HomeMy WebLinkAboutRes 13-25A Approving a Contract with Mesa Planning TOWN OF WESTLAKE
RESOLUTION 13-25A
A RESOLUTION BY THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS
APPROVING A CONTRACT WITH MESA PLANNING FOR COMPREHENSIVE
PLAN REVIEW AND UPDATE SERVICES.
WHEREAS, the Westlake Town Council has determined that the Town's
Comprehensive Plan has not been examined and updated in its entirety in a holistic manner since
its adoption in 1992; and,
WHEREAS, the Westlake Town Council has identified reviewing and updating the
Town's Comprehensive Plan as a high strategic priority; and,
WHEREAS, the Town Council recognizes that this review and update is necessary in
light of the passage of time since 1992, changes in conditions, development that has occurred in
and around Westlake along the State Highway 114 corridor, as well as the types of development
that are being undertaken today that did not exist in 1992; and,
WHEREAS, the Westlake Town Council desires to utilize the services of a professional
planning services firm with its team of subcontractors representing a number of disciplines
necessary to perform this Comprehensive Plan review and update; and,
WHEREAS, the Town Council has budgeted funding in the FY 13-14 Proposed Budget
for this purpose; and
WHEREAS, the Town Council finds that the passage of this Resolution is in the best
interest of the citizens of Westlake.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
SECTION 1: THAT, all matters stated in the Recitals hereinabove are found to be true
and correct and are incorporated herein by reference as if copied in their entirety.
Resolution 13-25A
Page 1 of 2
SECTION 2: THAT, the Town Council of the Town of Westlake, Texas, hereby
approves the attached Contract with Mesa Planning for planning services related to reviewing
and updating the Town's Comprehensive Plan attached hereto as Exhibit "A"; and further
authorizes the Town Manager to execute said agreement on behalf of the Town of Westlake.
PASSED AND APPROVED ON THIS 26TH DAY OF AUGUST, 2013.
GCs��i
Laura Wheat, Mayor
ATTEST:
Kelly Edwar Town Secretary Thomas E. BrymfT n Manager
APPROV AST RM:
l� � a"®SCS OF
Stan Lowry,4<nAtforney '� <
: m
i;V A S
Resolution 13-25A
Page 2 of 2
Agreement Between: Owner and Architect Page 1 Of 17
Document No. OAB101
(modified)
Contract Agreement Date: August 26, 2013
BETWEEN MESA Planning(hereinafter identified as the Architect)and Town of Westlake,Texas(hereinafter
identified as the Owner):
The Owner:
Town of Westlake
Owner's Representative-Thomas E. Brymer,Town Manager
Town of Westlake
3 Village Circle, Suite 202
Westlake, Texas 76202
and the Architect:
MESA Planning
11700 Preston Road
Suite 660-229
Dallas, Texas 75230
for the following Project:
Westlake, Texas, Comprehensive Plan Update
The Owner and Architect agree as follows.
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Resolution 13-24A
Agreement Between: Owner and Architect Page 2 of 17
Document No. OAB101
(modified)
TABLE OF ARTICLES
1 INITIAL INFORMATION
2 ARCHITECT'S RESPONSIBILITIES
3 SCOPE OF ARCHITECT'S BASIC SERVICES
4 ADDITIONAL SERVICES
5 OWNER'S RESPONSIBILITES
6 COPYRIGHTS AND LICENSES
7 CLAIMS AND DISPUTES
8 TERMINATION OR SUSPENSION
9 MISCELLANEOUS PROVISIONS
10 COMPENSATION
11 SPECIAL TERMS AND CONDITIONS
12 SCOPE OF THE AGREEMENT
ARTICLE 1 INITIAL INFORMATION
§ 1.1 This Agreement is based on the Initial Information set forth in this Article 1 and the Scope of Work set forth in
Exhibit"A" incorporated into Section 12.2 of this agreement:
§ 1.2 The Owner's anticipated dates for commencement of construction and Substantial Completion of the Work are
set forth below:
.1 Commencement of construction date: November 1, 2013
.2 Substantial Completion date: July 31, 2014
§ 1.3 The Owner and Architect may rely on the Initial Information. Both parties, however, recognize that such
information may materially change and, in that event,the Owner and the Architect shall appropriately adjust the
schedule,the Architect's services and the Architect's compensation if agreed to by both parties.
ARTICLE 2 ARCHITECT'S RESPONSIBILITIES
§2.1 The Architect shall provide the professional services as set forth in Section 12.2 of this Agreement.
§2.2 The Architect shall perform its services consistent with the professional skill and care ordinarily provided by
architects practicing in the same or similar locality under the same or similar circumstances. The Architect shall
perform its services as expeditiously as is consistent with such professional skill and care and the orderly progress of
the Project.
§2.3 Robin H. McCaffrey AIA,AICP is a representative authorized to act on behalf of the Architect with respect to the
Project.
§2.4 Except with the Owner's knowledge and consent,the Architect shall not engage in any activity,or accept any
employment, interest or contribution that would reasonably appear to compromise the Architect's professional
judgment with respect to this Project.
§ 2.5 The Architect shall maintain Professional Liability insurance for the duration of this Agreement. If any of the
requirements set forth below exceed the types and limits the Architect normally maintains, the Owner shall reimburse
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Agreement Between: Owner and Architect Page 3 Of 17
Document No. OAB101
(modified)
the Architect for any additional cost. The Architect's liability policy shall be a claims made policy in an amount not
less than$1,000,000 per occurrence and$1,000,000 annual aggregate
ARTICLE 3 SCOPE OF ARCHITECT'S BASIC SERVICES
§3.1 The Architect's Scope of Work consists of those Work Tasks described in Section 12.2 of this agreement as
Exhibit"A"and Exhibit"C". Said services under this contract can be generally described as comprehensive planning
review and update services. Said services do not include any architectural design service.
§3.1.1 The Architect shall manage the Architect's services, consult with the Owner, research applicable design
criteria, attend Project meetings, communicate with members of the Project team and report progress to the Owner.
§3.1.2 The Architect shall coordinate its services with those services provided by the Owner and the
Owner's consultants. The Architect shall be entitled to rely on the accuracy and completeness of services and
information furnished by the Owner and the Owner's consultants. The Architect shall provide prompt written notice to
the Owner if the Architect becomes aware of any error, omission or inconsistency in such services or information.
§3.1.3 The Architect shall perform the work in accordance with the timeline contained in Section 12.2 of this
agreement as Exhibit"B".
§3.1.4 The Architect shall not be responsible for an Owner's directive or substitution made without the Architect's
approval.
ARTICLE 4 ADDITIONAL SERVICES
§4.1 Services requested, but not specifically included in the scope of services described in Exhibit"A"(such as
additional meetings not specified in the task description),will be considered additional services. Modifications to the
instruments of service, after approval by Owner, as a result of changes requested by Owner will be considered
additional services and billed at an hourly rate as follows:
Principal $185.00
Associate-Planning $130.00
Associate Landscape Architecture $130.00
Project manager $110.00
Designer-Planner $ 90.00
Graphics/Marketing/Administration $ 75.00
Engineer $220.00
Financial Consultant $240.00
Both the Owner and the Architect will agree to which billing rate specific parties are assigned for billing purposes.
§4.2 Additional Services may be provided after execution of this Agreement, without invalidating the Agreement.
Except for services required due to the fault of the Architect, any Additional Services provided in accordance with this
Section 4.3 shall entitle the Architect to compensation pursuant to hourly fees specified in Section 4.1 and an
appropriate adjustment in the Architect's schedule.
