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Home My WebLink About02-23-09 TC Wskhp 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 FEBRUARY 23, 2009 WESTLAKE TOWN HALL 3 VILLAGE CIRCLE MUNICIPAL COURT ROOM, SUITE 207 4:15 p.m. 1. CALL TO ORDER. 2. PRESENTATION AND DISCUSSION OF DRAFT MUNICIPAL STRATEGIC PLAN. 3. PRESENTATION AND DISCUSSION OF A STATUS REPORT ON CONSTRUCTION OF THE ARTS AND SCIENCES CENTER. 4. DISCUSSION OF THE TOWN OF WESTLAKE AND WESTLAKE ACADEMY FY 2009-2010 BUDGET CALENDAR. 5. DISCUSSION OF THE QUARTERLY FINANCIAL REPORTS FOR THE QUARTER ENDED DECEMBER 31, 2008. 6. EXECUTIVE SESSION. Town of Westlake Town Council Page 2 of 2 Workshop Agenda February 23, 2009 The Council will conduct a closed session under Texas Government Code for the following: a. Pursuant to Section 551.074(a)(1) of the Texas Government Code to deliberate the evaluation and duties of public officers: The Town Manager 7. RECONVENE MEETING. 8. 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 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 551.87 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, February 20, 2009, by 4:15 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. 1 Town of Westlake Memo To: Honorable Mayor and Members of the Town Council From: Tom Brymer, Town Manager Subject: Workshop Meeting of February 23, 2009 Date: February 13, 2009 ITEM Presentation and Discussion of Draft Municipal 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 Last Spring the Town Council committed to and initiated, as well as participated in an in- depth comprehensive planning effort which is culminating in the presentation of this draft of the Town’s first municipal strategic plan for Council review and discussion. Staff has worked to integrate the Council’s ideas from its strategic planning retreat into this draft strategic plan as well as identified staff’s ideas for incorporation into this document. FUNDING: N/A at this time RECOMMENDATION: Council discussion of this draft strategic plan and provide direction as to any additions, deletions, or revisions that the Council would like to make to this draft strategic plan. With that direction, staff will revise and present the final draft at a future regular meeting for Council to consider for adoption. ATTACHMENTS: Draft Municipal 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 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 economic development fund property tax relief 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 premiere 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 = 2—5 years Long-Range Goals = 5 or more years 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 major 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 passenger 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 • Deloitte/Hillwood Trail System Mid-Range Goals • 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 Long-Range Goals • Completed Town Hall Center 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 • Staff Professional Development Program Environmental Stewardship Initiatives Short-Range Goals • Create Westlake Green Team • Research Geo-Thermal Options • Automated Recycling Program • Plan for Environmental Improvements and Water Conservation Strategies • Bio-diesel conversions 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 Business Partnerships with the Town and Westlake Academy Short-Range Goals • Implement Westlake Speaker Series to Feature Community Leaders 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 • Begin Implementation of Public Arts Master Plan • Public Arts and Sculptures at Major Entries to Town 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 all master plans to guide development and provide a framework for future pro- jects; 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: 2009 Objective 1.2: Work with consultant to draft the master plans — form community/staff task force. Estimated Completion Date: 2009/2010 Key Result Areas and Outcome Strategies Glenwyck Park Vaquero Objective 1.3: Involve corporate partners in preparation. Estimated Completion Date: 2009/2010 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: 2009 Objective 2.2: Finalize construction plans with TxDOT; TxDOT bid placement. Estimated Completion Date: 2010 Objective 2.3: TxDOT commences construction. Estimated Completion Date: Fall 2009 – 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 Entrance to Stagecoach Hills Outcome Strategies: 1. Promote and develop landscaped entrances to neighborhoods — Short-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, water features, lighting, gates, and signs. Estimated Completion Date: 2010 Objective 1.2 Develop and implement a process to educate developers, homeowners associations, and staff on new requirements. Estimated Completion Date: 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 and Roanoke on best location for connecting local and regional trails systems. Estimated Completion Date: 2010 Objective 2.2: Develop standards for park benches, water features, picnic tables, signs, and pet stations. Estimated Completion Date: 2010 Objective 2.3: Identify changes to the open space plan created March of 1999 and pre sent to the Town Council for approval. Estimated Completion Date: 2011 Arbor Days Hot Air Balloon Rides Page 9 Town of Westlake 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. Support our newest corporate partners, Deloitte and Fidelity, with Deloitte University and the completion of Fidelity Phase II — Short-Range Goal. Team Leader: Ginger Awtry Objective 1.1: Facilitate communication between PR/marketing team and aid and promote the groundbreaking and opening activities. Estimated Completion Date: 2009 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: 2009 Objective 1.3: Continue to facilitate and coordinate progress reports to Town Council, staff and citizens on the Deloitte University project via the community newsletter, emails, etc. Estimated Completion Date: 2011 Objective 1.4 Facilitate communication between the PR/marketing consultant and Deloitte’s staff to promote opening activities. Estimated Completion Date: 2011 J. T. Ottinger Road Terra Bella Entry 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: 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: 2010 Page 10 2009 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 com- munity appearance. 