HomeMy WebLinkAbout07-13-09 TC Wkshp packet
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 WORKSHOP
A G E N D A
July 13, 2009
WESTLAKE TOWN HALL
3 VILLAGE CIRCLE
MUNICIPAL COURT ROOM, SUITE 207
4:30 p.m.
1. CALL TO ORDER.
2. DISCUSS AND REVIEW OF CONSENT AGENDA ITEMS FROM JULY 13, 2009,
COUNCIL REGULAR MEETING AGENDA.
3. DISCUSS AND REVIEW A DRAFT CAPITAL IMPROVEMENT PLAN.
4. DISCUSS AND REVIEW TOWN OF WESTLAKE STRATEGIC PLAN.
5. 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
Town of Westlake Town Council Page 2 of 2
Workshop Agenda
July 13, 2009
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.
- None
6. 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 551.87 OF THE TEXAS GOVERNMENT CODE.
CERTIFICATION
I certify that the above notice was posted at the Town Hall of the Town of Westlake, 3 Village Circle, by Friday,
July 10, 2009, by 4:30 p.m. under the Open Meetings Act, Chapter 551 of the Texas Government Code.
_____________________________________
Kim Sutter, 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.
2. 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 June 8, 2009.
b. Review and approve minutes of the Town Council Strategic Planning Retreat
held on June 22, 2009.
c. Review and approve minutes of the Town Council Special meeting held on
June 22, 2009.
d. Consider a Resolution approving the Town of Westlake Surplus Property
Disposal Policy.
e. Consider a Resolution authorizing the Town Manager to enter into an
agreement with Bristow Contracting for drainage improvements in Stagecoach
Hills.
Town of
Westlake
Item # 2 –
Review of Consent
Agenda Items
1
Town of Westlake
Memo
To: Honorable Mayor and Members of the Town Council
From: Tom Brymer, Town Manager
Subject: Workshop Meeting of July 13, 2009
Date: July 7, 2009
ITEM
Discuss and review a “Draft” Capital Improvement Plan (CIP)
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 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 High quality services delivery coupled with financial stewardship
o Infrastructure maintenance and planning
BACKGROUND
Staff has completed the compilation of a five (5) year Capital Improvement Plan for all
Town infrastructure and public buildings. Projects have been placed in the various years
of the five (5) year planning period with cost escalation and operations/maintenance costs
as appropriate. Staff recommends Council’s annual review and adoption of this plan to
guide the CIP process as well as the annual review by Council prior to consideration of
the proposed budget for the next fiscal year. Council reviewed this “Draft” CIP at its
June 22nd mini-retreat and made several changes to it. The attached ‘Draft” reflects
Council’s direction received at that meeting..
FUNDING
Funding impacts in the proposed CIP are as follows:
FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14
Funded Projects $ 1,470,500 $ 612,680 $ 2,446,845 $ 485,030 $ 528,000
Unfunded Projects 45,000 563,880 685,740 282,490 9,222,400
Partially Funded 250,000 711,200 727,300 1,066,000 1,072,500
Total Capital Projects $ 1,765,500 $ 1,887,760 $ 3,859,885 $ 1,833,520 $ 10,822,900
2
RECOMMENDATION: Recommend making final revisions and adoption of this plan.
ATTACHMENTS:
• “Draft” Capital Improvement Plan
• Memo dated 7-6-09 to Council providing further information regarding
preparation of the CIP.
Westlake Academy Campus Terra Bella Trails Arts and Sciences Center Westlake/Keller Water Tower
Glenwyck Parks and Trails
MEMORANDUM
DATE: July 7, 2009
TO: Honorable Mayor and Town Council
FROM: Tom Brymer, Town Manager
SUBJECT: Draft Capital Improvement Plan
The purpose of this Draft Capital Improvement Plan (CIP) is to more formally structure the
process for all Town capital projects. A Town capital project should be defined as
construction or reconstruction of any public building or infrastructure, whether funding is
currently available or not. If funding is not currently available, but the project is
determined by the Council to be important, the project should still be in the Council’s
approved
five year CIP and shown as unfunded. If funding is later made available, the
project is already on the “radar screen”, although it may be scheduled in the out years of the
five year planning period.
By going through the effort of a formally prepared CIP this year prior to budget
consideration, the subsequent years should be more of an annual update to make sure of
the following:
• The staff has identified all the capital projects the Council sees on the horizon.
• The Council can remove the projects that are no longer seen as a priority in terms of
not meeting the community’s strategic needs (assuming that no funding has been
spent on design thus far).
• Annual Council review allows project timing to be adjusted in terms of which year in
the five year time span the project is assigned.
• Annual review of the Council approved five year CIP allows this review to be
performed at the same time as the review of the five year Financial Forecast (this is
completed to see the financial impact of a capital project not only on the capital side,
but also on the operations/maintenance side).
• With Council’s adoption of this five year CIP, along with the adopted financial
policies, no capital project, regardless of funding source
, is put into the CIP until it
first comes through the annual update “call for projects” prepared each Spring by the
staff and is included in the CIP approved by the Council.
