have the right to terminate this Agreement immediately by
providing written notice to Marriott
.
6. NO INDEPENDENT CONTRACTOR OR AGENCY RELATIONSHIP
.
It is expressly understood and agreed that Marriott shall not operate as an
independent contractor or as an agent, representative or employee of the Town. Marriott
shall have the ex clusive right to control all details and day-to-day operations relative to
the Hotel Support Program and shall be solely responsible for the acts and omissions of
its officers, agents, servants, employees, contractors, subcontractors, licensees and
invitees. Marriott acknowledges that the doctrine of respondeat superior will not apply
as between the Town and Marriott, its officers, agents, servants, employees, contractors,
subcontractors, licensees, and invitees. Marriott further agrees that nothing in this
Agreement will be construed as the creation of a partnership or joint enterprise between
the Town and Marriott
.
7. INDEMNIFICATION
.
MARRIOTT, AT NO COST OR LIABILITY TO THE TOWN, AGREES TO
DEFEND, INDEMNIFY AND HOLD THE TOWN, ITS OFFICERS, AGENTS,
ATTORNEYS, SERVANTS AND EMPLOYEES, HARMLESS AGAINST ANY AND
ALL CLAIMS, LAWSUITS, ACTIONS, COSTS AND EXPENSES OF ANY KIND,
INCLUDING, BUT NOT LIMITED TO, THOSE FOR PROPERTY DAMAGE OR
LOSS (INCLUDING ALLEGED DAMAGE OR LOSS TO MARRIOTT’ BUSINESS
AND ANY RESULTING LOST PROFITS) AND/OR PERSONAL INJURY,
INCLUDING DEATH, THAT MAY RELATE TO, ARISE OUT OF OR BE
OCCASIONED BY (i) MARRIOTT’ BREACH OF ANY OF THE TERMS OR
PROVISIONS OF THIS AGREEMENT; OR (ii) ANY ACT OR OMISSION OR
INTENTIONAL MISCONDUCT OF MARRIOTT, I TS OFFICERS, AGENTS,
ASSOCIATES, EMPLOYEES, CONTRACTORS (OTHER THAN THE TOWN, OR
ITS EMPLOYEES, OFFICERS, AGENTS, ASSOCIATES, CONTRACTORS OR
SUBCONTRACTS), OR SUBCONTRACTORS DUE OR RELATED TO OR ARISING
FROM OPERATION AND CONDUCT OF THE HOTEL SUPPORT PROGRAM OR
ED Agreement - Marriott
Page 8 of 11
OTHERWISE TO THE PERFORMANCE OR OBLIGATIONS OF THIS
AGREEMENT.
8. NOTICES
.
All written notices called for or required by this Agreement shall be addressed to
the following, or such other party or address as either party designates in writing, by
certified mail, postage prepaid, or by hand delivery:
Town: Marriott
:
Town of Westlake _______________________________
Attn: Town Manager _______________________________
3 Village Circle, #202 _______________________________
Westlake, Texas 76262 ____________________________________
With Copies to (which shall not
constitute notice):
Boyle & Lowry, L.L.P.
Attn: L. Stanton Lowry
4201 Wingren Dr., Suite 108
Irving, Texas 75062
9. ASSIGNMENT AND SUCCESSORS
.
Marriott may at any t ime assign, transfer or otherwise convey any of its rights or
obligations under this Agreement to an Affiliate without the approval of the Town so
long as Marriott, the Affiliate and the Town first execute an agreement approved by the
Town Council of the Town of Westlake under which the Affiliate agrees to assume and
be bound by all covenants and obligations of Marriott under this Agreement. Otherwise,
Marriott may not assign, transfer or otherwise convey any of its rights or obligations under
this Agreement to any other person or entity without the prior consent of the Town
Council, conditioned on (i) the prior approval of the assignee or successor and a finding by
the Town Council that the proposed assignee or successor is financially capable of meeting
the terms and conditions of this Agreement and (ii) prior execution by the proposed
assignee or successor of a written agreement with the Town under which the proposed
assignee or successor agrees to assume and be bound by all covenants and obligations of
Marriott under this Agreement. Any attempted assignment without the Town Council’s
prior consent shall constitute a breach and be grounds for termination of this Agreement
and following receipt of written notice from the Town to Marriott. Any lawful assignee or
successor in interest of Marriott of all rights under this Agreement shall be deemed
“Marriott
” for all purposes under this Agreement.
ED Agreement - Marriott
Page 9 of 11
10. COMPLIANCE WITH LAWS, ORDINANCES, RULES AND
REGULATIONS
.
This Agreement will be subject to all applicable Federal, State and local laws,
ordinances, rules and regulations, including, but not limited to, all provisions of the
Town
’s codes and ordinances, as amended.
11. GOVERNMENTAL POWERS
.
It is understood that by execution of this Agreement, the Town
does not waive or
surrender any of it governmental powers or immunities that are outside of the terms,
obligations, and conditions of this Agreement.