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. 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. Estimated Completion Date: 2009 Objective 2.2: Update Town of Westlake internet site to reflect the new code adoptions. Estimated Completion Date: 2009 Objective 2.3: Update contractor handouts reflecting new codes, revised policies, and procedures. Estimated Completion Date: 2009 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: 2009 Objective 3.2: Amend technical standards provision in Code of Ordinances. Estimated Completion Date: 2009 Objective 3.3: Amend zoning ordinance to allow drilling and production in additional zoning districts. Estimated Completion Date: 2009 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: 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: 2010 and On-going Marriott / Solana Hotel Cielo Restaurant Page 11 Town of Westlake Highest Quality Development and Aesthetic Standards (cont.) Outcome Strategies: 1. Open space land management and park system expansion — Mid-Range Goal. Team Co-Leaders: Don Wilson / 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: 2009 Objective 1.2: Review current and proposed land management plans and “inventory” the available open space/potentials sites which are located in the flood plains and designated wet land areas. Estimated Completion Date: 2009 Objective 1.3 Work with developers on maintaining and procuring open spaces for aesthetics and environmental enhancements. Estimated Completion Date: On-going Objective 1.4 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: 2010 Objective 1.5: Identify tools which can be utilized to maintain our standards and recommendations identified in the comprehensive plan for open space. Estimated Completion Date: 2010 Objective 1.6: Analyze the open space in relation to comprehensive trail system and amend trail space to integrate cohesive planning. Estimated Completion Date: 2010 Objective 1.7: Work with Planning Department to ensure public open spaces are included in development proposals. Estimated Completion Date: On-going Objective 1.8: Select a consultant to provide recommendations for a revised trail master plan, which would include an overview of system components, cemetery and design elements; work to include trail master plan into overall comprehensive planning document. Estimated Completion Date: 2011 Objective 1.9: Examine the establishment of a parks master plan. Estimated Completion Date: 2011 Vaquero “Westlake has been a lot of things, but it has never been ordinary.” Fort Worth Star Telegram Vaquero Page 12 Town of Westlake 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. 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: 2009 Objective 1.2: Continual supervision and interaction with contractors and suppliers to facilitate contract completion for construction related matters. Estimated Completion Date: 2009 Objective 1.3: Opening of Arts and Sciences Center. Estimated Completion Date: 2009 Objective 2.2: Meet with Head of Sections to develop a plan and determine what grade levels would be applicable. Estimated Completion Date: 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: 2009 Beginning Phase of A&S Site Preparation Westlake Academy and Student Body 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 Co-Leaders: Debbie Piper / Don Wilson 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: 2009 Page 13 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. Vision Point Two — We Are Leaders 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. B. Internships and Mentoring Objective 2.4: Discuss with the Head of Secondary and determine the level of interest for the students. Identify the number and length of internships and eligibility criteria. Estimated Completion Date: 2009 Objective 2.5: Meet with staff to determine level of 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: 2009 Objective 2.6: Research other local high schools regarding internship programs that involve job shadowing, students in government day, etc. and determine applicability for students and Town; Research corporate internships with Deloitte University and other area businesses; Identify the best time frame for the internship — after or during school, summer break, etc. Estimated Completion Date: 2010 Objective 2.7: Coordinate placement opportunities with local businesses. Estimated Completion Date: 2010 Objective 2.8: Prepare evaluation forms and feedback process for both students and employers. Estimated Completion Date: 2010 Objective 2.9: Select interns and prepare a schedule with Town and Academy staff. Estimated Completion Date: 2010 Page 14 Town of Westlake Producing Well Educated Future Leaders and Thinkers (cont.) DEVELOP BUSINESS PARTNERSHIPS WITH TOWN AND WESTLAKE ACADEMY Facilitate relationships between Town residents, corporate leaders and the students. Outcome Measure: Schedule two speaker sessions per year. Outcome Strategies: 1. Implement a Westlake speaker series featuring community leaders – Short-Range and On-going Goals. Team Leader: Ginger Awtry Objective 1.1: Research and identify similar programs involving community speaker series and obtain Westlake Academy liaison to assist and determine feasibility of implementing a speaker series for the student body. Estimated Completion Date: 2009 Objective 1.2: Work with Academy liaison to determine the scope of a speaker series with the teaching objectives for particular grades/subjects; Work with Academy liaison and corporate leaders with speaker selection and scheduling for a pilot program. Estimated Completion Date: 2010 Objective 1.3: Evaluate the effectiveness of the speaker series and provide report to the Council in order to determine the future direction of the program. Estimated Completion Date: On-going B. Recycling Program Objective 1.4: Survey surrounding recycling and composting programs and available services to develop a comprehensive program. Estimated Completion Date: 2009 Objective 1.5: Implement recycling program at all Town facilities. Estimated Completion Date: 2009 Objective 1.6: Provide hazardous material disposal for citizens. Estimated Completion Date: On-going Develop Business Partnerships with Town and Westlake Academy (cont.) Spring Flowers Page 15 2009 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 / Don Wilson / Troy Meyer Objective 1.1: Conduct Council workshop presentation to identify environmental stewardship initiatives and prioritize tasks within the program. Estimated Completion Date: 2009 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: 2010 Objective 1.3: Coordinate activities of Team with NCTCOG, especially its Green Cities Committee. Estimated Completion Date: 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. 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. Estimated Completion Date: 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 D. Geo-thermal and Bio-diesel Processes Objective 1.10: Benchmark other communities, ISD’s, charter, and private schools who have implemented and operated geo-thermal systems for at least the past five years. Estimated Completion Date: 2009 Objective 1.11: Provide to Council a cost analysis to convert the current system to geo-thermal. Estimated Completion Date: 2010 Objective 1.12: Research grant opportunities to convert the existing diesel generator at the pump station to alternative fuel (bio-diesel). Estimated Completion Date: 2009 “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 Environmental Stewardship Initiatives (cont.) Outcome Strategies: 1. Establish a strategy for achieving long-term financial sustainability for the Town government — Mid-Range Goal. Team Leader: Tom Brymer Objective 1.1: Review 2009 Direction Finders results with Council. Estimated Completion Date: 2009 Objective 1.2: Council to review long-range financial forecast and determine possible financial issues and their timing. Estimated Completion Date: 2009 HIGH QUALITY SERVICES DELIVERY COUPLED WITH FINANCIAL STEWARDSHIP Research available revenue resources to offset the cost of providing services; continue to provide out- standing 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. 2. Review and discussion of growth related policies — Short-Range Goals. Team Co-Leaders: Tom Brymer / Todd Wood A. Council discussion of ”Growth pays for growth” approach to financial stewardship and policy making. Objective 1.1: 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: 2010 Objective 1.2: Identify actual or potential costs incurred by the Town. Estimated Completion Date: 2010 Objective 1.3: Survey other communities to benchmark fee schedules for newly proposed fees and amendments of existing fees. Estimated Completion Date: 2010 High Quality Services Delivery Coupled with Financial Stewardship (cont.) Westlake DPS Ambulance Page 17 2009 Westlake DPS Engine B. Impact Fee Objective 1.4: Discuss and receive Council direction on impact fee feasibility study. Estimated Completion Date: 2009 Objective 1.5: Prepare proposal of utility impact fee analysis and feasibility report. Estimated Completion Date: 2010 Objective 1.6: Review impact fee recommendations and consider fee adoption. Estimated Completion Date: 2011 C. Park Land Dedication and Development Fee Objective 1.7: Discuss and receive Council direction on park land dedication and development fee implementation. Estimated Completion Date: 2009 Objective 1.8: Prepare proposal of park land dedication and development fee analysis and feasibility report. Estimated Completion Date: 2010 Objective 1.3: Staff to identify options and strategies. Estimated Completion Date: 2009 — 2010 Objective 1.4: Council to prioritize service options and provide staff direction on future budgeting and resource allocation. Estimated Completion Date: 2009 — 2010 Westlake Academy Page 18 Town of Westlake 3. Research feasibility of a professional development program for Academy/Town staff — Short-Range Goal. Team Leader: Amanda DeGan Objective 3.1: During the budget process, explore the cost of adding tuition reimbursement , pay for education level and degrees, certification pay, and similar programs designed to encourage professional development. Estimated Completion Date: 2009 4. Explore public safety service delivery options and funding — Short-Range Goal. Team Co-Leaders: Tom Brymer / Don Wilson Objective 4.1: Research available options to deliver and fund public safety programs. Estimated Completion Date: 2009 Objective 4.2: Present options and recommendations to Council. Estimated Completion Date: 2010 5. Enhance the effectiveness of service delivery via intergovernmental partnerships — Mid- Range and On-going Goals. Team Leader: Tom Brymer Objective 5.1: 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: 2009 Objective 5.2: 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: 2009 — 2010 Objective 5.3: Pursue dialogue and discussion at both the staff and elected officials level with cities that have expressed an interest in pursuing identified opportunities of mutual interest. Estimated Completion Date: On-going High Quality Services Delivery Coupled with Financial Stewardship (cont.) 