§ 4.3.1 Upon recognizing the need to perform the following Additional Services,the Architect shall notify the Owner
with reasonable promptness and explain the facts and circumstances giving rise to the need. The Architect shall not
proceed to provide the Additional Services until the Architect receives the Owner's written authorization.Additional
Services include:
.1 Services necessitated by a change in the Initial Information, previous instructions or approvals given
by the Owner, or a material change in the Project including, but not limited to,size, quality,
complexity,the Owner's schedule or budget for Cost of the Work, or procurement or delivery method;
.2 Services necessitated by the Owner's request for extensive environmentally responsible design
alternatives, such as unique system designs, in-depth material research, energy modeling, or LEED
certification;
.3 Changing or editing previously prepared Instruments of Service necessitated by the enactment or
revision of codes, laws or regulations or official interpretations;
.4 Services necessitated by decisions of the Owner not rendered in a timely manner or any other failure
of performance on the part of the Owner or the Owner's consultants or contractors;
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.5 Preparing digital data for transmission to the Owner's consultants and contractors, or to other Owner
authorized recipients;
.6 Preparation of design and documentation for alternate bid or proposal requests proposed by the
Owner;
.7 Preparation for, and attendance at, a public presentation, meeting or hearing, other then those
specified in Exhibit"A";
.8 Preparation for, and attendance at a dispute resolution proceeding or legal proceeding, except where
the Architect is party thereto;
.9 Evaluation of the qualifications of bidders or persons providing proposals;
.10 Consultation concerning replacement of Work resulting from fire or other cause during construction;
.11 Assistance to the Initial Decision Maker,if other than the Architect.
ARTICLE 5OWNER'S RESPONSIBILITIES
§ 5.1 Unless otherwise provided for under this Agreement,the Owner shall provide information in a timely manner
regarding requirements for and limitations on the Project..Within 15 days after receipt of a written request from the
Architect,the Owner shall furnish the requested information to the extent the Owner has such information and to the
extent such information is such information is not available elsewhere and the information is necessary and relevant
for the Architect to complete the Project.
§ 5.2 The Owner shall identify a representative authorized to act on the Owner's behalf with respect to the Project.
The Owner shall render decisions and approve the Architect's submittals in a timely manner in order to avoid
unreasonable delay in the orderly and sequential progress of the Architect's services.
§ 5.3 When requested, the Owner shall furnish any available City materials related to the economic assessment
considerations described in Exhibit"A"such as the City Budget and economic development initiatives.
§ 5.4 Upon request The Owner shall furnish all Plans, Studies, Ordinances, Policies,Surveys, and/or regulations
regarding the Planning Area.
§ 5.5 The Owner shall furnish any useful base maps, digital map files, development proposals, and/or zoning
submittal documents in the possession of the Owner and as requested by the Architect.
§ 5.6 The Owner shall coordinate the services of its own consultants with those services provided by the Architect.
Upon the Architect's request,the Owner shall furnish copies of the scope of services in the contracts between the
Owner and the Owner's consultants to the extent those agreements or services are applicable to the Scope of Work
in this Agreement, as determined by the Owner.The Owner shall furnish the instruments of service of consultants
other than those designated in this Agreement when the Architect requests such information and demonstrates that
they are reasonably required by the scope of the Project.
ARTICLE 6 COPYRIGHTS AND LICENSES
§6.1 The Architect and the Owner warrant that in transmitting Instruments of Service, or any other information, the
transmitting party is the copyright owner of such information or has permission from the copyright owner to transmit
such information for its use on the Project. If the Owner and Architect intend to transmit Instruments of Service or any
other information or documentation in digital form,they shall endeavor to establish necessary protocols governing
such transmissions.
§6.2 The Architect and the Architect's consultants shall release all rights as the authors and owners of their
respective Instruments of Service, including the Drawings and Specifications,which shall be considered a Work for
Hire, and shall belong to the Town. Submission or distribution of Instruments of Service to meet official regulatory
requirements or for similar purposes in connection with the Project is not to be construed as publication in derogation
of the rights of the Town. However, nothing in this section prohibits the Architect and the Architect's consultants from
utilizing summaries and provisions of the Instruments of Service, including the Drawings and Specifications, required
by the Owner under this contract,for sales and marketing purposes.
§6.3 Upon execution of this Agreement,the Architect grants to the Owner a non-exclusive license to use the
Architect's Instruments of Service solely and exclusively for purposes of using, maintaining, altering and adding to
the Instrument of Service, provided that the Owner substantially performs its obligations, including prompt payment of
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all sums when due, under this Agreement. The Architect shall obtain similar nonexclusive licenses from the
Architect's consultants consistent with this Agreement. The license granted under this section permits the Owner to
authorize the City Staff and others as well as the Owner's consultants and separate contractors,to reproduce
applicable portions of the Instruments of Service. If the Architect rightfully terminates this Agreement for cause as
provided in Section 8.4,the license granted in this Section 6.3 shall terminate.
ARTICLE 7 CLAIMS AND DISPUTES
§7.1 GENERAL
§7.1.1 The Owner and Architect shall commence all claims and causes of action, whether in contract,tort, or
otherwise, against the other arising out of or related to this Agreement in accordance with the requirements of the
method of binding dispute resolution selected in this Agreement within the period specified by applicable law, but in
any case not more than 10 years after the date of Substantial Completion of the Work.The Owner and Architect
waive all claims and causes of action not commenced in accordance with this Section 7.1.1.
§7.1.2 To the extent damages are covered by property insurance, the Owner and Architect waive all rights against
each other and against the contractors, consultants,agents and employees of the other for damages, except such
rights as they may have to the proceeds of such insurance. The Owner or the Architect, as appropriate, shall require
of the contractors, consultants, agents and employees of any of them similar waivers in favor of the other parties
enumerated herein.
§7.1.3 The Architect and Owner waive consequential damages for claims, disputes or other matters in question
arising out of or relating to this Agreement. This mutual waiver is applicable, without limitation,to all consequential
damages due to either party's termination of this Agreement,except as specifically provided in Section 8.7.
§7.2 MEDIATION
§7.2.1 Any claim dispute or other matter in question arising out of or related to this Agreement shall be subject to
mediation as a condition precedent to binding dispute resolution. If such matter relates to or is the subject of a lien
arising out of the Architect's services,the Architect may proceed in accordance with applicable law to comply with
the lien notice or filing deadlines prior to resolution of the matter by mediation or by binding dispute resolution.
§7.2.2 The Owner and Architect shall endeavor to resolve claims, disputes and other matters in question between
them by mediation.A request for mediation shall be made in writing, delivered to the other party to the Agreement,
and filed with the person or entity administering the mediation. The request may be made concurrently with the filing
of a Petition or other appropriate demand for binding dispute resolution but, in such event,mediation shall proceed in
advance of binding dispute resolution proceedings, which shall be stayed pending mediation for a period of 60 days
from the date of filing, unless stayed for a longer period by agreement of the parties or court order.
§7.2.3 The parties shall share the mediator's fee and any filing fees equally. The mediation shall be held in the place
where the Project is located, unless another location is mutually agreed upon.Agreements reached in mediation shall
be enforceable as settlement agreements in any court having jurisdiction thereof.