12. NO WAIVER
.
The failure of either party to insist upon the performance of any term or provision
of this Agreement or to exercise any right granted hereunder shall not constitute a waiver
of that party’s right to insist upon appropriate performance or to assert any such right on
any future occasion.
13. VENUE AND JURISDICTION
.
If any action, whether real or asserted, at law or in equity, arises on the basis of
any provision of this Agreement, venue for such action shall lie in state courts located in
Tarrant County, Texas or the United States District Court for the Northern District of
Texas – Fort Worth Division. This Agreement shall be construed in accordance with the
laws of the State of Texas.
14. NO THIRD PARTY RIGHTS
.
The provisions and conditions of this Agreement are solely for the benefit of the
Town and Marriott, and any lawful assign or successor of Marriott
, and are not intended
to create any rights, contractual or otherwise, to any other person or entity.
15. FORCE MAJEURE
.
It is expressly understood and agreed by the Parties to this Agreement that if the
performance of any obligations hereunder is delayed by reason of war, civil commotion,
acts of God, inclement weather, or other circumstances which are reasonably beyond the
control or knowledge of the party obligated or permitted under the terms of this
Agreement to do or perform the same, regardless of whether any such circumstance is
similar to any of those enumerated or not, the party so obligated or permitted shall be
excused from doing or performing the same during such period of delay, so that the time
period applicable to such requirement shall be extended for a period of time equal to the
period such party was delayed. Notwithstanding anything to the contrary herein, it is
specifically understood and agreed that Marriott’ failure to obtain adequate financing to
ED Agreement - Marriott
Page 10 of 11
complete the Required Improvements by the Completion Deadline shall not be deemed to
be an event of force majeure and that this Section 15 shall not operate to extend the
Completion Deadline in such an event.
16. INTERPRETATION
.
In the event of any dispute over the meaning or application of any provision of
this Agreement, this Agreement shall be interpreted fairly and reasonably, and neither
more strongly for or against any party, regardless of the actual drafter of this Agreement.
17. SEVERABILITY CLAUSE
. It is hereby declared to be the intention of the
Parties that sections, paragraphs, clauses and phrases of this Agreement are severable,
and if any phrase, clause, sentence, paragraph or section of this Agreement shall be
declared unconstitutional or illegal by the valid j udgment or decree of any court of
competent jurisdiction, such unconstitutionality or illegality shall not affect any of the
remaining phrases, clauses, sentences, paragraphs or sections of this Agreement since the
same would have been executed by the Parties without the incorporation in this
Agreement of any such unconstitutional phrase, clause, sentence, paragraph or section. It
is the intent of the Parties to provide the economic incentives contained in this Agreement
by all lawful means.
18. CAPTIONS
.
Captions and headings used in this Agreement are for reference purposes only and
shall not be deemed a part of this Agreement.
19. ENTIRETY OF AGREEMENT
.
This Agreement, including any exhibits attached hereto and any documents
incorporated herein by reference, contains the entire understanding and agreement
between the Town and Marriott, and any lawful assign and successor of Marriott, as to
the matters contained herein. Any prior or contemporaneous oral or written agreement is
hereby declared null and void to the extent in conflict with any provision of this
Agreement. Notwithstanding anything to the contrary herein, this Agreement shall not be
amended unless executed in writing by both parties and approved by the Town Council of
the Town
in an open meeting held in accordance with Chapter 551 of the Texas
Government Code.
20. COUNTERPARTS
.
This Agreement may be executed in multiple counterparts, each of which shall be
considered an original, but all of which shall constitute one instrument.
ED Agreement - Marriott
Page 11 of 11
EXECUTED as of the last date indicated below:
TOWN OF WESTLAKE: _______________________________
_______________________________
a Texas_________________________
By: By:
Thomas E. Brymer _____________________________
Town Manager _____________________________
Date: Date:
APPROVED AS TO FORM AND LEGALITY:
By:
L. Stanton Lowry
Town Attorney
EXHIBITS
“A” – Town
of Westlake Resolution No. 06-19
“B” – Town
of Westlake Resolution No. 10-02
“C” – Town of Westlake Hotel Support Program re: Group Booking Incentives
H:\Boyle-Lowry\BEDFORD\bfd-agreements\wl-agr econ dev agr Marriott.DOC
1
TOWN OF WESTLAKE HOTEL SUPPORT PROGRAM
GROUP INCENTIVES
Description:
A Town of Westlake cooperative marketing program designed to assist the Dallas/Fort Worth
Marriott Solana Hotel (Hotel) in bringing group business to Westlake. The groups eligible for incentives under this
program shall be new business or, under certain restrictions, groups that have previously stayed at the Hotel, but
are considering other hotels in the area. Through this program, the Town of Westlake and the Hotel share in
providing hospitality lodging and amenities that will encourage groups to choose Westlake as their destination.
Requests for incentive funds shall be submitted for approval by the Hotel to the Town prior to the Hotel
submitting a bid for the group business under this program. U nder no circumstances shall incentive funds
from this program be offered after a group has made their decision to book at the Hotel.
Guidelines:
Applications submitted for groups for which the Hotel wishes to utilize this group business incentive must be
accepted by the Hotel’s Sales Manager for group business that will t ake place in the current fiscal year or
future years.
An application for group business under this agreement may not be booked by the same organization more
than twice in an eighteen (18) consecutive month period without prior approval from the Town of Westlake
Town Manager. Generally preference will be given for group business incentives to attract new group
business to the Hotel.
Proposed group business shall book a minimum of $10,000 in per night room revenue to be considered
eligible for this consideration for this incentive.
A maximum incentive of a $5,000 discount is available to the Hotel for each group (with total available
dollars set for this program for FY 09-10 being $30,000). This incentive will be calculated as follows: apply
75% to the per night room revenue that the Town would normally receive (7%) from the prospective group’s
business; up to a maximum of $5,000 per group.
New group business generating in excess of $25,000 in per night room revenue may be given additional
consideration for additional incentive amounts over the $5,000 per group incentive, if approved by the Town
Manager.
For groups receiving the benefit of this group incentive under this program, the Town of Westlake shall
receive sponsor recognition in all correspondence and at the group meeting/convention in an appropriate
manner.
In addition to room night revenues, t he following list of Hotel amenities/services shall be eligible for group
incentives under this program, although they will considered within the aggregate maximum incentive of
$5,000 per group. Items not listed below will be evaluated on a case by case basis, and may be approved by
the Town Manager if deemed appropriate.
• Food and Beverage Events
: Breakfast, lunch, dinner, cocktail receptions, etc.
• Meeting Support: Audiovisual equipment, rentals.
3 Village Circle Suite #202 Westlake, TX 76262
VISITOR SERVICES (817) 430-0941 – Fax (817) 430-1812
Page 2 of 2
Town of Westlake Hotel Support Program
• Promotional:
Program ad, welcome banners, participant bags, and VIP gifts.
Procedures:
The Application shall include, as a minimum, the following information before it will be reviewed
by the General Manager in preparation for submittal to the Town of Westlake:
o Hotel Information:
Date of Application, Sales Manager, and Phone Number.
o Group Information:
Group Name, Contact Name, Address, Phone Number, Program
Dates, Estimated Rooms Nights, Estimated Room Night Revenue, Estimated Catering
Revenue, Estimated Outlet Revenue.
o Signatures:
The Application shall be signed by the hotel Sales Manager and Hotel
Manager prior to it being submitted to the Town for approval. The Application shall be
approved by the Town Manager for the Town of Westlake within ten (10) days of the
application date, provided that all of the requested information is received.
Once the Application has been approved by the Town, a confirmation letter will be sent by the
Town Manager or his designate to the Sales Manager of the hotel confirming the incentive
amount.
o Since funds are reserved for every Application that is approved, the Hotel shall inform the
Town of Westlake in its quarterly report required in its economic grant agreement with the
Town of amount on said efforts. Said report will contain information and be in a format as
required by the Town of Westlake.
This Quarterly Report Town shall be sent to:
Town Manager
Town of Westlake
3 Village Circle Suite #202
Westlake, TX 76262
817-430-0941
817-430-1812 FAX
FUTURE AGENDA ITEMS: Any Council member may request at a workshop and / or
Council meeting, under “Future Agenda Item Requests”, an agenda item for a future
Council meeting. The Council Member making the request will contact the Town
Manager with the requested item and the Town Manager will list it on the agenda. At
the meeting, the requesting Council Member will explain the item, the need for Council
discussion of the item, the item’s relationship to the Council’s strategic priorities, and the
amount of estimated staff time necessary to prepare for Council discussion. If the
requesting Council Member receives a second, the Town Manager will place the item on
the Council agenda calendar allowing for adequate time for staff preparation on the
agenda item.
Town of Westlake
Item #7 - Future
Agenda Items
1. COUNCIL CALENDAR
- Board of Trustees Meeting
February 1, 2010
- NE Transportation Summit (Grapevine Convention Center)
February 17, 2010 7:30 – 10:00 am
- DFW Connector Groundbreaking Ceremony
February 17, 2010 at 11 a.m.
(DFW Connector field office, 440 W. State Highway 114,
Grapevine; Former Grapevine Suzuki dealership)
- VIP Reception for Gallery Night
February 18, 2010 7:00 – 9:00 pm
- Westlake Academy Gallery Night event
February 26, 2010 6:00 – 10:30 pm
Town Council Meeting
February 22, 2010
- Bandana Bonanza
May 8, 2010
- Westlake Academy Graduation
May 23, 2010
Town of Westlake
Item # 8 –
Council Calendar
Town of Westlake
Item # 9 –
Adjournment
Back up material has not
been provided for this item.