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HomeMy WebLinkAboutStragetic Planning Retreat handout 2009 Town of Westlake Resident Survey Draft Final Report Submitted To: May 2009 ...helping organizations make better decisions since 1982 ETC Institute Project Manager: Chris Tatham 725 West Frontier Circle Phone:913-829-1215 Olathe, Kansas Fax:913-829-1591 C, E T1 66061 E-mail:ctatham @etcinstitute.com Mstitute Contents Executive Summary....................................................................... i Section 1 Charts and Graphs ........................................................................ 1 Section 2 Benchmarking Data.................................................................... 16 Section 3 Importance-Satisfaction Analysis............................................... 26 I-S Matrix Graphs ............................................... 30 Section 4 TabularData ............................................................................... 32 Section 5 Survey Instrument....................................................................... 62 Major Findings Ratings of the Overall Ouality of Life in Westlake. Eighty-six percent (86%) of the residents surveyed were satisfied, based upon a combination of "very satisfied" and "satisfied" responses, with the overall quality of life in Westlake; 10% of the residents were "neutral" and only 4% were "very dissatisfied" or "dissatisfied"with the quality of life in Westlake. • Ratings of Westlake As a Place to Live and Work. Ninety-one percent (91%) of the residents surveyed rated Westlake as an "excellent" or"good" place to live; 85%of residents rated Westlake as an"excellent"or"good"place to work. Overall Satisfaction With Town Services. The highest levels of satisfaction with Town services, based upon a combination of"very satisfied" and "satisfied" responses, were: the quality of public safety services (80%), the quality of customer service provided by the Town (77%), the effectiveness of Town communication (74%) and emergency preparedness (65%). Residents were least satisfied with the Town's efforts to manage storm water run-off(46%). • Services that should receive the most emphasis from the Town over the next two years. The Town services that residents felt were most important were: (1) public safety services, (2) Westlake Academy, (3) the maintenance of Town streets and (4)water utility services. • Willingness of Residents to Pay Property Taxes to Avoid Reductions in Current Town Service Levels and to Expand Town Services. o The Town services that residents were most willing to pay a property tax to avoid reductions in current service levels, based upon a combination of "very willing," "willing" and "somewhat willing" responses, were public safety services (50%), the maintenance of streets and drainage (50%) and parks, trails and recreation programs (46%). Residents were least willing to pay a property tax to maintain public art (21%) and historic preservation in Westlake (22%). o The Town services that residents were most willing to pay a property tax to expand current service levels, based upon a combination of "very willing," "willing" and"somewhat willing"responses,were: public safety services (38%), parks, trails and recreation programs (37%), a new fire station (36%) and the maintenance of streets and drainage (36%). Residents were least willing to pay a property tax to improve historic preservation(14%) and public art in Westlake(18%). ii Executive Summary Other Findings • Two-thirds (67%) of the residents surveyed felt "very safe" in the Town of Westlake; 30% of residents felt "safe," none (0%) of the residents felt "unsafe" and 3%of residents did not have an opinion. • The primary ways that residents received information about the Town were from the Town newsletter(71%) and e-mail from the Town(61%). • Seventy percent (70%) of residents felt the standards for commercial and residents development in Westlake were "about right," 7% felt they were "too low," 5% felt they were "too high" and 18% did not know. • More than half(59%) of residents were not familiar with the Town's "Dark Sky" Plan and 41% were familiar. Of the residents who were familiar (41%) with the Town's "Dark Sky" Plan, 86% were supportive of the plan, 11% were not supportive and 3%did not have an opinion. • Nearly three-fourths (74%) of residents felt they understood how Westlake Academy is governed and funded. iv Executive Summary '�7 2009 Town of Westlake Resident Survey: Draft Report Section L Charts and Graphs ETC Institute (2009) Page 1 2009 Town of Westlake Resident Survey: Draft Report Q1 . Overall Satisfaction With Town Services by Major Category by percentage of respondents who rated the item as a 1 to 5 on a 5-point scale(excluding don't knows) Quality of public safety services Quality of customer service provided by the Town Effectiveness of Town communication Westlake's emergency preparedness efforts Maintenance of Town streets Quality of water utility services Quality of wastewater utility services Westlake Academy Parks,trails,and recreation programs/facilities Town efforts to manage storm water run-off 0% 20% 40% 60% 80% 100% Very Satisfied(5) E3Satisfied(4) ONeutral(3) (Dissatisfied(112) Source: ETC Institute DirectionFinder(Allay 2009-Wesdake,T,1) Q2. Town Services That Residents Felt Were Most Important by percentage of respondents who selected the item as one of their top three choices Quality of public safety services Westlake Academy Maintenance of Town streets Quality of water utility services Parks,trails,and recreation programs/facilities Westlake's emergency preparedness efforts Town efforts to manage storm water run-off Quality of customer service provided by the Town Effectiveness of Town communication Quality of wastewater utility services 77% 41% 33-1 33°/v 30% 20% 12% 12% i 12%li 8% 0% 20% 40% 60% 80% 1st Choice 02nd Choice ®3rd Choice Source: ETC Institute DireclionFinder(May 2009-JVesflake,TX) ETC Institute (2009) Page 2 48% 17% 46% 28% 1 46% 19% 7% 24% 41% 28% 7% 20% 43% 25% 20% 41% 22% s% 19% 41% 27% 12% 32% 23% 22% 23% 21% 33% 27% 19% 19% 27% 33% 22% 0% 20% 40% 60% 80% 100% Very Satisfied(5) E3Satisfied(4) ONeutral(3) (Dissatisfied(112) Source: ETC Institute DirectionFinder(Allay 2009-Wesdake,T,1) Q2. Town Services That Residents Felt Were Most Important by percentage of respondents who selected the item as one of their top three choices Quality of public safety services Westlake Academy Maintenance of Town streets Quality of water utility services Parks,trails,and recreation programs/facilities Westlake's emergency preparedness efforts Town efforts to manage storm water run-off Quality of customer service provided by the Town Effectiveness of Town communication Quality of wastewater utility services 77% 41% 33-1 33°/v 30% 20% 12% 12% i 12%li 8% 0% 20% 40% 60% 80% 1st Choice 02nd Choice ®3rd Choice Source: ETC Institute DireclionFinder(May 2009-JVesflake,TX) ETC Institute (2009) Page 2 2009 Town of Westlake Resident Survey. Draft Report Q3. Overall Ratings of Westlake by percentage of respondents who rated the item as a 1 to 5 on a 5-point scale(excluding don't knows) As a place to live As a place to work As a place to retire As a community moving in the right direction 32% 7% 48% 37% 11% 41% 32% 13% t4 41% 17% t4 0% 20% 40% 60% 80% 100% MExcellent(5) E]Good(4) 0Average(3) ®Fair/Poor(1/2) Source: ETC Institute DirectionFinder(May 2009-Westlake,Tag Q4. Overall, how safe do you feel in the Town of Westlake? by percentage of respondents Very safe 67% Don't know 3% 1 Safe 30% Source: ETC Institute Direction Finder(May 2009-Westlake,D) ETC Institute (2009) Page 3 2009 Town of Westlake Resident Survey: Draft Report Q5. Perceptions of Westlake by percentage of respondents who rated the item as a 1 to 5 on a 5-point scale(excluding don't knows) Overall quality of life in the Town Overall quality of governmental services Value received for Town sales taxes and fees How well Westlake is planning growth 39% 10% 27% 50% 25% 45% 20% 10% 24% 60% 23% 26% 40% 20%n 14% 67% 16% 21% 43% 19% 17% 0% 20% 40% 60% 80% 100% ®Very Satisfied(5) OSatisfied(4) oNeutral(3) ®Unsatisfied Source: ETC Institute Direction Finder(May 2009-Westlake,TA9 Q6. Willingness of Westlake Residents to Pay a Property Tax to Avoid Reductions in Various Town Services by percentage of respondents who rated the item as a 1 to 5 on a 5-point scale(excluding don't knows) Public safety services Maintenance of streets and drainage Parks,trails and recreation programs Storm water management Streetscaping Westlake Academy Historic preservation Public art 0% 20% 40% 60% 80% 100% Very Willing(5) mWilling(4) OSomewhat Willing(3) ®Not Willing(1/2) Source: ETC Institute DirectionFinder(May 2009-Westlake,Tl9 ETC Institute (2009) Page 4 24% 49% 27% 50% 26% � 54% 24% 60% 23% 61% 10% 67% 16% 78% 13% 80% ETC Institute (2009) Page 4 2009 Town of Westlake Resident Survey: Draft Report Q7. Willingness of Westlake Residents to Pay a Property Tax to Fund Expanded Levels of Town Services by percentage of respondents who rated the item as a 1 to 5 on a 5-point scale(excluding don't knowsl Public safety services Parks,trails and recreation programs New fire station Maintenance of streets and drainage Westlake Academy Streetscaping New Town Hall Public art Historic preservation 0% 20% 40% 60% 80% 100% OVery Willing(5) MWilling(4) OSomewhat Willing(3) ®Not Willing(1/2) Source: ETC Institute DirectionFindcr(1fay 2009-{Vesilake,TX) Q8a-f. Satisfaction with Police Services in the Town of Westlake by percentage of respondents who rated the item as a 1 to 5 on a 5-point scale(excluding don't knows) Quality of local police protection Visibility of police in neighborhoods How quickly police respond to emergencies Municipal Court services Efforts by the Town to prevent crime Level of traffic enforcement 28% 18% 21% 22% 21% 10% 68% 27% 18% 70% 6% 16% 76% 12% +x 10% 48% Historic preservation 0% 20% 40% 60% 80% 100% OVery Willing(5) MWilling(4) OSomewhat Willing(3) ®Not Willing(1/2) Source: ETC Institute DirectionFindcr(1fay 2009-{Vesilake,TX) Q8a-f. Satisfaction with Police Services in the Town of Westlake by percentage of respondents who rated the item as a 1 to 5 on a 5-point scale(excluding don't knows) Quality of local police protection Visibility of police in neighborhoods How quickly police respond to emergencies Municipal Court services Efforts by the Town to prevent crime Level of traffic enforcement 28% 50% 17% 27% 50% 40% 25% 20% 48% 27% % 26% 40% 28% 6 22% 42% 23% 13° 0% 20% 40% 60% 80% 100% Very Satisfied(5) OSatisfied(4) ONeutral(3) Unsatisfied(1/2) Source: ETC Institute DirectionFinder(Ilay 2009-Westlake,TA9 ETC Institute (2009) Page 5 2009 Town of Westlake Resident Survey: Draft Report Q8g-i. Satisfaction with Fire and Medical Services in the Town of Westlake by percentage of respondents who rated the item as a 1 to 5 on a 5-point scale(excluding don't knows) How quickly emergency medical personnel respond Overall quality of emergency medical services Overall quality of fire services 37% 16% 1!391 38% 21% 18% 34°k 41% 21% 27% 9% 0% 20% 40% 60% 80% 100% ®Very Satisfied(5) osatisfied(4) oNeutral(3) ®Unsatisfied(1/2) Source: ETC Institute DirectionFinder(May 2009-Westlake,TA1 Q8j-k. Satisfaction with Maintenance Services in the Town of Westlake by percentage of respondents who rated the item as a 1 to 5 on a 5-point scale(excluding don't knows) Cleanliness of streets/other public areas Condition of neighborhood streets Condition of major streets 50% 19% 8% 40% 18% 16% 45% 27% 9% 0% 20% 40% 60% 80% 100% MVery Satisfied(5) Satisfied(4) ONeutral(3) ®Unsatisfied(1/2) Source: ETC Institute DirectionFinder(Allay 2009-Westlake,Tai ETC Institute (2009) Page 6 2009 Town of Westlake Resident Survey: Draft Report Q8m-p. Satisfaction with Parks and Recreation Services in the Town of Westlake by percentage of respondents who rated the item as a 1 to 5 on a 5-point scale(excluding don't knows) Maintenance of the Town park Number of walking/biking trails Number of parks in your community Quality of outdoor athletic fields available 0% 20% 40% 60% 80% 100% Very Satisfied(5) E--]Satisfied(4) oNeutral(3) OUnsatisfied(1/2) Source: ETC Institute DirectionFinder(May 2009-Westlake,TX) Q8q-v. Satisfaction with Communication and Citizen Engagement in the Town of Westlake by percentage of respondents who rated the item as a 1 to 5 on a 5-point scale(excluding don't knows) The Town of Westlake's website Town efforts to keep residents informed Timeliness of information provided by the Town Availability of info about services and activities Usefulness of the Town newsletter Level of public involvement in local decisions 47% 23% 7% 44% 18% 111% 43% 23% 33% 23% 25% 24% 10% 32% 26% 26% 39% 24% 11% 22% 33% 35% 0% 20% 40% 60% 80% 100% Very Satisfied(5) E--]Satisfied(4) oNeutral(3) OUnsatisfied(1/2) Source: ETC Institute DirectionFinder(May 2009-Westlake,TX) Q8q-v. Satisfaction with Communication and Citizen Engagement in the Town of Westlake by percentage of respondents who rated the item as a 1 to 5 on a 5-point scale(excluding don't knows) The Town of Westlake's website Town efforts to keep residents informed Timeliness of information provided by the Town Availability of info about services and activities Usefulness of the Town newsletter Level of public involvement in local decisions 0% 20% 40% 60% 80% 100% ®Very Satisfied(5) Satisfied(4) E]Neutral(3) ®Unsatisfied(1/2) Source: ETC Institute DirectionFinder(Afay 2009-Wesdake,TX) ETC Institute (2009) Page 7 -F 47% 24% �OA 44% 18% 111% 43% 23% 11% 22% 44% 24% 10% 259/0 39% 24% 11% 19% 37% 28% 16°l0 0% 20% 40% 60% 80% 100% ®Very Satisfied(5) Satisfied(4) E]Neutral(3) ®Unsatisfied(1/2) Source: ETC Institute DirectionFinder(Afay 2009-Wesdake,TX) ETC Institute (2009) Page 7 2009 Town of Westlake Resident Survey: Draft Report Q8w-2. Satisfaction with Utility Services in the Town of Westlake by percentage of respondents who rated the item as a 1 to 5 on a 5-point scale(excluding don't knows) Residential trash collection services Curbside recycling services Yard waste collection services Bulky item pick up/removal services Efforts to promote water conservation and protect water resources 777.V. 59% 6% 27% 42% 36% 44% 51% 6 8% 43% 27% 51% 17% 26% 11% 23% 41% 26% 38% 27% 9% 19 41% 31% 9% 14°/� 39% 35% 12% Household hazardous waste disposal services 0% 20% 40% 60% 80% 100% Very Satisfied(5) Osatisfied(4) ONeutral(3) ®Unsatisfied(1/2) Source: ETC Institute DirectionFinder(May 2009-Westlake,TX) Q9. Satisfaction with Code Enforcement Services in the Town of Westlake by percentage of respondents who rated the item as a 1 to 5 on a 5-point scale(excluding don't knows) Enforcing yard parking regulations Efforts to remove abandoned/inoperative vehicles Enforcing exterior maint.of residential property Enforcing sign regulations Enforcing the clean up of junk and debris 27% 42% 27% 42% 22% 44% 27% 6 23% 43% 29% ° 23% 41% 26% 11% 23% 41% 28% 9% Enforcing mowing/cutting of weeds and grass 0% 20% 40% 60% 80% 100% ®Very Satisfied(5) OSatisfied(4) ONeutral(3) ®Unsatisfied(1/2) Source: ETC Institute Directionf,inder(May 2009-Westlake,TA9 ETC Institute (2009) Page 8 7 2009 Town of Westlake Resident Survey. Draft Report Q10. Primary Sources of Information about the Town of Westlake by percentage of respondents(multiple responses were allowed) Town newsletter E-mail from the Town 61% The Westlake First News 50% Town website 46% Voice messages from the Town 29% 0% 20% Source: ETC Institute DireelionFinder(May 2009-Wesdake,TA9 71% 40% 60% 80% Q10-3. Have you looked at Council packets on the website? by percentage of residents who indicated they received information about Westlake from the Town's website Yes 55% No 45% Source: ETC Institute Direciionrinder(May 2009-{Vcsdake,IX) ETC Institute (2009) Page 9 2009 Town of Westlake Resident Survey: Draft Report Q11. Do you think the standards for new commercial and residential development in the Town are too high, about right or too low? by percentage of respondents About right 7- Too low 7% Source: ETC Institute DirectiOld inder(May 2009-Westlake,TA) Too high 5% (now 10/0 Q 12a. Are you familiar with the Town's "Dark Sky" Plan? by percentage of respondents Q12b. If YES, are you supportive of it? Yes 86% No Yes 59% 41% — — !ON(o opinion \No 3% 11% Source: ETC Institute DirectionFinder(May 2009-Westlake,TX) ETC Institute (2009) Page 10 2009 Town of Westlake Resident Survey: Draft Report Q13. Level of Agreement With Various Statements About Westlake Academy by percentage of respondents who rated the item as a 1 to 5 on a 5-point scale(excluding don't knows) I understand how the Academy is governed/funded Westlake Academy adds value to the Town Westlake Academy adds value to my property Westlake Academy provides quality education 40% 34% 44% 23% 14% 19% 2406 15% 19% 26% 19% 15°% 0% 20% 40% 60% 80% 100% ®strongly Agree(5) oAgree(4) oNeutral(3) =Disagree(1/2) Source: ETC Institute Direction Finder Oi fay 2009-Westlake,TX) Q14. Have you eaten at any of the Solana restaurants during the past year? by percentage of respondents Yes Pp o/ IVO 32% Source: ETC Institute Directionrinder(May 2009-West lake,TA9 ETC Institute (2009) Page 11 2009 Town of Westlake Resident Survey: Draft Report Q15. Demographics: Age of Respondents by percentage of respondents 18-34 years 1% Not provided 3% %75+years i 2% 35-54 years_ 60% 55-74 years 34% Solace: ETC Institute Direction Finder May 2009-Westlake,TX) Q16. Demographics: How many years have you lived in Westlake? by percentage of respondents Less than 3 years 48% 21+years 10% 4-5 years 22% 11-20 years 6% 6-10 years 14% Source: ETC Institute DirectionFinder(May 2009-Westlake,Tt9 ETC Institute (2009) Page 12 No 51% 2009 Town of Westlake Resident Survey: Draft Report Q17. Do any children in grades K-12 currently live in your home? by percentage of respondents Q17a. If YES, do any of these children currently attend Westlake Academy? Yes 49% Source: ETC Institrde DireclionFinder(May 2009-lVerdake,TX) Yes 53% No 47% Q17b. If NO, did any of these children Previously attend Westlake Academy? by percentage of respondents who had children in grades K-12 living in their home who were not attending Westlake Academy Yes 45% No 55% Source: ETC Institute DirectionFinder(Alay 2009-Westlake,TX) ETC Institute (2009) Page 13 2009 Town of Westlake Resident Survey: Draft Report Q18. Demographics: In which subdivision do you live? by percentage of respondents Vaquero 37% Stagecoach Hills 19% Wyck Hill_ 3% None selected 5% Other Glenwyck Farms 10% Mahoeta Boone 24% 2% Source: ETC Institute DirectionFinder(Clay 1009-Westlake,TV) Q19. Demographics: Household Income by percentage of respondents $150,000 to$500,000 $50,000 to$149,999 31% 19% _Under$50,000 2% Not provided 14% $500,000+ 34% Source: ETC Institute DirectionFinder(Allay 1009-Westlake,TV) ETC Institute (2009) Page 14 2009 Town of Westlake Resident Survey: Draft Report Q20. Demographics: Respondents Gender by percentage of respondents Female 48% I Male 52% Source: ETC Institute DirectionFinder(Allay 2009-Westlake,'M ETC Institute (2009) Page 15 2009 Town of Westlake Resident Survey: Draft Report Section 2: Benchmarking Data ETC Institute (2009) Page 16 2009 Town of Westlake Resident Survey: Draft Report National Benchmarks Note: The benchmarking data contained in this report is protected intellectual property. Any reproduction of the benchmarking information in this report by persons or organizations not directly affiliated with the Town of Westlake, Texas is not authorized without written consent from ETC Institute. Overall Satisfaction with Various Town Services Westlake vs. the U.S. by percentage of respondents who rated the item 4 or 5 on a 5-point scale where 5 was"very satisfied"and 1 was"very dissatisfied" Public safety services Overall quality of customer service Effectiveness of communication with the public Emergency preparedness efforts Water utilities Wastewater utilities Parks and recreation Stormwater runoff management Source: ETC Instilule DireclionFinder(2009) 80% 80% 77% 53% i 74% 45% 65% 61% 734/ i 60% 69% 54% 71%I 46% 62 0% 20% 40% 60% 80% 100% Westlake ETC Institute (2009) Page 18 2009 Town of Westlake Resident Survey: Draft Report Overall Satisfaction with Various Town Services by Major Category - 2009 by percentage of respondents who rated the item as a 4 or 5 on a 5-point scale •Westlake. T7C Overall quality of customer service Effectiveness of communication with the public Parks and recreation Stormwater runoff management Source: ETC Institute DirectionFinder(2009) i'Oils=40% 86% 77% 25% ■78% 74% 34%O�90% � � t 54% 39% 66% 46% 0% 20% 40% 60% 80% 100% LOW---------MEAN--------HIGH Perceptions that Residents Have of the Community in Which They Live - Westlake vs. the U.S. by percentage of respondents who rated the item 4 or 5 on a 5-point scale where 5 was"very satisfied"and 1 was"very dissatisfied" Overall quality of life Overall quality of governmental services Overall value received for your tax dollars How well the community is planning for growth Source: ETC Institute DirectionFinder(2009) 86% 77 i 70°/n 53Q/o � i 66% 42°% 64% i 48 0% 20% 40% 60% 80% 100% Westlake o U.S. ETC Institute (2009) Page 19 2009 Town of Westlake Resident Survey: Draft Report Perceptions that Residents Have of the Community in Which They Live - 2009 by percentage of respondents who rated the item as a 4 or 5 on a 5-point scale i i i Overall quality of life in the community 28% i i Overall value received for your tax dollars 25,9/6 82% 66% 0% 20% 40% 60% 80% 100% LOW------—-MEAN--------HIGH Source: ETC Institute DirectionFinder(2009) Overall Satisfaction with Public Safety Services Westlake vs. the U.S. by percentage of respondents who rated the item 4 or 5 on a 5-point scale where 5 was"very satisfied"and 1 was"very dissatisfied" 78% Quality of local police protection 71%, i i 77% Visibility of police in neighborhoods 159% 74% How quickly police respond to emergencies 69 66% Overall efforts to prevent crime 58% i i 64% Enforcement of local traffic laws 63% 0% 20% 40% 60% 80% 100% Westlake oU.S. Source: ETC Institute DirectionFinder(2009) ETC Institute (2009) Page 20 2009 Town of Westlake Resident Survey: Draft Report Satisfaction with Various Public Safety Services Provided by Cities and Towns - 2009 by percentage of respondents who rated the item as a 4 or 5 on a 5-point scale Westlake. 7: Visibility of police in neighborhoods Overall efforts to prevent crime Enforcement of local traffic laws I I I I 1 47% 80% 77% I I I I I 1 I I I I I I I I I I I I I I 1 39% -85% 66% 1 1 I I 1 I I I I I I I I I I I I I I I I I 1 I I I I I 40% 179% 64% 1 I I I I I I 0% 20% 40% 60% 80% 100% Source. ETC Institute DirectionFinder(2009) LOW---------MEAN--------HIGH Overall Satisfaction with Maintenance Westlake vs. the U.S. by percentage of respondents who rated the item 4 or 5 on a 5-point scale where 5 was"very satisfied"and 1 was"very dissatisfied"(excluding don't knows) I I 73% Overall cleanliness of streets/public areas 66 57% Condition of major streets 57 I I I II I I 66% Condition of neighborhood streets 60 0% 20% 40% 60% 80% 100% 11111111111Westlake oU.S. Source: ETC Institute DirectionFinder(2009) ETC Institute (2009) Page 21 2009 Town of Westlake Resident Survey: Draft Report Satisfaction with Maintenance Services Provided by Cities and Towns - 2009 by percentage of respondents who rated the item as a 4 or 5 on a 5-point scale(excluding don't knows) *Westlake, TX I Overall cleanliness of streets/public areas 32% 88% Condition of major streets 20% 70%, 57% 0% 20% 40% 60% 80% 100% LOW---------MEAN--------HIGH Source: ETC Instilnle DireclionFinder(2009) Overall Satisfaction with Parks and Recreation Facilities Westlake vs. the U.S. by percentage of respondents who rated the item 4 or 5 on a 5-point scale where 5 was"very satisfied"and 1 was"very dissatisfied" Maintenance of parks 74% i i 49% The number of parks i 66% i 32% Quality of outdoor athletic fields 65% i 53% i Number of walking/biking trails 52%! 0% 20% 40% 60% 80% 100% FMII Westlake D U.S. Source: ETC btstilnle DireclionFinder(2009) ETC Institute (2009) Page 22 2009 Town of Westlake Resident Survey. Draft Report Satisfaction with Parks and Recreation Facilities and Services Provided by Cities and Towns - 2009 by percentage of respondents who rated the item as a 4 or 5 on a 5-point scale t WesflM Maintenance of parks 56% 91% The number of parks 31% 84% Quality of outdoor athletic fields 32% 83% Number of walking/biking trails 17% �8% 0% 20% 40% 60% 80% 100% LOW---------MEAN-------HIGH Source: ETC brsrilule DireclionFinder(2009) Overall Satisfaction with Communication/ Citizen Engagement - Westlake vs. the U.S. by percentage of respondents who rated the item 4 or 5 on a 5-point scale where 5 was"very satisfied"and 1 was"very dissatisfied"(excluding don't knows) Community website Efforts to keep residents informed Timeliness of information provided Availability of info about services and activities Level of public involvement in local decisions Source: ETC Institute DireclionFinder(2009) 71% 60% 71% 66% i i i i 66% 51% 56% "40% i 32% 53 0% 20% 40% 60% 80% 100% 11111111111Westiake o U.S. ETC Institute (2009) Page 23 2009 Town of Westlake Resident Survey: Draft Report Satisfaction with Various Aspects of City Communications/Citizen Engagement- 2009 by percentage of respondents who rated the item as a 4 or 5 on a 5-point scale(excluding don't knows) * Westlake. Ta Availability of information about programs Level of public involvement in local decisions 0% Source: ETC Inslitvle DirectionFinder(2009) 32% 84 0) 19% 63% 20% 40% 60% 80% LOW---------MEAN--------HIGH 56 100% Overall Satisfaction with the Enforcement of Codes and Ordinances - Westlake vs. the U.S. by percentage of respondents who rated the item 4 or 5 on a 5-point scale where 5 was"very satisfied"and 1 was"very dissatisfied"(excluding don't knows) Enforcing clean up of junkldebris Enforcing mowing/cutting of weeds and grass Enforcing exterior maint.of residential property Enforcing sign regulations Enforcing yard parking regulations City efforts to remove abandoned vehicles Source: ETC Listitute DirectionFinder(2009) 64% i 64% 49 66% 48% i 66% 60% 69% 58% 69% 0% 20% 40% 60% 80% 100% Westlake 0 U.S. ETC Institute (2009) Page 24 2009 Town of Westlake Resident Survey: Draft Report Satisfaction with the Enforcement of Codes and Ordinances by Cities and Towns - 2009 by percentage of respondents who rated the item as a 4 or 5 on a 5-point scale Enforcing clean up of junk/debris Enforcing sign regulations 0% Source: ETC Institute DirectionFinder(2009) Westlake, TX I 27% 72°/q 64% I I I I I I I I I 1 I I I I I I I I I I I I I I 1 I I I 1 I I I I 39% 7,7% 66% I I I i I i i I I I I I I I 1 I I I 20% 40% 60% 80% 100% LOW---------MEAN--------HIGH ETC Institute (2009) Page 25 2009 Town of Westlake Resident Survey: Draft Report Section 3: Importance-Satisfaction Analysis ETC Institute (2009) Page 26 2009 Town of Westlake Resident Survey: Draft Report The maximum rating is 1.00 and would be achieved when 100% of the respondents select an activity as one of their top three choices for the Town to emphasize and 0% indicate that they are positively satisfied with the delivery of the service. The lowest rating is 0.00 and could be achieved under either one of the following two situations: • if 100% of the respondents were positively satisfied with the delivery of the service • if none (0%) of the respondents selected the service as one of the three most important areas for the Town to emphasize. Interpreting the Ratings Ratings that are greater than or equal to 0.20 identify areas that should receive significantly more emphasis. Ratings from .10 to .20 identify service areas that should receive increased emphasis. Ratings less than .10 should continue to receive the current level of emphasis. • Definitely Increase Emphasis (IS>=0.20) • Increase Current Emphasis (0.10<=IS<0.20) • Maintain Current Emphasis (IS<0.10) The results for Westlake are provided on the following page. ETC Institute (2009) Page 28 2009 Town of Westlake Resident Survey. Draft Report Importance-Satisfaction Matrix Analysis. The Importance-Satisfaction rating is based on the concept that public agencies will maximize overall customer satisfaction by emphasizing improvements in those areas where the level of satisfaction is relatively low and the perceived importance of the service is relatively high. ETC Institute developed an Importance-Satisfaction Matrix to display the perceived importance of major services that were assessed on the survey against the perceived quality of service delivery. The two axes on the matrix represent Satisfaction(vertical) and relative Importance (horizontal). The I-S (Importance-Satisfaction)matrix should be interpreted as follows. • Continued Emphasis (above average importance and above average satisfaction). This area shows where the Town is meeting customer expectations. Items in this area have a significant impact on the customer's overall level of satisfaction. The Town should maintain (or slightly increase) emphasis on items in this area. Exceeding Expectations (below average importance and above average satisfaction). This area shows where the Town is performing significantly better than customers expect the Town to perform. Items in this area do not significantly affect the overall level of satisfaction that residents have with Town services. The Town should maintain (or slightly decrease) emphasis on items in this area. Opportunities for Improvement (above average importance and below average satisfaction). This area shows where the Town is not performing as well as residents expect the Town to perform. This area has a significant impact on customer satisfaction, and the Town should DEFINITELY increase emphasis on items in this area. Less Important (below average importance and below average satisfaction). This area shows where the Town is not performing well relative to the Town's performance in other areas; however, this area is generally considered to be less important to residents. This area does not significantly affect overall satisfaction with Town services because the items are less important to residents. The agency should maintain current levels of emphasis on items in this area. The matrix chart showing the results for Westlake is provided on the following page. ETC institute (2009) Page 30 tf O a� ry m U) N 70 a) a) m O c 0 T� VI O O N ■x L L c _ E W A v C? L C O N � m v a� y 3 Ift O 1 T a) ate"' O N c C O Q N N W V) c a L O U 42 y m U) C cu m U C m 0 a m Q) m 0 c 0 cc a) 0 L y Q m L C O cn c 'o Q. w V O Oft L u0poeppes ueew �(� o U O (6 • U En • V) N cu CO L1 , rn h L L 3 O Qi � vcCi N O O O a p � � i O O a to y ro � V o ai % Q o v a •. � � m • cm, _ aii E rzi c y i d • o � � �'� i � U ci p w i � YQ 'm CL lL iE U U (U C cu O O .E y . N W O J o BLgjed uopoeppes a� CL L s Im cm 2 V Ca 0 0 ti h W o� M a) tm m Q O O N a) cn c U w 2009 Town of Westlake Resident Survey: Draft Report Section 4: i M11 I i iA ETC Institute (2009) Page 32 2009 Town of Westlake Resident Survey: Draft Report 01. Please rate your satisfaction with the following services provided by the Town of Westlake using a scale of 1 to 5 where 5 means "very satisfied" and 1 means "very dissatisfied." (excluding "don't knows") (N=253) ETC Institute (2009) Page 34 Very Very Satisfied Satisfied Neutral Dissatisfied Dissatisfied QIa. Quality of public safety services 31.5% 47.5% 17.2% 2.9% 0.8% Q 1 b. Overall efforts to ensure the Community is prepared for emergencies 24.0% 41.3% 28.1% 4.1% 2.6% QIc. Overall maintenance of Town streets 19.5% 42.6% 25.1% 12.0% 0.8% Q 1 d. Overall effectiveness of communication 27.8% 46.4% 19.4% 4.4% 2.0% QIe. Overall quality of water utility services 20.1% 41.4% 22.2% 11.3% 5.0% QIf. Overall quality of wastewater utility services 19.2% 41.3% 27.4% 6.7% 5.3% Qlg. Quality of parks, trails, and recreation programs and facilities 21.2% 32.9% 27.3% 14.3% 4.3% Qlh. Overall quality of customer service 31.4% 46.2% 16.5% 3.8% 2.1% Qli. Overall efforts to manage storm water run-off 18.5% 27.3% 32.7% 14.6% 6.8% Qlj. Westlake Academy 32.4% 22.5% 22.1% 10.3% 12.7% ETC Institute (2009) Page 34 2009 Town of Westlake Resident Survey: Draft Report Q2. Which THREE services listed in Question #1 are most important to you? Q3. 3rd choice Number Percent A=Public safety services 23 9.1 % B=Community's preparedness for emergencies 21 8.3 % C=Overall maintenance of Town streets 45 17.8 % D=Effectiveness of communication 15 5.9 % E=Water utility services 24 9.5 % F=Wastewater utility services 11 4.3 % G=Quality of recreation programs and facilities 26 10.3 % H=Quality of customer service provided by the Town 16 6.3 % I=Storm water run-off 25 9.9 % J=Westlake Academy 18 7.1 % Z=None chosen 29 11.5 % Total 253 100.0 % Q2. Which THREE services listed in Question #1 are most important to you? (sum of top three choices) Q2.Sum of Top Three Choices Number Percent A=Public safety services 194 76.7 % B =Community's preparedness for emergencies 50 19.8 % C = Overall maintenance of Town streets 84 33.2 % D =Effectiveness of communication 29 11.5 % E = Water utility services 83 32.8 % F = Wastewater utility services 21 8.3 % G= Quality of recreation programs and facilities 77 30.4 % H=Quality of customer service provided by the Town 31 12.3 % I = Storm water run-off 31 12.3 % J = Westlake Academy 103 40.7 % Z =None chosen 13 5.1 % Total 716 ETC Institute (2009) Page 36 2009 Town of Westlake Resident Survey: Draft Report Q5.Please rate each following item on a scale of 1 to 5 where 5 means "very satisfied" and 1 means "very dissatisfied." (N=253) Very Very Don't Satisfied Satisfied Neutral Dissatisfied dissatisfied Know Q5a. Value received for the Town sales tax and fees 23.7% 37.5% 18.6% 9.1% 4.0% 7.1% Q5b. Quality of government Services provided by the Town 23.7% 41.9% 18.6% 7.5% 1.6% 6.7% Q5c. Overall quality of life 47.4% 38.7% 9.9% 3.6% 0.4% 0.0% Q5d. How well the Town is planning for growth 17.8% 37.2% 16.6% 9.5% 4.7% 14.2% Q5.Please rate each following item on a scale of 1 to 5 where 5 means "very satisfied" and 1 means "very dissatisfied." (excluding "don't knows") (N=253) Very Very Satisfied Satisfied Neutral Dissatisfied dissatisfied Q5a. Value received for the Town sales tax and fees 25.5% 40.4% 20.0% 9.8% 4.3% Q5b. Quality of government services Provided by the Town Q5c. Overall quality of life Q5d. How well the Town is planning for growth 25.4% 44.9% 19.9% 8.1% 47.4% 38.7% 9.9% 3.6% 20.7% 43.3% 19.4% 11.1% 1.7% 0.4% 5.5% ETC Institute (2009) Page 38 2009 Town of Westlake Resident Survey: Draft Report Q6. Using a scale of 1 to 5 where 5 means "very willing" and 1 means "not willing at all," please rate your willingness to pay a minimal Town property tax to Prevent reductions in the following services: (excluding "don't knows") (N=253) ETC Institute (2009) Page 40 Very Somewhat Not willing Willing Willing Willing Not Willing at All Q6a. Public safety services 11.2% 15.1% 24.3% 21.1% 28.3% Q6b. Maintenance of streets & drainage 7.6% 15.1% 27.1% 23.1% 27.1% Q6c. Westlake Academy 12.7% 9.6% 10.4% 19.1% 48.2% Q6d. Historic preservation 0.8% 5.2% 15.6% 26.0% 52.4% Q6e. Streetscaping 5.2% 10.8% 23.2% 25.2% 35.6% Q6f. Parks, trails, &recreation programs 7.6% 11.6% 26.4% 24.0% 30.4% Q6g. Storm water management 4.6% 11.3% 23.9% 24.8% 35.3% Q6h. Public art 1.6% 5.6% 12.5% 23.0% 57.3% ETC Institute (2009) Page 40 2009 Town of Westlake Resident Survey: Draft Report 07. Using a scale of 1 to 5 where 5 means "very willing" and 1 means "not willing at all," please rate your willingness to pay a Town property tax to fund expanded levels of service in the following areas: (excluding "don't knows") (N=253) ETC Institute (2009) Page 42 Very Somewhat Not willing Willing Willing Willing Not Willing at All Q7a. Public safety services 8.0% 12.0% 18.0% 22.0% 40.0% Q7b. Maintenance of streets & drainage 4.8% 9.7% 21.4% 22.6% 41.5% Q7c. Westlake Academy 11.2% 10.4% 10.4% 17.6% 50.4% Q7d. Historic preservation 0.0% 4.1% 10.2% 27.6% 58.1% Q7e. Streetscaping 4.9% 7.3% 17.8% 27.1% 42.9% Q7f. Parks,trails, & recreation programs 6.9% 9.3% 21.0% 22.2% 40.7% Q7g.New fire station 5.3% 9.0% 21.7% 20.5% 43.4% Q7h. New Town hall 1.6% 6.1% 16.4% 29.5% 46.3% Q7i. Public art 1.6% 3.7% 11.8% 21.2% 61.6% ETC Institute (2009) Page 42 2009 Town of Westlake Resident Survey: Draft Report 08a-f. POLICE SERVICES.Using a scale of 1 to 5,where 5 means "very satisfied" and 1 means "very dissatisfied," please rate your satisfaction_with each of the following: (excluding "don't know" (N=253) ETC Institute (2009) Page 44 Very Very Satisfied Satisfied Neutral Dissatisfied Dissatisfied Q8a. Quality of local police protection 28.3% 50.4% 16.7% 4.2% 0.4% Q8b. Visibility of police in neighborhoods 27.2% 49.8% 16.3% 6.3% 0.4% Q8c. Quickly the police respond to emergencies 34.2% 40.0% 24.5% 0.0% 1.3% Q8d. Efforts to prevent crime 26.4% 39.6% 28.0% 4.4% 1.6% Q8e. Level of traffic enforcement 22.2% 42.3% 22.6% 8.8% 4.2% Q8f. Municipal court services 20.0% 48.0% 26.5% 4.5% 1.0% ETC Institute (2009) Page 44 2009 Town of Westlake Resident Survey. Draft Report 08i-1. MAINTENANCE SERVICES. Using a scale of 1 to 5,where 5 means "very satisfied" and 1 means "very dissatisfied," please rate your satisfaction with each of the following: (N=253) Q8j-1. MAINTENANCE SERVICES.Using a scale of 1 to 5,where 5 means "very satisfied" and 1 means "very dissatisfied," please rate your satisfaction with each of the following: (excluding "don't know") (N=253) Very Satisfied Satisfied Neutral Very Dissatisfied Dissatisfied Don't Know Q8j. Condition of major Satisfied Neutral Dissatisfied Dissatisfied Q8j. Condition of major streets 19.4% streets 19.0% 44.3% 26.1% 8.3% 0.4% 2.0% Q8k. Condition of streets in 13.4% 2.4% Q81. Cleanliness of streets/other public neighborhood 24.9% 39.1% 17.8% 13.0% 2.4% 2.8% Q81. Cleanliness of streets/ other public areas 22.9% 48.6% 19.0% 6.3% 1.2% 2.0% Q8j-1. MAINTENANCE SERVICES.Using a scale of 1 to 5,where 5 means "very satisfied" and 1 means "very dissatisfied," please rate your satisfaction with each of the following: (excluding "don't know") (N=253) ETC Institute (2009) Page 46 Very Very Satisfied Satisfied Neutral Dissatisfied Dissatisfied Q8j. Condition of major streets 19.4% 45.2% 26.6% 8.5% 0.4% Q8k. Condition of streets in neighborhood 25.6% 40.2% 18.3% 13.4% 2.4% Q81. Cleanliness of streets/other public Areas 23.4% 49.6% 19.4% 6.5% 1.2% ETC Institute (2009) Page 46 2009 Town of Westlake Resident Survey. Draft Report O8a-v. COMMUNICATION/CITIZEN ENGAGEMENT.Usine a scale of 1 to 5,where 5 means "very satisfied" and 1 means "very dissatisfied." please rate vour satisfaction with each of the following: (N=253) ETC Institute (2009) Page 48 Very Very Don't Satisfied Satisfied Neutral Dissatisfied Dissatisfied Know Q8q. Availability of information about Town services and activities 21.3% 41.9% 22.5° 8.3% 1.6% 4.3% Q8r. Timeliness of information provided by the Town 21.7% 41.1% 21.3% 8.3% 2.4% 5,1% Q8s.Efforts by the Town to keep people informed about local issues 26.1% 41.5% 17.0% 8.3% 2.4% 4.7% Q8t. Usefulness of the Town newsletter 23.7% 36.8% 22.5% 5.5% 5.1% 6.3% Q8u.The Town of Westlake's website 20.9% 40.7% 20.6% 1.2% 3.2% 13.4% Q8v.The level of public involvement in local decisions 16.6% 32.0% 24.1% 7.1% 6.7% 13.4% ETC Institute (2009) Page 48 2009 Town of Westlake Resident Survey: Draft Report 08w-2.UTILITY SERVICES. Using a scale of 1 to 5,where 5 means "very satisfied" and 1 means "very dissatisfied," please rate your satisfaction with each of the following: Very Very Don't Satisfied Satisfied Neutral Dissatisfied Dissatisfied Know Q8w. Residential trash collection services 30.4% 57.3% 5.9% 2.0% 2.0% 2.4% Q8x. Curbside recycling services 34.8% 49.4% 7.5% 3.6% 2.0% 2.8% Q8y. Yard waste collection services 22.1% 41.5% 13.8% 1.6% 2.0% 19.0% Q8z. Bulky item pick up/ removal services 19.0% 27.7% 19.4% 4.0% 2.4% 27.7% Q8-1. Efforts to promote water conservation &protect water resources 15.4% 34.0% 25.7% 4.0% 3.2% 17.8% Q8-2. Household hazardous waste disposal service 9.1% 24.5% 22.1% 4.7% 2.8% 36.8% ETC Institute (2009) Page 50 2009 Town of Westlake Resident Survey: Draft Report 09. CODE ENFORCEMENT SERVICES. UsinL a scale of 1 to 5 where 5 means "very satisfied" and 1 means "very dissatisfied," please rate your satisfaction with each of the following• (N=253) ETC Institute (2009) Page 52 Very Very Don't Satisfied Satisfied Neutral Dissatisfied Dissatisfied Know Q9a. Enforcing the clean up of junk& debris on private property 20.2% 35.2% 22.5% 5.9% 3.2% 13.0% Q9b. Enforcing the mowing & cutting of weeds & grass on private property 20.2% 36.0% 24.9% 3.6% 4.0% 11.5% Q9c. Enforcing the exterior maintenance of residential property 19.4% 38.3% 23.3% 3.2% 2.4% 13.4% Q9d. Enforcing sign regulations 19.0% 35.2% 23.7% 2.4% 1.6% 18.2% Q9e. Enforcement of yard parking regulations 24.1% 37.2% 22.1% 2.8% 2.0% 11.9% Q9f. Efforts to remove abandoned or inoperative vehicles 19.4% 29.6% 18.6% 0.8% 2.8% 28.9% ETC Institute (2009) Page 52 2009 Town of Westlake Resident Survey: Draft Report Q10.From which of the following sources do you get information about the Town of Westlake? Q 10. Top source Number Percent 1 =Email from the Town 155 61.3 % 2 =Town newsletter 180 71.1 % 3 =Town website 115 45.5 % 4 =Voice messages from the Town 72 28.5 % 5 =The Westlake First News 127 50.2 % 9 =None chosen 6 2.4 % Total 655 Q10-3. Have you looked at Council packets on the website? Q 10-3. Looked at Council packets on website Number Percent Yes 37 55.2 % No 30 44.8 % Total 67 100.0 % ETC Institute (2009) Page 54 2009 Town of Westlake Resident Survey: Draft Report 013. UsinLy a scale of 1 to 5 where 5 means "strongly agree" and 1 means "strongly disagree," please rate your level of agreement with the following statements about Westlake Academy: (N=253) Q13d. Westlake Academy adds value to property 39.1% 22.5% 13.4% 6.3% 11.5% 7.1% 013.Using a scale of 1 to 5 where 5 means "strongly agree" and 1 means "strongly disagree," please rate your level of agreement with the following statements about Westlake Academy: (excluding "don't knows") (N=253) Strongly Strongly Don't Agree Agree Agree Neutral Disagree Disagree Know Q13 a. Westlake Academy quality education 40.1% 25.8% provides quality education 34.4% 22.1% 16.2% 5.1% 7.9% 14.2% Q13b. How Westlake governed & funded 39.9% 33.9% 17.4% 3.7% Academy is governed & funded 34.4% 29.2% 15.0% 3.2% 4.3% 13.8% Q13c. Westlake Academy 44.3% 22.5% 14.3% 9.0% 9.8% adds value to the Town 42.7% 21.7% 13.8% 8.7% 9.5% 3.6% Q13d. Westlake Academy adds value to property 39.1% 22.5% 13.4% 6.3% 11.5% 7.1% 013.Using a scale of 1 to 5 where 5 means "strongly agree" and 1 means "strongly disagree," please rate your level of agreement with the following statements about Westlake Academy: (excluding "don't knows") (N=253) Q13d. Westlake Academy adds value to property 42.1% 24.3% 14.5% 6.8% 12.3% ETC Institute (2009) Page 56 Strongly Strongly Agree Agree Neutral Disagree Disa ree Q13a. Westlake Academy provides quality education 40.1% 25.8% 18.9% 6.0% 9.2% Q13b. How Westlake Academy is governed & funded 39.9% 33.9% 17.4% 3.7% 5.0% Q13c. Westlake Academy adds value to the Town 44.3% 22.5% 14.3% 9.0% 9.8% Q13d. Westlake Academy adds value to property 42.1% 24.3% 14.5% 6.8% 12.3% ETC Institute (2009) Page 56 2009 Town of Westlake Resident Survey: Draft Report Q17. Do any children in grades K-12 currently live in your household? Q17. Any children of K-12 live in household Number Percent 1=Yes 122 48.6 % 2=No 129 51.4 % Total 251 100.0 % 017a. If yes to Question #17, do any of these children currently attend Westlake Academy? Q17a. Any children attend Westlake Academy Number Percent 1=Yes 63 52.5 % 2=No 57 47.5 % Total 120 100.0 % 017b. If NO to Question #17a, did any of these children previously attend Westlake Academy? Q17b. Any children previously attended Westlake Academy Number Percent 1=Yes 25 44.6 % 2=No 31 55.4 % Total 56 100.0 % ETC Institute (2009) Page 58 2009 Town of Westlake Resident Survey: Draft Report Q18. In which subdivision do you live? Q18. Subdivision Number Percent 1=Stagecoach Hills 47 18.6 % 2=Vaquero 95 37.5 % 3=Wyck Hill 9 3.6 % 4=Glenwyck Farms 60 23.7 % 5=Mahotea Boone 5 2.0 % 6=Other 25 9.9 % 9=None selected 12 4.7 % Total 253 100.0 % Q18. Other Q 18 Other 1559 DOVE RD STONEHURST PEARSON LANE ASPEN ASPEN LANE ASPEN LANE ASPEN LANE DOVE RD ASPEN LANE PEARSON LN ASPEN LN PEARSON KNIGHT KNIGHT PAIGEBROOKE PAIGEBROOKE ETC Institute (2009) Page 60 2009 Town of Westlake Resident Survey. Draft Report Section S: Survey Instrument ETC Institute (2009) Page 62 Town of Westlake Resident Survey 1. Satisfaction with Maior Types of Services Provided By the Town. Using a scale of 1 to 5 where 5 means "very satisfied" and 1 means "very dissatisfied," please rate your satisfaction with the followina services nrovided by the Town of Westlake: Very Satisfied How Satisfied are you with: Satisfied Neutral Dissatisfied Very Dissansfied Don't Know Quality of public safety services(police, A. fire, emergency medical, and municipal 5 4 3 2 1 9 court) in the Town Westlake B Overall efforts by Westlake to ensure the 5 4 3 2 1 9 community is prepared for emergencies C. Overall maintenance of Town streets 5 4 3 2 1 9 D Overall effectiveness of communication 5 4 3 2 1 9 by the Town of Westlake E. Overall quality of water utility services 5 4 3 2 1 9 F Overall quality of wastewater(or sanitary 5 4 3 2 1 9 sewer) utility services G Quality of parks, trails, and recreation 5 4 3 2 1 9 programs and facilities in Westlake H Overall quality of customer service 5 4 3 2 1 9 provided by the Town of Westlake Overall efforts by the Town to manage 5 4 3 2 1 9 storm water run-off J. Westlake Academy 5 4 3 2 1 1 9 2. Which THREE of the services listed above are most important to you? [Write in the letters below using the letters from the list in Question 1 above]. 1 st: 2nd: 3rd: 3. Using a scale of 1 to 5 where 5 means "excellent" and 1 means "poor," please rate Westlake with reqard to the followinq: A.1 As a place to live 5 4 3 2 1 9 B. Asa place to work 5 4 3 2 1 9 C. As a place to retire 5 4 3 2 1 9 D As a community that is moving in the 5 4 3 2 1 9 riaht direction 4. Overall, how safe do you feel in the Town of Westlake? (4) Very safe (3) Safe (2) Unsafe (1) Very unsafe (9) Don't know 1 Satisfaction with Specific Types of Services Provided By the Town. Using a scale of 1 to 5, where 5 means "very satisfied" and 1 means "very dissatisfied," please rate your satisfaction with each of the following: Very •d Neutral Dissatisfied How Very Don't Satisfied •d DIssatisfied Know Police Services A. Overall quality of local police protection 5 4 3 2 1 9 B. Visibility of police in neighborhoods 5 4 3 2 1 9 C. How quickly police respond to emergencies 5 4 3 2 1 9 D. Efforts by the Town to prevent crime 5 4 3 2 1 9 E. Level of traffic enforcement 5 4 3 2 1 9 F. Municipal Court services 5 4 3 2 1 9 Fire and Medical Services G. Overall quality of fire services 5 4 3 2 1 9 H Overall quality of emergency medical 5 4 3 2 1 9 services How quickly fire and emergency medical 5 4 3 2 1 9 services personnel respond Maintenance Services J. Condition of major streets in Westlake 5 4 3 2 1 9 K Overall condition of streets in your 5 4 3 2 1 9 neighborhood L. Cleanliness of streets/other public areas 5 4 3 2 1 9 Parks and Recreation Services M. Maintenance of the Town park 5 4 3 2 1 9 N. Number of parks in your community 5 4 3 2 1 9 O. Number of walking/biking walking/biking trails 5 4 3 2 1 9 P Quality of outdoor athletic fields available to 5 4 3 2 1 9 the Westlake community Communication/Citizen Engagement Q Availability of information about Town 5 4 3 2 1 9 services and activities R Timeliness of information provided by the 5 4 3 2 1 9 Town of Westlake S Efforts by the Town of Westlake to keep you 5 4 3 2 1 9 informed about local issues T. Usefulness of the Town newsletter 5 4 3 2 1 9 U. The Town of Westlake's website 5 4 3 2 1 9 V The level of public involvement in local 5 4 3 2 1 9 decisions Utility Services W Residential trash collection services 5 4 3 2 1 9 X. Curbside recycling services 5 4 3 2 1 9 Y. Yard waste collection services 5 4 3 2 1 9 Z Bulky item pick up/removal services(old 5 4 3 2 1 9 furniture, appliances.etc. Town efforts to promote water conservation 5 4 3 2 1 9 and protect water resources 2 Household hazardous waste disposal service 5 4 3 2 1 9 for oil,paint,etc 14. Have you eaten at any of the Solana restaurants during the past year? (1) Yes (2) No 15. What is your age? (1) 18-34 years (3) 55-74 years (2) 35-54 years (4) 75+ years 16. How many years have you lived in Westlake? years 17. Do any children in grades K-12 currently live in your home? (1) Yes — answer#17a (2) No 17a. IF YES to #17: Do any of these children currently attend Westlake Academy? (1) Yes (2) No — answer 17b 17b. IF NO to #17a: Did any of these children previously attend Westlake Academy? (1) Yes — answer 17c (2) No 17c. If YES to #17b: Why did your children stop attending Westlake Academy? 