§7.2.4 If the parties do not resolve a dispute through mediation pursuant to this Section 7.2,the method of binding
dispute resolution shall be a trial in the District Court of Tarrant County,Texas pursuant to Section 7.3 of this
Agreement
ARTICLE 8 TERMINATION OR SUSPENSION
§8.1 If the Owner fails to make payments to the Architect in accordance with this Agreement, such failure shall be
considered substantial nonperformance and cause for termination or, at the Architect's option, cause for suspension
of performance of services under this Agreement. If the Architect elects to suspend services,the Architect shall give
seven days'written notice to the Owner before suspending services. In the event of a suspension of services,the
Architect shall have no liability to the Owner for delay or damage caused the Owner because of such suspension of
services. Before resuming services,the Architect shall be paid all sums due prior to suspension and any expenses
incurred in the interruption and resumption of the Architect's services.The Architect's fees for the remaining services
and the time schedules shall be equitably adjusted.
§8.2 If the Owner suspends the Project,the Architect shall be compensated for services performed prior to notice of
such suspension.When the Project is resumed,the Architect shall be compensated for expenses incurred in the
interruption and resumption of the Architect's services. The Architect's fees for the remaining services and the time
schedules shall be equitably adjusted.
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Agreement Between: Owner and Architect Page 6 Of 17
Document No. OAB101
(modified)
§8.3 If the Owner suspends the Project for more than 90 cumulative days for reasons other than the fault of the
Architect,the Architect may terminate this Agreement by giving not less than seven days'written notice.
§8.4 Either party may terminate this Agreement upon not less than seven days'written notice should the other party
fail substantially to perform in accordance with the terms of this Agreement through no fault of the party initiating the
termination.
§8.5 The Owner or Architect may terminate this Agreement for their convenience and without cause upon not less
than seven days'written notice and their mutual consent to do so.
§ 8.6 In the event of termination not the fault of the Architect,the Architect shall be compensated for services
performed prior to termination,together with Reimbursable Expenses then due.
§8.8 The Owner's rights to use the Architect's Instruments of Service in the event of a termination of this Agreement
are set forth in Article 6 and Section 10.9.
ARTICLE 9 MISCELLANEOUS PROVISIONS
§9.1 This Agreement shall be governed by the law of the place where the Project is located.
§9.3 The Owner and Architect, respectively, bind themselves,their agents, successors, assigns and legal
representatives to this Agreement. Neither the Owner nor the Architect shall assign this Agreement without the
written consent of the other.
§9.4 Nothing contained in this Agreement shall create a contractual relationship with or a cause of action in favor of
a third party against either the Owner or Architect.
§9.5 Unless otherwise required in this Agreement,the Architect shall have no responsibility for the discovery,
presence, handling, removal or disposal of, or exposure of persons to, hazardous materials or toxic substances in
any form at the Project site.
§9.6 Subject to the provisions contained in Section 6.2,the Architect shall have the right to include photographic or
artistic representations of the design of the Project among the Architect's promotional and professional materials. The
Architect shall be given reasonable access to the completed Project to make such representations. However,the
Architect's materials shall not include the Owner's confidential or proprietary information if the Owner has previously
advised the Architect in writing of the specific information considered by the Owner to be confidential or proprietary.
§9.7 If the Architect or Owner receives information specifically designated by the other party as"confidential"or
"business proprietary,"the receiving party shall keep such information strictly confidential and shall not disclose it to
any other person except to(1)its employees, (2)those who need to know the content of such information in order to
perform services or construction solely and exclusively for the Project,or(3)its consultants and contractors whose
contracts include similar restrictions on the use of confidential information.
ARTICLE 10 COMPENSATION
§ 10.1 For the Architect's Basic Services described in Exhibit"A",the Owner shall compensate the Architect and total
fee as follows:
PART ONE:ASSESSMENTS $52,012
1.1 Information,Presentations,Graphics,Maps and other Tools
1.2 Population and Demographic Profile
1.3 Identify existing conditions
1.4 Circulation Analysis
1.5 Infrastructure Capacity Analysis
1.6 Land Developability
1.7 Assessment Findings Report
PART TWO:VISIONING $16,309
2.1 Community Goals and Objectives
2.2 The Framework plan
PART THREE:PLAN ELEMENTS $107,743
3.1 Land Use and Land Use Sustainability
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Document No. OAB101
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3.2 Transportation and Community Fabric Sustainability
3.3 Town Design
3.4 Park,Open Space,Trails,and Environmental Sustainability
3.5 Housing
3.6 Public Facilities
3.7 Solana Revitalization d Town center
3.8 Policy Recommendations and Plan Tabulations
PART FOUR:IMPLEMENTATION $48,702
4.1 Economic Development Strategy
4.2 Growth Management Strategy
4.3 Plan Benchmarks
4.4 Code Performance Review
PART FIVE:ENGAGEMENT/COMMUNICATION $94,077
5.1 Engagement
5.2 Communication
SUBTOTAL(without Reimbursables) $318,843
REIMBURSABLES(not to exceed 6.3%of basic fee upon proof of allowable eexpense) $20,027
TOTAL FEE $338,950
§ 10.2 For Additional Services,the Owner shall compensate the Architect in accordance with the following hourly fee
schedule:
Principal $185.00
Associate-Planning $130.00
Associate Landscape Architecture $130.00
Project manager $110.00
Designer-Planner $ 90.00
Graphics/Marketing/Administration $ 75.00
Engineer $220.00
Financial Consultant $240.00
Both the Owner and the Architect will agree to which billing rate specific parties are assigned for billing purposes.
§ 10.3 Compensation to the Architect shall be on a progress billing basis in which the Owner will be invoiced based
on the percent of any Task(as described in Exhibit"A")completed at the time of the invoice.
§ 10.8 COMPENSATION FOR REIMBURSABLE EXPENSES
§ 10.8.1 Reimbursable Expenses are in addition to compensation for Basic and Additional Services, are subject to
cap shown in Section 10.8.2, and include only actual proven expenses incurred by the Architect and the Architect's
consultants directly related to the Project,as follows:
.1 Transportation and authorized out-of-town travel and subsistence;
.2 Long distance services, dedicated data and communication services,teleconferences, Project Web
sites, acquisition of data,and extranets;
.3 Fees paid for securing approval of authorities having jurisdiction over the Project, or other permit/
registration fees;
.4 Printing,reproductions, plots, standard form documents, binding, scanning, digitizing;
.5 Postage, handling and delivery;
.6 Expense of overtime work requiring higher than regular rates, if authorized in advance by the Owner;
.7 Renderings, models, mock-ups, professional photography,and presentation materials requested by
the Owner;
.8 Architect's Consultant's expense of professional liability insurance dedicated exclusively to this
Project, or the expense of additional insurance coverage or limits if the Owner requests such
insurance in excess of that normally carried by the Architect's consultants; [Unless this provision is
applicable to this contract,take it out)
.9 All taxes levied on professional services and on reimbursable expenses;
.10 Site office expenses; and Other similar Project-related expenditures.
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§ 10.8.2 Reimbursable Expenses shall not exceed $20,027 without the Owner's consent.
§ 10.9 PAYMENTS TO THE ARCHITECT
§ 10.9.1 Unless otherwise agreed, payments for services shall be made monthly in proportion to services performed.
Payments are due and payable within 45 days after presentation of the Architect's invoice.
§ 10.9.3 The Owner shall not withhold amounts from the Architect's compensation as a deferred payment or to
impose a penalty or liquidated damages on the Architect, or to offset sums requested by or paid to contractors for the
cost of changes in the Work unless the Architect agrees or has been found liable for the amounts in a binding dispute
resolution proceeding.