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: 2009 Objective 1.2: Discuss facility master plan (FMP) scope with Council and receive direction. Estimated Completion Date: 2010 Objective 1.3: Draft FMP scope and solicit project proposals; retain outside consultant to assist staff on FMP. Estimated Completion Date: 2011 Objective 1.4: Select priorities from FMP and convert into a rolling 5—10 year capital improvement plan. Estimated Completion Date: 2011 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 Objective 3.1: Discuss storm water utility (SWU) fee with Council as to feasibility and receive direction. Estimated Completion Date: 2010 Objective 3.2: Draft SWU feasibility analysis scope; retain outside consultant to assist staff. Estimated Completion Date: 2011 Page 19 2009 Objective 3.3: Receive SWU report and present recommendations to Council. Estimated Completion Date: 2011 Objective 3.4: Implement SWU fee. Estimated Completion Date: 2011 4. Work with transportation representatives to include Westlake in a regional rail system Long-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: 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: 2009 Objective 4.4: Consider Town Council resolution approval in support of rail system. Estimated Completion Date: 2009 Objective 4.5: Communicate information and progress of system to corporate neighbors and residents. Estimated Completion Date: 2010 and On-Going Page 20 2009 Infrastructure Maintenance and Planning (cont.) 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: 2009 Wyck Hill 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 redesign Objective 2.1: Increase user-friendly accessibility and information dissemination Estimated Completion Date: 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: 2009 Objective 2.4: Present study to Council in workshop. Estimated Completion Date: 2009 Objective 2.5: Implement Council directed e-government program. Estimated Completion Date: 2010 Page 21 2009 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 satisfaction in communication and engagement efforts. “Vision is the art of seeing what is invisible to others.” - Jonathan Swift Page 22 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 assure continuity. Estimated Completion Date: 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 hotels 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 Westlake Academy / Civic Campus Page 23 2009 Objective 1.2: Work with the PR/marketing team, PR consultant and other Masterworks partners to develop a variety of concert series and increase participation by 10% on an annual basis. Estimated Completion Date: On-going Objective 1.3: Partner with the Recreation department in all aspects of the annual Arbor Days celebration; working to increase resident, student and corporate participation each year. 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: 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: 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: 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 premiere tourist destination and to increase the visibility of the facility. Estimated Completion Date: 2009 Tourism Development (cont.) Page 24 Town of Westlake Outcome Strategies: 1. Begin implementation a Public Art Master Plan — Short-Range and On-going Goals. Team Leader: Kim Sutter Objective 1.1: Review art master plan as adopted by the Council and assess the plan recommendations to determine priority of placement and acquisition. Estimated Completion Date: December, 2009 Objective 1.2: Depending on Council directives related to funding, purchasing and placement, coordinate with the Westlake Public Arts Society to assist in art projects. Estimated Completion Date: June, 2010 Objective 1.3: Review proposed art placement with staff and discuss safety issues, visibility and space requirements. Estimated Completion Date: On-going ARTS AND CULTURE — Develop and place art forms within the Town to compliment our natural resources and diverse neighborhood and corporate architecture. Outcome Measure: Acquisition of an initial art piece within 24 months; establish funding plan to add one piece of public art every 12—24 months. 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 Phone: (817) 430-0861 Fax: (817) 430-0967 www.westlake-tx.org Premiere 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 qual- ity 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 Memo To: Honorable Mayor and Members of the Town Council From: Troy J. Meyer, Director of Facilities and Recreation Subject: Workshop Meeting of February 23, 2009 Date: February 18, 2009 ITEM Presentation and discussion of a status report on construction of the Arts and Sciences Center. VISION POINT AND KEY RESULT AREAS This item supports the following Vision Point and Key Result Areas: ; We are Leaders o Premier educational facilities and programs o Producing well educated future leaders and thinkers o Business partnerships with Westlake Academy BACKGROUND The construction for the Arts & Sciences Center was approved by the Council on September 15, 2008. A preconstruction meeting was held on September 23, 2008, followed by site work preparation in October 2008. The site utilized piers, grade beams, under slab plumbing and foundation with work completed in February 2009. Town staff will receive the low voltage bid packages by February 20, 2009. Staff recommendations will be presented at the March 9, 2009, Council meeting for approval. The project is on schedule at this time for an August 2009 completion. The Building Committee selected the FF&E packages and interior finishes, which include furniture, AV equipment and floor finishes. The committee also recommended the $127,000, previously set aside for add alternates or contingency as a result of the elimination of the phase two foundation, be applied to the following add alternates: 1) Staining & polishing of floors in open spaces, 2) Fabric wall coverings in open spaces, and 3) Wooden cross braces in the classroom hallway. The total cost of the three add-alternates is approximately $63,800. At the January 2009 WA Foundation Board meeting, Town staff reviewed the invoicing process for the Arts & Sciences Center project. It is estimated the Town will begin invoicing the Foundation in March or April of 2009. FUNDING Funding for this project will be provided by a variety of sources including bond proceeds, Westlake Academy Foundation contributions, and cash gifts as discussed with the Council