18. In which subdivision do you live? (1) Stagecoach Hills _(2) Vaquero (3) Wyck Hill (4) Glenwyck Farms _(5) Mahotea Boone _(6) Other: 19. Which of the following BEST describes your total annual household income? (1) Under $50,000 (3) $150,000 - $500,000 (2) $50,000 - $149,999 (4) Over$500,000 20. Gender: (1) Male (2) Female OPTIONAL: If you have any other comments please write them in the space provided below. THE TOWN OF WESTLAKE THANKS YOU FOR COMPLETING THIS SURVEY. Please Return Your Completed Survey in the Enclosed Postage Paid Envelope Addressed to: ETC Institute, 725 W. Frontier Circle, Olathe, KS 66061 Town of Westlake Strategic Plan 'Westlake, apremier knowledge based community" DRAFT 3 Village Circle,Suite 202,Westlake,Texas 76262 www.westlake-tx.org (817)430-0941 Vision Statement Westlake is a one-of-a-kind community—an Community Values oasis with rolling hills, grazing longhorns, and soaring red-tailed hawks, located in the heart • Innovation of the Fort Worth-Dallas metropolitan area. • A strong knowledge/education base Inviting neighborhoods and architecturally • Being friendly and welcoming vibrant corporate campuses find harmony • Family focus among our meandering roads and trails, lined with native oaks and stone walls. • 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 3 Timelines Community Strengths and Challenges Vision Point One Vision Point Two Vision Point Three Outcome Strategies and Objectives 4 5 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. Mission Statement 6 "On behalf of the citizens, the mission of the Town of Westlake is to 7 be a one-of-a-kind community that blends our rural atmosphere with our rich culture and urban location." 8 Page 2 f( r Z-_ F "Ilestlake, a premier knowledge based community" Solana Office Complex Town of Westlake History and Demographics 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. Top Employers • Fidelity Investments • Chrysler Financial • First American Real Estate Information Services,Inc. • Wells Fargo Bank • McKesson Corporation Major & Planned Developments • Fidelity Investments North Texas Campus • Solana Corporate Campus • Chrysler Financial—Westlake Campus • First American Campus • Deloitte University Campus (in-design) • Marriott/Solana Hotel Comprehensive Facilities & Programs Engagement Planning Neighborhood Integrity Community Appearance Quality Development Aesthetic Standards Well Educated Future Leaders & Thinkers Business Partnerships with Town & Westlake Academy Environment Stewardship Citizen Communication Historic Preservation Tourism Development Page 3 Strategic Plan's Organization and Timelines 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 The vision points are then divided into key Result Areas(KR)Vs) 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. 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 Page 4 Town of Westlake Community Strengths and Challenges 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. Future Milestones and Events • Groundbreaking of Deloitte University • Completion of the Sam and Margaret Lee Arts and Sciences Center 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 1-35 • 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 Page 6 Town of Westlake Strategic Plan Summary VISION POINT TWO-WE ARE LEADERS 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 Westlake Academy 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. Entrance to Westlake Academy Key Result Areas Supporting the Vision Point Premier Educational Facilities and Programs Short-Range Goals • Opening of Arts and Sciences Center 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 Producing Well Educated Future Leaders and Thinkers Short-Range Goals • Academy Students in Internships at Corporate Campuses • Academy and Deloitte University Mentoring Programs 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 Environmental Stewardship I n itiatives Short-Ran e Goals • Create Westlake Green Team • Automated Recycling Program • Plan for Environmental Improvements and Water Conservation Strategies 2009 Strategic Plan Summary VISION POINT THREE-HOSPITALITY FINDS ITS HOME IN WESTLAKE 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. 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 Arts and Culture Short-Range Goals • Implement Westlake Speaker Series to Feature Community Leaders 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 Page 7 WA Campus Fountain 2009 Page 8 Vision Point One—Inviting Residential and Corporate Neighborhoods Glenwyck Park "We are limited, not by our abilities, but by our own vision." -Anonymous Vaquero Key Result Areas and Outcome Strategies 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. 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: Fall, 2009 Objective 1.2: Work with consultant to draft the master plans—form community/staff task force. Estimated Completion Date:Summer, 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: 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 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 Page 9 Sensitivity to Neighborhood Integrity(cont.) 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 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. 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 Town of Westlake Arbor Days Hot Air Balloon ;,COACA �'�� AIRPARK >n irn Entrance to Stagecoach Hills 2009 J.T.Ottinger Road �wnmmraw.__� Terra Bella Entry Page 10 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. 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 Page 11 Town of Westlake Highest Quality Development and Aesthetic Standards (cont.) 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 Cielo Restaurant 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 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. Marriott/Solana Hotel 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 Page 12 Vaquero 'Westlake has been a lot of things, but it has never been ordinary." Fort Vorth Star Telegram Town of Westlake Vision Point Two — We Are Leaders 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. 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 PRODUCING WELL EDUCATED FUTURE LEADERS AND THINKERS —Supportthe 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. 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 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. Vaquero Estimated Completion Date: Winter, 2009 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 Page 13 Beginning Phase of A&S Site Preparation ENVIRONMENTAL STEWARDSHIP INITIATIVES—Develop and implement co m prehe nsive'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 maybe 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. 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. Estimated Completion Date: Spring, 2010 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 I -- Objective 1.6: Provide hazardous material disposal for citizens. Estimated Completion Date: On-going Westlake Academy and Student Body Page 14 Westlake DPS Engine Town of Westlake Environmental Stewardship Initiatives(cont.) 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: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 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—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: Council to review long-range financial forecast and determine possible financial issues and their timing. Estimated Completion Date: Fall, 2009 Objective 1.3: Staff to identify options and strategies. Estimated Completion Date: Spring, 2010 Objective 1.4: Council to prioritize service options and provide staff direction on future budgeting and resource allocation. Estimated Completion Date: Spring, 2010 2009 High Quality Services Delivery Coupled with Financial Stewardship(cont.) 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. 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: Summer, 2010 Objective 2.2: Identify actual or potential costs incurred by the Town. Estimated Completion Date: Summer, 2010 Objective 2.3: Survey other communities to benchmark fee schedules for newly proposed fees and amendments of existing fees. Estimated Completion Date: Summer, 2010 B. Impact Fees Objective 2.4: Discuss and receive Council direction on impact fee feasibility study. Estimated Completion Date: Winter, 2009 Objective 2.5: Prepare proposal of utility impact fee analysis and feasibility report. Estimated Completion Date: Summer, 2010 Objective 2.6: Review impact fee recommendations and consider fee adoption. Estimated Completion Date: Spring, 2011 C. Park Land Dedication and Development Fee Page 15 Objective 2.7: Discuss and receive Council direction on park land dedication and development fee implementation. Estimated Completion Date: Winter, 2009 Objective 2.8: Prepare proposal of park land dedication and development fee analysis and feasibility report. Estimated Completion Date: Summer, 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: Fall, 2009 Objective 3.2: Present options and recommendations to Council. Estimated Completion Date: Spring, 2010 Westlake DPS Ambulance Page 16 "Good business leaders c-reate a vision, articulate the vision,passionately ouvn the vision, and relentlessly drive it to completion." -Jack Wlelcb 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 2009 Infrastructure Maintenance and Planning(cont.) 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 Page 17 Spring Flowers 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: 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 Page 18 Vision Point Three — Hospitality Finds Its Home in Westlake Town of 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. }A 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 2A Present study to Council in workshop. Westlake Academy Estimated Completion Date: Winter, 2009 Objective 2.5: Implement Council directed e-government program. Estimated Completion Date: Summer, 2010 Page 19 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. 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 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 Town of Westlake Decoration Day Flags "Vision is the art of seeing what is invisible to others." -Jonathan Swift Wyck Hill 011I 1 Tourism Development(cont.) Westlake Academy/Civic Campus S � 1 Page 20 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 regardingthe 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 Page 21 Town of Westlake 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. Outcome Strategies: 1. Implement a Westlake speaker series featuring community leaders -Short-Range and On going Goals. in°' Team Leader:Ginger Awtry Objective 1.1: Research and identify similar programs involving community speaker series for both residents and student body. Estimated Completion Date: Spring, 2010 Sunrise at Westlake Academy Objective 1.2: 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 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. Tor&ymeo- Tww Iffaasre/cfO AlmzA4 Acade„aa 3 Village Circle, Suite 202, Westlake, Texas 76262 Phone: (8 1 7) 430-0861 Fax.- (8 1 7) 430-0967 www..Westlake-&.or 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 behalf of the residents of the Town of Westlake. OF WES1� tSl'-IY36 l� K NCp� E 1 Key Results Key Results Mission Desired Community Conditions/Vision Points Area 1. Residents are safe. 2. Residents feel safe. Citizens are safe,feel safe and 3. Travel on Town streets is safe. secure,and have trust and shared 4. Residents, businesses and public safety agencies work 1. Public Safety responsibility for maintaining a safe together for a safe community. environment. 5. The community is prepared to respond to emergencies, natural disasters,catastrophic acts and other events that threaten the health and safety of the public. The Westlake Academy will provide a rigorous curriculum that is international in scope with high expectations by sharing the responsibility of educational development among teachers, parents, community,and students. This will be achieved by providing an 6. Premier educational facilities and programs. 2. Westlake innovative approach to education 7. Producing well educated future leaders and thinkers. Academy that focuses on the needs of each 8. Business partnerships with town &Westlake Academy. student to develop a thirst for knowledge, produce positive esteem, encourage good citizenship and maximize individual potential. This will prepare students to be active participants and agents of change in a rapidly changing environment that is global in scope. People of all ages have the 9. Residents are active and healthy. opportunity to participate in the 10. Families are secure and stable. 3. Citizen community and economy and are 11. Residents are safe from public health risks. Engagement well sheltered,safe, healthy,and 12. Residents have a balance of means,opportunity,and avenues educated. of support needed to provide for their basic needs. Ensure that all existing 13. A reliable water system that meets health and safety quality neighborhoods and corporate standards. campuses are adequately and 14. Wastewater systems meet quality standards. 4. Public efficiently served with well planned, 15. Effective information technology infrastructure is accessible Infrastructure coordinated,and maintained throughout the community. Maintenance& infrastructure. Ensure that new 16. The street system is well designed and maintained. Planning development is efficiently integrated 17. New development is efficiently integrated into existing or into existing infrastructures and that approved infrastructure and its costs are balanced with the the costs are balanced with the revenues generated and adopted Town development policies. revenues generated. 18. On-going comprehensive planning. 19. Sensitivity to neighborhood integrity. Guide growth to protect the 20. Outstanding community appearance. 5. Sustainable environment and the community 21. Highest quality development and aesthetic standards Community economic vitality and create a 22. Parks,open space, recreation facilities and public trails are Development variety of livable,sustainable available,accessible and strategically located,designed and communities throughout Westlake. maintained. 23. Westlake's built environments are safe, habitable,well maintained,and sustainable. 24. A balance of densities, land uses,and pedestrian friendly environments is available throughout Westlake. 25. The downtown area is vital, active,safe and accessible. 26. Air,water, and land are protected from conditions that are harmful to people and the environment. 27. Water resources are sustainably managed, conserved and protected to provide a long-term supply and drought reserve. Protect and enhance 28. Solid wastes are produced no faster than natural systems and 6. Environmental Westlake's natural environments- technology can process them. Stewardship its rolling plains, native stands of 29. Open Space is preserved and protected. trees,wildlife,air, and water. 30. Residents participate in caring for the environment and conserving natural resources. 31. Residents are well informed about and appreciate ecological diversity. 32. Energy consumption is balanced to protect the environment. 33. The economy is diverse and broad-based. 34. The economy is vital, prosperous and consistent with local and Achieve a vital,diverse,and regional resources. 7. Economic Vitality sustainable economy in which 35. There are abundant, competitive, career oriented businesses and residents have employment opportunities. opportunities for success. 36. Businesses develop and prosper. 37. Tourism development. Residents are fully and effectively 38. Residents actively participate in civic and public affairs. engaged in the life and decisions of 39. Residents participate in community organizations, activities, the community to promote and and events. 8. Community& enhance our pride, cultural values, 40. Residents have an accurate understanding of community Cultural and resources and ensure that conditions. Engagement Westlake's community institutions 41. Residents appreciate,foster and respect Westlake's arts and are effective, accountable, and cultures. 42. Historic preservation. responsive. 43. Citizen communication. 44. Conservative fiscal management. 45. Growth pays for growth. 46. Leaders work together for the good of the community. 47. Leaders cooperate and coordinate with the other governments in the NCTCOG region. 48. Government and its leaders are responsive to changing community and customer conditions. 49. Government protects the civil and constitutional rights of 9. Governmental Government is ethical and citizens. 50. Customers conveniently access Town services and officials. Excellence& accountable;every element of 51. Customers can participate in their government by accessing Effectiveness government contributes effectively information about services, policies, community conditions, to meeting public needs. regulations,etc. 52. Financial assets are maximized and protected,and analyzed and reported accurately, understandably,and usefully. 53. Products,services,and materials are obtained efficiently, fairly,and in a timely manner. 54. Town services, operations,and finances are measured and audited as needed and meet customer needs. 55. Competent,well-trained motivated employees contribute to the achievement of Town goals and objectives. 56. The work environment for employees is healthy,safe and productive. 57. Town staff is empowered with information and have information processing capacity. 58. Rights of way are obtained and managed and their use optimized for the public's benefit with fair compensation for use. 59. Town real property is effectively obtained and managed in the public's interest,and disposed of when public purpose has changed. 60. Town fixed assets, property,and infrastructure meet Town goals and objectives. 61. Departmental human and financial resources and fixed assets are managed efficiently and effectively. Public Safety Residents are safe and feel safe. Statements and conclusions are based upon Westlake trends or comparisons with similar communities across the nation, region, or state. They are designed to help the user understand if the Town of Westlake is making progress toward the Desired Community Conditions. Serious crimes against persons & property I need the data from the Keller police department in order to complete this part... ... Residents report of feeling safe outside of .....-.__...___- 67% of the residents feel Very Safe and 30%feel safe. their homes during both the day and at Source ETC Institute DirectionFinder Survey(May 2009) night. Westlake public perception compared to 80% of the residents are either Very Satisfied or the United States perception of Public Satisfied with the overall Public Safety which is equal to Safety. the national average of 80%. Source ETC Institute DirectionFinder Survey(May 2009) Public perception of the performance of 82% of the residents are either Very Satisfied or the Westlake Fire Department. Satisfied with the response time from emergency medical personnel. Source ETC Institute DirectionFinder Survey(May 2009) Public perception of the performance of the Police Services in Westlake. 74% of the residents are either Very Satisfied or Satisfied with the response time to emergencies from police department. Source ETC Institute DirectionFinder Survey(May 2009) i Crimes Against Persons and Property 2008 2007 2006 2005 2004 , i I 0 1 2 3 4 5 6 7 8 i I i ■Crimes against property ■Crimes against persons i KEY QUESTIONS FOR CITIZENS, MUNICIPAL LEADERS, AND CITY MANAGERS CONSIDER WHEN EXAMINING THE CITY'S PERFORMANCE PLAN. • What does the Town of Westlake do to ensure both the safety and feeling of safety of its residents? • How much does it spend to impact that desired end result? • How can I learn more about Town services that support both the safety and feeling of safety of its residents? • How effective and efficient are these services? Is the optimum mix of services provided to achieve the greatest impact? • How does this desired condition and related Town services affect other conditions and goals? Amount invested to impact the Vision Point from all funds(in 000's): $1200 %of Overall Proposed Budget: 10% Service Proposed Secondary Vision Point Department Program Strategy Activities Budget Impacts • Fire Suppression, The community is prepared to Fire &Emergency Wildland Firefighting General Fund respond to emergencies, natural disasters,catastrophic Fire Response and HTR. • EMS(BLS& $1,000,000 acts and other events that threaten the health and safety • Classes&Traini ining of the public. • Traffic Travel on Town streets is safe. Police Neighborhood • Open Space General Fund Residents, businesses and public Policing • Service Area $900,000 safety agencies work together Designations for a safe community. Public Safety Residents are safe and feel safe. Overall, how safe do you feel I Overall Satisfaction with E in Westlake? ;' Police Services in Westlake? is ! Very Police response times Safe, j 67% ; Visibility of police in I neighborhoods I Quality of local police E I protection s I E E Don't i 0% 20% 40% 60% 80% E know Safe, 3% ' 30% ■Town of Westlake ■ United States E 009 Focus Area Comment A Target Customer Percent of respondents who Need to collect information from rate the professionalism of , individuals who have had contact with police personnel with whom 74% 80% uniformed police officers and survey to get they had contact as satisfied or actual data regarding this. i very satisfied Cost of Services per Capita for $125.00 ICMA reports$130.45 as the median cost per capita and $146.77 as the mean. Crime Rate (Residents/1000) ICMA reports a median of 2.3 violent Violent crimes and 29.4 property crimes for cities under 100,000. Property Total number of training education and development ? 200 i hours completed per fire fighter Overall, how safe do you feel I Overall Satisfaction with E in Westlake? ;' Police Services in Westlake? is ! Very Police response times Safe, j 67% ; Visibility of police in I neighborhoods I Quality of local police E I protection s I E E Don't i 0% 20% 40% 60% 80% E know Safe, 3% ' 30% ■Town of Westlake ■ United States E Satisfaction with Fire and EMS in Westlake Overall quality of fire services Overall quality of EMS How quickly EMS personnel respond ■Very Satisfied Neutral 0% 50% •Satisfied • Unsatisfied 100 o � Satisfaction with Police Services in Westlake How quickly police respond to emergencies Visiblitiy of police in neighborhoods Overall quality of local police ■Very Satisfied Neutral 0% 50% •Satisfied • Unsatisfied i' 100% Vision Points Public Safety 1. Residents are safe 2. Residents feel safe. 4. Residents, businesses and public safety agencies work together for a safe community. 