Attachments
1
Funded/
Unfunded Pg #Source DESCRIPTION FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14
GENERAL FUND (or GO Bonds)
F 4 I Stagecoach Hills Street Reconstruction & Drainage 300,000$ -$ -$ -$ -$
F 5 I Mahotea Boone Reconstruction & Drainage - 60,960 - - -
F 6 I Aspen Lane Reconstruction and Drainage - - 166,240 - -
F 7 I Dove Road Reconstruction & Drainage (Ott-Vaq)- - 264,945 - -
F 8 I Dove Road Reconstruction & Drainage (Vaq - TB)- - - - 429,000
F 9 I Roanoke Road Reconstruction & Drainage (170-Limits)100,000 - - - -
F 10 I Roanoke Road Reconstruction & Drainage (170-DC)- - - 191,880 -
F 11 I JT Ottinger Road Reconstruction & Drainage (WLA - Limits)- - - 239,850 -
F 12 I Sam School Road Reconstruction & Drainage - - - - 99,000
F 13 I Park Improvements 45,000 25,400 259,750 53,300 -
Streets/Drainage/Park 445,000$ 86,360$ 690,935$ 485,030$ 528,000$
**UF 14 E Municipal Complex -$ 60,960$ 51,950$ 133,250$ 4,235,000$
**UF 15 E Fire Station - 132,080 114,290 149,240 4,987,400
UF 16 I Water Well for Civic Campus - 60,960 - - -
UF 17 I Westlake Academy - South Parking Area - 264,160 - - -
F 18 I Westlake Academy - West Parking Improvements - - 197,410 - -
UF 19 I Westlake Academy - Cover Existing Walkway - - 259,750 - - Facilities/Improvements -$ 518,160$ 623,400$ 282,490$ 9,222,400$
TOTAL GENERAL FUND 445,000$ 604,520$ 1,314,335$ 767,520$ 9,750,400$ VISITORS ASSOCIATION FUND
PF 20 I FM 1938 Streetscape/Wayfinding 250,000$ 711,200$ 727,300$ 1,066,000$ 1,072,500$
TOTAL VISITOR ASSOCIATION FUND 250,000$ 711,200$ 727,300$ 1,066,000$ 1,072,500$ CEMETERY FUND
*UF 21 E Cemetery Improvements 45,000$ 45,720$ 259,750$ -$ -$
TOTAL CEMETERY FUND 45,000$ 45,720$ 259,750$ -$ -$ UTILITY FUND
F 22 I N-1 Sewer Line Transfer 175,000$ -$ -$ -$ -$
F 23 I N-1 Sewer Line Transfer I & I Study/Repairs 120,000 - - - -
F 24 I Stagecoach Hills waterline connection 300,000 304,800 - - -
F 25 I Ground Storage tank - - 1,558,500 - -
TOTAL UTILITY FUND 595,000$ 304,800$ 1,558,500$ -$ -$ CONTRIBUTIONS/GRANTS
***F 26 E Deloitte Trail Connection Project on Dove Rd (Contribution)425,000$ -$ -$ -$ -$
***F 27 E West Dove Road Trail Connection to JT Ottinger Road (Grant)5,500 96,520 - - -
***F 28 E JT Ottinger/Dove Intersection (Contribution)- 125,000 - - -
TOTAL PROJECTS USING CONTRIBUTIONS 430,500$ 221,520$ -$ -$ -$
1,765,500$ 1,887,760$ 3,859,885$ 1,833,520$ 10,822,900$
BREAKDOWN OF INTERNAL/EXTERNAL FUNDING SOURCES
I Total Internal Funding Sources 1,335,000$ 1,473,200$ 3,693,645$ 1,551,030$ 1,600,500$
E Total External Funding Sources 430,500 414,560 166,240 282,490 9,222,400
1,765,500$ 1,887,760$ 3,859,885$ 1,833,520$ 10,822,900$
BREAKDOWN OF FUNDED/UNFUNDED/PARTIALLY FUNDED PROJECTS
F Funded Projects 1,470,500$ 612,680$ 2,446,845$ 485,030$ 528,000$
UF Unfunded Projects 45,000 563,880 685,740 282,490 9,222,400
PF Partially Funded Projects 250,000 711,200 727,300 1,066,000 1,072,500
1,765,500$ 1,887,760$ 3,859,885$ 1,833,520$ 10,822,900$
*Dependent upon future sale of plots
**All facilities are currently dependent upon external funding sources consisting of grants/donations
***Dependent upon contributions/grants
F Funded Projects
UF Unfunded Projects
PF Partially Funded Projects
ALL SUBMITTED CAPITAL PROJECTS
BY FUNDING SOURCE - 5 YEAR PROJECTION
TOTAL CAPITAL PROJECTS
TOTAL CAPITAL PROJECTS
TOTAL CAPITAL PROJECTS
2
Pg #FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14
Inviting Residential & Corporate Neighborhoods
4 Stagecoach Hills Street Reconst. & Drainage 300,000$ -$ -$ -$ -$
5 Mahotea Boone Reconstruction and Drainage - 60,960 - - -
6 Aspen Lane Reconstruction and Drainage - - 166,240 - -
Total Streets/Drainage 300,000 60,960 166,240 - -
26 Deloitte Trail Connection Project on Dove Road 425,000 - - - -
27 * West Dove Road Trail Connection to JT Ottinger Road 5,500 96,520 - - -
20 FM 1938 Streetscape/Wayfinding 250,000 711,200 727,300 1,066,000 1,072,500
Total Streetscape/Trails 680,500 807,720 727,300 1,066,000 1,072,500
16 Water Well for Civic Campus - 60,960 - - -
16 Westlake Academy - South Parking Area - 264,160 - - -
17 Westlake Academy - West Parking Area Improvements - - 197,410 - -
19 Westlake Academy - Cover Existing Walkway - - 259,750
Total Westlake Academy Campus Improvements - 325,120 457,160 - -
21 **Cemetery Improvements 45,000 45,720 259,750 - -
13 Park improvements 45,000 25,400 259,750 53,300 -
Total Parks/Cemetery Improvements 90,000 71,120 519,500 53,300 -
TOTAL Inviting Res. & Corp. Neighborhoods 1,070,500$ 1,264,920$ 1,870,200$ 1,119,300$ 1,072,500$
Leadership
22 N-1 Sewer Line Transfer 175,000$ -$ -$ -$ -$
23 N-1 Sewer Line Transfer/I&I Study & Repairs 120,000
24 Stagecoach Hills Waterline Connection 300,000 304,800 - - -
25 Ground Storage Tank - - 1,558,500 - -
Total Utility 595,000 304,800 1,558,500 - -
7 Dove Rd Reconst. & Drainage (Ott-Vaq)- - 264,945 - -
8 Dove Rd Reconst. & Drainage (Vaq-Terra Bella)- - - - 429,000
9 Roanoke Rd Reconst. & Drainage (170- Town Limits)100,000 - - - -
10 Roanoke Rd Reconst. & Drainage (170-Daimler Chyrs)- - - 191,880 -
11 JT Ottinger Rd Reconst. & Drainage (WLA-Town Limits)- - - 239,850 -
28 JT Ottinger/Dove Intersection - 125,000 - - -
12 Sam School Rd Reconst. & Drainage (Solana - Limits)- - - - 99,000
Total Streets/Drainage 100,000 125,000 264,945 431,730 528,000
14 ***Municipal Complex - 60,960 51,950 133,250 4,235,000
15 ***Fire Station 132,080 114,290 149,240 4,987,400
Total Facilities - 193,040 166,240 282,490 9,222,400
TOTAL Leadership 695,000$ 622,840$ 1,989,685$ 714,220$ 9,750,400$
Total Capital by Vision Point 1,765,500$ 1,887,760$ 3,859,885$ 1,833,520$ 10,822,900$