§ 10.9.4 If the Owner fails to make payments to the Architect in accordance with this agreement, such failure shall be
considered substantial non-performance and cause for termination or, at the Architect's option, cause for suspension
of performance of service under this agreement. If the Architect elects to suspend service, prior to suspension of
services,the Architect shall give seven(7)days written notice to the Owner. In the event of a suspension of services,
the Architect shall have no liability to the Owner for delay or damage caused to the Owner because of such
suspension of services. Before resuming services,the Architect shall be paid all sums due prior to suspension As
agreed to by Owner.
§ 10.9.5 Records of Reimbursable Expenses shall be provided prior to receiving reimbursement. Expenses
pertaining to Additional Services, and services performed on the basis of hourly rates shall be available to the
Owner within 5 calendar days after request.
ARTICLE 11 SPECIAL TERMS AND CONDITIONS
Special terms and conditions that modify this Agreement are as follows:
§ 11.1 Not included are the following:
a. Utility Design Engineering(water, sewer, storm, electrical, cable,telephone, etc.)
b. Illustrative plans, models and drawings not specifically described in the Scope of Services
c. TDLR Submittal
j. As Built Drawings
k. Architectural Public Facility Space Needs Assessment
§ 11.2 The Architect may subcontract consultants in the performance of any services described in this
agreement(with Owner approval). Approved sub-contractors include Gresham Smith and Partners, RCLCO, Mosaic,
Ashley Shook, and Eli Pearson.
§ 11.3 The Architect does not act as a General Contractor or Prime Contractor in any way, or accept responsibility,
for poor workmanship on the part of others that are not part of this consultant team.
§ 11.4 The Texas Board of Architectural Examiners has jurisdiction over complaints regarding the professional
practices of persons registered as Architects in Texas. Texas Board of Architectural Examiners, P.O. Box 12337,
Austin, Texas 78711-2337;tele: 512.305.9000;fax: 512.305.9005; e-mail:www.tbae.state.tx.us.
§ 11.10 The Architect shall indemnify and hold the Owner harmless from and against any and all loss, claims,
actions, damages, liability and expense in connection with loss of life, personal injury, damage to property or any
other loss or injury arising directly from or out of the negligent performance of the Work. The Architect shall not be
required, however, to indemnify any party against a claim arising from the willful misconduct or negligence of that
party.
§ 11.11 Should any provision contained in this Agreement for any reason be held to be void, invalid, illegal or
unenforceable, such determination shall not affect any other provision hereof and this Agreement shall be considered
as if the entirety of such void,invalid or unenforceable provision had never been contained in this Agreement.
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§ 11.12 Notification to either party by the other that is required under this Agreement shall be personally delivered
or mailed to such party at the following respective addresses:
Town of Westlake:
Thomas E. Brymer, Town Manager
Town of Westlake
3 Village Circle, Suite 202
Westlake, TX 76262
Phone: 817-490-5720
MESA Planning:
Robin McCaffrey AIA, AICP
MESA Planning
11700 Preston Road, Suite 660-299
Dallas,TX 75230
Phone: 214-535-7484
ARTICLE 12 SCOPE OF THE AGREEMENT
§ 12.1 This Agreement represents the entire and integrated agreement between the Owner and the Architect and
supersedes all prior negotiations, representations or agreements, either written or oral. This Agreement may be
amended only by written instrument signed by both Owner and Architect.
§ 12.2 This Agreement is comprised of the following documents listed below:
.1 Document OAB101, Agreement Between Owner and Architect
.2 Exhibit"A"Scope of Work to be done by MESA for Town, attached hereto and incorporated herein
and MESA's Proposal, which is attached hereto and incorporated herein.
.3 Exhibit"B"Timeline
.4 Exhibit C, Town's Request for Proposal for Comprehensive Planning Update Services AND
Architect's Response for Request for Proposal, shall serve as an interpretive document for Exhibits A
and B.
This Agreement entered into as of August 26, 2013.
01
! i
WNER(Si r,u u, C.HITEC (Signa re)11/
�Y1oYnc�.°J � . �Vmer
Thomas E. Brymer, Town Manager Robin H. McCaffrey AIA, AICP, Senior Principal
Town of Westlake
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MESA + PLANNING
EXHIBIT"A"SCOPE OF SERVICES: PREPARATION OF COMPREHENSIVE PLAN BY MESA PLANNING FOR
TOWN OF WESTLAKE
PART ONE: ASSESSMENTS A CONTEXT FOR COMMUNITY VISION
• 1.1. Information, Presentations, Graphics, Maps and other Tools -Architect will prepare information for the
assessment report prior to Workshops. This information will be based upon Architect's investigations and
analyses needed to inform Workshop participants of background,facts, legal framework, and other factors to
allow participants to participate in the Workshops in an informed manner.
• 1.2. Population and Demographic Profile —Architect will prepare a population and demographic profile of
Town of Westlake, including benchmarks, comparison between Westlake and other cities in Tarrant and
Denton counties, a comparison of population projections from MESA Planning and those from cities
identified by the architect, and included in the assessment on the effect of population growth and area
demographics on Westlake Academy and expansion plans.
• 1.3. Identify existing conditions, including drainage patterns, natural corridors, activity centers, development
patterns, cultural landmarks or features, economic indicators, as well as current plans, studies, zoning
designations or instruments. The assessment will identify significant aspects of any of the above listed
items in regard to future development, and will include strengths,weaknesses, opportunities and liabilities.
• 1.4. Circulation Analysis. Prior to the first public workshop, the Planning Team will conduct a circulation
analysis of the Town of Westlake. Circulation is a critical element of the Comprehensive Plan for the Town.
The relationship of community elements to Highway 114,the existing patterns of use and development, and
the potential alignment of future transit in relation to vehicular traffic patterns establish a need to investigate
the efficiency and physical influence of the circulation system. Consideration will be given to external traffic
demand on roadways within Westlake and the extent to which increased volumes influence land use
suitability (discussed below). Of particular interest in this analysis is the extent to which existing PD
ordinances identify right of way dedications and/ or other roadway provisions that in tum influence the
overall character and operation of the local system.
• 1.5. Infrastructure Capacity Analysis — includes public and private utilities, including neighboring utility
systems, the effect on service to future population, including commercial development, identification of
limitations and chokepoints within existing systems, and projection of future demand.
• 1.6. Land Developability - Analysis Building upon the existing conditions and the circulation analysis
(described above) the combined significance of built and natural systems as they coexist within the Town
will be portrayed in a map based sequence which defines areas most and least suitable for development.
This analysis includes such considerations as topography, drainage, protected resources, jurisdictional
overlays, vegetative communities, existing/ on-coming land uses, and circulation patterns. Attention will be
given to the relationship between land developability and the trajectory of land development trends (Task
1.2).
• 1.7. Assessment Findings Report — MESA Planning will prepare a combined document that will include all
the above described analysis and information and will include findings, opinions and conclusions in regard to
land development trends and land developability. The combined document will include an original report,
and all pertinent maps, charts, graphs, and ilustrations as well as a written summary of their significance to
the Town. Of particular emphasis in this summation is the extent to which conditions informing the 1992
Comprehensive Plan are significantly changed and therefore necessitate targeted updates of the existing
document(a performance review of the existing plan). Recommendation of specific updates will be made.
At a minimum, updates will include those areas of concern identified in the RFP.
1.2
Deliverable for Part One:
• A written information report and presentation to be given at the start of the first Workshop.
• Written Assessment Findings Report(sub-component 1 of the Comprehensive Plan Update)with text and
graphics for each of the tasks described above.
• Written Assessment Findings presentation power point for Workshop 1
Meetings:
• Workshop#1 (see engagement, Part Five)
• Steering Committee meeting as specified in Steering Committee Engagement(Task 5.1)
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a ive)
• Milestone meeting with staff
PART TWO: VISIONING A FRAMEWORK FOR THE COMPREHENSIVE PLAN UPDATE
The Vision Plan for the Town of Westlake must manifest the Goals and Objectives of the Community,while
establishing a strategy for implementation that will effectively guide and direct future development within the Town.
The Framework is the template of the Plan that assures its fulfillment of community aspirations and values.
• 2.1. Development of Goals and Objectives for Comprehensive Plan — MESA Planning will use input from
participants in the first public workshop to develop goals and objectives for the Westlake Comprehensive
Plan Update, including land use, traffic / transit and pedestrian systems, urban design, economic
development, and the Town's relationship to Westlake Academy. MESA Planning will review and compare
community input with Assessment Findings descried above in Part One and will determine which goals
address the greatest range of issues.
• 2.2. Framework Plan — Once Community Goals and Objectives are identified, they will be physically
expressed in a Planning Framework for the Town of Westlake. This Framework will serve as a graphic
representation of the goals and objectives (identified in 2.1 above), expressed in the graphic language of
districts, edges, nodes, portals, linkages, zones, landmarks, and interfaces. In this way true agreement as to
the application of goals and objectives can be accomplished in workshop 2 (described in the Engagement
portion of this proposal).
Deliverable for Part Two:
• A summation of goals and objectives according to their strategic significance.
• A graphic Framework Plan with associated text and support graphics.
• A Goals and Objectives and Framework Power point for Workshop#2(see engagement section Part Five)
Meetings:
• Workshop#2(see engagement, Part Five)
• Steering Committee meeting as specified in Steering Committee Engagement(Task 5.1)
• 2 Milestone reviews, one with staff and one other as staff directs.
PART THREE: PLAN ELEMENTS ARTICULATING THE VISION OF SUSTAINABILITY
The Plan Elements identified for the Westlake Comprehensive Plan Update will serve to direct and facilitate desired
development in the future, preserving the form of the Town consistent with the vision manifested in the Planning
Framework.
• 3.1. Land Use and Land Use Sustainability—provide a Land Use Plan ("Plan")that will be more form based
and relate the issues of form (density, square footage, value, and use ranges and the relationship of such
items to ad valorem tax goals). Provide a Plan that will allow for growth of the ad valorem tax base to give
the Town a better financial capacity needed to provide for health, safety, welfare and education needs of the
future. The Plan will set out land use hierarchies and transitions. The Plan will consist of a plan graphic and
associated designation of land use districts that apply land use performance standards.
• 3.2 Transportation and Community Sustainability—MESA Planning will consider the relationship in Westlake
between traffic densities, economic value, and community development. The Transportation Plan will
address the regional and local systems of transit in the Town of Westlake, review the existing thoroughfare
system and its potential for change in conjunction with the Future Land Use Plan and will consider the
introduction of an alternative transportation system. A Transportation plan will then be defined that both
accommodates anticipated traffic levels and reinforces the intent of the future land use plan. As a primary
generator of value, transportation has the effect of stimulating the dynamic forces of transition (even though
physical transition has not occurred) and therefore can precipitate instability (particularly in undeveloped
areas where transportation often promotes speculation). Therefore, attaining a balance between land use
and transportation is a key component of community fabric sustainability (preserving value). The
Transportation Plan will include both thematic and functional elements as well as recommended
improvements to the existing system. The Transportation Plan will consist of a plan graphic with associated
designations..
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• 3. 3. Town Design Structure— The Town Design Structure Plan will be prepared as a written and graphic
document that includes roadways, portals, district, core areas, public spaces, key intersections, and
connections and will focus upon enhancement of the public realm in the Town of Westlake. It will identify
design initiatives that can be incorporated within the management and design structure of the Town.
• 3.4. Parks, Open Space and Trail Plan; and Environmental Sustainability — The Parks, Open Space and
Trail Plan will set out in writing and graphically the green infrastructure of Westlake, defining and protecting
the natural assets of the community. It will include both active and passive spaces; create a network of
connectivity that includes parks, trails, recreational areas and passive open spaces as well as protected
natural assets. The Parks, Open Space and Trail Plan will promote the role that surface water management
plays in sustaining biodiversity, habitat and visual identity. The Parks, Open Space and Trail Plan will seek
to connect natural assets and natural corridors and preserve distributions of water deposited soils, plant
communities, and active water courses.
• 3.5. Housing—MESA Planning will prepare a written and graphic Housing Plan that will consider expansion
of housing options, while taking into account housing entitlements already existing in Planned Development
Ordinances. The Housing Plan will investigate means by which existing housing trends (in price and
community design) can co-exist with externally driven housing demands taking into account the ability to
accommodate such demand in relation to established PD ordinances. The Housing Plan will identify
housing availability(housing stock inventory)and developable land (within the context of the Land Use Plan)
and identify where existing housing options will likely continue and where newer, more diverse housing
option may emerge. These allocations will take into consideration emerging housing trends generally and
the extent to which those trends are finding market success locally.
• 3.6. Public Facilities—Written recommendations regarding public facilities as described in the RFP in Exhibit
C will be provided.
• 3.7. Revisions to the Zoning Section of Westlake Code of Ordinance (Chapter 102) — Based on the
Comprehensive Plan elements described above, MESA Planning will make revisions to Chapter 102 of the
Westlake Code of Ordinances which, in the opinion of MESA Planning, are necessary to beter implement
the objectives of the Comprehensive Plan Update. These revisions will be prepared for review by the Tonw
Attorney and subject to such review, MESA Planning will make such revisions as MESA Planning and the
Town of Westlake deem necessary.
• 3.8. Policy Recommendations and Plan Tabulations — Each of the above described plan elements portrays
the build out of Westlake. Summations of the Plans described above will be presented that identify
population capacity and economic implications of build out in terms of employment and value added to the
Town's GDP. The Westlake Comprehensive Plan will consist of a number of physical and programmatic
plan elements that will help direct future growth and development for the Town. Once these plan elements
are identified, a list of written, clearly articulated policy recommendations will be generated and organized by
plan element to facilitate implementation.
Deliverable for Part Three:
• A Plan Elements Report(sub-component 2 of the Comprehensive Plan Update that includes all the reports
or graphics descried above)that brings the work of Part Two and Part Three into a single document(as
described above)with text and graphics flowing from each of the tasks described above.
• Assessment, Framework, and Plan Elements power point for Workshop 3
Meetings:
• Workshop#3(see engagement, Part Five)
• Steering Committee meeting as specified in Steering Comm Engagement(Task 5.1)
• 2 Milestone reviews,one with staff and one other as staff s.
`/
PART FOUR: IMPLEMENTATION REALIZING TH VISION
To facilitate realization of the Community Vision, certain elements are needed for plan implementation. These speak
to the regulatory instruments, agencies, and measures that collectively guide future growth and development.
4.1 Economic Development Strategy. As Westlake continues to grow, it will become even more important to define
how development will occur within the town. The processes, roles, and responsibilities of both public and private
interest will be articulated, in a written, clearly articulated, easy-to understand report so as to encourage the type of
development desired and to provide the tax base necessary to support a quality of life preferred by the Westlake
Community. MESA Planning will therefore work in conjunction with Council, Staff, Planning and Development
Commission, the Planning Steering Committee, and the economic development committee to define an economic
development strategy for the Town,Which will include features such as Funding Mechanisms/District Designations,
Administration and Oversight, and Project Pdoritization criteria in the written report.
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The key role of economic development strategy in the Future Land Use Plan is to promote value
while the growth management elements(described below) direct both capture of value and the
transfer of value through good design.
4.2 Growth Management Strategy. The ultimate objective of the Comprehensive Plan is to provide a tool to assist
in the direction and management of future growth and development. In the implementation strategy,to be prepared
as a written, clearly articulated,easy to understand report, the attainment of values as represented by the Land Use
Plan will be facilitated by allocation of various plan recommendations and actions to value related issues(such as
capture of mature value and the transfer of value to promote orderly form and community viability). This will be
presented as a growth management"tool kit,"which includes the Future Land Use Plan, proposed regulations as set
out in 3.7,written recommendations, elements of which are related to the above described value considerations.
4.3 Plan Benchmarks. Over time, it will become necessary to access the relevance and applicability of the proposed
Westlake Comprehensive Plan. Due to the potential for rapid change within the Highway 114 Corridor, it becomes
important to be able to identify when the Comprehensive Plan requires recalibration and further updates. MESA
Planning will work with the Town to develop an internal performance evaluation tool for the Comprehensive plan,to
ensure the relevance of this plan in future years. This will allow for appropriate updates while preserving consistency
and intent of the original document.
4.4 Code Performance Review. The institutionalization of entitlements within planned development ordinances,the
changing conditions within Westlake, and the changing conditions outside of Westlake; challenge the effectiveness of
existing zoning Chapter 102(to be revised by MESA Planning, see Task 3.7)and its relationship to other
development relationship to other development related sections of the Code of Ordinances. Issues with the
relationship between Chapter 102 and other parts of code related to development will be identified and
recommendations made as to appropriate response.
Deliverable for Part Four:
• Reports and graphics as designated above.
• An Implementation Interim Report(sub-component 3 of the Comprehensive Plan Update)with text and
graphics flowing from each of the tasks described above.
• Assessment, Framework, and Plan Elements power point for Workshop 3
Meetings:
• Staff Work Session
• Steering Committee meeting
• Milestone review with staff.
PART FIVE: ENGAGEMENT/COMMUNICATIONS GUIDING THE PLANNING PROCESS
The foundation of this Comprehensive Plan Update is the public participation in its formulation and public support of
its adoption. Therefore,the Engagement/Communications portion of this proposal is critically important.
5.1 Engagement. The engagement portion of this proposal will consist of workshops and focus groups engaged as
follows:
Workshop 1: Goals and Objectives
Upon completion of the Assessments Identified in Part One, MESA will conduct public Workshop#1. At this
workshop,the various assessments will be presented, as informed participation creates more meaningful
dialogue concerning community vision.
After the assessments are presented, workshop participants will break out into groups based upon character
districts identified in the assessment analysis. Each of these breakout groups will have an appointed
facilitator(from the Steering Committee). Within that breakout group, workshop participants will be
encouraged to explore the issues and attributes that the comprehensive plan should address. This will
provide direction for elements of the plan that include, but are not limited to land use, circulation(including
traffic/transit analysis and pedestrian areas), urban design, and economic development and other factors
identified above.
Workshop 2: Planning Framework
A Planning Framework will be fashioned through the process of Workshop 2. This workshop starts with a
presentation of the goals and objectives identified in Workshop 1. These goals and objectives and their
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Document No. OABI01
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application to the Town are once again discussed in breakout groups (lead by Steering Committee
members from Workshop#1)which will consider how those goals and objectives will take form in the Future
Land Use Plan. These applications are summarized by the Planning Team in a diagrammatic form called
the Framework Plan. The workshop participants are asked to determine whether the Framework Plan
effectively represents the goals and objectives established in Workshop 1 .
This Planning Framework is the publically crafted vision element that will guide the formulation of plan
elements.
Workshop 3: Putting It All Together
At Workshop 3,the Planning Elements will be presented to all workshop participants. Key to the success of
this project is the transition of the plan from MESA Planning and workshop participants to Steering
Committee leaders. For this reason,the steering committee who up to this point serve as facilitators, will
assume a more significant role in the presentation of plan elements. This change in duties is important in the
transition of the plan from the MESA Planning Team to the community. The success of this plan will
depend, to a large degree on their continued leadership, and this committee will ultimately advocate the plan
with regard to future planning activity. Workshop#3 therefore, becomes the point of transition and
ultimately, plan ownership by the community it is intended to serve.
Steering Committee Engagement: The Steering Committee(appointed by the Town of Westlake)is a key
player in the workshop process and in the adoption of the plan by the Town of Westlake. Therefore,a
process whicyh parallels the public workshop process will be undertaken with the Steering Committee as
follows:
Meeting 1: The project kick-off meeting. At this meeting MESA Planning will review the scope of work,the
outcomes proposed,the public engagement process,the role of the Steering Committee in that process as
well as guiding the consultant at each stage.
Workshop#1 Pre-meeting: MESA Planning will review all the materials to be presented at workshop#1 for
Steering Committee review and comment. Considering input received and discussion thereof, additions or
deletions from the workshop materials will be made by the consultant
Workshop#2 Pre-meeting: MESA Planning will review all the materials to be presented at workshop#2 for
Steering Committee review and comment. Considering input received and discussion thereof, additions or
deletions from the workshop materials will be made by the consultant.
Workshop#3 Pre-meeting: MESA Planning will review all the materials to be presented at workshop#3 for
Steering Committee review and comment. Considering input received and discussion thereof, additions or
deletions from the workshop materials will be made by the consultant.
Workshop#3 Post-meeting: After the Workshop#3 and before further work on the plan elements,the
consultant will conduct a work session with the Steering Committee to review the inputs received and what
they may mean relative to changes to the plan. Further revisions to the Plan Elements will consider inputs
received and discussion thereof in the Steering Committee work session.
Committee Steering Committee Pre-adoption process work session: After completion of the final Plan
Report and prior to moving forward with further presentations,the Consultant will conduct a work session
with the Steering Committee to review the materials to be presented and to lay out the adoption process and
key role to be played by the Steering Committee in this process. Also discussed will be the best role of the
Steering Committee after adoption.
5.2 Communication. The communication portion of this proposal will consist of web portal and milestone touch
points as follows:
Interactive Web portal.
The Planning Team will design and develop an interactive, user friendly website for the Comprehensive Plan
Update capable of displaying maps, photos, commentary, presentation materials, and report summaries to
inform the public about the plan process on an on-going basis. The website will enable citizens to post
comments and to share the publications on social sites such as Facebook and Twitter. The website will also
feature a Content Management System that will enable the administrator/editor of the site to upload photos
or maps and input text so that updating the site is easy and instantaneous. The content management
feature will have blogging and sharing abilities. Features of the website include:
• A homepage that identifies the Westlake Comprehensive Plan Update website(with link to it from
the town website)
• Links that correspond to the phases of the plan process.
• Drop down menu or secondary navigation that has options such as maps, pictures, report
summaries,workshops, citizen comments, etc.
• A designated place for citizen comment
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Document No. OAB1 U1
(modified)
• Content management system for managing web content
Steering Committee Meetings
The Planning Team will attend a predetermined number of meetings with the Steering Committee(3 are
recommended, one meeting before each workshop to review workshop material). The Steering Committee
members will be appointed by the Client group.
Milestone Updates.
As indicated in the meetings itemized in the above work description,there are points along the way for
milestone updates with staff and(where indicated)others identified by staff.These occur during Part Two,
Part Three, and Part Four. These meetings are in addition to steering committee meetings, public hearings,
focus groups,and interviews.
Joint Council/Commission Staff Work Session.
This joint council/commission/staff work session is critical to the use of the plan, by each body and the
staff, as a growth management tool. During this work session,the planning team will walk through the
Comprehensive Plan document, explaining its use in matters of zoning consideration. In this way,the joint
session becomes a tutorial intended to make all parties conversant in the plan's use and content.
Final plan Report.
The final Comprehensive Plan Report will reflect comments gathered at the final workshop, staff review of
the draft report and input from the joint work session. Upon completion of revisions,the planning team will
provide 20 bound color copies and 2 digital pdf copies, provided that Town may request additional copies
and Architect agrees to deliver such additional copies at cost or the Town may make its own additional
copies at its own cost. The Client will have had opportunity to view the document through its component
installments(described in the above deliverables)and thereby, will have had opportunity to comment on the
plan as it is developing.
Public hearings.
The Planning team will present the Comprehensive Plan to both the Planning and Zoning Commission
(public hearing to recommend approval)and Council (public hearing to consider approval). In accordance
with the intent of the public process to promote community ownership of the plan,these presentations will be
shared with members of the Steering Committee.
Deliverable for Part Five:
• A Complete Plan Report(including sub-components 1, 2, and 3 as well as the remaining project
recommendations)which constitutes the Comprehensive Plan Update, with text and graphics flowing from
each of the tasks described above.
• Comprehensive Plan Power point for presentation to the joint work session and public hearings.
Meetings:
• Workshops 1,2, 3(as already indicated in meetings listed above)
• 5 Steering Committee meetings(as already indicated in meetings listed above)plus 4 additional meetings if
required by Owner
• Milestone updates(as already indicated in meetings listed above)
• Draft Plan review with Staff
• Joint Council/Planning&Zoning Commission Work Session
• Public hearings
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Document No. OAB1 01
(modified)
EXHIBIT"B": PROJECT TIMELINE
Project Timeline
Sept Oct Nov Dec Jan Feb Mar Apr May Jun
Part One
1.1 Demographics
1.2 Existing Conditions
1.3 Circulation
1.4 Infrastructure
1.5 Land Developability
1.6 Assessment Summary
Part Two
2.1 Goals and Objectives
2.2 Framework
Part Three
3.1 Land Use
3.2 Transportation
3.3 Urban Design
3.4 Park, Open Space
3.5 Housing
3.6 Public facilities
3.7 Solana Revitalization
3.8 Policy Rec/tabulation
Part Four
4.1 Economic Development
4.2 Plan Implementation
4.3 Plan benchmarks
4.4 Code performance
review
Part Five
5.1 Engagement
Workshop #1
Workshop #2
Workshop#3
Focus group/interviews
5.2 Communication
Web Portal
Steering Committee
Joint Work Session
Final Report
Public hearing
Page 17 of 17
Resolution 13-24A
_ REQUEST FOR PRC
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Resolution 13-24A
REQUEST FOR PROPOSALS (RFP)
Comprehensive Plan Revision and Update
TABLE OF CONTENTS
1. Introduction and Purpose of this RFP--_--_ -------_-------- -----------___-_ .-___ __- . __- 01
2. Community Identity _ ___-_-_ ----_--.---____02
3. Westlake's"VVM",Challenges,and Opportunities _ _ _ ----------------.-_-03
4. Town of Westlake Profile 04
A. History ---- ------------- -04
B. Westlake Municipal Government ----------.------------------------------------------,---__ ------ --05
C. Town Operations ------------------------------------------------•----------------- ---------- - - -05
D. Westlake Community Events------------------------........--------------•---------------- _ -.._.. _-- - 06
E. Westlake Academy ................................ ------------------------------------------- -06
F. Westlake Facts& Figures --------------------------- ----------------- ---- -------- ..-_--- 07
G. Business Development and Area Employers ------------------_....-_-_-____ 08
H. Tax Rate Information 09
5. Rationale and Expectations Defined for the Revision and Update of the Town of Westlake
Comprehensive Plan _ ----10
A. Scope of Services&Tasks -------------------------------------------10
B. Public Participation _ ---------------------------------- ------------------------------------ 13
C. Implementation ------------------ -------------------- _ _ _----------------------------------- 13
D. General Products Expected ------ --------------------------------- _ _ 14
- --------- ---------
E. Study Schedule 14
6. Information for Consultants 14
A. Selection of Consultants 14
B. Method of Compensation ............ -------------------------- ----------------- -------------14
C. Willingness to Work with Other Town Designated.........................._...........•................-14
D. Applicable Documents _ ----------------------------------15
E. Stakeholders 15
F. Additional Information 16
7. Project Approach --------- ----------- 16
8. Instructions for Proposals ------------- -._.---.-._........................ _..__ _18
9. Appendix
A. Appendix A- Survey Results from October 19,2013 Joint P&Z/Town Council Workshop Re:
Survey Regarding Policy
Resolution 13-24A
REQUEST FOR PROPOSALS (RFP)
Comprehensive Plan Revision and Update
1. INTRODUCTION AND PURPOSE OF THIS RFP
The Town of Westlake,Texas(Town) is seeking creative and innovative proposals from qualified planning
consultant firms for the purpose of reviewing, revising, and updating its Comprehensive Plan (Plan). The
intent of this Request for Proposal (RFP) is to two-fold. First, is to provide potential proposers a clear
idea of Westlake as community and municipal government so that responding firms can provide
proposals that best meet the Town's needs for this engagement. Second, is to clearly outline the scope
of work required by the Town to meet its expectations for this engagement.
Westlake is a growing community located in the Dallas-Fort Worth Metroplex on the border of Denton and Tarrant
counties in North Central Texas. Since the adoption of its last comprehensive plan in 1992 when the Town's
permanent population totaled an estimated 150, the community has grown to more than 900 permanent residents
with significant development activity occurring over the last ten years. Westlake's day-time Monday through Friday
population is currently estimated at 10-12,000 due to its corporate business community described in greater detail in
this RFP.
The Town has updated its Comprehensive Plan(Plan) periodically,however, limited Town staff resources coupled with
increasing growth activity, has resulted in a Comprehensive Plan that needs review,updating, and possible revision to
insure it meets the needs of an expanding community. As a result, Westlake's Comprehensive Plan is in need of
review and possible revision to take into account its significant growth, revisit its vision,and, if necessary, update this
Plan to fit Westlake's vision for its future.
The Town is seeking through these Requests for Proposals(RFP's) a Comprehensive Plan that:
• Provides a framework to promote orderly growth and development of the community consistent with it's the
values,goals,and objectives.
• Preserves and improves neighborhoods and the community's overall quality of life.
• Promotes economic development and maintains community character.
1
Resolution 13-24A
2. COMMUNITY IDENTITY
The term "unique"accurately reflects the Town of Westlake and how it perceives itself. This uniqueness is captured in
the language one finds in its strategic plan as a one-of-a-kind community that is an oasis in the heart of the Fort
Worth-Dallas metropolitan area. Westlake utilizes a land use plan and development standards that has created high-
end inviting residential neighborhoods coupled with architecturally vibrant corporate campuses, while at the same
time emphasizing open space preservation. Westlake is a "premier knowledge based community" owning the only
municipal open enrollment charter school in Texas,and one of only a few in the nation.
Additionally, this school, known as Westlake Academy, is a K-12 International Baccalaureate World School. While
Westlake is a leader in public education,Westlake also is known for its shared service municipal service delivery model
as well as for its innovative economic development partnerships between the Town and its corporate community.
Westlake values environmental stewardship with its emphasis on public and private open space in its development
standards along with services like its automated curbside residential recycling program. Hospitality finds its home in
Westlake, as a community that is fully involved and invested in its rich heritage, vibrant present, and exciting,
sustainable future.
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Westlake is conveniently located between DFW Airport and Alliance Airport, on the south side of State Highway 114,
providing quick, easy access to all areas of the Dallas-Ft. Worth Metroplex. The unique location of Westlake is ideal
for many of its major corporate campuses and residential communities. A common ideal shared by our corporate and
individual residents is their support of the existing character and charm of the community,as well as a commitment to
maintaining quality and excellence in new development.
2
Resolution 13-24A
3. WESTLAKE'S"VVM", CHALLENGES,AND OPPORTUNITIES
In 2009,the Town Council approved its first Vision,Values,and Mission Statements as well as a Strategic Plan driven
by this "VVM". In 2011, the Town began updating its VVM moving toward a strategic issues driven format for its
strategic plan,as well as utilizing a balanced score card system for measuring the organization's performance.
The Town's current VISION,VALUES,MISSION statements are:
Town of Westlake Vision Statement
Westlake is an oasis of tranquility and natural beauty amidst an ever expanding urban landscape.
Vision Points Vision Points
—A SENSE OF PLACE— Innovation
Distinctive neighborhoods, architecturally vibrant 10°
corporate campuses,grazing longhorns, Educational Leaders
soaring red-tailed hawks,meandering roads lt�>'
and trails,lined with natural stone Family Friendly and Welcoming
and native oaks.
91 Engaged Citizens
" WE ARE LEADERS Preservation of Our Natural Beauty
A premiere place to live,leadership in public
Strong Aesthetic Standards
education,corporate and governmental -,>.
partnerships, and high development standards.
Transparent Government
1p, 9.
Fiscal Responsibility
"WE ARE A CARING COMMUNITY " 9.
Informed residents,
small town charm and values,
historical preservation.
EXEMPLARY GOVERNANCE"'
Mission Statement
Town officials, both elected
and appointed,exhibit respect, "On behalf of the citizens,
stewardship,vision,
the mission of the Town of Westlake
and transparency.
10- is to be a one-of-a-kind community
that blends our rural atmosphere
—SERVICE EXCELLENCE with our vibrant culture
Public service that is responsive
and metropolitan location.„
and professional,while balancing
efficiency, effectiveness
and financial stewardship.
3
Resolution 13-24A
The Westlake Mayor and Town Council are united in their view that the community enjoys much strength and unique
assets as well as an outstanding quality of life that must be carried forward. Its 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. Westlake has had to deal with
challenges in the past as well as recently. Some of those recent challenges have including dealing with oil and gas
drilling within the Town, creating a retail base, developing sustainable revenue opportunities (including a Town
property tax), efficient service delivery, public safety concerns, and the funding and development of Westlake
Academy.
4. TOWN OF WESTLAKE PROFILE
A. HISTORY
The Town of Westlake has a short, but fascinating history. The
geographic region, known as the place where the cross timbers
met the prairie, holds tales of settlers from the Peters Colony, . •'" -
Indian treaties signed by Sam Houston,tremendous archeological
treasures,and some of the oldest settlements in north Texas. _
The region has always been known for its natural beauty, its trade
value, and its wonderful people. The Town of Westlake ander;
northeast Tarrant County has maintained that distinction over s
the years, becoming one of the most desirable and sought after
places to live in America.
In 1956, Dallas lawyer Glenn Turner purchased about 2,000 acres along State Highway 114. The area came to be
known as Circle T Ranch. Soon after, ranches and homeowners in the surrounding community incorporated, taking
the name Westlake.The area included what is known today as Westlake, plus the area north,to the northern shore of
Denton Creek.
In the early 1970s, Houston developers Johnson and Loggins and professional golfer Ben Hogan approached Westlake
about building a golf course,country club,and a housing development. Residents'interests differed. In 1973,Westlake
disannexed this area from its corporate boundaries, clearing the way for that upscale housing development and golf
course now known as the Town of Trophy Club.
Nelson Bunker Hunt,a Texas oil millionaire, purchased the Circle T Ranch in the 1970s and it became a social hub for
glamorous parties attended by celebrities from around the world. Hunt declared bankruptcy in 1989 and the Circle T
Ranch was purchased by Ross Perot Jr. in 1993, owner of
Hillwood Properties. While at times the Town and
Hillwood have had disagreements over the type of
TUMAM' (01'\T) development that should occur in Westlake, that
r. _.2M. N c
) � „-- relationship today is strong and has had a huge positive
impact on Westlake with Hillwood bringing substantial
.` �4==~:'.� :• u4_ business and residential development to Westlake. These
�; y �-
' developments include Fidelity Investments, Chrysler
Y>, Financial,Vaquero Estates,and Deloitte University.
I_ 'r-
4
Resolution 13-24A
B. WESTLAKE MUNICIPAL GOVERNMENT
Taking its name from its location west of Lake Grapevine,the Town was incorporated in 1956 as a Type A General Law
Town under the rules of the State of Texas. The Town Council is comprised of a Mayor and five Council Members who
are elected at large for a two (2) year staggered term each May. In 1999 The Town, by referendum, adopted the
council-manager form of government. The Council is entirely responsible for creating Town policy. The Council hires
and directs the Town Manager who administers the daily operations of the Town, insures that Town policies are
implemented and enforced, as well as serves as the Superintendent of Westlake Academy. The Westlake Town
Council was recognized in 2012 by the Texas City Management Association as the City Council of the year for their
commitment to good governance.
;Ak
Laura Carol Michael Clifton Dave Rick
Wheat Langdon Barrett Cox Levitan Rennhack
Mayor Mayor Pro-Tem -------------------------------------Council Members-------------------------------------
C. TOWN OPERATIONS
The Town of Westlake has an approved an operating and capital improvement budget of approximately $29 million
for Fiscal Year 2012/2013, and includes approximately 95 full-time equivalent employees (municipal and academic).
The Town of Westlake provides a full level of public services to its citizens, as well as operates the only municipally
owned charter school in Texas. The Town has received awards for its citizens, communications program as well as
recognition for excellence in financial reporting. The Town has a rolling 5 year capital improvement program and has
invested heavily in the last 3 years in maintaining and improving its infrastructure as well as public buildings at
Westlake Academy.
The Town of Westlake utilizes a service delivery model that is mixture of direct service delivery (example, school
operations and fire/ems), as well as out-sourcing via the private sector and other local governmental entities. For
example,a private firm is used for solid waste collection and disposal. Inter-local agreements are used to out-source
police and water treatment services to neighboring municipalities and special districts are used to provide sewage
treatment services for the Town. In the Town's most recent resident survey(2011),the services provided by the Town
received the following satisfaction ratings:
01 . