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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. Page 1 of 4 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. Page 2 of 4 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. Page 3 of 4 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 Page 4 of 4 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.