*Dependent upon grant funding
**Dependent upon future sale of plots
***All facilities are currently dependent upon external funding sources consisting of grants/donations.
Note:All projections have been escalated based on historical annual inflation rates post 9-11.
CAPITAL PROJECTS by VISION POINT
ALL SUBMITTED CAPITAL PROJECTS
BY VISION POINT - 5 YEAR PROJECTION
3
DRAFT
7/8/2009
Vision Point: Inviting Neighborhoods Project Number: S 10-01
Project Description:
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Engineering - 30,000 - - - - 30,000
Construction - 270,000 - - - - 270,000
- - - - - - -
EXPENDITURES TOTAL - 300,000 - - - - 300,000
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
General Fund - 300,000 - - - - 300,000
- - - - - - -
FUNDING TOTAL - 300,000 - - - - 300,000
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Supplies - - - - - - -
Maintenance - - - 4,676 - - 4,676
Services - - - - - - -
Equipment - - - - - - -
OPERATING IMPACT TOTAL - - - 4,676 - - 4,676
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENT
Fiscal Year 2009/2010
Stagecoach Hills Street Reconstruction and Drainage
PROJECT EXPENSE
Planned
Planned
The project will provide stabilization of road subgrade
and 2" of asphalt to the approximate 4500 LF of
pavement in Stagecoach Hills Subdivision and
replace/improve culverts and ditches. Anticipate crack
sealing 2nd year from completion.
4
DRAFT
7/8/2009
Vision Point: Inviting Neighborhoods Project Number: S 11-01
Project Description:
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Engineering - - 5,080 - - - 5,080
Construction - - 55,880 - - - 55,880
- - - - - - -
- - - - - - -
EXPENDITURES TOTAL - - 60,960 - - - 60,960
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
General Fund - 60,960 - - - 60,960
- - - - - - -
FUNDING TOTAL - - 60,960 - - - 60,960
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Supplies - - - - - - -
Maintenance - - - - 1,173 - 1,173
Services - - - - - - -
Equipment - - - - - - -
OPERATING IMPACT TOTAL - - - - 1,173 - 1,173
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENT
Fiscal Year 2010/2011
Mahotea Boone Reconstruction and Drainage
PROJECT EXPENSE
Planned
Planned
The project will provide stabilization of road subgrade
and 2" of asphalt to approximately 1,100 LF of Mahotea
Boone and replace/improve culverts and ditches.
Anticipate crack sealing 2nd year from completion.
5
DRAFT
7/8/2009
Vision Point: Inviting Neighborhoods Project Number: S 12-01
Project Description:
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Engineering - - - 10,390 - - 10,390
Construction - - - 155,850 - - 155,850
- - - - - - -
- - - - - - -
EXPENDITURES TOTAL - - - 166,240 - - 166,240
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
General Fund - - 166,240 - - 166,240
- - - - - - -
FUNDING TOTAL - - - 166,240 - - 166,240
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Supplies - - - - - - -
Maintenance - - - - - 2,970 2,970
Services - - - - - - -
Equipment - - - - - - -
OPERATING IMPACT TOTAL - - - - - 2,970 2,970
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENT
Fiscal Year 2011/2012
Aspen Lane Reconstruction and Drainage
PROJECT EXPENSE
Planned
Planned
The project will provide stabilization of road subgrade
and 2" of asphalt to approximately 2,700 LF of Aspen
Lane and replace/improve culverts and ditches.
Anticipate crack sealing 2nd year from completion.
6
DRAFT
7/8/2009
Vision Point: Leadership Project Number: S 12-02
Project Description:
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Engineering - - - 25,975 - - 25,975
Construction - - - 238,970 - - 238,970
- - - - - - -
- - - - - - -
EXPENDITURES TOTAL - - - 264,945 - - 264,945
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
General Fund - - 264,945 - - 264,945
- - - - - - -
FUNDING TOTAL - - - 264,945 - - 264,945
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Supplies - - - - - - -
Maintenance - - - - - 5,500 5,500
Services - - - - - - -
Equipment - - - - - - -
OPERATING IMPACT TOTAL - - - - - 5,500 5,500
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENT
Fiscal Year 2011/2012
Dove Road Reconstruction and Drainage
(Ottinger -Vaquero)
PROJECT EXPENSE
Planned
Planned
The project will provide stabilization of road subgrade
and 2" of asphalt to approximately 5,000 LF of Dove
Road and replace/improve culverts and ditches. Project
improvements are from JT Ottinger to Vaquero.
Anticipate crack sealing 2nd year from completion.
Dove Road
7
DRAFT
7/8/2009
Vision Point: Leadership Project Number: S 14-01
Project Description:
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Engineering - - - - - 44,000 44,000
Construction - - - - - 385,000 385,000
- - - - - - -
- - - - - - -
EXPENDITURES TOTAL - - - - - 429,000 429,000
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
General Fund - - - - 429,000 429,000
- - - - - - -
FUNDING TOTAL - - - - - 429,000 429,000
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Supplies - - - - - - -
Maintenance - - - - - - -
Services - - - - - - -
Equipment - - - - - - -
OPERATING IMPACT TOTAL - - - - - - -
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENT
Fiscal Year 2013/2014
Dove Road Reconstruction and Drainage
(Vaquero -Terra Bella)
PROJECT EXPENSE
Planned
Planned
The project will provide stabilization of road subgrade
and 2" of asphalt to approximately 6,500 LF of Dove
Road and replace/improve culverts and ditches.
Anticipate crack sealing 2nd year from completion.
8
DRAFT
7/8/2009
Vision Point: Leadership Project Number: S 10-02
Project Description:
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Engineering - 10,000 - - - - 10,000
Construction - 90,000 - - - - 90,000
- - - - - - -
- - - - - - -
EXPENDITURES TOTAL - 100,000 - - - - 100,000
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
General Fund - 100,000 - - - - 100,000
- - - - - - -
FUNDING TOTAL - 100,000 - - - - 100,000
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Supplies - - - - - - -
Maintenance - - - 779 - - 779
Services - - - - - - -
Equipment - - - - - - -
OPERATING IMPACT TOTAL - - - 779 - - 779
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENT
Fiscal Year 2009/2010
Roanoke Road Reconstruction and Drainage
(Highway 170 to Town Limits)
PROJECT EXPENSE
Planned
Planned
The project will provide stabilization of road subgrade
and 2" of asphalt to approximately 750 LF of Roanoke
Road and replacement of a narrow bridge at a 60"
drainage structure. Anticipate crack sealing 2nd year
from completion.
Roanoke Road
9
DRAFT
7/8/2009
Vision Point: Leadership Project Number: S 13-01
Project Description:
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Engineering - - - 21,320 - 21,320
Construction - - - 170,560 - 170,560
- - - - - - -
- - - - - - -
EXPENDITURES TOTAL - - - - 191,880 - 191,880
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
General Fund - - - 191,880 - 191,880
- - - - - - -
FUNDING TOTAL - - - - 191,880 - 191,880
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Supplies - - - - - - -
Maintenance - - - - - - -
Services - - - - - - -
Equipment - - - - - - -
OPERATING IMPACT TOTAL - - - - - - -
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENT
Fiscal Year 2012/2013
Roanoke Road Reconstruction and Drainage
(Highway 170-Daimler Chrysler)
PROJECT EXPENSE
Planned
Planned
The project will provide stabilization of road subgrade
and 2" of asphalt to approximately 4,000 LF of Roanoke
Road and replace/improve culverts and ditches.
Project improvements will be from Highway 170 to
Daimler Chrysler. Anticipate crack sealing 2nd year
from completion.
Roanoke Road
10
DRAFT
7/8/2009
Vision Point: Leadership Project Number: S 13-02
Project Description:
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Engineering - - - - 26,650 - 26,650
Construction - - - - 213,200 - 213,200
- - - - - - -
- - - - - - -
EXPENDITURES TOTAL - - - - 239,850 - 239,850
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
General Fund - - - 239,850 - 239,850
- - - - - - -
FUNDING TOTAL - - - - 239,850 - 239,850
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Supplies - - - - - - -
Maintenance - - - - - - -
Services - - - - - - -
Equipment - - - - - - -
OPERATING IMPACT TOTAL - - - - - - -
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENT
Fiscal Year 2012/2013
-7Ottinger Road Reconstruction and Drainage
(Westlake Academy to Town Limits)
PROJECT EXPENSE
Planned
Planned
The project will provide stabilization of road subgrade
and 2" of asphalt to approximately 5,000 LF of Dove
Road and replace/improve culverts and ditches.
Anticipate crack sealing 2nd year from completion.
Ottinger Road
11
DRAFT
7/8/2009
Vision Point: Leadership Project Number: S 14-02
Project Description:
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Engineering - - - - - 11,000 11,000
Construction - - - - - 88,000 88,000
- - - - - - -
- - - - - - -
EXPENDITURES TOTAL - - - - - 99,000 99,000
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
General Fund - - - - - 99,000 99,000
- - - - - - -
FUNDING TOTAL - - - - - 99,000 99,000
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Supplies - - - - - - -
Maintenance - - - - - - -
Services - - - - - - -
Equipment - - - - - - -
OPERATING IMPACT TOTAL - - - - - - -
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENT
Fiscal Year 2009/2010
Sam School Road Reconstruction and Drainage
(Solana - City Limits)
PROJECT EXPENSE
Planned
Planned
The project will provide stabilization of road subgrade
and 2" of asphalt to approximately 2,000 LF of Sam
School Road Road and replace/improve culverts and
ditches. Anticipate crack sealing 2nd year from
completion.
12
DRAFT
7/8/2009
Vision Point: Inviting Neighborhoods Project Number: I 10-03
Project Description:
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Construction - 30,000 25,400 - 53,300 - 108,700
Engineering - - - - - - -
Land purchases - - - 259,750 - - 259,750
Landscape - 15,000 - - - - 15,000
EXPENDITURES TOTAL - 45,000 25,400 259,750 53,300 - 383,450
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
General Fund - 45,000 25,400 259,750 53,300 - 383,450
- - - - - - -
FUNDING TOTAL - 45,000 25,400 259,750 53,300 - 383,450
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Supplies - - 1,016 1,039 1,066 1,100 3,121
Maintenance - - - 1,039 - 2,750 1,039
Services - - - - - - -
Equipment - - - - - - -
OPERATING IMPACT TOTAL - - 1,016 2,078 1,066 3,850 4,160
Planned
Purchase of playground equipment, benches and trail
head structures to be located along the current
GlenWyck Farms and Terra Bella trail systems.
Additional features along FM 1938 trail, i.e. park
benches, bike racks, stretching stations, etc.
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENT
Fiscal Year 2009/2010
Park Improvements
PROJECT EXPENSE
Planned
13
DRAFT
7/8/2009
Vision Point: Leadership Project Number: B 11-02
Project Description:
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Engineering - - 10,160 - 26,650 27,500 64,310
Construction - - - - - 3,300,000 3,300,000
Design - - 50,800 51,950 106,600 165,000 374,350
Sport fields - - - - - 220,000 220,000
FF&E 522,500 522,500
EXPENDITURES TOTAL - - 60,960 51,950 133,250 4,235,000 4,481,160
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Outside Funding Source **- 60,960 51,950 133,250 4,235,000 4,481,160
FUNDING TOTAL - - 60,960 51,950 133,250 4,235,000 4,481,160
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Supplies - - - - - - -
Maintenance - - - - - - -
Services - - - - - - -
Equipment - - - - - - -
OPERATING IMPACT TOTAL - - - - - - -
** Outside funding sources include grants and/or donations.
Planned
This project will provide a 20,000 square foot, integrated
facility to include courtroom, town administration offices
and sports fields. Located on the Parchman and Lee
property.
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENT
Fiscal Year 2010/2011
Municipal Complex
PROJECT EXPENSE
Planned
14
DRAFT
7/8/2009
Vision Point: Leadership Project Number: B 11-03
Project Description:
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Engineering - - 20,320 - 31,980 22,000 74,300
Construction - - - - - 3,960,000 3,960,000
Design - - 111,760 114,290 117,260 226,600 569,910
FF&E - - - - - 52,800 52,800
Utility Engineering/Extension 726,000 726,000
EXPENDITURES TOTAL - - 132,080 114,290 149,240 4,987,400 5,383,010
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Outside Funding Source **- 132,080 114,290 149,240 4,987,400 5,383,010
FUNDING TOTAL - - 132,080 114,290 149,240 4,987,400 5,383,010
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Supplies - - - - - - -
Maintenance - - - - - - -
Services - - - - - - -
Equipment - - - - - - -
OPERATING IMPACT TOTAL - - - - - - -
** Outside funding sources include grants and/or donations.
PROJECT FUNDING
Planned
IMPACT ON OPERATING BUDGET
Planned
CAPITAL IMPROVEMENT
Fiscal Year 2010/2011
Fire Station
PROJECT EXPENSE
Planned
This project will provide a 12,000 square foot fire station
including four bays, sleeping area, meeting room,
kitchen, storage and two offices.
15
DRAFT
7/8/2009
Vision Point: Inviting Neighborhoods Project Number: I 11-04
Project Description:
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Construction - - 45,720 - - - 45,720
Power - - 5,080 - - - 5,080
Landscaping - - 10,160 - - - 10,160
- - - - - - -
EXPENDITURES TOTAL - - 60,960 - - - 60,960
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
General Fund - 60,960 - - - 60,960
- - - - - - -
FUNDING TOTAL - - 60,960 - - - 60,960
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Supplies - - - - - - -
Maintenance - - - 1,039 1,066 2,200 4,305
Services - - - - - - -
Equipment - - - - - - -
OPERATING IMPACT TOTAL - - - 1,039 1,066 2,200 4,305
Planned
This project will provide water for the Civic Campus
which includes 70 irrigation zones for the soccer field
and football field and Phase One of the civic campus.
FY 08-09 water bill estimated at $18,000. Well should
reduce expenditure by approximately $12,000.
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENT
Fiscal Year 2010/2011
Water Well for Civic Campus
PROJECT EXPENSE
Planned
Proposed well
location
16
DRAFT
7/8/2009
Vision Point: Inviting Neighborhoods Project Number: I 11-05
Project Description:
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Engineering - - 20,320 - - - 20,320
Construction - - 177,800 - - - 177,800
Lighting & Landscaping - - 66,040 - - - 66,040
- - - - - -
EXPENDITURES TOTAL - - 264,160 - - - 264,160
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
General Fund - - 264,160 - - - 264,160
- - - - - - -
FUNDING TOTAL - - 264,160 - - - 264,160
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Supplies - - - - - - -
Maintenance - - - 2,078 2,665 2,750 7,493
Services - - 203 208 213 220 844
Equipment - - - - - - -
OPERATING IMPACT TOTAL - - 203 2,286 2,878 2,970 8,337
PROJECT FUNDING
Planned
IMPACT ON OPERATING BUDGET
Planned
CAPITAL IMPROVEMENT
Fiscal Year 2010/2011
Westlake Academy - South Parking Area
PROJECT EXPENSE
Planned
This project will extend the parking area along the south
property line and west of the Sam & Margaret Lee Arts
and Sciences Center. An additional 120 parking space
will be added giving the campus a total of 268 spaces.
The campus currently has 148 spaces. The additional
spaces will be needed with the increase in student
drivers and staff. This also will accommodate all school
events held on campus.
17
DRAFT
7/8/2009
Vision Point: Inviting Neighborhoods Project Number: I 12-03
Project Description:
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Engineering - - - 15,585 - - 15,585
Construction - - - 129,875 - - 129,875
Lighting & Landscaping - - - 51,950 - - 51,950
EXPENDITURES TOTAL - - - 197,410 - - 197,410
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
General Fund - - - 197,410 - - 197,410
- - - - - - -
FUNDING TOTAL - - - 197,410 - - 197,410
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Supplies - - - - - - -
Maintenance - - - - - - -
Services - - - 520 533 550 1,603
Equipment - - - - - - -
OPERATING IMPACT TOTAL - - - 520 533 550 1,603
Planned
The west parking area was constructed in the summer of
2006 as a temporary asphalt parking area for pick-up
and drop-off of students. Improvements include curbs,
landscape islands, sidewalks and lighting. The parking
lot does not meet the required Town development
standards for new construction.
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENT
Fiscal Year 2011/2012
Westlake Academy - West Parking Area Improvements
PROJECT EXPENSE
Planned
18
DRAFT
7/8/2009
Vision Point: Inviting NeighborhoodsProject Number: I 12-04
Project Description:
ThruBudgetProject
09/30/09FY 09/1010/1111/1212/1313/14Total
Engineering - - - - - -
Construction - - - 259,750 - - 259,750
Design- - - - - - -
CAPITAL IMPROVEMENT
Fiscal Year 2011/2012
Westlake Academy - Cover Existing Walkway
PROJECT EXPENSE
Planned
Cover existing walkway from Pod D to the north entrance
of the Sam & Margaret Lee Arts & Science Center.
Design
- - - - - - -
EXPENDITURES TOTAL - - - 259,750 - - 259,750
ThruBudget Project
09/30/09FY 09/1010/1111/1212/1313/14Total
General Fund - - - 259,750 - - 259,750
- - - - - - -
FUNDING TOTAL - - - 259,750 - - 259,750
ThruBudget Project
09/30/09FY 09/1010/1111/1212/1313/14Total
Supplies - - - - - - -
Maintenance - - - 1,039 1,066 2,200 4,305
Services - - - - - - -
Equipment - - - - - - -
OPERATING IMPACT TOTAL- - - 1,039 1,066 2,200 4,305
PROJECT FUNDING
Planned
IMPACT ON OPERATING BUDGET
Planned
19
DRAFT
7/8/2009
Vision Point: Inviting Neighborhoods Project Number: S 10-04
Project Description:
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Construction - 225,000 635,000 649,375 959,400 973,500 3,442,275
Engineering - 25,000 76,200 77,925 106,600 99,000 384,725
- - - - - - -
- - - - - - -
EXPENDITURES TOTAL - 250,000 711,200 727,300 1,066,000 1,072,500 3,827,000
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
General Fund - 250,000 711,200 727,300 1,066,000 1,072,500 3,827,000
- - - - - - -
FUNDING TOTAL - 250,000 711,200 727,300 1,066,000 1,072,500 3,827,000
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Supplies - - - - - - -
Maintenance - - - 10,390 10,660 11,000 32,050
Services - - - - - - -
Equipment - - - - - - -
OPERATING IMPACT TOTAL - - - 10,390 10,660 11,000 32,050
CAPITAL IMPROVEMENT
Fiscal Year 2009/2010
FM 1938 Streetscape/Wayfinding
PROJECT EXPENSE
This project will consist of the design and
construction of landscape and hardscape
improvements to the FM 1938 corridor from SH 114
south to Randol Mill Road, including sidewalks,
trailheads, signage, rest areas, plantings, entry
monuments. Maintenance is for irrigation only.
Planned
Planned
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
20
DRAFT
7/8/2009
Vision Point: Inviting Neighborhoods Project Number: I 10-05
Project Description:
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Engineering - - - - - -
Construction - 45,000 30,480 259,750 - - 335,230
Design - - 15,240 - - - 15,240
- - - - - - -
EXPENDITURES TOTAL - 45,000 45,720 259,750 - - 350,470
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Cemetery Fund - 45,000 45,720 259,750 - - 350,470
- - - - - - -
FUNDING TOTAL - 45,000 45,720 259,750 - - 350,470
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Supplies - 5,000 5,080 5,195 5,330 5,500 26,105
Maintenance - 8,000 8,128 8,312 10,660 13,200 35,100
Services - - - - - - -
Equipment - - - - - - -
OPERATING IMPACT TOTAL - 13,000 13,208 13,507 15,990 18,700 61,205
Planned
These improvements will consist of a wrought iron and
stone fence on the south side of the property. Also
includes section markers, roadways and landscaping.
Based on current funding sources, this project will be
dependent upon the future sale of plots.
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENT
Fiscal Year 2009/2010
Cemetery Improvements
PROJECT EXPENSE
Planned
21
DRAFT
7/8/2009
Vision Point: Leadership Project Number: U 10-01
Project Description:
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Construction - 100,000 - - - - 100,000
Engineering - 25,000 - - - - 25,000
Technical (I&I Study) - 50,000 - - - - 50,000
- - - - - - -
EXPENDITURES TOTAL - 175,000 - - - - 175,000
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Utility Fund - 175,000 - - - - 175,000
- - - - - - -
FUNDING TOTAL - 175,000 - - - - 175,000
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Supplies - - - - - - -
Maintenance - - - - - - -
Services - - - - - - -
Equipment - - - - - - -
OPERATING IMPACT TOTAL - - - - - - -
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENT
Fiscal Year 2009/2010
N-1 Sewer Line Transfer
PROJECT EXPENSE
Planned
Planned
This project is intended to transfer ownership of a
section of sewer line from Westlake and Southlake to
TRA. It includes the design and construction of a
metering station with SCADA equipment at the
proposed Town of Westlake "Point of Entry." Westlake
will be required to conduct an extensive inflow and
infiltration study and perform repairs (Separate capital
improvement).
22
DRAFT
7/8/2009
Vision Point: Leadership Project Number: U 10-02
Project Description:
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Construction - 100,000 - - - - 100,000
Engineering - 20,000 - - - - 20,000
- - - - - - -
- - - - - - -
EXPENDITURES TOTAL - 120,000 - - - - 120,000
Thru Budget Project
09/30/08 FY 08/09 10/11 11/12 12/13 13/14 Total
Utility Fund - 120,000 - - - - 120,000
- - - - - - -
FUNDING TOTAL - 120,000 - - - - 120,000
Thru Budget Project
09/30/08 FY 08/09 10/11 11/12 12/13 13/14 Total
Supplies - - - - - - -
Maintenance - - - - - - -
Services - - - - - - -
Equipment - - - - - - -
OPERATING IMPACT TOTAL - - - - - - -
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENT
Fiscal Year 2009/2010
N-1 Sewer Line Transfer / Inflow & Infiltration Repairs
PROJECT EXPENSE
Planned
Planned
As a condition of the N-1 sewer line transfer Westlake
was required to conduct an extensive inflow and
infiltration study. The study will identify repairs that
need to be made.
23
DRAFT
7/8/2009
Vision Point: Leadership Project Number: U 10-03
Project Description:
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Construction - 270,000 274,320 - - - 544,320
Engineering - 30,000 30,480 - - - 60,480
- - - - - - -
- - - - - - -
EXPENDITURES TOTAL - 300,000 304,800 - - - 604,800
Thru Budget Project
09/30/08 FY 08/09 10/11 11/12 12/13 13/14 Total
Utility Fund - 300,000 304,800 - - - 604,800
- - - - - - -
FUNDING TOTAL - 300,000 304,800 - - - 604,800
Thru Budget Project
09/30/08 FY 08/09 10/11 11/12 12/13 13/14 Total
Supplies - - - - - - -
Maintenance - - - - - - -
Services - - - - - - -
Equipment - - - - - - -
OPERATING IMPACT TOTAL - - - - - - -
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENT
Fiscal Year 2009/2010
Stagecoach Hills Waterline Connection
PROJECT EXPENSE
Planned
Planned
This project will consist of constructing a water line to
Stagecoach Hills from the exisitng pump station or 20"
water line and the replacement of lines within the
subdivision itself.
24
DRAFT
7/8/2009
Vision Point: Leadership Project Number: U 10-04
Project Description:
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Construction - - - 1,480,575 - - 1,480,575
Engineering - - - 77,925 - - 77,925
- - - - - - -
- - - - - - -
EXPENDITURES TOTAL - - - 1,558,500 - - 1,558,500
Thru Budget Project
09/30/09 FY 08/09 10/11 11/12 12/13 13/14 Total
Utility Fund - - - 1,558,500 - - 1,558,500
- - - - - - -
FUNDING TOTAL - - - 1,558,500 - - 1,558,500
Thru Budget Project
09/30/09 FY 08/09 10/11 11/12 12/13 13/14 Total
Supplies - - - - - - -
Maintenance - - - - - 550 550
Services - - - - - - -
Equipment - - - - - - -
OPERATING IMPACT TOTAL - - - - - 550 550
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENT
Fiscal Year 2011/2012
Ground Storage Tank
PROJECT EXPENSE
Planned
Planned
This project will consist of designing and constructing a
new ground storage tank at the existng pump station.
We anticipate this tank will be a 1,000,000 gallon tank.
Maintenance (consisting of inspection and cleaning)
would not be expected until year two.
25
DRAFT
7/8/2009
Vision Point: Inviting Neighborhoods Project Number: C T 10-01
Project Description:
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
10 Design 25,000 - - - - - 25,000
15 Construction - 400,000 - - - - 400,000
25 Engineering - 25,000 - - - - 25,000
- - - - - - -
EXPENDITURES TOTAL 25,000 425,000 - - - 450,000
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
General Fund - - - - - -
Dove Rd Imp (Contribution)25,000 425,000 - - - 450,000
FUNDING TOTAL 25,000 425,000 - - - 450,000
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Maintenance (Electrical)- - - 1,039 1,066 1,650 3,755
Services (Landscaping)- - - 6,234 10,127 10,450 26,811
Services (Irrigation)- - - 1,039 2,665 2,750 6,454
W ater usages - - - 12,468 10,660 12,100 35,228
OPERATING IMPACT TOTAL - - - 20,780 24,518 26,950 72,248
CAPITAL IMPROVEMENT
Fiscal Year 2009/2010
Deloitte Trail Connection Project on Dove Road
(Dove to JT Ottinger)
PROJECT EXPENSE
Connect the trail from the Deloitte project to Vaquero
current trails. Hillwood Development can fund up to $1.5
M for Dove road improvements.
Planned
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
Planned
26
DRAFT
7/8/2009
Vision Point: Inviting Neighborhoods Project Number: T 10-02
Project Description:
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Engineering - 5,500 - - - - 5,500
Construction - - 55,880 - - - 55,880
Design - - - - - - -
Landscape - - 40,640 - - - 40,640
EXPENDITURES TOTAL - 5,500 96,520 - - - 102,020
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
General Fund - - - - - - -
Grant Proceeds/or Contribution - 5,500 96,520 - - - 102,020
FUNDING TOTAL - 5,500 96,520 - - - 102,020
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Supplies - - - - - - -
Maintenance - - - 1,039 1,066 1,100 2,105
Services - - - 2,598 2,665 2,750 5,263
Equipment - - - - - - -
OPERATING IMPACT TOTAL - - - 3,637 3,731 3,850 7,368
Planned
This project will connect the trail that will terminate at
the southwest corner of the Deloitte project and extend
northward to JT Ottinger Road. Once constructed, the
project will provide a trail connection all the way from
Westlake Academy to Fidelity/Vaquero. This includes
an eight-foot sidewalk with landscaping and a
pedestrian bridge. The Town will need to acquire the
right-of-way and/or easement from Hillwood at the west
entrance into Deloitte.
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENT
Fiscal Year 2009/2010
West Dove Road Trail Connection to JT Ottinger Road
PROJECT EXPENSE
Planned
27
DRAFT
7/8/2009
Vision Point: Leadership Project Number: S 11-02
Project Description:
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Engineering - - 25,000 - - - 25,000
Construction - - 100,000 - - - 100,000
- - - - - - -
- - - - - - -
EXPENDITURES TOTAL - - 125,000 - - - 125,000
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Dove Rd Imp (Contribution)- 125,000 - - - 125,000
- - - - - - -
FUNDING TOTAL - - 125,000 - - - 125,000
Thru Budget Project
09/30/09 FY 09/10 10/11 11/12 12/13 13/14 Total
Supplies - - - - - - -
Maintenance - - - - - - -
Services - - - - - - -
Equipment - - - - - - -
OPERATING IMPACT TOTAL - - - - - - -
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENT
Fiscal Year 2010/2011
JT Ottinger/Dove Intersection
PROJECT EXPENSE
Planned
Planned
Re-alignment of Dove/JT Ottinger intersection to
improve traffic safety.
Ottinger/Dove
Intersection
28
MEMORANDUM
DATE: July 7, 2009
TO: Honorable Mayor and Town Council
FROM: Tom Brymer, Town Manager
SUBJECT: Draft Capital Improvement Plan
The purpose of this Draft Capital Improvement Plan (CIP) is to more formally structure the
process for all Town capital projects. A Town capital project should be defined as
construction or reconstruction of any public building or infrastructure, whether funding is
currently available or not. If funding is not currently available, but the project is
determined by the Council to be important, the project should still be in the Council’s
approved five year CIP and shown as unfunded. If funding is later made available, the
project is already on the “radar screen”, although it may be scheduled in the out years of the
five year planning period.
By going through the effort of a formally prepared CIP this year prior to budget
consideration, the subsequent years should be more of an annual update to make sure of
the following:
• The staff has identified all the capital projects the Council sees on the horizon.
• The Council can remove the projects that are no longer seen as a priority in terms of
not meeting the community’s strategic needs (assuming that no funding has been
spent on design thus far).
• Annual Council review allows project timing to be adjusted in terms of which year in
the five year time span the project is assigned.
• Annual review of the Council approved five year CIP allows this review to be
performed at the same time as the review of the five year Financial Forecast (this is
completed to see the financial impact of a capital project not only on the capital side,
but also on the operations/maintenance side).
• With Council’s adoption of this five year CIP, along with the adopted financial
policies, no capital project, regardless of funding source, is put into the CIP until it
first comes through the annual update “call for projects” prepared each Spring by the
staff and is included in the CIP approved by the Council.
Attachments
1
Town of Westlake
Memo
To: Honorable Mayor and Members of the Town Council
From: Tom Brymer, Town Manager
Subject: Workshop Meeting of July 13, 2009
Date: July 6, 2009
ITEM
Discuss and review Town of Westlake Strategic Plan.
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 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
BACKGROUND
Since June of last year, the Town Council and staff have worked to formulate community
vision, value statements, as well as a mission statement on which to build a strategic plan
for Westlake. The process of preparing and reviewing a strategic plan for the Town that
moves the Town towards its vision, values, and mission has been going on since that time
and has involved extensive commitments of Council and staff time to accomplish. The
purpose of this workshop agenda item is to provide the Board with an opportunity to
discuss the revisions made to this draft strategic plan at its recent mini-retreat prior to
consideration of the strategic plan for adoption. Below is a recap of Town Council
meetings to date directed towards formulating the vision, values, and mission as well as
developing the strategic plan to move the Town forward:
2
• 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.
• July 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.
• 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 made further revisions to the draft strategic
plan at this mini-retreat.
FUNDING
N/A at this time.
RECOMMENDATION:
Staff recommends that the Town Council approve the draft strategic plan so it can
become a guiding document for the Council in terms of focusing the Council’s efforts
and priorities (and in turn, the staff’s) on the outcome strategies outlined in the plan. The
strategic plan can be integrated into a number of the Town’s governance and
management processes, including budgeting and performance evaluations. It can be
connected to a metrics (performance measurement) system to gauge its implementation
and attainment of the various strategies set out in the plan. An annual citizens survey can
also be used to measure success with implementing the strategic plan as well as
determining areas in the plan that need more or less emphasis in terms of allocation of
staff time and/or other resources. The plan should be viewed as just that, a plan, and
should be reviewed at least annually with the Council to review its implementation as
well as make any updates or changes the Council wishes to make to it.
ATTACHMENTS:
• Draft strategic plan with changes made from June 22, 2009, Town Council mini-
retreat.
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
DRAFT
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
5. 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.
- None
Town of
Westlake
Item # 5 –
Future Agenda
Items
Town of
Westlake
Item # 6 –
Adjournment
Back up material has not
been provided for this item.