in conjunction with the FY 08-09 proposed budget. RECOMMENDATION None at this time ATTACHMENTS: None Town of Westlake Memo To: Honorable Mayor and Members of the Town Council From: Debbie Piper, Finance Director Tom Brymer, Town Manager Subject: Workshop Meeting of February 23, 2009 Date: February 16, 2009 ITEM Discussion of the Town of Westlake and Westlake Academy FY 2009-2010 Budget Calendar VISION POINT AND KEY RESULT AREAS This item supports the following Vision Point and Key Result Areas: ; We are Leaders o High quality services delivery coupled with financial stewardships BACKGROUND The attached represents the Council/Trustees Calendar to update you on the various components of the budget process as scheduled. In the past, these two budgets, Town and Academy, have been two completely separate processes. As Westlake Academy is, in reality, a very large department of the Town, we are trying to blend the two processes for the upcoming fiscal year. The intent of this schedule is to present the Council/Trustees with the “big picture” issues and receive input earlier in the budget process, i.e. review and update of financial policies, updated financial forecast, capital improvement program, etc. The Academy process will be driven as the Town’s budget was in the previous year with a base budget and requested Service Level Adjustments, i.e. (1) same service provided but increased budget due to inflation, etc. (2) expanded level of service, or (3) a completely new service request. We are hoping to give the Academy’s budget more substance, related to the detail provided. In addition to the actual budgeted revenues and expenditures, we anticipate additional charts, graphs, student population growth, position schedule, mission statement and strategic goals, along with glossary of terms, etc. Our goal will be to submit Westlake Academy’s budget to the Government Finance Officers Association for the Distinguished Budget Presentation Award within the next couple of years. FUNDING N/A RECOMMENDATION No action required. ATTACHMENTS: FY 2010 Budget Calendar - Council/Trustees Council/TrusteesReview calendar and processes CouncilReview and update Municipal Financial Policies TrusteesPresent Financial Policies for Westlake Academy CouncilReview Municipal 5-year Financial Forecast CouncilReview Capital Improvement Program - Long-term TrusteesPresent Proposed Academy Budget TrusteesPossible workshop on Academy Budget CouncilPresent CIP budget for FY 09/10 Council/Trustees Strategic Planning Mini-Retreat May-09 Jun-09 ~ FY 09-10 Municipal and Academy ~ Budget Calendar Feb-09 Mar-09 Apr-09 Council/Trustees Strategic Planning Mini-Retreat CouncilPresent Municipal Budget with 5-year Forecast Trustees Re-present Westlake Academy Budget TrusteesPossible workshop on Academy Budget CouncilPossible workshop on Municipal Budget TrusteesPresent Proposed Academy Budget for Board approval CouncilPossible workshop on Municipal Budget CouncilPublic Hearing on Municipal Budget CouncilPresent Proposed FY 2009-2010/Amend FY 2008/2009 Municipal Budget for Council approval Sep-09 Jul-09 Aug-09 Town of Westlake Memo To: Honorable Mayor and Members of the Town Council From: Debbie Piper, Finance Director Subject: Workshop Meeting of February 23, 2009 Date: February 16, 2009 ITEM Discussion of the Quarterly Financial Dashboard for the quarter ended December 31, 2008. VISION POINT AND KEY RESULT AREAS This item supports the following Vision Point and Key Result Area: ; We are Leaders o High quality services delivery coupled with financial stewardships BACKGROUND The 1st quarter “Dashboard” reports for the FY 2008-2009 are attached. As stated in the prior quarter, the financial reports are a work in progress and as we prepare them each quarter, there will be continual tweaking in the way categories are presented. Our goal is to have a concise and easy to understand document regarding the financials of our three (3) major funds; General Fund, Visitors Association Fund and the Utility Fund. The remaining funds: Debt Service, Capital Projects, 4B Economic Development and Property Tax Reduction are a function of transfers in, sales tax revenues (which are discussed in the GF analysis), related expenses and transfers out; therefore, we have not prepared quarterly reports for these funds. To make it easier to see the comparison between the “YTD Budget” and the “YTD Actual” amounts, we have made a few changes as to how the report will be shown. On each individual fund’s report, you will see an “A”, and on the Utility Fund a “%”, beside several revenue line items. The “A” indicates that specific “YTD Actuals” line-item is based on the accrual method. This means that revenue received after 12/31/08 but related to that specific quarter, i.e. sales, tax, franchise fees, hotel occupancy tax, etc. was added to the “YTD Actual” for comparison to the budget. The “YTD Budget” is based on 3 months out of the 12 month budget; therefore, it’s reasonable to accrue the amount to show 3 months of actual receipts. In addition to accruing the water revenue receipts for the “YTD Actuals”, I have changed the “YTD Budget” calculation from 3 months of the 12 month period to a much better representation of that fund’s revenue. Because the majority of the water revenue is received in the spring and summer (hotter, dryer months), the “YTD Budget” calculation is now being based on the percentage of revenues received for the first three months of the prior year. In review, these quarterly reports contain a “dashboard” display complete with major revenue and expenditure categories as well as department revenues. A comparison of the “YTD Budget” amount and the “YTD Actuals” at 12/31/09 has been presented. The color green obviously means that we are good in those specific line items when comparing “YTD Budget” to “YTD Actuals”. Any concerns between these two areas show up as yellow (cautionary) or red (critical). A summary is presented at the bottom of each fund page indicating the net revenues over (under) expenditures along with the projected ending fund balances for the Adopted Budget, YTD Budget as well as the YTD Actuals. The operating days remaining in Unrestricted Fund Balance have been calculated using operating expenditures. Our Fiscal and Budgetary Policies state that we will strive to maintain 90 days of operation. Please note the “Analysis” is color coded and corresponds to the specific line-item on the “Dashboard” report. All “cautionary” and “critical” items are detailed with explanations of the variances. I have also explained several of the line-items that were greater (green) in revenue than we anticipated informing you as to what specifically happened with that revenue line-item. Beside each major category or department on the explanation page, you will find a number that reflects the exact variance in that department/line-item. General Fund As can be seen by the “Dashboard”, revenue total equals 96.1%, which is great, but there are a few things that need to be taken into consideration. As was mentioned in a Council Update a couple of weeks ago, we received additional sales tax revenue in January related to an audit. This amount was $699K in total and $349K for the General Fund. We have also received restricted funds of approximately $45K for Tree Restoration and Street Escrow from Terra Bella that are included in the total revenue. Our major concern at this point is related to Department 12 - Planning & Zoning and Department 15 - Court. Per a discussion with Eddie Edwards (Department 12), we are still anticipating funds from Deloitte related to building permits and inspection/plan review during the later part of this fiscal year. Deloitte’s latest schedule projects receipt of the building permit in July, 2009. Amanda Degan (Department 15) has indicated that the major portion of the down-turn in court revenue is directly related to the economy and the overall number of citations being down for the 1st quarter of this fiscal year. See the “Analysis” for additional explanations. She is anticipating a proposed decrease in the revenue budget at mid-year. Utility Fund The “Dashboard” for the Utility Fund revenues total equals 104.10%. As can be seen by the report, the majority of the “critical” (red) revenues are small dollar line-items with the majority of the revenue being in the “green”. Part of this is due to the change in the way we are reporting the revenues, i.e. accrual and percentage of prior year actual revenues as opposed to the straight 3- month budget analysis we were using in prior reports. Visitors Association Fund The major variance in the Visitors Association Fund “Dashboard” is related to the “Other Sources and Uses” – transfers out. The annual budget is $640,050 which was the amount budgeted to move into the Debt Service Fund to supplement 4B Economic Development Fund with bond payments. A debt payment in the amount of $486,195 was made in October out of this fund because there were not enough funds in the 4B Economic Development Fund at the beginning of the fiscal year to make this payment. Debt payments are made in October and May. All Major Funds Considering today’s economic times, we are actually pleased with our overall financial picture thus far but will continue to keep a watchful eye on all revenues and expenditures throughout the remainder of this fiscal year. FUNDING N/A RECOMMENDATION No action required. ATTACHMENTS: General Fund - Quarterly Financial Dashboard – Quarter Ended 12/31/2008 General Fund - Analysis of Dashboard for Quarter Ended 12/31/2008 Utility Fund - Quarterly Financial Dashboard – Quarter Ended 12/31/2008 Utility Fund - Analysis of Dashboard for Quarter Ended 12/31/2008 Visitors Association Fund - Quarterly Financial Dashboard – Quarter Ended 12/31/2008 Visitors Association Fund - Analysis of Dashboard for Quarter Ended 12/31/2008 AnnualYTDYTD BudgetBudgetActualsDashboard Dept 11Sales/Beverage Tax A 1,677,652419,413771,658 184.0% Dept 11Franchise Fees A 643,780160,945125,760 78.1% Dept 11Interest Income40,00010,00010,832 108.3% Dept 11Misc Income14,1003,5251,710 48.5% Dept 12Planning & Zoning1,477,750369,43826,165 7.1% Dept 13Town Secretary27,3826,8466,845 100.0% Dept 14Fire/EMS130,51532,62920,101 61.6% Dept 15Court 670,958167,740120,253 71.7% Dept 16Public Works 0023,300 100.0% Dept 17Facilities 001,250 100.0% Dept 19 Parks/Rec 18,000 4,500 20,878 464.0% TOTAL4,700,1371,175,0341,128,75396.1% RevenuePositive Cautious Negative A Based on accrual method Legend:>95%75% - 95%< 75% Annual YTD YTD GENERAL FUND 100 Quarterly Financial Dashboard Quarter Ended 12/31/2008 REVENUES EXPENDITURES ADOPTED FY 08/09 ADOPTED FY 08/09 Annual YTD YTD BudgetBudgetActualsDashboard Payroll & Related 1,900,941475,235497,320 104.6% Operations & Maintenance2,856,557714,139404,488 56.6% Capital Outlay /Lease26,9346,7348,331 123.7% TOTAL4,784,4321,196,108910,13976.1% ExpenditurePositive Cautious Negative Legend:< 100%101%-110%>111% AnnualYTDYTD BudgetBudgetActualsDashboard Dept 88Transfers In297,00074,2500 0.00% Dept 99Transfers Out162,40040,6009,43023.23% TOTAL 134,60033,650(9,430)-28.0% Adopted FY08/09 AnnualYTDYTD BudgetBudgetActualsVariance 50,305$ 12,576$ 209,184$ 196,608$ Beginning Fund Balance2,779,239 2,779,239 2,779,239 - Ending Fund Balance2,829,544 2,791,815 2,988,423 196,608 Restricted Fund Balance563,373 349,572 349,572 - Unrestricted Fund Balance2,266,170$ 2,442,243$ 2,638,851$ 196,608$ # of Operating Days 193208225 Daily Operating Cost $11,738 $11,738 $11,738 Net Revenues Over (Under) Exp EXPENDITURES OTHER SOURCES and USES ADOPTED FY 08/09 SUMMARY Daily Operating Cost $11,738 $11,738 $11,738 2/13/2009 2:30 PM TOWN OF WESTLAKE Analysis of Dashboard for Quarter Ended 12/31/08 GENERAL FUND Page 1 REVENUES DEPT 11 – ADMINISTRATION Sales Tax+ $350,984 • Payment is received by Town 2 months after sale; therefore, we have accrued the November and December payments received in January and February • $349,347 of this overage relates to the GF portion of additional sales tax revenue received due to