5. The community is prepared to respond to emergencies, natural disasters, catastrophic acts and other events that threaten the health and safety of the public. Program Strategy Response Recruit and train Westlake FD human resources by providing an integrated management approach to training exceeding national standards so that employees perform to guiding principles and standards that create trust and confidence in Westlake FD services by the community. Key Work Performed • Recruit motivated and qualified personnel. • Train selected cadets in fire suppression,emergency medical services, hazardous materials mitigation and response, heavy technical rescue,wildland fire suppression. • Provide continuing education for sworn personnel in fire suppression, emergency medical services, hazardous materials mitigation and response, heavy technical rescue,wildland fire suppression. • Train acting and promoted officers in fire ground communications and decision making, leadership and supervision. • Train citizens in CPR and as EMT's. • Provide Driver's Training Program. • Annually provide Emergency Medical Technician - Paramedic (EMT-P) course for national certification. Planned Initiatives • Officer development course delivery. Total Program Strategy Actual __--------- ____-____ -_ Fund FY 2007 Full Time General (100) ? Employees Inputs Actual Revised Mid-Year Proposed ____ ____ _a__ __ __---_----- -._- -------_­ --- FY 2008 FY 2009 FY 2009 FY 2010 ? ? ? ? Budget General (100) ? ? ? ? ? I The Town of Westlake Five Year Budget Forecast 2010-2014 if we i �st.195Ci ✓ / / � 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 DRAFT 06/18/09 Includes Major Maintenance and Vehicle&Equipment Replacement/Does not Include Submitted Capital Projects Fund Description FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 General Fund Beginning Fund Balance $ 2,771,739 $ 4,032,712 $ 3,348,598 $ 2,559,157 $ 1,738,982 $ 447,022 Sales Tax 1,700,000 1,627,569 1,374,380 1,238,007 1,275,147 1,313,402 Revenues 3,982,187 2,064,122 2,105,404 2,168,567 2,233,624 2,300,632 Transfer In-Utility Fund(Fort Worth Impact Fees) 65,000 118,000 43,860 45,176 46,531 47,927 Transfer In-Utility Fund(%of master plan) 17,000 - - - - - Transfer In-Property Tax Reduction Fund 250,000 250,000 250,000 250,000 250,000 (179,722) Transfer In-Visitor's Association Fund (28,150) 25,000 - - - - Expenditures (2,525,083) (2,788,307) (2,531,914) (2,430,268) (2,503,176) (2,578,271) Payroll,Benefits and Related Expenditures (1,916,546) (1,957,448) (2,016,171) (2,076,657) (2,138,956) (2,203,125) Transfer Out-Special Revenue Grant Fund 483,062 (8,050) 423,600 393,869 364,138 334,407 Transfer Out-General Major Maintenance Fund(Annual contr.) (15,000) (15,000) (15,000) (15,000) (15,000) (15,000) Transfer Out-General Major Maintenance Fund (90,500) (7,358) Transfer Out-Vehicle&Equipment Replacement Fund (56,900) (440,130) (1,420,100) Transfer Out -Capital Projects (149,185) - - - - Net Total 4,032,712 3,348,598 2,559,157 1,738,982 447,022 (2,114,871) Restricted Funds(Court restrictions) 108,721 108,721 108,721 108,721 108,721 108,721 Designated Funds(A&S Building Pledges Receivable) 305,467 - Ending Balance(projected) 35618,524 3,239,877 2,450,436 1,630,261 338,301 (2,006,150) n..e..,+1-171-- 310 268 204 132 27 (153) Visitors Association Fund Beginning Fund Balance 1,451,153 838,622 754,968 693,495 634,134 577,189 Revenues 511,475 476,975 486,515 501,110 516,143 531,628 Payroll and Related Expenditures (136,068) (133,791) (137,805) (141,939) (146,197) (150,583) Expenditures (338,562) (222,562) (229,239) (236,116) (243,200) (250,495) Transfer Out-Debt Service Fund($2.5 issue) (621,226) (179,276) (180,944) (182,416) (183,692) (179,722) Transfer Out-Capital Projects (28,150) - - - - - Transfer Out-General Fund - (25,000 687,190 619,004 637,574 656,701 Net Total(projected) 838,622 754,968 693,495 634,134 577,189 528,016 Balance 690 32 Cemetary Fund 33 Beginning Fund Balance 62,059 54,609 47,159 38,989 30,077 20,402 34 Revenues 16,550 16,550 16,550 16,550 16,550 16,550 35 Expenditures (24,000) (24,000) (24,720) (25,462) (26,225) (27,012) 36 Ending Balance(projected) 54,609 47,159 38,989 30,077 20,402 9,940 37 FM 1938 Fund 38 Beginning Fund Balance 249,326 1,035,665 872,491 604,268 304,472 43,014 39 Expenditures (249,326) 813,785 687,190 619,004 637,574 656,701 40 Ending Balance(projected) - (476,959) - - - (632,252) 51 Transfer Out- Vehicle&Equipment Replacement - (100,000) (100,000) 41 4B Beginning Fund Balance (75,000) 42 Beginning Fund Balance 512,793 483,062 453,331 423,600 393,869 364,138 43 Revenues 851,000 813,785 687,190 619,004 637,574 656,701 44 Transfer Out-Debt Service Fund (880,731) (843,516) (716,921) (648,735) (667,305) (686,432) 45 Endino Balance(projected) 483,062 453,331 423,600 393,869 364,138 334,407 46 "Fund balance DOES not reflect cash. It represents balance due from Utility Fund for various capital projects(balance sheet accounts due to/from-receive$29,731 through 2019)All funds received are being transferred for annual debt payments 47 Property Tax Reduction Fund Balance 48 Beginning Fund Balance 505,665 1,035,665 872,491 604,268 304,472 43,014 49 Revenues 855,000 813,785 687,190 619,004 637,574 656,701 50 Transfer Out-Debt Service Fund - (476,959) (605,413) (668,799) (649,031) (632,252) 51 Transfer Out- Vehicle&Equipment Replacement - (100,000) (100,000) 52 Transfer Out- Capital Projects (75,000) 53 Transfer Out-General Major Maintenance Fund (150,000) - - - - 54 Transfer Out-General Fund (250,000) (250,000) (250,000) (250,000) (250,000) - 55 Ending Balance(projected) 1,035,665 872 491 604,268 304,472 43,014 67,463 DRAFT 06/18/09 Includes Major Maintenance and Vehicle&Equipment Replacement/Does not Include Submitted Capital Projects Fund Description FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 Debt Service Fund Beginning Balance 10 Beginning Fund Balance 1,396,562 1,649,483 1,424,415 1,479,316 Transfer In-General Fund - - - - - - Transfer In-4B Economic Development Fund 880,731 843,516 716,921 648,735 667,305 686,432 Transfer In-Property Tax Reduction Fund - 476,959 605,413 668,799 649,031 632,252 Transfer In-Visitors Assoc Fund$2.5 issue 621,226 179,276 180,944 182,416 183,692 179,722 Expenditures-Debt Service (1,501,957) (1,499,750) (1,503,278) (1,499,950) (1,500,028) (1,498,406) Ending Balance(projected) (911,025) (1,051,600) (1,083,148) (1,115,642) (1,149,112) 9 Utility Fund 10 Beginning Fund Balance 1,396,562 1,649,483 1,424,415 1,479,316 295,925 596,997 11 Revenues 2,224,250 2,406,643 2,454,776 2,528,419 2,604,272 2,682,400 12 Impact Fees 65,000 118,000 43,860 45,176 46,531 47,927 13 Payroll,Benefits,and Related Expenditures (205,214) (203,214) (209,310) (215,590) (222,057) (228,719) 14 Expenditures (580,988) (550,473) (566,988) (583,997) (601,517) (619,563) 15 Water Purchases (911,025) (1,051,600) (1,083,148) (1,115,642) (1,149,112) (1,183,585) 16 Transfer Out -Utility Major Maintenance(excess not covered) - - - - (88,570) (238,000) 17 Transfer Out -Utility Major Maintenance(annual contribution) (15,000) (15,000) (15,000) (15,000) (15,000) (15,000) 18 Transfer Out-General Fund (%of master plan) (17,000) - - - 19 Transfer Out-General Fund(Impact Fees) (65,000) (118,000) (43,860) (45,176) (46,531) (47,927) 20 Debt Service(Hillwood Infrastructure Pymt) (97,275) (96,120) (99,004) (101,974) (105,033) (108,184) 21 Debt Service(Keller Overhead Storage) (120,864) (120,304) (121,625) (121,107) (121,911) (123,944) 22 Capital Projects (24,863) (595,000) (304,800) (1,558,500) - - 23 Net Fund Balance 1,648,583 1,424,415 1,479,316 295,925 596,997 762,402 24 Restricted Funds 123,790 127,000 130,810 134,734 138,776 142,940 25 Ending Fund Balance(projected) 1,524,793 1 297 415 1,348,506 161,190 458,220 619,462 26 Operating Days 301 242 244 28 78 111 27 Vehicle&Equipment Replacement Fund 28 Beginning Fund Balance - 50,000 60,664 73,796 16,651 29 Transfer In-General Fund 56,900 - - - - 30 Transfer In-Property Tax Reduction Fund 100,000 100,000 - 31 Transer in-General Fund(to make up deficit) - - - - 440,130 1,420,100 32 Expenditures (6900) (89336) (86,868) (57,145) (456,781) (1,420,100) 33 Ending Balance(projected) 50,000 60,664 73,796 16,651 _ 34 General Major Maintenance Fund 35 Beginning Fund Balance 35,000 50,000 137,000 48,484 30,236 8,992 36 Transfer In-General Fund(to make up deficit) - - - - - 7,358 37 Transfer In-General Fund(annual contribution) 105,500 15,000 15,000 15,000 15,000 15,000 38 Transfer In-Property Tax Reduction Fund - 150,000 - - - - 39 Expenditures (90,500) (78,000) (103,516) (33,248) (36,244) (31,350) 40 Ending Balance(projected) 50,000 137,000 48,484 30,236 8,992 41 Utility Major Maintenance Fund 42 Beginning Fund Balance 35,000 50,000 57,500 72,500 56,330 - 43 Transfer in-Utility Fund(annual contritbution) 15,000 15,000 15,000 15,000 15,000 15,000 44 Transfer in-Utility Fund(to make up deficit) - 88,570 238,000 45 Expenses (7 50 0) - (31,170) (159,900) (253,000) 46 Ending Fund Balance(projected) 50,000 57,500 72,500 56,330 47 Capital Projects Fund 48 Beginning Fund Balance 135,760 229,945 229,945 229,945 229,945 229,945 49 Contributions 25,000 - - 50 Transfers in-General Fund 149,185 - - - 51 Transfers In-Property Tax Reduction Fund 75,000 52 Transfers In-Visitors Association Fund 28,150 53 Expenditures (183,1 0) - - 54 Net Ending Fund Balance(projected) 229,945 229,945 229,945 229,945 229,945 229,945 55 Restricted Funds 229,945 229,945 229,945 229,945 229,945 229,945 56 Ending Fund Balance(projected) - - - - 57 Total Projected Ending Fund Balance $ 7,705,275 $ 6,920,406 $ 5,764,073 $ 3,257,220 $ 1,810,256 $ (446,862) DRAFT 06/18/09 9 10 11 12 13 14 15 16 17 1s 19 Includes Major Maintenance and Vehicle&Equipment Replacement Includes ALL Street Repairs and a portion of FM 1938 Streetscape/Wayfinding Estimated Preliminary I Fund Description FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 General Fund Beginning Fund Balance $ 2,771,739 $ 4,032,712 $ 2,948,598 $ 2,098,197 $ 846,837 $ (876,853) Sales Tax 1,700,000 1,627,569 1,374,380 1,238,007 1,275,147 1,313,402 Revenues 3,982,187 2,064,122 2,105,404 2,168,567 2,233,624 2,300,632 Transfer In-Utility Fund(Fort Worth Impact Fees) 65,000 118,000 43,860 45,176 46,531 47,927 Transfer In-Utility Fund(%of master plan) 17,000 - - - - - Transfer In-Property Tax Reduction Fund 250,000 250,000 250,000 250,000 250,000 (179,722) Transfer In-Visitor's Association Fund (28,150) 25,000 (250,000) - - - Expenditures (2,525,083) (2,788,307) (2,531,914) (2,430,268) (2,503,176) (2,578,271) Payroll,Benefits and Related Expenditures (1,916,546) (1,957,448) (2,016,171) (2,076,657) (2,138,956) (2,203,125) Transfer Out-Special Revenue Grant Fund (8,050) - - - Transfer Out-General Major Maintenance Fund(Annual contr.) (15,000) (15,000) (15,000) (15,000) (15,000) (15,000) Transfer Out-General Major Maintenance Fund (90,500) 517 192 130 72 (7,358) Transfer Out-Vehicle&Equipment Replacement Fund (56,900) (440,130) (1,420,100) Transfer Out -Capital Projects (149,185) (400,000) (60,960) (431,185) (431,730) (775,500) Net Total 4,032,712 2,948,598 2,098,197 846,837 (876,853) (4,214,246) Restricted Funds(Court restrictions) 108,721 108,721 108,721 108,721 108,721 108,721 nPQinnnterl Funds(ARR Rnilrlinn Pledges Receivable) 305.467 - 38,989 30,077 20,402 9,940 Ending Balance(projected) 3 b1t5 bZ4 Z 2SS`J i5// l,yo7,4/0 1J8,1 w taoa,arvt ly, ..1-1 Operating Days 310 235 166 60 (77) (313) 20 Visitors Association Fund 21 Beginning Fund Balance 1,451,153 838,622 504,968 193,495 134,134 77,189 22 Revenues 511,475 476,975 486,515 501,110 516,143 531,628 23 Payroll and Related Expenditures (136,068) (133,791) (137,805) (141,939) (146,197) (150,583) 24 Expenditures (338,562) (222,562) (229,239) (236,116) (243,200) (250,495) 25 Transfer Out-Debt Service Fund($2.5 issue) (621,226) (179,276) (180,944) (182,416) (183,692) (179,722) 26 Transfer Out-Capital Projects (28,150) (250,000) (250,000) - - - 27 Transfer Out-General Fund - (25,000) (250,000) (250,000) (250,000) - 28 Net Total(projected) 838,622 504,968 193,495 134,134 77,189 28,016 29 Designated(Historical/Public Arts) - - - 30 Ending Balance(projected) 838,622 504,968 193,495 134,134 77,189 28,016 31 Operating Days 645 517 192 130 72 25 32 Cemetary Fund 33 Beginning Fund Balance 62,059 54,609 47,159 38,989 30,077 20,402 34 Revenues 16,550 16,550 16,550 16,550 16,550 16,550 35 Expenditures (24,000) (24,000) (24,720) (25,462) (26,225) (27,012) 36 Ending Balance(projected) 54,609 47,159 38,989 30,077 20,402 9,940 37 FM 1938 Fund 38 Beginning Fund Balance 249,326 - - - - - 39 Expenditures (249,326) 40 Ending Balance(projected) - 41 413 Beginning Fund Balance 42 Beginning Fund Balance 512,793 483,062 453,331 423,600 393,869 364,138 43 Revenues 851,000 813,785 687,190 619,004 637,574 656,701 44 Transfer Out-Debt Service Fund (880,731) (843,516) (716,921) (648,735) (667,305) (686,432) 45 Endina Balance(oroiected) 483,062 453,331 423,600 393,869 364,138 334,407 46 "Fund balance DOES not reflect cash. It represents balance due from Utility Fund for various capital projects(balance sheet accounts due to/from-receive$29,731 through 2019)All funds received are being transferred for annual debt payments 47 Property Tax Reduction Fund Balance 48 Beginning Fund Balance 505,665 1,035,665 872,491 604,268 304,472 43,014 49 Revenues 855,000 813,785 687,190 619,004 637,574 656,701 50 Transfer Out-Debt Service Fund (476,959) (605,413) (668,799) (649,031) (632,252) 51 Transfer Out- Vehicle&Equipment Replacement - (100,000) (100,000) 52 Transfer Out- Capital Projects (75,000) 53 Transfer Out-General Major Maintenance Fund (150,000) - - - - 54 Transfer Out-General Fund (250,000) (250,000) (250,000) (250,000) (250,000) - 55 Ending Balance(projected) 1,035,665 872 491 604,268 304,472 43,014 67,463 3 Includes Major Maintenance and Vehicle&Equipment Replacement Includes ALL Street Repairs and a portion of FM 1938 StreetscapeMayfinding Fund DRAFT 06/18/09 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 Debt Service Fund Beginning Balance 10 Beginning Fund Balance 1,396,562 1,649,483 1,424,415 1,479,316 Transfer In-General Fund - - - - - 2,454,776 Transfer In-413 Economic Development Fund 880,731 843,516 716,921 648,735 667,305 686,432 Transfer In-Property Tax Reduction Fund - 476,959 605,413 668,799 649,031 632,252 Transfer In-Visitors Assoc Fund$2.5 issue 621,226 179,276 180,944 182,416 183,692 179,722 Expenditures-Debt Service (1,501,957) (1,499,750) (1,503,278) (1,499,950) (1,500,028) (1,498,406) Ending Balance(projected) (911,025) (1,051,600) (1,083,148) (1,115,642) (1,149,112) 9 Utility Fund 10 Beginning Fund Balance 1,396,562 1,649,483 1,424,415 1,479,316 295,925 596,997 11 Revenues 2,224,250 2,406,643 2,454,776 2,528,419 2,604,272 2,682,400 12 Impact Fees 65,000 118,000 43,860 45,176 46,531 47,927 13 Payroll,Benefits,and Related Expenditures (205,214) (203,214) (209,310) (215,590) (222,057) (228,719) 14 Expenditures (580,988) (550,473) (566,988) (583,997) (601,517) (619,563) 15 Water Purchases (911,025) (1,051,600) (1,083,148) (1,115,642) (1,149,112) (1,183,585) 16 Transfer Out -Utility Major Maintenance(excess not covered) (88,570) (238,000) 17 Transfer Out -Utility Major Maintenance(annual contribution) (15,000) (15,000) (15,000) (15,000) (15,000) (15,000) 18 Transfer Out-General Fund (%of master plan) (17,000) 50,000 137,000 48,484 30,236 8,992 19 Transfer Out-General Fund(Impact Fees) (65,000) (118,000) (43,860) (45,176) (46,531) (47,927) 20 Debt Service(Hillwood Infrastructure Pymt) (97,275) (96,120) (99,004) (101,974) (105,033) (108,184) 21 Debt Service(Keller Overhead Storage) (120,864) (120,304) (121,625) (121,107) (121,911) (123,944) 22 Capital Projects (24,863) (595,000) (304,800) (1,558,500) - - 23 Net Fund Balance 1,648,583 1,424,415 1,479,316 295,925 596,997 762,402 24 Restricted Funds 123,790 127,000 130,810 134,734 138,776 142,940 25 Ending Fund Balance(projected) 1,624,793 1 297 415 1,348,606 161,190 458,220 619,462 26 Operating Days 301 242 244 28 78 111 27 Vehicle&Equipment Replacement Fund 28 Beginning Fund Balance - 50,000 60,664 73,796 16,651 29 Transfer In-General Fund 56,900 - - - - 3o Transfer In-Property Tax Reduction Fund 100,000 100,000 - - 31 Transer in-General Fund(to make up deficit) - - - 440,130 1,420,100 32 Expenditures (6,900) (89,336) (86 868) (57 145) (456,781) (1,420,100) 33 Ending Balance(projected) 60,000 60,664 73,796 16,651 34 General Major Maintenance Fund 35 Beginning Fund Balance 35,000 50,000 137,000 48,484 30,236 8,992 36 Transfer In-General Fund(to make up deficit) - - - - - 7,358 37 Transfer In-General Fund(annual contribution) 105,500 15,000 15,000 15,000 15,000 15,000 38 Transfer In-Property Tax Reduction Fund - 150,000 - - - - 39 Expenditures (90,500) (78,000) (103,516) (33,248) (36,244) (31,350) 40 Ending Balance(projected) 50,000 137,000 48,484 30,236 8,992 41 Utility Major Maintenance Fund 42 Beginning Fund Balance 35,000 50,000 57,500 72,500 56,330 - 43 Transfer in-Utility Fund(annual contritbution) 15,000 15,000 15,000 15,000 15,000 15,000 44 Transfer in-Utility Fund(to make up deficit) - - - 88,570 238,000 45 Expenses (7 50 0) - (31,170) (159,900) (253,000) 46 Ending Fund Balance(projected) 50,000 57,500 72,500 56,330 - a7 Capital Projects Fund 48 Beginning Fund Balance 135,760 229,945 229,945 229,945 229,945 229,945 49 Contributions 25,000 - 50 Transfers in-General Fund 149,185 400,000 60,960 431,185 431,730 775,500 51 Transfers In-Property Tax Reduction Fund 75,000 - - - - - 52 Transfers In-Visitors Association Fund 28,150 53 Expenditures (183,150) (400,000) (60,960) (431,185) (431,730) (775,500) 54 Net Ending Fund Balance(projected) 229,945 229,945 229,945 229,945 229,945 229,945 55 Restricted Funds 229,945 229,945 229,945 229,945 229,945 229,945 56 Ending Fund Balance(projected) - - -- - 57 Total Projected Ending Fund Balance $ 7,705,275 $ 6,270,405 $ 4,793,113 $ 1,865,075 $ (13,619) $ (3,046,237) 4 DRAFT 06/18/09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Includes Major Maintenance and Vehicle&Equipment Replacement(Exclusive of EMS ambulance and Quint) Includes ALL street projects and a portion of FM 1938 Streetscape[Wayfindin Fund Description FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 General Fund Beginning Fund Balance $ 2,771,739 $ 4,032,712 $ 2,948,598 $ 2,098,197 $ 846,837 $ (436,723) Sales Tax 1,700,000 1,627,569 1,374,380 1,238,007 1,275,147 1,313,402 Revenues 3,982,187 2,064,122 2,105,404 2,168,567 2,233,624 2,300,632 Transfer In-Utility Fund(Fort Worth Impact Fees) 65,000 118,000 43,860 45,176 46,531 47,927 Transfer In-Utility Fund(%of master plan) 17,000 - - - - - Transfer In-Property Tax Reduction Fund 250,000 250,000 250,000 250,000 250,000 (179,722) Transfer In-Visitor's Association Fund (28,150) 25,000 (250,000) - - - Expenditures (2,525,083) (2,788,307) (2,531,914) (2,430,268) (2,503,176) (2,578,271) Payroll,Benefits and Related Expenditures (1,916,546) (1,957,448) (2,016,171) (2,076,657) (2,138,956) (2,203,125) Transfer Out-Special Revenue Grant Fund 483,062 (8,050) 423,600 393,869 364,138 334,407 Transfer Out-General Major Maintenance Fund(Annual contr.) (15,000) (15,000) (15,000) (15,000) (15,000) (15,000) Transfer Out-General Major Maintenance Fund (90,500) (7,358) Transfer Out-Vehicle&Equipment Replacement Fund (56,900) Transfer Out -Capital Projects (149,185) (400,000) (60,960) (431,185) (431,730) (775,500) Net Total 4,032,712 2,948,598 2,098,197 846,837 (436,723) (2,354,016) Restricted Funds(Court restrictions) 108,721 108,721 108,721 108,721 108,721 108,721 Desionated Funds(A&S Building Pledges Receivable) 305,467 - 310 235 166 60 (43) (171 Visitors Association Fund Beginning Fund Balance 1,451,153 838,622 504,968 193,495 134,134 77,189 Revenues 511,475 476,975 486,515 501,110 516,143 531,628 Payroll and Related Expenditures (136,068) (133,791) (137,805) (141,939) (146,197) (150,583) Expenditures (338,562) (222,562) (229,239) (236,116) (243,200) (250,495) Transfer Out-Debt Service Fund($2.5 issue) (621,226) (179,276) (180,944) (182,416) (183,692) (179,722) Transfer Out-Capital Projects (28,150) (250,000) (250,000) - - - Transfer Out-General Fund - (25,000) 687,190 619,004 637,574 656,701 Net Total(projected) 838,622 504,968 193,495 134,134 77,189 28,016 838,622 504,968 193,495 134,134 77,189 zu,ulb 645 517 192 130 72 25 32 Cemetary Fund 33 Beginning Fund Balance 62,059 54,609 47,159 38,989 30,077 20,402 34 Revenues 16,550 16,550 16,550 16,550 16,550 16,550 35 Expenditures (24,000) (24,000) (24,720) (25,462) (26,225) (27,012) 36 Ending Balance(projected) 54,609 47,159 38,989 30,077 20,402 9,940 37 FM 1938 Fund 38 Beginning Fund Balance 249,326 - - - - - 39 Expenditures (249,326) 813,785 687,190 619,004 637,574 656,701 40 Ending Balance(projected) - - (605,413) (668,799) - - 51 Transfer Out- Vehicle&Equipment Replacement - (100,000) (100,000) - - - 41 4B Beginning Fund Balance (75,000) 42 Beginning Fund Balance 512,793 483,062 453,331 423,600 393,869 364,138 43 Revenues 851,000 813,785 687,190 619,004 637,574 656,701 44 Transfer Out-Debt Service Fund (880,731) (843,516) (716,921) (648,735) (667,305) (686,432) 45 Ending Balance hooiected) 483,062 453,331 423,600 393,869 364,138 334,407 46 „Fund balance DOES not reflect cash. It represents balance due from Utility Fund for various capital projects(balance sheet accounts due to/from-receive$29,731 through 2019)All funds received are being transferred for annual debt payments 47 Property Tax Reduction Fund Balance 48 Beginning Fund Balance 505,665 1,035,665 872,491 604,268 304,472 43,014 49 Revenues 855,000 813,785 687,190 619,004 637,574 656,701 50 Transfer Out-Debt Service Fund - (476,959) (605,413) (668,799) (649,031) (632,252) 51 Transfer Out- Vehicle&Equipment Replacement - (100,000) (100,000) - - - 52 Transfer Out- Capital Projects (75,000) 53 Transfer Out-General Major Maintenance Fund (150,000) 54 Transfer Out General Fund (250,000) (250,000) (250,000) (250,000) (250,000) - 55 Ending Balance(projected) 1,035,665 872 491 604,268 304,472 43,014 67,463 A DRAFT 06/18/09 z Includes Major Maintenance and Vehicle & Equipment Replacement (Exclusive of EMS ambulance and Quint) Includes ALL street projects and a portion of FM 1938 StreetscapeMayfinding Estimated Preliminary Fund Description FY 08 -09 FY 09 -10 FY 10 -11 FY 11 -12 FY 12 -13 FY 13 -14 Debt Service Fund Vehicle & Equipment Replacement Fund Beginning Balance 10 Beginning Fund Balance 1,396,562 1,649,483 1,424,415 1,479,316 Transfer In - General Fund - - - - - - Transfer In - 4B Economic Development Fund 880,731 843,516 716,921 648,735 667,305 686,432 Transfer In - Property Tax Reduction Fund 476,959 605,413 668,799 649,031 632,252 Transfer In - Visitors Assoc Fund $2.5 issue 621,226 179,276 180,944 182,416 183,692 179,722 Expenditures - Debt Service (1,501,957) (1,499,750) (1,503,278) (1,499,950) (1,500,028) (1,498,406) Ending Balance (projected) (911,025) (1,051,600) (1,083,148) (1,115,642) (1,149,112) 9 Utility Fund Vehicle & Equipment Replacement Fund 10 Beginning Fund Balance 1,396,562 1,649,483 1,424,415 1,479,316 295,925 596,997 19 Revenues 2,224,250 2,406,643 2,454,776 2,528,419 2,604,272 2,682,400 92 Impact Fees 65,000 118,000 43,860 45,176 46,531 47,927 13 Payroll, Benefits, and Related Expenditures (205,214) (203,214) (209,310) (215,590) (222,057) (228,719) 14 Expenditures (580,988) (550,473) (566,988) (583,997) (601,517) (619,563) 15 Water Purchases (911,025) (1,051,600) (1,083,148) (1,115,642) (1,149,112) (1,183,585) 16 Transfer Out - Utility Major Maintenance (excess not covered) 60,000 60,664 73,796 16,651 (88,570) (238,000) n Transfer Out - Utility Major Maintenance (annual contribution) (15,000) (15,000) (15,000) (15,000) (15,000) (15,000) 18 Transfer Out - General Fund (% of master plan) (17,000) General Major Maintenance Fund 19 Transfer Out - General Fund (Impact Fees) (65,000) (118,000) (43,860) (45,176) (46,531) (47,927) 20 Debt Service (Hillwood Infrastructure Pymt) (97,275) (96,120) (99,004) (101,974) (105,033) (108,184) 21 Debt Service (Keller Overhead Storage) (120,864) (120,304) (121,625) (121,107) (121,911) (123,944) 22 Capital Projects (24,863) (595,000) (304,800) (1,558,500) - - 23 Net Fund Balance 1,648,583 1,424,415 1,479,316 295,925 596,997 762,402 24 Restricted Funds 123,790 127,000 130,810 134,734 138,776 142,940 25 Ending Fund Balance (projected) 1,524,793 1 297,415 1,348,506 161,190 458,220 619,462 26 Operating Days 301 242 244 28 78 111 27 Vehicle & Equipment Replacement Fund 28 Beginning Fund Balance 50,000 60,664 73,796 16,651 16,651 29 Transfer In - General Fund 56,900 - - - - - 30 Transfer In - Property Tax Reduction Fund 100,000 100,000 31 Transer in - General Fund (to make up deficit) - - - - - - 32 Expenditures (6,900) (89,336) (86,868) (57,145) - - 33 Ending Balance (projected) 60,000 60,664 73,796 16,651 16,651 16,651 34 General Major Maintenance Fund 35 Beginning Fund Balance 35,000 50,000 137,000 48,484 30,236 8,992 36 Transfer In - General Fund (to make up deficit) . - - - - - 7,358 37 Transfer In - General Fund (annual contribution) 105,500 15,000 15,000 15,000 15,000 15,000 38 Transfer In - Property Tax Reduction Fund - 150,000 - - - - 39 Expenditures (90,500) (78,000) (103,516) (33,248) (36,244) (31,350) 40 Ending Balance (projected) 50,000 137,000 48,484 30,236 8,992 41 Utility Major Maintenance Fund 42 Beginning Fund Balance 35,000 50,000 57,500 72,500 56,330 - 43 Transfer in - Utility Fund (annual contritbution) 15,000 15,000 15,000 15,000 15,000 15,000 44 Transfer in - Utility Fund (to make up deficit) - 88,570 238,000 45 Expenses - (7,500) - (31,170) (159,900) (253,000) 46 Ending Fund Balance (projected) 50,000 57,500 72,500 56,330 - 47 Capital Projects Fund 48 Beginning Fund Balance 135,760 229,945 229,945 229,945 229,945 229,945 49 Contributions 25,000 - - 50 Transfers in - General Fund 149,185 400,000 60,960 431,185 431,730 775,500 51 Transfers In- Property Tax Reduction Fund 75,000 - - - - - 52 Transfers In - Visitors Association Fund 28,150 53 Expenditures (183150) (400000) (60,960) (431,185) (431,730) (775,500) 54 Net Ending Fund Balance (projected) 229,945 229,945 229,945 229,945 229,945 229,945 55 Restricted Funds 229,945 229,945 229,945 229,945 229,945 229,945 56 Ending Fund Balance (projected) - - - - - - 57 Total Projected Ending Fund Balance $ 7,705,275 $ 6,270,405 $ 4,793,113 $ 1,865,075 $ 443,162 $ (1,169,356) [: DRAFT 06/18/09 DESCRIPTION I FY 09 -10 1 FY 10 -11 1 FY 11 -12 1 FY 12 -13 FY 13 -14 General Maior Maintenance Fund Wyck Hill resurface 35,560 - Dept 16 - Total OF Public Works - Main Street (170 to Westlake /Roanoke limits) 12,192 13,000 19,304 Dept 16 - Total GF Public Works $ $ 47,752 $ $ $ WA - Relocation pumps for campus irrigation system 30,000 - Dept 16 - Total OF Public Works - 2,750 WA - Carpet/VCTflooring 13,000 19,304 20,254 - WA- Parking - - - 17,600 WA - Exterior environmental improvements - irrigation 15,000 11,060 5,195 WA - Environmental building upgrades - lighting -water 10,000 5,080 5,195 5,330 WA- Painting/cloth wall coverings repairs - - 12,468 10,660 - WA- Seal roof and overhangs 10,160 10,390 WA - Exterior paint- Wood treatment & replacement 10,000 10,160 - - 11,000 Dept 17 -Total Facilities & Grounds Maintenance $ 78,000 $ 55,764 $ 33,248 $ 36,244 $ 31,350 TOTAL GENERAL FUND $ 78,000 $ 103,516 $ 33,248 $ 36,244 $ 31,350 UTILITY MAJOR MAINTENANCE FUND Pump station gate retro -fit 7,500 Dept 16 - Total OF Public Works 1 $ 7,500 $ $ $ $ TOTAL UTILITY FUND $ 7,500 $ I $ I $ I $ DRAFT 06/18/09 DESCRIPTION I FY 09 -10 1 FY 10-11 1 FY 11 -12 1 FY 12 -13 1 FY 13-14 Grass Fire Unit (Possible Grant /not incl. in total) 96,000 - 31,170 - - Apparatus - Re -mount Ambulance - 5,080 - - 5,500 Monitor /Defibrillators /AEDS (Possible Grant /not incl.) 65,000 5,080 5,195 - - Ambulance Box, Chassis and Equipment 5,000 8,128 19,741 389,090 - Quint with 80' aerial ladder 11,176 21,844 22,858 23,452 1 1,375,000 Dept 14 -Total Fire /EMS (net of grant possibilities) $ $ $ $ 389,090 1 $ 1,375,000 WA - Update Security System 31,000 - 31,170 - - WA - Update Security Cameras 5,000 5,080 - - 5,500 WA - HVAC System replacement 5,000 5,080 5,195 10,660 5,500 WA -15 ton split systems 5,000 8,128 19,741 20,254 20,900 WA -2 ton roof top units 11,176 21,844 22,858 23,452 - WA - A/C 2 ton & 7.5 ton (server room) 10,160 - 3,731 WA - Heater boilers - 20,320 $ 14,546 $ 23,985 $ 13,200 Dept 17 -Total Facilities & Grounds Maintenance $ 67,336 $ 60,452 $ 42,599 $ 43,706 $ 31,900 Domain Controller Servers 10,000 - 31,170 - - Cisco Call Manager Upgrade - 15,240 - - - Telephones /Peripheral Devices 2,000 2,032 5,195 10,660 11,000 Replacement of Routers /Switches 3,000 5,080 5,195 5,330 2,200 Server Replacements 4,000 4,064 4,156 4,264 - Network Printers 3,000 3,731 Dept 20- Information Technology $ 22,000 $ 26,416 $ 14,546 $ 23,985 $ 13,200 TOTAL GENERAL FUND $ 89,336 $ 86,868 $ 57,145 1 $ 456,781 $ 1,420,100 Pump /Motor Repairs /Replacement 31,170 - - Pump Station Equipment - 159,900 165,000 SCADA Replacement - 88.000 Dept 16 -Total OF Public Works $ $ $ 31,170 $ 159,900 $ 253,000 TOTAL UTILITY FUND $ $ $ 31,170 $ 159,900 $ 253,000 GRAND TOTAL $ 89,336 $ 86,868 $ 88,315 $ 616,681v The Town of Westlake Capital Improvement Plan 2010-2014 Westlake Academy Campus Terra Bella Trails Arts and Sciences Center Westlake/Keller Water Tower Glenwyck Parks and Trails •-• �ly DATE: June 18, 2009 TO: Honorable Mayor and Town Council FROM: Tom Brymer, Town Manager /CEO Westlake Academy SUBJECT: Draft Capital Improvement Plan /Five Year Budget Forecast Before reviewing these documents with the Council at this year's retreat, I think it is important to provide some comments in advance to help frame up the Council's discussion. 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 5 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 5 year planning period. By going through the effort of a formally prepared CIP this year before 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 no longer are 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 5 year time span the project is assigned. • Annual review of the Council approved 5 year CIP allows this review to be performed at the same time as the review of the 5 year financial forecast (this is completed to see the impact of a capital project not only on the capital side, but also on the operations /maintenance side). 1 • With Council's adoption of this 5 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. Financial Forecasts Generally Having completed financial forecasts in several communities, it is important to keep in mind the purpose of a forecast is to get a general picture of what the organization's financial condition over time could be based on conservative assumptions. The term "conservative" used in the context of financial forecasting means revenues are forecast at low growth levels or even at a decline (depending on the revenue source). Expenditures, while not necessarily being forecast as declining, are generally forecast with a 2 -3% escalation rate, depending on inflation. Forecasts generally have at least one scenario where all that is assumed on expenditures is the current level of service and perhaps some growth in salary /wage expenses. The Council can, if they wish, ask that certain service level adjustments, whether it is service expansion or reduction, be included as alternate scenarios, particularly if it appears that revenues will not cover expenditures in the out years of the forecast. It is also important to remember, since the purpose of the forecast is to get an idea, based on conservative assumptions, as to the Town's financial condition during the five (5) year planning period, that the forecast is likely to show the Town's financial position to have reductions in fund balance as expenditures begin to exceed revenues (even with conservative expenditure assumptions). This is the reason forecasting is a good tool, as it gives the Council time to strategize as to course corrections we may have to make financially, both in the short and long term. And finally, it is important to remember the criticality that economic conditions play in forecasting, particularly as it relates to sales tax, which can be a volatile revenue source. If economic conditions improve, sales tax receipts are affected (usually positively) as well as building permit revenue. Observations Specific to this Financial Forecast In preparing this five (5) year forecast, the assumptions are based upon historical data in conjunction with conservative future projections. While it is impossible to accurately predict future outcomes with 100% confidence, this pro -forma is based upon the available data and staff experience. Observations about this forecast include: • The five (5) year budget forecast shows a decline in the General Fund balance each fiscal year. A major reason for this decline is due to the Town's dependence on one time development fees. Large corporate campuses, such as Fidelity and Deloitte, have helped cover the gap deficit between Town expenses and revenues. No similar projects are on the horizon at this time that will generate this type of fee revenue. 3 Village Circle, Suite 202 Westlake, Texas 76262 Metro: 817 - 430 -0941 — Fax: 817 - 430 -1812 — www.westlake- tx.org • In fiscal year 2012 -2013 the General Fund will drop below a ninety (90) day operating budget and in fiscal year 2013 -2014 the five year forecast predicts the General Fund will no longer be able to support our daily operations /maintenance expenditures. • The Town needs to experience significant growth in sales tax revenue, have another large development under way within three years, identify alternate revenue sources, or a combination of these options, in order to continue providing the current level and quality of general government public services. Since it is impossible to predict how quickly another development of this size or nature will occur in Westlake, the forecast shows only anticipated revenue streams from current sources. • The Utility Fund continues to maintain a strong balance, primarily due to the recent increase in service fees, and only drops below a ninety (90) day operating balance in fiscal year 2011 -2012. This decline in fund balance is due to the construction of a 1.0 million gallon ground storage tank that will be necessary to serve the growth of the Town. The Utility Fund should only be utilized for the development and maintenance of water and sewer services. Forecast Assumptions The five year budget forecast is based upon the following assumptions: FY 09 -10 Revenues: • GF — Sales tax revenue is flat excluding $452,569 one -time sales tax received, based on the Economic Development Agreement with Deloitte, for the taxes paid on the construction materials used in the Deloitte project. • GF — Franchise fees and Municipal Court fees are flat • GF — Building permits /inspection /plan review fees are based on 10 new homes • Visitors Association Fund — Decreased by the $30K revenue budgeted for the History Book sales and reduction of interest income Expenditures: • Includes all proposed maintenance projects and equipment replacement to maintain current level of service • All Funds - No increase in salary and wages; 20% increase in health /dental insurance • All Funds - Expenditures are based on staff's "Preliminary" budget including a reduction of $175K payment based on the Economic Development Agreement with Fidelity • Visitor's Association Fund - Expenditures are reduced by one -time $30K History book expense in 08 -09 and $90K based on the decrease of funds provided to the Marriott. 3 Village Circle, Suite 202 Westlake, Texas 76262 Metro: 817 - 430 -0941 — Fax: 817 - 430 -1812 — www.westlake- tx.org • CIP will only include self- funded projects (projects that already have a funding source) or those that can be funded through external sources FY 10 -11 Revenues: • GF — Sales tax revenue is projected to increase 2% excluding $172,431 one -time sales tax received, based on the Economic Development Agreement with Deloitte, for the taxes paid on the construction materials used in the Deloitte project. • All Funds — Other revenue is projected to increase by 2 %. • Utility Fund — Other revenue is projected to increase by 2% (excluding $72K one -time impact fees related to the Deloitte project in 09 -10) Expenditures: • Includes all proposed maintenance projects and equipment replacement to maintain current level of service • All Funds - Salary and wages increase by 3% • All Funds - Other expenditures increase by 3% including a reduction of the $452,569 payment based on the Economic Development Agreement with Deloitte • Salary and wages increase by 3% • CIP will only include self- funded projects (projects that already have a funding source) or those that can be funded through external sources FY 11 -12 & Beyond Revenues: • Sales tax revenue is projected to increase by 3% • Other revenue is projected to increase by 3% Expenditures: • Includes all proposed maintenance projects and equipment replacement to maintain current level of service • Salary and wages increase by 3% • Other expenditures increase by 3% (excluding any one -time expenditures) • CIP will only include self- funded projects (projects that already have a funding source) or those that can be funded through external sources Attachments 3 Village Circle, Suite 202 Westlake, Texas 76262 Metro: 817 - 430 -0941 - Fax: 817- 430 -1812 - www.westlake- tx.org DRAFT 06/17/09 Pg # CAPITAL PROJECTS by VISION POINT FY 09-10 FY 10-11 FY 11 -12 FY 12 -13 FY 13 -14 Inviting Residential & Corporate Neighborhoods 3 Stagecoach Hills Street Reconst. & Drainage 4 Mahotea Boone Reconstruction and Drainage 5 Aspen Lane Reconstruction and Drainage Total Streets /Drainage 6 Deloitte Trail Connection Project on Dove Road 7 * West Dove Road Trail Connection to Ottinger Road 8 FM 1938 Streetscape /Wayfinding Total Streetscape /Trails 9 Water Well for Civic Campus 10 Westlake Academy - South Parking Area 11 Westlake Academy - West Parking Area Imp 12 Westlake Academy - Cover Existing Walkway Total Westlake Academy Campus Improvements 13 ** Cemetery Improvements 14 Park improvements Total Parks /Cemetery Improvements TOTAL Inviting Res. & Corp. Neighborhoods Leadership _5 N -1 Sewer Line Transfer 16 N -1 Sewer Line Transfer /I &I Repairs 17 Stagecoach Hills Waterline Connection 18 Ground Storage Tank Total Utility 19 Dove Rd Reconst. & Drainage (Ott-Vaq) 20 Dove Rd Reconst. & Drainage (Vaq -Terra Bella) 21 Roanoke Rd Reconst. & Drainage (170- Town Limits) 22 Roanoke Rd Reconst. & Drainage (170 - Daimler Chyrs) 23 Ottinger Rd Reconst. & Drainage (WLA -Town Limits) 24 Ottinger /Dove Intersection 25 Sam School Rd Reconst. & Drainage (Solana - Limits) Total Streets /Drainage 26 * *' Westlake Academy - Library 27 Municipal Complex 28 * *' Fire Station 29 * *' Community Center /MYP Gym & Dining Hall Total Facilities TOTAL Leadership Total Capital by Vision Point * Dependent upon grant funding $ 300,000 1 $ - $ - $ - $ - - 60,960 - - - - - 166,240 - - 300,000 60,960 166,240 - - 425,000 - - - - 5,500 76,200 - - - 250,000 711,200 727,300 1,066,000 1,072,500 680,500 787,400 727,300 1,066,000 1,072,500 - 60,960 - - - - 264,160 - - - - - 197,410 - - 60,000 30,480 259,750 - 99,000 60,000 294,640 457,160 - - 45,000 45,720 259,750 - - 45,000 25,400 259,750 53,300 - 90,000 71,120 519,500 53,300 - - - - 106,600 3,410,000 $ 175,000 $ - $ - $ - $ - 120,000 300,000 304,800 - - - - - 1,558,500 - - 595,000 304,800 1,558,500 - - - - 264,945 - - - - - - 429,000 100,000 - - - - - - - 191,880 - - - - 239,850 247,500 - 125,000 - - - - - - - 99,000 100,000 125,000 264,945 431,730 775,500 - 30,480 10,390 10,660 954,800 - 60,960 51,950 133,250 3,712,500 121,920 103,900 138,590 5,742,000 - - - 106,600 3,410,000 - 213,360 166,240 389,100 13,819,300 695,000 $ 643,160 :00 * 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. 1 DRAFT 06/17/09 Pg # DESCRIPTION FY 09 -10 1 FY 10 -11 1 FY 11 -12 1 FY 12 -13 FY 13 -14 GENERAL FUND (or GO Bonds) 3 1 4 1 5 1 19 1 20 1 21 1 22 1 23 I 25 I 14 1 26 E 27 E 28 E 29 E 9 1 10 1 11 1 12 1 8 13 15 16 17 18 6 7 24 Stagecoach Hills Street Reconstruction & Drainage 300,000 - - - - Mahotea Boone Reconstruction & Drainage - 60,960 - - 3,712,500 Aspen Lane Reconstruction and Drainage - - 166,240 - 5,742,000 Dove Road Reconstruction & Drainage (Ott-Vaq) - - 264,945 - - Dove Road Reconstruction & Drainage (Vaq - TB) - - - - 429,000 Roanoke Road Reconstruction & Drainage (170- Limits) 100,000 - - - - Roanoke Road Reconstruction & Drainage (170 -DC) - - - 191,880 - Ottinger Road Reconstruction & Drainage (WLA- Limits) - - - 239,850 247,500 Sam School Road Reconstruction & Drainage - - - - 99,000 Park Improvements 45,000 25,400 259,750 53,300 - Streets /Drainage 445,000 86,360 690,935 485,030 775,500 Westlake Academy - Library - 30,480 10,390 10,660 954,800 Municipal Complex - 60,960 51,950 133,250 3,712,500 Fire Station - 121,920 103,900 138,580 5,742,000 Community Center /MYP Gym & Dining Hall - - - 106,600 3,410,000 Water Well for Civic Campus - 60,960 - I Cemetery Improvements - Westlake Academy - South Parking Area - 264,160 - - - Westlake Academy - West Parking Improvements - - 197,410 - 259,750 Westlake Academy - Cover Existing Walkway 60,000 30,480 259,750 - - Facilities /Improvements 60,000 568,960 623,400 389,090 13,819,300 TOTAL GENERAL FUND $ 505,000 $ 655,320 1 $ 1,314,335 $ 874,120 $ 14,594,800 VISITORS ASSOCIATION FUND I FM 1938 Streetscape/Wayfinding 175,000 250,000 - 711,200 727,300 1,066,000 1,072,500 TOTAL VISITOR ASSOCIATION FUND Total External Funding Sources $ 250,000 $ 711,200 $ 727,300 $ 1,066,000 $ 1,072,500 - - New Ground Storage tank - - 1,558,500 • PROJECTS - CEMETERY FUND $ 595,000 $ 304,800 $ 1,558,500 I Cemetery Improvements 2 45,000 45,720 259,750 - TOTAL CEMETERY FUND 1 $ 45,0001$ 45,720 1 $ 259,750 $ - $ - UTILITY FUND TRA Assumption of N1 Sewer Line 175,000 - - $ 3,693,645 - N -1 Sewer Line Transfer I & I Study /Repairs 120,000 1,848,000 Total External Funding Sources 430,500 Stagecoach Hills waterline connection 300,000 304,800 - - - New Ground Storage tank - - 1,558,500 • PROJECTS - TOTAL UTILITY FUND $ 595,000 $ 304,800 $ 1,558,500 $ 2 CONTRI BUTIONS /G RANTS E E Deloitte Trail Connection Project on Dove Rd (Contribution 425,000 - tion to Ottinger Road (Grant) 5,500 76,200 West Dove Road Trail Connec E - - Ott TOTAL CAPITAL PROJECTS $ 1,825,500 $ 1,918,240 $ 3,859,885 $ 1,940,120 $ 15,667,300 Total Internal Funding Sources $ 1,395,000 $ 1,503,680 $ 3,693,645 $ 1,551,030 $ 1,848,000 Total External Funding Sources 430,500 in er /Dove Intersection (Contribution) - 125,000 - - - TOTAL PROJECTS USING CONTRIBUTIONS $ 430,500 $ 201,200 $ • PROJECTS o� TOTAL CAPITAL PROJECTS $ 1,825,500 $ 1,918,240 $ 3,859,885 $ 1,940,120 $ 15,667,300 Total Internal Funding Sources $ 1,395,000 $ 1,503,680 $ 3,693,645 $ 1,551,030 $ 1,848,000 Total External Funding Sources 430,500 414,560 166,240 389,090 13,819,300 I E • PROJECTS o� i e si 2 DRAFT 06/17/09 Vision Point: Inviting N k. hborhoods Proje 4.t�mber: S 10 -01 Project Description: 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. PROJECT EXPENSE Thru 09/30109 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Engineering - 30,000 - - - - 30,000 Construction - 270,000 - - - - 270,000 Services - - - - - - - EXPENDITURES TOTAL - 300,000 - - - - 300,000 PROJECT FUNDING Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 General Fund - 300,000 - - - - 300,000 Maintenance - - - 4,676 - - 4,676 Services - - - - - - - IFUNDING TOTAL - 300,000 - - - - 300,000 IMPACT ON OPERATING BUDGET Thru 09130/09 Budget FY 09/10 Planned Project Total 10/11 1 13/14 Supplies - - - - - - - Maintenance - - - 4,676 - - 4,676 Services - - - - - - - Equipment - - - - - - - OPERATING IMPACT TOTAL - - - 4,676 - - 4,676 DRAFT 06/17/09 isoint: Inviting Niborhoods Project N weber: S 11 -01 Project Description: 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. PROJECT EXPENSE Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13114 Engineering - - 5,080 - - - 5,080 Construction - - 55,880 - - - 55,880 FUNDING TOTAL - - 60,960 - - - 60,960 Equipment - - - - - - - --7 EXPENDITURES TOTAL - - 60,960 - - - 60,960 PROJECT FUNDING Thru 09/30109 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 General Fund - - 60,960 - - - 60,960 Maintenance - - - - 1,173 - 1,173 FUNDING TOTAL - - 60,960 - - - 60,960 IMPACT ON OPERATING BUDGET Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12113 13/14 Supplies - - - - - - - Maintenance - - - - 1,173 - 1,173 Services - - - - - - - Equipment - - - - - - - OPERATING IMPACT TOTAL - - - - 1,173 - 1,173 4 DRAFT 06/17/09 Point: Inviting Neighborhoods _ Prsect Number: S 12-01 Project Description: 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. PROJECT EXPENSE Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Engineering - - - 10,390 - - 10,390 Construction - - - 155,850 - - 155,850 Services - - - - - - - IFUNDING TOTAL - - - 166,240 - - - 1EXPENDITURES TOTAL - - - 166,240 - - 166,240 PROJECT FUNDING Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 General Fund - - - 166,240 - - 166,240 Maintenance - - - - - 2,970 2,970 Services - - - - - - - IFUNDING TOTAL - - - 166,240 - - - IMPACT ON OPERATING BUDGET Thru 09/30109 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - - - - - - Maintenance - - - - - 2,970 2,970 Services - - - - - - - Equipment - - - - - - - OPERATING IMPACT TOTAL - - - - - 2,970 2,970 DRAFT 06/17/09 Vision Point: Inviting Neighborhoods aw, Project Number: Project Description: Connect the trail from the Deloitte project to Vaquero current trails. Hillwood Development can fund up to $1.5 M for Dove road improvements. CAPITAL PROJECT EXPENDITURES Thru 09/30/09 Budget FY 09110 Planned Project Total 10/11 11/12 12/13 13114 10 Design 25,000 - - - - - 25,000 15 Construction - 400,000 - - - - 400,000 25 Engineering - 25,000 - - - - 25,000 1EXPENDITURES TOTAL 25,000 425,000 - - - 12,100 450,000 CAPITAL PROJECT FUNDING Thru 09/30109 Budget FY 09/10 Planned Project Total 10/11 11/12 12113 13/14 General Fund - - - - - 1,650 - Dove Rd Imp (Contribution) 25,000 425,000 - - - 1 450,000 FUNDING TOTAL 25,000 425,000 - - - 2,750 450,000 IMPACT ON OPERATING BUDGET Thru 09/30/09 Budget FY 09110 Planned Project Total 10/11 11112 12/13 13/14 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 Water usages - - - 12,468 10,660 12,100 35,228 1OPERATING IMPACT TOTA - - - 1 20,780 24,518 26,950 72,248 N. DRAFT 06/17/09 Vision Point: Inviting Neahbculioods Project Number: T 10 -02y. Project Description: This project would connect the trail that will terminate at the southwest corner of the Deloitte project and extend northward to Ottinger Road. Once constructed, the project would then provide a trail connection all the way from Wetlake Academy to FidelityNaquero. This includes an eight -foot sidewalk with landscaping and a pedestrian bridge. The Town would need to acquire the right -of -way and /or easement from Hillwood at the west entrance into Deloitte. PROJECT EXPENSE Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Engineering - 5,500 - - - - 5,500 Construction - - 55,880 - - - 55,880 Design - - - - - - - Landscape - - 40,640 - - - 40,640 EXPENDITURES TOTAL - 5,500 96,520 - - - 102,020 PROJECT FUNDING Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 General Fund - - - - - - - Grant Proceeds - 5,500 1 96,520 - - - 102,020 FUNDING TOTAL - 5,500 1 96,520 - - - 102,020 IMPACT ON OPERATING BUDGET Thru 09/30109 Budget FY 09110 Planned Project Total 10/11 11/12 12/13 13/14 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 7 DRAFT 06/17/09 Rio Punt; 11iyi1Wa beighborhogds _- Pr_2ject_yumber: S 10 -02 y Project Description: 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. PROJECT EXPENSE Thru 09/30/09 Budget FY 09110 Planned Project Total 10/11 11/12 12/13 13/14 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 FUNDING TOTAL - 250,000 711,200 727,300 1,066,000 1,072,500 3,827,000 EXPENDITURES TOTAL - 250,000 711,200 727,300 1,066,000 1,072,500 3,827,000 PROJECT FUNDING Thru 09/30/09 Budget FY 09110 Planned Project Total 10/11 11112 12/13 13/14 General Fund - 250,000 711,200 727,300 1,066,000 1,072,500 3,827,000 Maintenance - - - 10,390 10,660 11,000 32,050 FUNDING TOTAL - 250,000 711,200 727,300 1,066,000 1,072,500 3,827,000 IMPACT ON OPERATING BUDGET Thru 09/30109 Budget FY 09/10 Planned Project Total 10/11 11/12 12113 13/14 Supplies - - - - - - - Maintenance - - - 10,390 10,660 11,000 32,050 Services - - - - - - - Equipment - - - - - - - OPERATING IMPACT TOTAL - - - 10,390 10,660 11,000 32,050 DRAFT 06/17/09 Vision P�iviting Neighborhoods is Project Numbe _C_ 1 1102 Project Description: The project will provide water for the Civic Campus which include 70 irrigation zones for the soccer field and football field and Phase One of the civic campus. PROJECT EXPENSE Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Construction - - 45,720 - - - 45,720 Power - - 5,0801 - - - 5,080 Landscaping - - 10,160 - - - 10,160 EXPENDITURES TOTAL - - 60,960 - - - 6260 PROJECT FUNDING Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 General Fund - - 60,960 - - - 60,960 Maintenance - - - 1,039 1,066 2,200 4,305 FUNDING TOTAL I - I - 1 60,960 1 - - - 1 60,960 IMPACT ON OPERATING BUDGET Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - - - - - - Maintenance - - - 1,039 1,066 2,200 4,305 Services - - - - - - - Equipment - - - - - - 1OPERATING IMPACT TOTA - - I - 1 1,039 1 1,066 2,200 4,305 DRAFT 06/17/09 I.VW,a,n .Point: Invt ig Neigbborhoods Project Num4ALL .. - _01 Aodwbal Project Description: This project will extend the parking area along the south property line and west of the 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. PROJECT EXPENSE Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Engineering - - 20,320 - - - 20,320 Construction - - 177,800 - - - 177,800 Lighting & Landscaping - - 66,040 - - - 66,040 Equipment - - - - - I - - EXPENDITURES TOTAL - - 264,160 - - - 264,160 PROJECT FUNDING Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 General Fund - - 264,160 - - - 264,160 Maintenance - - - 2,078 2,665 2,750 7,493 FUNDING TOTAL - - 264,160 - - - 264,160 IMPACT ON OPERATING BUDGET Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - - - - - - Maintenance - - - 2,078 2,665 2,750 7,493 Services - - 203 208 213 220 844 Equipment - - - - - I - - OPERATING IMPACT TOTAL - - 203 2,286 2,878 1 2,970 8,337 10 DRAFT 06/17/09 Vision ?pint: Inv_ikng Nei borhood% Project Number: 112-01 Project Description: The west parking area was constructed in summer 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's development standards for new construction. PROJECT EXPENSE Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Engineering - - - 15,585 - - 15,585 Construction - - - 129,875 - - 129,875 Lighting & Landscaping - - - 51,950 - - 51,950 1EXPENDITURES TOTAL - - - 197,410 - - 197,410 PROJECT FUNDING Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12113 13/14 General Fund - - - 197,410 - - 197,410 Maintenance - - - - - - - Services - - - 520 533 550 1,603 IFUNDING TOTAL - - - 197,410 - - - IMPACT ON OPERATING BUDGET Thru 09/30/09 Budget FY 09/10 Planned Project Total 10111 ::11/12 12/13 13/14 Supplies - - - - - - - Maintenance - - - - - - - Services - - - 520 533 550 1,603 Equipment - - - - - - - OPERATING IMPACT TOTALJ 520 533 550 1,603 11 DRAFT 06/17/09 Vision Point: Inviting Neighborhoods Project Number: 110-01 Project Description: Cover existing walkway from Pod D to the north entrance of the Sam & Margaret Lee Arts & Science Center. PROJECT EXPENSE Thru 09/30/09 Budget FY 09/10 Planned Project Total 10111 11/12 12/13 13/14 Engineering - 60,000 - - - - - Construction - 45,000 30,480 259,750 - - 335,230 Design - 15,000 - - - - 15,000 Equipment - - - - - - - EXPENDITURES TOTAL 1 - 60,000 r 30,480 259,750 1,066 2,200 3,266 PROJECT FUNDING Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 General Fund - 60,000 30,480 259,750 - - 350,230 Maintenance - - - - 1,066 2,200 3,266 FUNDING TOTAL - 60,000 30,480 1 259,750 - - 350,230 IMPACT ON OPERATING BUDGET Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - - - - - - Maintenance - - - - 1,066 2,200 3,266 Services - - - - - - - Equipment - - - - - - - OPERATING IMPACT TOTAL - - - - 1,066 2,200 3,266 12 DRAFT 06/17/09 Vision Point: Inviting Neighborhoods � Project Num Project Description: The 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 sell of plots. PROJECT EXPENSE Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Engineering - 45,000 - - - - - Construction - 45,000 30,480 259,750 - - 335,230 Design - - 15,240 - - - 15,240 Equipment - - - - - - - EXPENDITURES TOTAL - 45,000 45,720 259,750 - - 350,470 PROJECT FUNDING Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Cemetery Fund - 45,000 45,720 259,750 - - 350,470 Maintenance - 8,000 8,128 8,312 10,660 13,200 35,100 Services - - - - - - - Equipment - - - - - - - FUNDING TOTAL - 45,000 45,720 259,750 15,990 18,700 61,205 IMPACT ON OPERATING BUDGET Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 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 1 13,208 13,507 15,990 18,700 61,205 13 DRAFT 06/17/09 Ifision Pq iting Neighborhoods Project N Project Description: 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. PROJECT EXPENSE Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 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 PROJECT FUNDING Thru 40,086 Budget FY 09/10 Planned Project Total 10/11 11112 12/13 13/14 General Fund - 45,000 25,400 259,750 53,300 - 383,450 Maintenance - - - 1,039 - 2,750 1,039 FUNDING TOTAL - 45,000 1 25,400 1 259,750 53,300 - 383,450 IMPACT ON OPERATING BUDGET Thru 40,086 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - 1,016 1,039 1,066 1,100 3,121 Maintenance - - - 1,039 - 2,750 1,039 Services - - - - - - - Equipment - - - I - I - I - I - OPERATING IMPACT TOTAL - - 1,016 2,078 1,066 3,850 4,160 14 DRAFT 06/17/09 Vision Point,6,..Leade hip � ,_ erect Number: 10 Project Description: 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). PROJECT EXPENSE Thru 09130109 Budget FY 09/10 Planned Project Total 10/11 11/12 12113 13/14 Construction - 100,000 - - - - 100,000 Engineering - 25,000 - - - - 25,000 Technical (I &I Study) - 50,000 - - - - 50,000 EXPENDITURES TOTAL - 175,000 - - - - 175,000 PROJECT FUNDING Thru 09/30109 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Utility Fund - 175,000 - - - - 175,000 Maintenance - - - - - - - IFUNDING TOTAL - 175,000 - - - - 175,000 IMPACT ON OPERATING BUDGET Thru 09130/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - - - - - - Maintenance - - - - - - - Services - - - - - - - Equipment - - - - - - - OPERATING IMPACT TOTAL - - - - - - - 15 DRAFT 06/17/09 Vision,Epint: Leadership _ P Aject Number: U 10 -0 Project Description: 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. PROJECT EXPENSE Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11112 12113 13/14 Construction - 100,000 - - - - 100,000 Engineering - 20,000 - - - - 20,000 FUNDING TOTAL - 120,000 - - - - - 1EXPENDITURES TOTAL - i 120,000 1 - - - 120,000 PROJECT FUNDING Thru 09/30/08 Budget 1 FY 08/09 Planned Project Total 10/11 11/12 12/13 13/14 Utility Fund - 120,000 - - - - 120,000 Maintenance - - - - - - - FUNDING TOTAL - 120,000 - - - - - IMPACT ON OPERATING BUDGET Thru 09/30/08 Budget FY 08/09 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - - - - - - Maintenance - - - - - - - Services - - - - - - - Equipment - - - - - - - OPERATING IMPACT TOTAL - I - - - - - 16 DRAFT 06/17/09 'siont: Leadership Project Number: U 10 -03 Project Description: 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. PROJECT EXPENSE Thru 09130/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Construction - 270,000 274,320 - - - 544,320 Engineering - 30,000 30,480 - - - 60,480 FUNDING TOTAL - 300,000 304,800 - - - 604,800 EXPENDITURES TOTAL - 300,000 304,800 - - - 604,800 PROJECT FUNDING Thru 09/30/08 Budget FY 08109 Planned Project Total 10/11 11112 12/13 13/14 Utility Fund - 300,000 304,800 - - - 604,800 Maintenance - - - - - - - FUNDING TOTAL - 300,000 304,800 - - - 604,800 IMPACT ON OPERATING BUDGET Thru 09/30/08 Budget FY 08/09 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - - - - - - Maintenance - - - - - - - Services - - - - - - - Equipment - - - - - - - OPERATING IMPACT TOTAL - - - - - -7 - 17 DRAFT 06/17/09 I.VWgn Pans: L.aadqxs Project Numper: U 10 -04 �I Project Description: 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. PROJECT EXPENSE Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Construction - - - 1,480,575 - - 1,480,575 Engineering - - - 77,925 - - 77,925 EXPENDITURES TOTAL - - - 1,558,500 - - 1,558,500 PROJECT FUNDING Thru 09/30/09 Budget FY 08/09 Planned Project Total 10/11 11/12 12/13 13/14 Utility Fund - - - 1,558,500 - - 1,558,500 Maintenance - - - - - 550 550 FUNDING TOTAL - - - 1,558,500 - - 1,558,500 IMPACT ON OPERATING BUDGET Thru 09130/09 Budget FY 08/09 Planned Project Total 10/11 11/12 12/13 13114 Supplies - - - - - - - Maintenance - - - - - 550 550 Services - - - - - - - Equipment - - - - - - 1OPERATING IMPACT TOTAL - - - - - 550 1 550 18 DRAFT 06/17/09 Vision Point: Leadership Project Number: S 12 -02 Project Description: 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. Thru 09/30/09 Budget FY 09/10 Planned PROJECT EXPENSE 10/11 11/12 Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Engineering - Maintenance - 25,975 - - - 25,975 Construction - - - 238,970 - - - 238,970 Equipment - - - - - - - OPERATING IMPACT TOTAL 1EXPENDITURES TOTAL - - - 1 264,945 5,500 5,500 PROJECT FUNDING Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 General Fund - - - 264,945 - - 264,945 Maintenance - - - - - 5,500 5,500 FUNDING TOTAL - - - 264,945 - - 264,945 IMPACT ON OPERATING BUDGET Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - - - - - - Maintenance - - - - - 5,500 5,500 Services - - - - - - - Equipment - - - - - - - OPERATING IMPACT TOTAL - - - - - 5,500 5,500 19 DRAFT 06/17/09 Vision Point: Leadership Project Description: 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. PROJECT EXPENSE Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13114 Engineering - - - - - - 44,000 44,000 Construction - - - - 385,000 385,000 - FUNDING TOTAL - - - - - 429,000 429,000 Equipment - - - - - - 1EXPENDITURES TOTAL - - - - - 429,000 429,000 PROJECT FUNDING Thru 09/30109 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 General Fund - - - - - 429,000 429,000 Maintenance - - - - - - - FUNDING TOTAL - - - - - 429,000 429,000 IMPACT ON OPERATING BUDGET Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - - - - - - Maintenance - - - - - - - Services - - - - - - - Equipment - - - - - - - OPERATING IMPACT TOTAL - - - - - - - 20 DRAFT 06/17/09 Point: Leadership I= Project Number: S 10 -02 Project Description: 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. PROJECT EXPENSE Thru 09/30109 Budget FY 09/10 Planned Project Total 10111 11112 12/13 13/14 Engineering - 10,000 - - - - 10,000 Construction - 90,000 - - - - 90,000 FUNDING TOTAL - 100,000 - - - - 100,000 EXPENDITURES TOTAL - 100,000 - - - - 100,000 PROJECT FUNDING Thru 09/30109 Budget FY 09110 Planned Project Total 10111 1 11/12 12/13 13/14 General Fund - 100,000 - - - - 100,000 Maintenance - - - 779 - - 779 FUNDING TOTAL - 100,000 - - - - 100,000 IMPACT ON OPERATING BUDGET Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - - - - - - Maintenance - - - 779 - - 779 Services - - - - - - - Equipment - - - - - - - OPERATING IMPACT TOTAL - - - 779 - - 779 21 DRAFT 06/17/09 icon P rshipik ,L II&Project Number: S 13 -01 Project Description: 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. PROJECT EXPENSE Thru 09/30/09 Budget FY 09110 Planned Project Total 10111 11112 12/13 1 13/14 Engineering - - - - 21,320 - 21,320 Construction - - - - 170,560 - 170,560 FUNDING TOTAL - - - - 191,880 - 191,880 Equipment - - - - - - - EXPENDITURES TOTAL - - - =1 - - 191,880 PROJECT FUNDING Thru 09/30/09 Budget FY 09/10 Planned Project Total 10111 11112 12/13 13/14 General Fund - - - - 191,880 - 191,880 Maintenance - - - - - - - FUNDING TOTAL - - - - 191,880 - 191,880 IMPACT ON OPERATING BUDGET Thru 09/30/09 Budget FY 09110 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - - - - - - Maintenance - - - - - - - Services - - - - - - - Equipment - - - - - - - OPERATING IMPACT TOTAL - - - - - - - 22 DRAFT 06/17/09 t: ip 's, Ak Project Number: S 13 -02 Project Description: The project will provide stabilization of road subgrade and 2" of asphalt to approximately 5,000 LF of Dove Road land replace /improve culverts and ditches. Anticipate crack sealing 2nd year from completion. PROJECT EXPENSE Thru 09130/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Engineering - - - - 26,650 27,500 54,150 Construction - - - - 213,200 220,000 433,200 FUNDING TOTAL - - - - 239,850 247,500 487,350 Equipment - - - - - - - 1EXPENDITURES TOTAL - - - - 239,850 247,500 487,350 PROJECT FUNDING Thru 09130/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 General Fund - - - - 239,850 247,500 487,350 Maintenance - - - - - - - FUNDING TOTAL - - - - 239,850 247,500 487,350 IMPACT ON OPERATING BUDGET Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 1 13114 Supplies - - - - - - - Maintenance - - - - - - - Services - - - - - - - Equipment - - - - - - - OPERATING IMPACT TOTAL - - - - - - - 23 DRAFT 06/17/09 Vision Point: Leadership Project Number: S 11 -02 Project Description: Re- alignment of Dove /Ottinger intersection to improve traffic safety. PROJECT EXPENSE Thru 09/30/09 Thru 09/30/09 Budget FY 09/10 Planned Project Total 10111 11/12 12/13 13/14 Engineering - 125,000 25,000 - - - 25,000 Construction - - 100,000 - - - 100,000 - 125,000 - - I - 125,000 - E ui ntOPEING Zme IMPACT TOTAL - 1EXPENDITURES TOTAL - - 125,000 - - - 125,000 PROJECT FUNDING Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Dove Rd Imp (Contribution) - - 125,000 - - - 125,000 Maintenance - - - - - - - FUNDING TOTAL - - 125,000 - - I - 125,000 IMPACT ON OPERATING BUDGET ;09/30/09 hru Budget FY 09/10 Planned Project Total 10111 11/12 12/13 13/14 Supplies - - - - - - - Maintenance - - - - - - - Services - - - - - - - E ui ntOPEING Zme IMPACT TOTAL - - - - - - - 24 DRAFT 06/17/09 Vision Point: Leadership Project Number: S 14- Project Description: 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. PROJECT EXPENSE Thru 09130/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Engineering - - - - - 11,000 11,000 Construction - - - - - 88,000 88,000 FUNDING TOTAL - - - - - 99,000 99,000 1EXPENDITURES TOTAL - - - - - 99,000 99,000 PROJECT FUNDING Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 General Fund - - - - - 99,000 99,000 Maintenance - - - - - - - FUNDING TOTAL - - - - - 99,000 99,000 IMPACT ON OPERATING BUDGET Thru 09/30109 Budget FY 09110 Planned Project Total 10/11 11112 12/13 13/14 Supplies - - - - - - - Maintenance - - - - - - - Services - - - - - - - Equipment - - - - - - - OPERATING IMPACT TOTAL - - - - - - - 25 DRAFT 06/17/09 y's.ion Point: Leadership _ Project Number: B 11 -01 Project Description: Project is for a 1,500 square foot library @ $240 /square foot. The cost are $360,000 for construction costs, $70,000 for soft costs, $60,000 for FF &E (furniture, fixtures and equipment), $80,000 for start up books and PCs. Total cost $570,000. The Library would be attached to the Sam & Margaret Lee Arts & Sciences Center.The FF &E includes $348,000 in start up books for the project. PROJECT EXPENSE Thru 09130/09 Budget FY 09110 Planned Project Total 10/11 11/12 12/13 13/14 Engineering - - 10,160 - - - 10,160 Construction - - - - - 396,000 396,000 Design - - 20,320 10,390 10,660 22,000 63,370 FF & E and Start up - - - - - 536,800 536,800 EXPENDITURES TOTAL - - 30,480 10,390 10,660 954,800 1,006,330 PROJECT FUNDING Thru 09/30/09 Budget FY 09110 Planned Project Total 10111 11/12 12113 13/14 Outside Funding Source ** - - 30,480 10,390 j 10,660 954,800 1,006,330 FUNDING TOTAL - - 30,480 10,390 10,660 954,800 1,006,330 IMPACT ON OPERATING BUDGET Thru 09130/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - - - - - - Maintenance - - - - - - - Services - - - - - - - Equipment - - - - - - - OPERATING IMPACT TOTAL - - - - - - - ** Outside funding sources include grants and /or donations. 26 DRAFT 06/17/09 Vision Point: Leadership roiect Numb.. rte. 3 11 -02 Project Description: The 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 priority. PROJECT EXPENSE Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 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 - - - - i - 1 220,000 1 220,000 EXPENDITURES TOTAL - - I 60,960 51,950 1 133,25011 3,712,500 1 3,958,660 PROJECT FUNDING Thru 09/30/09 Budget FY 09110 Planned Project Total 10/11 11/12 12/13 13114 Outside Funding Source ** - - 60,960 51,950 133,250 3,712,500 3,958,660 FUNDING TOTAL - - 60,960 1 51,950 133,250 1 3,712,500 3,958,660 IMPACT ON OPERATING BUDGET Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12113 13/14 Supplies - - - - - - - Maintenance - - - - - - - Services - - - - - - - Equipment - - - - - - - OPERATING IMPACT TOTA - - - - - - - ** Outside funding sources include grants and /or donations. 27 DRAFT 06/17/09 "ion Point: Leadership- Project Number: B 11 -03 s Project Description: The project will provide a 12,000 square foot fire station which would include four bays, sleeping area, meeting room, kitchen, storage and two offices. PROJECT EXPENSE Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13114 Engineering - - 20,320 - 31,980 22,000 74,300 Construction - - - - - 5,500,000 5,500,000 Design - - 101,600 103,900 106,600 220,000 532,100 Sport fields - - - I - I - I - - EXPENDITURES TOTAL - - 121,920 1 103,900 1 138,580 1 5,742,000 6,106,400 PROJECT FUNDING Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Outside Funding Source ** - - 121,920 103,900 138,580 5,742,000 6,106,400 FUNDING TOTAL - - 121,920 1 103,900 138,580 5,742,000 6,106,400 IMPACT ON OPERATING BUDGET Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 Supplies - - - - - - - Maintenance - - - - - - - Services - - - - - - - Equipment - - - - - - - PERATING IMPACT IOTA - I - I - I - I - I - - ** Outside funding sources include grants and /or donations. 28 DRAFT 06/17/09 LWn Point: Leadership „1MIIIIIIIIII& �,Project Number: B 14 -01� Project Description: The project would include a 50,000 square -foot, two -story facility located to the west of the Sam & Margaret Lee Arts & Sciences Center. The second floor would provide a MYP basketball court with locker room and staff offices. First floor includes a 600 -seat dining hall with a performance stage, large storage room and three classrooms. An additional 20% for various soft costs and contingencies has been included in overall budget. PROJECT EXPENSE Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13114 Year 6 Engineering - - - - - 1,100,000 1,132,000 2,232,000 Construction - - - - - 2,200,000 10,188,000 12,388,000 Design - - - - 106,600 1 110,000 1 2,377,200 1 2,593,800 —EXPENDITURES TOTAL - - - - 106,600 1 3,410,000 1 13,697,200 1 17,213,800 PROJECT FUNDING Thru 09130/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12113 13/14 13/14 Outside Funding Source - - - - 106,600 3,410,000 13,697,200 17,213,800 FUNDING TOTAL _7__1 - - - I - 106,600 1 3,410,000 1 13,697,200 1 17,213,800 IMPACT ON OPERATING BUDGET Thru 09/30/09 Budget FY 09/10 Planned Project Total 10/11 11/12 12/13 13/14 13/14 Supplies - - - - - - - - Maintenance - - - - - - - - Services - - - - - - - - Equipment - - - - - - - 10PERATING IMPACT TOTA - - - - - - - - ** Outside funding sources include grants and /or donations. 29 Town of Westlake POLICY ON BOARD COUNCIL MEETING PROCEDURES Approved by the Town Council July 28, 2008 Upon adoption of this policy by the Board of AldennenTown Council, the following rules and order of business will be adhered to. 131 DI Dy Y1► OR Regular Meetings will be held on the second and fourth Monday of each month. Special meetings shall be called, upon request of the Mayor or a majority of the members of the Town Council as prescribed by the Texas Local Government Code Sec. 22.038. Should the Town Manager identify a need for a special meeting, he or she shall consult with the Mayor to schedule said meeting. All meetings shall be subject to the provisions of the Texas Open Meetings Act, V.T.C.A., Government Code, Ch. 551, Open Meetings, as amended. Work Sessions may be scheduled prior to the regular meetings on the second and fourth Monday of the month, as necessary. The time is subject to change at the discretion of the Board of Town Council or the Town Manager. Periodic Work sessions will also be scheduled to provide the Board of AldefmenTown Council with time to discuss short term and long term goals. The general public can, of course, attend such meetings, but may not participate in the proceedings unless invited to do so by the Mayor. Executive Sessions are an exception to the general rule that all meetings are open to the public. Executive Session may be held on the second and fourth Monday of each month. A special meeting can be called by the Mayor and the Town Manager. The Open Meetings Act allows closed meetings in a few specific instances where privacy serves the public interest — i.e. to discuss real estate, economic development, personnel matters. The Bear-d Council must keep a record of the meeting and it shall be certified by the Mayor to assure that all matters discussed in executive session were properly recorded. F.T"S\1T%I Agendas are prepared and posted for every meeting of the governmental body. The Mayor, working in conjunction with the Town Manager, will exercise their professional judgment in determining what items of business should come before the BeardCouncil. Any member of the Town staff wishing to have an item placed on the agenda shall consult with the Town Manager's office and then submit the item to the Town Secretary. Staff will post agenda packets on the internet for all Regular Meetings and Work Sessions no later than the Friday afternoon preceding the week of scheduled meetings. This should afford ample time for all Beard Council members to inquire into the nature of each matter to be discussed or to personally investigate the matter so as to be better informed before a Beard Council meeting. Policy on Beard Council Meeting Procedures Page 1 The Town Secretary's office, in conjunction with the Town Attorney, assumes the responsibility for compliance with the Open Meetings Act. Pledge of Allegiance First item on the regular Board Council agenda shall be to recite the Pledge of - Formatted: Normal, Indent: Hanging: 0.5 ", I Allegiances. No bullets or numbering - - - Formatted: Normal, No bullets or numbering Consent Agenda `- - Formatted: Normal, Indent: Hanging: 0.5 ", All items listed on the consent agenda are considered routine by the Town Council and, No bullets or numbering in the instance a Council workshop is held prior to a Council meeting, the Council will have an opportunity review and ask questions related to the consent agenda items listed. Consent agenda items 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. These procedures shall apply to all meetings of the -Board of ^ to °mm°nTown Council. The Mayor shall be the presiding officer at all meetings of the Beard of AldermenTown Council. In the event of the absence of the Mayor and Mayor Pro Tem, the Mayor shall designate the presiding officer. In the event the Mayor has failed to designate the presiding officer, the ]Board Council member with the most seniority shall serve as presiding officer. PARL MENTARY PROCEDURE In regular and special meetings, the Beard of Alderm° ^Town Council will utilize reasonable rules of parliamentary procedure in the conduct of its business. Below are examples (not mandatory) of reasonable parliamentary procedure in certain types of actions of the Board of AldermenTown Council: 1. MAIN MOTION: A formal proposal to take certain action. Step 1. Addressing the Chair. (Begin the discussion by having a member make the motion. Motion should be made and seconded. After this, debate can be conducted. (Ex: "Mayor, I move the following... "). SECOND REQUIRED Yes DEBATABLE Yes AMENDABLE Yes VOTE REQUIRED Majority Step 2. Assigning the floor (Mayor recognizes the member) Step 3. Making a motion. Step 4. Seconding a motion. Step 5. Stating the motion (Mayor states the motion) Policy on Reani Meeting Procedures Page 2 Step 6. Debating the question. (Mayor allows debate, with maker of motion speaking first in debate). Step 7. Putting the question. (Mayor takes the vote after debate is complete). Step 8. Announcing the result of vote. (Mayor announces the vote, members for and against). 2. TO TAKE FROM THE TABLE: To enable an assembly to take up and consider a motion that was postponed temporarily during the same meeting. Maybe used at a future meeting if the item that was tabled was posted. SECOND REQUIRED Yes DEBATABLE No AMENDABLE No VOTE REQUIRED Majority 3. AMENDING A MOTION Any motion may be amended as follows: "Mayor, I move that we amend the motion by (adding, striking our, etc. the words...)." The amendment must be seconded and then it can be discussed. When discussion ends, the amendment is voted on first. If the amendment passes, the original motion is then put to a vote as amended. If the amendment fails, the original motion is put to a vote. SECOND REQUIRED Yes DEBATABLE Yes AMENDABLE Yes VOTE REQUIRED Majority 4. TO OFFER A SUBSTITUTE AMENDMENT: Another way to change an original motion is by use of the Substitute Motion. A substitute motion is an amendment that changes an entire sentence or paragraph. It must be seconded and then discussed. It may be amended and differs only from an amendment in that if the substitute motion passes it does away with the original motion. SECOND REQUIRED Yes DEBATABLE Yes AMENDABLE Yes VOTE REQUIRED Majority 5. LAY A MOTION ON THE TABLE: Sometimes a boar d or eemmit4ee the Council may wish to defer action on a motion. One way to accomplish this is to lay a motion on the table. It is in order to move that a main motion be laid on the table when discussion on the main motion has or is about to end. A tabled motion can be brought from the table during the same meeting but is usually done so at a later meeting when unfinished business is being considered. SECOND REQUIRED Yes DEBATABLE No AMENDABLE No Policy on Board Council Meeting Procedures Page 3 VOTE REQUIRED Majority Policy on Board Council Meeting Procedures Page 4 6 MOTION TO CLOSE DEBATE (call for question): To prevent or- - Formatted: Indent: Left: 1 No bullets or stop discussion on the pending question, and to bring the pending question numbering or questions to an immediate vote. SECOND REQUIRED DEBATABLE AMENDABLE VOTE REQUIRED Yes No No 2/3 of members present -7-.6.POINT OF ORDER: Anytime a member feels an incorrect procedure is being used, he or she can interrupt with a point of order request that requires the Mayor to determine the correct procedure. The point of order can have no additional motions applied to the request other than a motion to withdraw. SECOND REQUIRED No DEBATABLE No AMENDABLE No VOTE REQUIRED Mayor must concede or deny. RIGHTS IN DEBATE Robert's Rules of Order says that debate is the discussion regarding a motion that occurs after the presiding officer has restated the motion and before putting it to a vote. When a pending question is presented for consideration to the BeafdCouncil, the presiding officer shall recognize the member who made the motion to speak first and the member who seconded the motion to speak second. When two or more members wish to speak, the presiding officer shall name the member who is to speak first. No member of the Beafd-Council shall interrupt another while speaking except to make a point of order or to make a point of personal privilege. No member shall speak more than five minutes on any amendment to the question except as further provided in this rule. No member shall speak more than the time limits provided herein on any subject or amendment, and such member may use his or her time in any combination, in separate speech or comments totaling the number of minutes permitted. The Mayor shall not be obligated to recognize any Beard Council member for a second comment on the subject or amendment until every Bead- Council member wishing to speak has been allowed a first comment. BeafdCouncil members shall also have the right to yield a portion of time to another member. Any member deciding to speak more than five minutes on any question or more than five minutes on any amendment to the question shall be accorded the privilege without objection upon motion supported by two- thirds of the BoardCouncil. No member shall be permitted to interrupt while another member is speaking. Policy on lCouncil Meeting Procedures Page 5 No Board Council member shall be permitted to indulge in a discussion of personalities, use language personally offensive, arraign motives of members, charge deliberate misrepresentation, or use language tending to hold a member of the Beard — ) A4defmenTown Council up to contempt. If a member is speaking or otherwise transgressing the rules of the Rear-dCouncil, the presiding officer shall or any Eear"ouncil member may call him or her to order in which case he or she shall immediately be quiet unless permitted to explain. The Beard Council shall, if appealed to, decide the case without debate. If the decision is in favor of the member called to order, he or she shall be at liberty to proceed, but not otherwise. CONFLICT OF INTEREST Each Board Council member should be aware of the conflict of interest regulations, including State provisions and statutes. When a Board Council member has a conflict of interest with an agenda item, he or she should submit the required affidavit (if required) prior to the beginning of the meeting at which the agenda item is scheduled. Upon introduction of the agenda item, the Beard Council member with the conflict of interest should announce that he or she has a conflict of interest and will not participate in discussion or consideration of the agenda item. It is not necessary that the Board Council member leave the meeting room. CITIZEN PARTICIPATION Individuals who wish to address the Board of Aldefffien-Town Council on an item posted as a public hearing shall register with the Town Secretary prior to the Mayor's announcement to open the public hearing. Registration forms are available in the lobby. The Mayor will open the public hearing and recognize individuals who wish to come forward to speak for or against the item. The speaker will state their name and address for the record and shall be allowed three minutes. After a public hearing is closed, there shall be no additional public comments. If the Bear-d Council needs additional information from the general public, some limited comments may be allowed at the discretion of the Mayor. When a large number of participants have indicated an interest in addressing the Beard Council on a zoning case or another regular agenda item, the Mayor or Mayor Pro Tem may set a maximum time limit for the proponents and opponents and a time limit for rebuttal, if necessary. Individuals who wish to address the Board of ^ ldefinen Town Council on a consent or regular agenda item not posted as a public hearing shall register with the Town Secretary prior to the Mayor's reading of the agenda item. Registration forms are available in the lobby. The Mayor will recognize individuals who wish to come forward to speak for or against the item. The speaker will state their name and address for the record and shall be allowed three minutes. Policy on BoaFd Meeting Procedures Page 6 Town Council POLICY FOR NAMING OF TOWN OW1A'Ef, FACILITIES c • Established by Resolution 09 -02 Purpose The purpose of the naming guidelines is to establish the proper procedures to recognize the dedication, accomplishment or generosity of individuals and entities whose support is a valuable and integral component of the mission of the Town of Westlake and, by extension, Westlake Academy. The naming opportunities include Town owned facilities, parks, recreational areas and sports fields, hike and bike trails and /or municipal buildings - hereinafter referred to as "facilities ". In the future, additional naming opportunities may arise for brick pavers, theater seats, benches, tree plantings or other items not described above, which will also be submitted to the Council for review. Objectives • Encourage broad community support, enhancement and involvement in the Town and Academy through private donations, gifts and other private funding sources • Ensure that recognition is afforded to those who have made extraordinary commitments, donations and achievements on behalf of the Town and /or Academy • Provide a uniform policy for submitting naming requests to the Town Council for consideration and debate Criteria The Town Council may authorize the naming or renaming of the facilities under the following criteria: Gift - Related Naming — occurs when a donor makes a significant monetary contribution to the Town and /or Academy • A person or entity submitted for consideration shall have: (a) Made a significant land and /or monetary donation to the Town or Academy (b) Made an "In Memoriam" request as a consideration of the donation • All requests and proposed donation amounts will be submitted to the Council for review and approval Honorary Naming — may be submitted to recognize the dedication or meritorious contribution of a person or entity who has been instrumental in supporting the mission of the Town and /or Academy • A person may be living or deceased and will have demonstrated a consistent or significant contribution to the citizens of the Town and /or to the students of Westlake Academy • Naming may occur for a symbol or concept recognized as associated with the Town or Academy • A local historical figure or leader, place, event or other instance of historical or cultural significance • Predominant plant materials, streams, lakes, rivers and creeks Components of the facilities or specialized areas of use may have a different name from the larger park, building, recreation area, hike and bike trail or municipal building. 11 Page WestlR�e Bo L 11 Westlake, Texas RELATIONS POLICY CODE OF ETHICS 3 Village Circle, suite 207 Westlake, TX 75262 ( 817) 430 -0942 www.westiake-tx.org Statement of Purpose 2 Fl- Section 1 Mayor and Board Relations 2 Section 2 Board and Staff Relations 4 l Section 3 Board and Media Relations 5 Code of Ethics 7: Town of Westlake Board of Aldermen In order to ensure the proper discharge of duties for the improvement of democratic local government, Westlake Board of Aldermen members should display behavior that demonstrates independent, impartial review of all matters addressed by them and be duly responsible to the residents of Westlake and to each other in their relationships. SECTION I MAYOR —BOARD RELATIONS A. MAYOR'S RESPONSIBILITIES 1. The Mayor shall be the presiding officer at all meetings. The Mayor Pro -tem shall preside in his /her absence. 2. Except as provided for by State law pertaining to voting on Board matters, the Mayor shall have a voice in all matters before the Board. 3. The Mayor shall preserve order and decorum and shall require Board members engaged in debate to limit discussion to the question under consideration. 4. The Mayor is the spokesperson for the Board on all matters unless absent, at which time his /her designee will assume the role. 5. The Mayor will encourage all Board members to participate in Board discussion and give each member an opportunity to speak before any member can speak again on the same subject. The Mayor may limit each speaker to five minutes to ensure an efficient use of time. 6. The Mayor is responsible for keeping the meetings orderly by recognizing each member for discussion, limiting speaking time, encouraging debate among members and keeping discus- sion on the agenda item being considered. 7. Should a conflict arise among Board members, the Mayor will serve as the mediator. B. MAYOR AND BOARD RESPONSIBILITIES 1. Any Board member may request at a workshop and / or Board meeting, under "Future Agenda Item Requests ", an agenda item for a future Board meeting. The Board member making the re- quest will contact the Town Manager with the requested item and the Town Manager will list it on the agenda. At the meeting, the requesting Board member will explain the item, the need for Board discussion of the item, the item's relationship to the Board's strategic priorities, and the amount of estimated staff time necessary to prepare for Board discussion. If the requesting Board member receives a second, the Town Manager will place the item on the Board agenda calendar allowing for adequate time for staff preparation on the agenda item. or delay proceedings, and shall not refuse to obey the orders of the Mayor or the rules of the Board. Board members shall demonstrate respect and courtesy to each other, to Town Staff members, and to members of the public appearing before the Board. Board members shall refrain from rude and derogatory comments and shall not belittle Staff members, other Board members, or members of the public. They should not use their position to secure special privileges and should avoid situa- tions that could cause any person to believe that they may have brought bias or partiality to a ques- tion or issue before the Board. 2. Members of the Board will not condone any unethical or illegal activity. All members of the Board agree to uphold the intent of this policy and to govern their actions accordingly. SECTION II BOARD AND STAFF RELATIONS No single relationship is as important as that of the Board and their Town Manager in effectively governing the Town of Westlake. It is for this reason that the Board and Town Manager must under- stand their respective roles in that process. The Town Manager is the primary link between the Board and the professional Staff. The Board's relationship with the Staff shall be through the Town Manager. 1. In order to ensure proper presentation of agenda items by Staff, questions arising from Board members after receiving their information packet should be, whenever possible, presented to the Town Manager for Staff consideration prior to the Board meeting. This allows the Staff time to ad- dress the Board member's concern and provide all Board members with the additional informa- tion. The Town Manager shall designate the appropriate Staff member to address each agenda item and shall see that each presentation is prepared and presented in order to inform and educate the Board on the issues which require Board action. The presentation should be professional, timely, and allow for discussion of options for resolving the issue. The Staff member making the presenta- tion shall either make it clear that no Board action is required, or present the specific options for Board consideration. 3. The Town Manager is directly responsible for providing information to all the Board concerning any inquiries by a specific Board member. If the Town Manager or his /her Staff's time is being dominated or misdirected by a Board member, it is his /her responsibility to inform the Mayor. 4. The Town Manager will be held responsible for the professional and ethical behavior of himself/ herself and the discipline of his /her Staff. The Town Manager is also responsible for seeing that his/ her Staff receives the education necessary to address the issues facing municipal government. 5. Any conflicts arising between the Town Staff and the Board will be addressed by the Mayor and the Town Manager. 6. All Staff members shall show each other, each Board member, and the public respect and courtesy at all times. They are also responsible for making objective, professional presentations to ensure public confidence in the process. 4 6. The Mayor, or his /her designee, is the primary spokesperson for the Town on matters regarding policy decisions or any Board information pertaining to issues on the agenda. In order to ensure fair treatment of an issue, any clarifications requested by the media on the issue should be ad- dressed after the meeting. When opposing positions have been debated, regardless of the out- come, the public is better informed when all sides have adequate coverage by the media. This lets the public know that the item was seriously debated and options discussed before a vote was taken, and helps build confidence in the democratic process. 7. The Town of Westlake Board of Aldermen is made up of five Board members and a Mayor, each elected by the residents of Westlake. In respect to each Board member and his /her constitu- ents, his /her views as presented on an issue before the Board should provide equitable repre- sentation from all members. Even though Board members may express differing ideas, equita- ble representation helps promote unity of purpose by allowing the public to be informed of each member's position during his /her term of office and not only during an election campaign. We all have the responsibility to protect the integrity of our governing process and therefore, have read and agreed to the above guidelines. R aTeam View O The Efiy l Gl oup www.OnlineDisc.com Email: Orders @OnlineDisc.com www.DiscProfiles.com Email: Orders @DiscProfiles.com Westlake Leadership (7 People) Tuesday, June 16, 2009 This report is provided by: The Elim Group 10 Royal Oaks Circle, Suite 201 Denton TX 76210 -5576 Contact: Mike Conduff Mailto: Mike.Conduff @TheElimGroup.com www.TheElimGroup.com • inscape ■ publishing QTeam View tim brittan Tom Brymer Larry Corson Carol Langdon - -- - - - - - -- - - - -- - - - ._.. - - -- - -- -- -- -- - - - - - - -- -- - - - - -- -- --- - - - - -- -- --- - -- - - -- ------- .._.. Inspirational --- - - - - -- -- - - - - -- .. -- - - - Inspirational - - -- - Pattern -- - - - -- Result- Oriented -- - - - - -- -- .._..- Inspirational .._. Pattern Pattern Pattern Rick Rennhack Rebecca Rollins Laura Wheat . . .. . ..... . .... - .... - - - - -- - -- - -- ---------- - _ ................ - - - --------- ....... -- - -- - .- _ - - - - - -- - - - - -- - - - - -- -- - - -- --- - - - - -- ---------- --------- -- ..... - -- - - - - - - - -- - - - - - -- -- - -- -- --- -- -- - --- - - - - -- ----------- Result- Oriented - - - - -- -- - - -- - . - -- Developer Pattern - - - Promoter - .._ ---------- --- - - - - -- Pattern Pattern © 2003 by Inscape Publishing, Inc. All rights reserved.Reproduction in any form, in whole or in part, is Westlake Leadership 2 prohibited. QTeam View Ginger Awtry Tom Brymer Amanda DeGan Eddie Edwards - - - - -- - - - -- -- --- -- - - -- -- -- - - - - -- -- - - - -- - -- - . ......... .. - -- - -- - - - - - - - - - . ------ - - -- - -- - - -- -- - - - - -- - - - -- - - - -- - ... ---- - - - - -- - - - - -- -- - -- -- - - - - -- --- - - - - -- Promoter - - - - - -- - - - - -- Pattern - - -- - - - - - - Inspirational Pattern - - - - - -- Developer Pattern Developer - -- Pattern Jarrod Greenwood Troy Meyer Debbiei Piper Kim Sutter ........ -- ....... - . - - P - - - _ .- . -.... - .. ............ - - - - - -- - - - - - - -- -- ;.r - - - - -- - - - - - -- - - - - -- -- - - - - -- - - - Creative -- - -- Pattern - - Agent ----- -- --- - - - - -- -- - - - - -- Pattern -- ------ ------ Perfectionist -- - -- - - - - - -- - - -- - - - - -- --- - - - - -- Developer Pattern Pattern Todd Wood r*� ... -.. -- -- -- - - - - -- ---- - - - - -- -- - - - - -- - - -- -- - - - - -- -- ------ _ - - - - -- -------- - - -- - - -- - - - -- - - -- - -- - -- Creative Pattern © 2003 by Inscape Publishing, Inc. All rights A reserved.Reproduction in any form, in whole or in part, is L prohibited. •i 0• Introduction Disco Group Culture Report Just as individuals have unique styles, groups also tend to develop their own unique styles or cultures. This culture is an informal combination of behaviors, values, and attitudes that most people in the group take for granted. Put in the simplest terms, culture is "the way we do things." Although not everybody agrees with or flows with the culture, most group members feel the pressure that a culture exerts to act in a certain way. DISC® does not address all elements of culture, but it helps you understand many important needs, goals, fears, emotions, and behaviors within your culture. Why is group culture important? Group culture has a large impact on the behavior, attitudes, and satisfaction of each group member. People who fit into the culture often feel right at home in the group. But for other people, the culture leads them to feel like strangers in a strange land. The environment makes them uncomfortable. Culture also has implications for the group as a whole. It affects such things as the pace at which work gets done, how outsiders are treated, the attention paid to details, or the risks that the group takes. These in turn influence the success of the group in meeting its goals. Where does group culture come from? Group culture is not simply the average of all the people in the group. Many different factors determine group culture, such as • The style of the group leaders • The most pronounced styles within the group ■ The type of work the group does ■ The historical culture of the group ■ The cohesion or tension within the group ■ The goals and mission that the group faces These are just some of the factors that help shape group culture. Understanding the origins of your culture may be important if you hope to change it or capitalize on its strengths. © 2005 by Inscape Publishing, Inc. All rights reserved. A Reproduction in any form, in whole or in part, is prohibited. ` {/ 11011 * 111D 0 Your DISC® Culture DISC Group Culture Report How do I know my group's DiSC culture? Just as you learn to read individuals' styles, you can also learn to read the DISC® style of a group. Does your group culture have more of a focus on logic (C and D styles) or a focus on people (i and S styles)? Does your group culture have a slower, thoughtful, and cautious pace (S and C styles) or does it have a faster, active, bold pace (D and i styles)? Questioning/ Logic Focused Prioritizes reason, ideas, or facts Active /Fast Paced Enjoys a faster pace that is bold, assertive, and dynamic D 86% of your group had a high -D Score C 0% of your group had a high -C Score 57% of your group had a high -i Score S 0% of your group had a high -S Score Thoughtful /Moderate Paced Enjoys a moderate pace that is systematic, calm, and careful Accepting/ People Focused Prioritizes relationships or feelings NOTE: Because grout, members can be classified iri more than one category, the percentages here n,ay not equal '100% © 2005 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. • • • • Your DISC® Culture Disc Group Culture Report What is important in your group? When assessing your group's culture, you also may want to think about the things that your group values the most. What type of behaviors does it reward? What does it encourage? The qualities and behaviors that your groups values often reflect the makeup of the group members. Consequently, you may find that your group pays the most attention to those things that are important to people with high -D or high -i styles. 100% 80% 60% 40% 20% 0% A large percentage of your group members have high scores in the D and i styles. People with the D style tend to place a high value on results and independence. Those with a high -i style tend to value enthusiasm and collaboration. On the other hand, those with a high -C style often find that accuracy and personal competence are very important to them at work. People with a high -S style frequently report that cooperation and thoughtfulness are top priorities. The following pages describe each of the four DISC® cultures. Read through these descriptions and decide which ones, if any, describe your group as a whole. Some groups find that a blend of two DiSC styles describes their culture best. On the other hand, some groups find that none of the DiSC styles really describe their culture. Or even beyond this, some groups find that there are important subgroups that each have their own DiSC culture. © 2005 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. D i S C Results Enthusiasm Thoughtfulness Accuracy What do your Independence Optimism Teamwork Dependability group members Achievement Collaboration Humility Precision value most? Decisiveness Passion Stability Competency Success Fun Harmony Quality NO E. Beirausercup members can be r'HJJITied In more tr7 ?rl one category, the pF:'(�elitdy PC here rGy� alit P'�i.lrii C�J��: A large percentage of your group members have high scores in the D and i styles. People with the D style tend to place a high value on results and independence. Those with a high -i style tend to value enthusiasm and collaboration. On the other hand, those with a high -C style often find that accuracy and personal competence are very important to them at work. People with a high -S style frequently report that cooperation and thoughtfulness are top priorities. The following pages describe each of the four DISC® cultures. Read through these descriptions and decide which ones, if any, describe your group as a whole. Some groups find that a blend of two DiSC styles describes their culture best. On the other hand, some groups find that none of the DiSC styles really describe their culture. Or even beyond this, some groups find that there are important subgroups that each have their own DiSC culture. © 2005 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. 0090 The D Culture DISC® Group Culture Report The percentage of your group members (86 %) who have high scores on the Dominance style is much higher than the average group taking this online profile (53 %). It is quite possible that this style describes your group culture. The hallmarks of a D culture are quick decisions, direct answers, and a competitive atmosphere. This culture values solid results and powerful growth. Trust is given to those who are direct and straightforward. People who thrive in this setting tend to be hard - driving individuals who relish challenges and the thrill of victory. Interpersonal communication, however, may suffer in this culture, and those who are less assertive may feel overwhelmed. In addition, such a culture may struggle with high turnover and a stressful environment. The D Culture Encourages: Independence Decisiveness Directness Victory Results Advantages of the D Culture: Offers a dynamic and engaging environment Makes decisions without wasting time Drives toward results Provides opportunities to prove oneself Rewards determination and persistence Pushes continually for new accomplishments Encourages innovation Gives straightforward feedback Issues to Consider The D Culture Frowns Upon: Oversensitivity Hesitation Overanalysis Foot - dragging Weakness Drawbacks of the D Culture: Leads to tension and burnout Fails to spend time on thorough analysis Overwhelms those who are less aggressive Creates power struggles that lead to poor decisions Takes too many risks Overemphasizes status Discourages teamwork because of competitiveness Provides feedback without considering feelings If you have a D culture, your group may want to think about the following questions: • What are the advantages and drawbacks of the D culture for your group? • How does the D culture support and inhibit the success of your group? • Does your group take the time to calculate risks? • Does the group waste time with power struggles? • Does status get in the way of good decision making? • Could feedback be given in a more constructive way? © 2005 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. `h/ 0000 Working in the D Culture DISC® Group Culture Report The D culture offers benefits and challenges for people with each of the four DISC® styles. High -D individuals (86% of Your Group) High -D individuals embrace this culture's aggressive pace. They see the environment as ideal for achieving their goals and moving their careers forward. Their desire to win every encounter is based not only on what they believe is best for themselves, but for the organization as well. In this way, their determination earns them the respect of colleagues, who may look to them for leadership. However, their assertiveness makes them prime for conflicts with peers, especially those who share their high -D tendencies. High -i individuals (57% of Your Group) People who are high in i appreciate the speed with which their ideas are implemented and the enthusiasm that the environment cultivates. In addition, their energetic approach to projects is a great benefit to the organization. The organization, however, may not be as exuberant in recognizing their great work as the high -i expects. The organization simply expects exceptional results. High -S individuals (0% of Your Group) High -S people often find a niche as a sympathetic ear among the hard - charging negotiations and constant striving of this culture. These individuals help the organization by applying their people skills whenever they can. However, they may often feel hurt and stressed in a setting that they believe is cold and harsh. High -C individuals (0% of Your Group) These individuals like that business is at the forefront in this culture. They are pleased that achieving goals is a top priority and that time is not spent on small talk. With their dedication to resolving the details and analyzing the consequences, people high in C are a great asset to organizations with this culture. Still, high -C individuals may encounter difficulties with the hectic pace and immediate results that this environment demands. Issues to Consider If you have a D culture, group members may want to think about the following questions: • How do the low -D's in your group feel about this culture? What are their frustrations and challenges? • How does the group listen to those with a low -D? • How do the high -D's in your group respond to those who are low -D's? • How open is your culture to the i, S, and C styles? How do they bring balance to your group? Do the high -i's feel that they get the personal recognition they deserve? .• Do the high -S's feel like they get feedback that is too cold and insensitive? Do the high -C's feel that they are given time to think concepts through and make the right decisions? © 2005 by Inscape Publishing, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. • • ! • The i Culture DISC® Group Culture Report The percentage of your group members (57 %) who have high scores on the Influencing style is somewhat higher than the average group taking this online profile (45 %). Consider if this style describes your group culture. The hallmarks of an i culture are an energetic atmosphere, a focus on innovation, and lots of time spent in meetings or socializing. This culture values effective teamwork and creative approaches to problems. Trust is given to those who are open and expressive. People who excel in this setting tend to be charismatic individuals with keen social skills. However, those individuals who are not as people- oriented may be frustrated with the emphasis on group activities and social niceties. In addition, poor planning and haphazard attention to details may prevent such a culture from actually implementing any bold ideas. The i Culture Encourages: Creativity Enthusiasm Optimism Collaboration Passion Advantages of the i Culture: Fosters creativity through high energy Provides a fun and optimistic atmosphere Encourages collective brainstorming Promotes frequent informal communication Excels at promoting ideas Cultivates self- starters Provides spontaneous recognition of good work Offers a warm and caring environment Issues to Consider The i Culture Frowns Upon: Rulemaking Caution Overanalysis Introversion Insensitivity Drawbacks of the i Culture: Changes direction too frequently Avoids tending to the details Glosses over potential risks Holds too many meetings Spends too much time socializing Lacks clear guidelines Exerts pressure to be extroverted and energized Exhibits spotty planning If you have an i culture, your group may want to think about the following questions: • What are the advantages and drawbacks of the i culture for your group? • How does the i culture support or inhibit the success of your group? • Does your group waste too much time socializing? • Is your group as organized and efficient as it needs to be? • Does your group follow through on ideas and innovations? © 2005 by Inscape Publishing, Inc. All rights reserved. ^ Reproduction in any form, in whole or in part, is prohibited. XV see* Working in the i Culture DISCO Group Culture Report The i culture offers benefits and challenges for people with each of the four DISC® styles. High -D individuals (86% of Your Group) High -D individuals probably appreciate the fast pace and exciting developments that this culture encourages. Their eagerness to tackle new challenges keeps the cycle of creativity moving, which inspires their colleagues and benefits the organization. However, they may grow impatient with prolonged meetings, and the culture's emphasis on people's feelings may strike them as inappropriate or even counterproductive. High -i individuals (57% of Your Group) The high -i person may find no better fit than this culture. These individuals thrive on energetic approaches and constant interaction with peers, both of which are in abundance in this environment. This culture's priorities suit these energetic people to such a high degree that their natural zeal propels the organization forward. But flaws, such as disorganization and spotty planning, can be magnified when a high -i person is active in this setting. High -S individuals (0% of Your Group) People who are high in S are likely to respond well to the recognition that they receive in this culture. And although they may not be the most vocal in group settings, they still like the fact that social graces are appreciated in this environment. These individuals focus on steady performance and avoid calling attention to themselves, which allows the organization to function more effectively. Still, the speed of change in this culture may be too much for the high -S sometimes, and their need for direction is likely to go unmet. High -C individuals (0% of Your Group) High -C individuals gain satisfaction in this culture by embracing the value of their work. In fact, their efforts are essential to the organization's structure, because they maintain order in an otherwise frantic environment. Although they may be seen as cynical, they undertake the research, analysis, and detail- oriented tasks that others avoid. However, they may become annoyed at the lack of clear guidelines and rules in this culture. They also may resent the pressure to be extroverted and energetic. Issues to Consider If you have an i culture, group members may want to think about the following questions: • How do the low -i's in your group feel about this culture? What are their frustrations and challenges? • How does the group listen to those with a low -i? • How do the high -i's in your group respond to those who are low -i's? • How open is your culture to the D, S, and C styles? How do they bring balance to your group? Do the high -D's feel that too much time is wasted socializing? Do the high -S's feel like they have enough structure and stability? Do the high -C's feel that important details are ignored and analysis is undervalued? © 2005 by Inscape Publishing, Inc. All rights reserved. ^ Reproduction in any form, in whole or in part, is prohibited. `Y/ 0 0 0 0 The S Culture Disco Group Culture Report The percentage of your group members (0 %) who have high scores on the Steadiness style is much lower than the average group taking this online profile (30 %). Although very unlikely, consider if this style describes your group culture. The hallmarks of an S culture are stability, predictability, and friendliness. This culture values strong teamwork and a manageable work -life balance. Trust is given to those who are sincere and considerate. People who thrive in this setting tend to be polite individuals who avoid conflict and include everyone in the group's victories. People in this culture naturally support each other and rely on a systematic approach to work. However, such a culture may lag in innovation or in its willingness to take on bold challenges. The S Culture Encourages: Cooperation Loyalty Humility Thoughtfulness Team focus Advantages of the S Culture: Commits to getting the job done right Provides a relaxed atmosphere Works toward dependable and reliable results Promotes feelings of comfort and security Cultivates work -life balance Encourages a strong sense of duty Allows a high level of teamwork Fosters polite, tactful behavior Issues to Consider The S Culture Frowns Upon: Aggressiveness Pushiness Disruptiveness Nonconformity Erratic behavior Drawbacks of the S Culture: Fails to challenge ideas Lacks a competitive edge Avoids tough decisions to spare feelings Inhibits change and stifles innovation Avoids giving constructive criticism Struggles with indecisiveness Does not encourage strong individual accomplishment Creates resentment that brews beneath the surface If you have an S culture, your group may want to think about the following questions: • What are the advantages and drawbacks of the S culture for your group? • How does the S culture support and inhibit the success of your group? • Does your group take enough risks? Does it avoid changes even when they are needed? • Does the group avoid making necessary but tough decisions just because they might upset others? • Do people have enough incentive to push themselves for more extraordinary results? © 2005 by Inscape Publishing, Inc. All rights reserved. O Reproduction in any form, in whole or in part, is prohibited. 0 0 0 0 Working in the S Culture DiSC® Group Culture Report The S culture offers benefits and challenges for people with each of the four DISC® styles. High -D individuals (86% of Your Group) High -D individuals strive to get results in this culture. Their preference for action provokes them to make bold decisions and take daring risks. Such adventurous behavior can benefit the organization, which otherwise may struggle to move forward. However, others may regard their assertive behavior as rude or pushy. High -D's, on the other hand, may feel that the environment is too "touchy - feely." Further, the slow - paced, orderly culture often seems dull to the high -D individual, who may look elsewhere for challenges. High -i individuals (57% of Your Group) People high in i supply much of the excitement in this culture. They bring enthusiasm to projects and coordinate the social activities that bond colleagues. In this way, they build a sense of community. Others, however, may get frustrated that high -i's aren't as organized and reliable in their habits. At the same time, high - i people are likely to become bored at the laidback atmosphere that this culture encourages, and they may be overt with their frustrations about this. High -S individuals (0% of Your Group) The high -S person appreciates the comforting routine that this culture provides. These individuals respond well to the security of the environment, and they look forward to the process of collaboration that is a large part of this culture. The organization comes to depend upon their loyalty and ever - increasing knowledge base. However, the downside is that they tend not to be challenged to improve their performance, accept new responsibilities, take chances, or make major changes. High -C individuals (0% of Your Group) These individuals like the fact that detailed- oriented tasks and analytical skills are respected in this culture. They seldom feel pressure to rush through projects in this environment, and they are pleased that they are allowed to play to their strengths regularly. In addition, they benefit the organization by ensuring that each concept is as refined and coherent as possible. However, they may be seen by some as cold. High -C's, in turn, may feel that the group is too sensitive and soft in its decision making. Issues to Consider If you have an S culture, group members may want to think about the following questions: • How do the low -S's in your group feel about this culture? What are their frustrations and challenges? • How does the group listen to those with a low -S? • How do the high -S's in your group respond to those who are low -S's? • How open is your culture to the D, i, and C styles? How do they bring balance to your group? Do the high -D's feel that the group moves too slowly and that people are too sensitive? Do the high -i's feel like they have enough excitement? Do the high -C's feel that the group makes decisions based on emotion? © 2005 by Inscape Publishing, Inc. All rights reserved. I I Reproduction in any form, in whole or in part, is prohibited. I' I' •• •• The C Culture Disco Group Culture Report The percentage of your group members (0 %) who have high scores on the Conscientious style is much lower than the average group taking this online profile (51 %). Although very unlikely, consider if this style describes your group culture. The hallmarks of a C culture are quality, accuracy, and order. Such a culture values high standards, careful analysis, and diplomacy. This group prides itself on getting perfect results. The group is cynical toward new ideas, and trust usually has to be earned. Members are often loyal but only to those they respect. The culture values punctual, hardworking, and dependable members. The group, however, may miss opportunities because it spends so much time researching and analyzing. It may resist growth for fear of lowering its standards. The C Culture Encourages: Accuracy Completeness Attention to detail On -time performance Dependability Advantages of the C Culture: Calculates risks thoroughly Delivers exceptional quality control Makes decisions logically Pays attention to details Clarifies policies and expectations Emphasizes reliability and precision Respects people's rights Provides well- defined goals Issues to Consider The C Culture Frowns Upon: Mistakes Illogical behavior Lateness Spotty research Exaggerated enthusiasm Drawbacks of the C Culture: Overanalyzes Misses opportunities due to excess caution Lacks outward excitement and energy Stifles informal communication Fails to foster a strong sense of community Ignores people's feelings Feels critical, cold, or cynical to some Closes itself off to outsiders If you have a C culture, your group may want to think about the following questions: ■ What are the advantages and drawbacks of the C culture for your group? ■ How does the C culture support or inhibit the success of your group? ■ Does your group take enough risks? ■ Does the group spend too much time ensuring accuracy when it should be acting? ■ Does the group attend to the emotional and social needs of its members? © 2005 by Inscape Publishing, Inc. All rights reserved. A Reproduction in any form, in whole or in part, is prohibited. L 0 0 0 0 Working in the C Culture Disco Group Culture Report The C culture offers benefits and challenges for people with each of the four DISC® styles. High -D individuals (86% of Your Group) Double checking and deep analysis will frustrate some high -D individuals. They will be itching to get things moving, but they will be forced to weigh the pros and cons and calculate risks. On the other hand, they will know where they stand at all times and may enjoy the task - oriented nature of the group. They may also like working with people who are willing to adapt and follow their lead. High -i individuals (57% of Your Group) Many high -i individuals will get bored with the repetitious assignments and continuous attention to details. They will need to work on developing organized, systematic procedures for putting their ideas into action. If high -i members aren't rigorous in their thinking, the group may be critical. Their socializing may be frowned upon, and they may feel that the group cares more about the task than it does about its people. On the other hand, the enthusiasm, optimism, and high energy of the high -i may be a rare and invaluable asset to the group. High -S individuals (0% of Your Group) Most high -S people will like the stability of the environment. And without the pressure to be extroverted and outgoing, they will most likely feel at ease. But because this group often expects people to work alone, some high -S people may feel lonely. The task - oriented nature of the group may leave them feeling like important emotions are ignored or dismissed. High -C individuals (0% of Your Group) People with a high -C style usually feel right at home in this environment. They like the reserved, businesslike culture that values quality and dependability. They enjoy the group's systematic approach and the lack of direct conflict. They may, however, feed into an overly analytical culture that doesn't take chances and resists change. Issues to Consider If you have a C culture, group members may want to think about the following questions: • How do the low -C's in your group feel about this culture? What are their frustrations and challenges? • How does the group listen to those with a low -C? • How do the high -C's in your group respond to those who are low -C's? • How open is your culture to the D, i, and S styles? How do they bring balance to your group? Do the high -D's feel stifled by the slow pace of the group? Do the high -i's feel bored or bogged down in details? Do the high -S's feel isolated and socially unconnected? © 2005 by Inscape Publishing, Inc. All rights reserved. ^ Reproduction in any form, in whole or in part, is prohibited. 3 Retreat Scenario RED Zoning- "An Exciting Project, But -" An application for a zoning change has been submitted to create a new planned zoning district in Westlake. The applicant wishes to build a multi - million dollar (they indicate it will be $175 million plus) four (4 )story office building on the north side of Dove Road complete with aesthetically pleasing architecture that fits with adjacent uses, extensive landscaping per Town requirements and beautiful water features. While not finalized, the office building could house up to 500 employees for this applicant's tenant whose name he does not want to disclose at this time for reasons that are unclear to the Town staff. The applicant's tenant also is firm, due to strong political philosophical beliefs, that the Town should not offer any economic development incentives of any kind for this project and none have been requested. The zoning change fits with the Town's comprehensive plan in terms of land use, meets all set back and height requirements, and the plat for it meets all local and State requirements. Access will be from the north, not Dove Road, although it may receive up to one truck per day according to the applicant's traffic study. This truck traffic will be for deliveries of various sorts, including food supplies for the employee cafeteria. While this truck traffic may not involve semi - trucks, the applicant is unwilling, on behalf of his client, to guarantee that a truck delivery will not access their site from the south. Some of their vendors are located in the North Richland Hills area; nor will he guarantee that the truck may not be a semi. The applicant has made all revisions to his application per staff review comments and met with the neighbors to the south. The neighbors to the south, while they generally like the proposed zoning change and its attendant development, are very concerned about setbacks and building height. These neighbors claim that the building will create the opportunity for employees to have a direct line of sight into their neighborhood and especially the back yards of houses adjoining the south side of Dove Road. They want their privacy undisturbed and are adamant about this point. The Planning & Zoning Commission met and after a 3 hour public hearing, voted to recommend denial. The applicant is pointing out that the application meets the Town's comprehensive plan, as well as Town zoning requirement related to setbacks and height requirements. The applicant states that they need this building to have this height for the project to be economically viable. The zoning change application is going to be on the Town Council agenda for public hearing and consideration at the Council's next meeting - in one week. What should happen now and what is the best course to take? Suggested Small Group Questions What's the problem? After all, some of the adjacent communities would be thrilled to have this project! We won't get an ad valorem income from the project and sales tax estimates are just that, an estimate with no guarantees. What's the policy issue? Are there other issues? Are we going to be sued if we deny this request? What is the best approach to deal with the request? Retreat Scenario BLUE Is Art for One, Art for All? The Town's Public Arts Society recently made an exciting public announcement at their annual workshop with the Town Council related to this advisory board's annual program of work. A donor, who insists on remaining anonymous or his /her gift will be withdrawn, has donated $175,000 for the Town's first piece of public art. The Westlake Public Art Society (WPAS) is so excited and even better, Maguire Partners is willing to work out an arrangement to have the piece installed on a site adjacent to the new FM 1938 per the Town's streetscape concept plan for that corridor. The story about this ran recently in the local newspaper and the Town's communications consultant is now working to get the story placed in other area publications. While the donor wishes to remain anonymous, the donor is stipulating that the public art piece be done by a close friend and high profile artist in the DFW area who is known for his abstract art that has, on occasion, "raised some eyebrows" and this is widely known. While no one has spoken publicly at a WPAS or at a Council meeting, there is a "buzz" beginning to build in the Town about this. You have been contacted by other property owners, including Fidelity Investments, who want to be supportive, but you can tell they have concerns about the public art piece. The donor, while anonymous, has told the WPAS President that there are only two conditions to his gift. One is that the WPAS use the artist he wants for this piece and you know that he only done abstract pieces, some of which would raise the question by some who may not appreciate abstract art, "what the heck is it ?" In addition, this location will have a high level of vehicle traffic, be very conspicuous, and located in the Town's major north /south corridor. The second stipulation is that the donation be under contract to this artist by the end of the calendar year for tax reasons. What now? Suggested Small Group Questions What's the problem? This is our first public art piece and it's fully funded by a donation, no Town money needed! After all, some of the adjacent communities would die to have this public art project! What's the policy issue? Are there other issues? Do we really want to walk away from this? This is a sizeable donation! What is the best approach to deal with the donation? Retreat Scenario Green Fire Stations are Great! Well, Wait a Minute, They're Great Most of the Time... Good news! Recently, the Town received word that its $8.0 million grant application for economic stimulus funding to build a new fire station was approved. Even better, a site for the station has been donated to the Town in a very good location in terms of fire response coverage for Westlake. The terms of the grant cover only construction of the fire station building and some equipment, but not the land costs. The Town has no funding available for the station site and with land prices in Westlake; this could be a big number! Plus, the staff knows of no willing sellers of other sites, so even if the Town had the money to buy a site, it might require condemnation. The donated site is very near the intersection of Dove Road and Precinct Line Road. This could hardly have come at better time since the current station is wholly inadequate and the Town presently does not have the funding to build a new one. The grant terms include that construction be underway on the station within twelve months from the date of the grant offer or the grant will be rescinded and the money used for other projects in other communities. But, as always, things are not simple or easy. Residents in Vaquero have concerns and are becoming increasingly outspoken about these concerns. These concerns range from lighting of the station, traffic, architecture of the station building, and sirens going off at all hours of the day. The Vaquero HOA Board wishes to appear before the Council to discuss these concerns. An owner of a large nearby tract is also concerned about the impact of a fire station to his property. To build the station, it will require a zoning change so the Town would be in compliance with its own ordinances. If these concerns are not addressed, when the zoning case comes to the P &Z and the Council, this could get complicated. Time is not in our favor, what do we do? Suggested Small Group Questions What's the problem? After all, some of the adjacent communities would love to have this grant! Walk away from a donated site and the land? Are you kidding me? There's nothing to think about. We don't have the money to build the station, and we sure do need one! People will think we're nuts to walkaway from over $8 million! What's the policy issue? Are there other issues? What is the best approach to deal with the situation?