an audit in the amount of $698,693 received in February - GF portion of the audit collection is $349,347; 4A portion is $174,673 and Property Tax Reduction portion is $174,673. Franchise Fees ($35,185) • Atmos ($7,413) This is an annual payment that is typically received in March-April • Tri-County ($20,814) Budget was based on last two quarter payments of FY 07-08; approximately $100K Misc Income ($1,815) • Insurance Refunds/Equity Return ($2,500) - Typically represents an equity return based on insurance, claims, etc. as well as a Workers Comp audit that is performed during the fiscal year. Usually received in the later part of the fiscal year. DEPT 12 - PLANNING & ZONING ($343,273) Building Permits ($173,367) • We have not experienced the number of housing starts projected. The adopted budget estimated 20 new home starts. Based on the permits to-date, we are projecting this number be reduced to 10 for the fiscal year. • No commercial projects have come in for permitting to-date; projected Westlake Corners, Deloitte and several remodels for the year. • Deloitte’s latest schedule projects we will begin receiving permit revenue in July, 2009. Inspections/Plan Review ($95,889) • We have not experienced the number of housing starts we had projected. The adopted budget estimated 20 new home starts. Based on the permits to-date, we are projecting this number be reduced to 10 for the fiscal year. • Based on Deloitte’s latest schedule, the Town anticipates inspection/plan review receipts to begin in July, 2009. Gas Well Site Permits ($25,000) • Delays in getting the ordinances passed that will allow the permitting of the gas well site permits. • Based on a conversation with Eddie Edwards the budgeted $100K (based on 5 sites @ $20K) should be proposed to be reduced to $60K (based on 3 sites @ $20K) TOWN OF WESTLAKE Analysis of Dashboard for Quarter Ended 12/31/08 GENERAL FUND Page 2 Gas Well Drilling Permits ($20,000) • Delays in getting the ordinances passed that will allow the permitting of the gas well drilling permits • Based on a conversation with Eddie Edwards the budgeted $80K (based on 40 @$2K) should be proposed to be reduced to $18K (based on 3 @ $6K) Development Fees ($26,854) • Delays in getting the ordinances passed that will necessitate the related zoning and platting cases • The following receipts are based on Deloitte’s latest schedule o Feb 09 Site Plan $ 11,430 o Mar 09 Preliminary Plan $ 11,430 o Jun 09 Final Plat $ 10,530 DEPT 14 – FIRE/EMS ($12,527) EMS User Fees ($9,546) • This account does not conform to the quarterly or any other timing due to the way insurance companies and Medicare/Medicaid pay bills. There is normally a minimum of 60 day lapse in payment from these entities. Intermedix does its best in tracking and reminding them, as well as individuals, in payment dates and dates overdue. • Received $14,661 in January NCCTRAC Grant ($1,466) • Funding for this project will be received later in the fiscal year Fire Sprinkler Permits ($1,193) • In direct correlation to the building permits DEPT 15 – MUNICIPAL COURT ($55,480)479) Citation Revenue ($39,944) • Attributed to the economic downturn and the number of individuals who are currently unemployed and willing to serve their time in jail for the violation. Also an increase in time payment requests, indigency applications and defendants who fail to appear. • In addition, the overall number of citations are down by 300 individual violations for the 1st quarter (based on revenue from FY 07-08 first quarter) Warrant Revenue ($4,216) • See explanation for Citation Revenue above. Warrant Fees ($6,004) • See explanation for Citation Revenue above. Collection Fees ($1,597) • See explanation for Citation Revenue above. TOWN OF WESTLAKE Analysis of Dashboard for Quarter Ended 12/31/08 GENERAL FUND Page 3 Interest earned ($2,483) • Interest rates are lower than projected • Less funds in bank due to less revenue from citations, etc. DEPT 16 – PUBLIC WORKS + $23,300 • Represents Street escrow received from Terra Bella DEPT 19 – PARKS/RECREATION +20,878 • Represents Tree reforestation escrow received from Tella BellaR479 OTHER SOURCES AND USES ($74,250) Transfers in from Utility Fund ($11,750) • Represents impact fees from the Utility Fund which are transferred at year-end. Year-to-date fees received in the Utility Fund equal $25,745. Transfers in from Proptery Tax Reduction ($250,000) • This transfer represents transfers for payroll increase/adjustments and operations – adequate funds are in the General Fund; therefore, no funds have been transferred to-date EXPENDITURES PAYROLL AND RELATED ($21,578) Workman’s Compensation ($20,391) • Annual Budget $26,177 • Annual payment of $26,936 (100%) was made in October CAPITAL OUTLAY/LEASE ($1,598) Motor Vehicles ($8,331) • Annual payment of $8,331 (100%) was made in October for Marshal’s vehicle AnnualYTDYTD BudgetBudgetActualsDashboard Water Revenue %A 1,770,782 318,741 318,289 99.9% Waste Management A 5,418 1,355 1,170 86.3% Sewer Revenue %A 386,200 88,826 94,635 106.5% Tap Fees 31,000 7,750 9,402 121.3% Impact fees 30,000 7,500 25,745 343.3% Meter Repair/Replace 5,000 1,250 200 16.0% Interest Income 35,000 8,750 4,602 52.6% Insurance Refunds 9,050 2,263 - 0.0% Misc Revenue 100 25 300 1200.9% TOTAL2,272,550 436,459 454,343 104.10% A Based on accrual method RevenuePositiveCautious Negative % Based on % of PY Actual at quarter-end Legend:>95%75% - 95%< 75% AnnualYTDYTD BudgetBudgetActualsDashboard ADOPTED FY 08/09 ADOPTED FY 08/09 REVENUES EXPENSES UTILITY FUND 500 Quarterly Financial Dashboard Quarter Ended 12/31/2008 Payroll & Related 187,723 46,931 48,537 103.42% Operations & Maintenance1,393,701 348,425 182,806 52.47% Capital Outlay (Operating)65,500 16,375 12,843 78.43% Capital Projects 173,501 43,375 24,863 57.32% IFA/DS Payments 216,986 54,247 - 0.00% TOTAL EXPENSES 2,037,411 509,353 269,049 52.82% ExpenditurePositive Cautious Negative Legend:< 100%101%-110%>111% AnnualYTDYTD BudgetBudgetActualsDashboard Dept 88Transfers In- - - 0.00% Dept 99Transfers Out62,000 15,500 - 0.00% TOTAL(62,000) (15,500) - Adopted FY08/09 AnnualYTDYTD BudgetBudgetActualsVariance 174,480$ (87,053)$ 185,294$ 272,347$ Beginning Fund Balance1,588,047 1,588,047 1,588,047 - Ending Fund Balance1,762,527 1,500,994 1,773,341 272,347 Restricted Fund Balance111,360 118,550 118,550 - Unrestricted Fund Balance1,651,167$ 1,382,444$ 1,654,791$ 272,347$ # of Operating Days 335 #DIV/0!336 Daily Operating Cost $4,927$0$4,927 Net Revenues Over (Under) Exp OTHER SOURCES AND USES ADOPTED FY 08/09 SUMMARY 2/13/2009 2:53 PM TOWN OF WESTLAKE Analysis of Dashboard for Quarter Ended 12/31/08 UTILITY FUND Page 1 REVENUES Waste Management ($185) • First year of trash service – anticipated higher revenues – immaterial amount Impact Fees + $18,245 • Budgeted for 25 new connects for the fiscal year. Connected 10 during first quarter. Meter Repair & Replacement ($1,050) • Fewer repairs/replacements than anticipated. Interest Earned ($4,148) • Lower interest rate than projected Insurance Refunds/Equity Return ($2,263) • Typically represents an equity return based on insurance, claims, etc. as well as a Workers Comp audit that is performed during the fiscal year. Usually received in the later part of the fiscal year. EXPENSES Payroll and Related ($1,552) • Annual Workman’s Compensation payment made in October AnnualYTDYTD BudgetBudgetActualsDashboard Dept 11Hotel Occupancy Tax A 450,000 112,500 125,186 111.28% Dept 11Historical Board Revenue36,000 9,000 7,302 81.13% Dept 11Tree City Income9,500 2,375 4,359 183.52% Dept 11Public Arts Revenue5,500 1,375 - 0.00% Dept 11Interest Earned28,000 7,000 4,578 65.40% TOTAL 529,000 132,250 141,425 106.94% RevenuePositive Cautious Negative A Based on accrual method Legend:>95%75% - 95%< 75% AnnualYTDYTD BudgetBudgetActualsDashboard Payroll & Related 125,630 31,408 31,710 101.0% Operations & Maintenance345,647 86,412 28,700 33.2% Capital Outlay 3,200 800 - 0.0% TOTAL 474,477 118,619 60,410 50.93% VISITORS ASSOCIATION FUND 220 Quarterly Financial Dashboard Quarter Ended 12/31/2008 REVENUES EXPENDITURES ADOPTED FY 08/09 ADOPTED FY 08/09 TOTAL 474,477 118,619 60,410 50.93% ExpenditurePositive Cautious Negative Legend:< 100%101%-110%>111% AnnualYTDYTD BudgetBudgetActualsDashboard Dept 88Transfers In - - - 0.00% Dept 99Transfers Out640,050 160,013 486,195 303.85% TOTAL (640,050) (160,013) (486,195) Adopted FY08/09 AnnualYTDYTD BudgetBudgetActualsVariance (585,527)$ (146,382)$ (405,180)$ (258,798)$ Beginning Fund Balance1,451,153 1,451,153 1,451,153 (0) Ending Fund Balance865,626 1,304,771 1,045,973 (258,798) Restricted Fund Balance5,000 5,000 5,000 - Unrestricted Fund Balance860,626$ 1,299,771$ 1,040,973$ (258,798)$ # of Operating Days 662 1,000 801 Daily Operating Costs$1,300$1,300$1,300 Net Revenues Over (Under) Exp SUMMARY OTHER SOURCES and USES ADOPTED FY 08/09 2/13/2009 2:55 PM TOWN OF WESTLAKE Analysis of Dashboard for Quarter Ended 12/31/08 VISITORS ASSOCIATION FUND Page 1 REVENUES Historical Board Revenue - ($1,698) • Board members are working on the sale of the History Book and memberships Public Arts Revenue - ($1,375) • No revenue to-date from the Public Arts Committee Interest Earned - ($2,422) • Lower interest rate than projected EXPENDITURES OTHER SOURCES AND USES ($326,182) Transfers Out to Debt Service ($326,183) • Annual Budget = $640,050 (Supplements 4B Economic Development Fund with debt service payment); YTD Budgeted calculation = $160,013 • Debt payment of $486,195 was made in October from this fund because there were no funds available in 4B Fund at the beginning of the fiscal year. 100% of 4B sales tax revenues are dedicated to debt payment. The funds accumulate over the fiscal year to make these payments. 6. EXECUTIVE SESSION The Council will conduct a closed session under Texas Government Code for the following: a. Pursuant to Section 551.074(a)(1) of the Texas Government Code to deliberate the evaluation and duties of public officers: The Town Manager Town of Westlake Item # 6 – Executive Session Town of Westlake Item # 7 – Reconvene Meeting 8. 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 # 8 – Future Agenda Items Council Planning Calendar Items not scheduled for a specific meeting are listed here (require discussion): Date Contact Description Format 5/23/08 J. Greenwood Southlake Waterline Proposal Workshop 5/30/08 T. Meyer Cemetery Rules and Regulations Workshop 7/29/08 T. Meyer Park and Rec. Adv. Board Workshop 1/2/09 J. Greenwood Report on Recycling Program Update Mar. 9, 2009, Meeting (submittal deadline Feb. 26) 7 p.m. Date Contact Description Format 11/12/08 T. Brymer “Green Initiative” Mike Conduff Workshop 1/13/09 T. Brymer Deloitte Status Presentation Workshop 12/9/08 J. Greenwood FM 1938 Streetscape concepts presentation Workshop 2/9/09 K. Sutter Call and Order Local Option Election for May 2009 Meeting 2/11/09 J. Greenwood On‐Line bill pay Workshop 1/5/09 A DeGan Municipal Court Credit Card Contract Amendment (consent) Meeting Mar. 23, 2009, Meeting (submittal deadline Mar. 12) 7 p.m. Date Contact Description Format 1/13/09 T. Brymer Presentation of Direction Finder Survey Results Workshop 1/26/09 D. Wilson Cell phone restriction Workshop 11/13/08 K. Sutter Approve election contract with Tarrant County Meeting 12/15/08 D. Piper Hear and Accept Town’s Annual Audit Report Meeting 2/16/09 T. Wood Personnel Manual Amendments Meeting April 13, 2009, Meeting (submittal deadline April 2) 7 p.m. Date Contact Description Format April 27, 2009, Meeting (submittal deadline April 16) 7 p.m. Date Contact Description Format February 2009 2 March 2009 April 2009 S M T W Th F Sa S M T W Th F Sa S M T W Th F Sa 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 8 9 10 11 12 13 14 8 9 10 11 12 13 14 5 6 7 8 9 10 15 16 17 18 19 20 21 15 16 17 18 19 20 21 11 12 13 14 15 16 17 22 23 24 25 26 27 28 22 23 24 25 26 27 28 18 19 20 21 22 23 24 29 30 31 25 26 27 28 29 30 Town of Westlake Item # 9 – Adjournment Back up material has not been provided for this item.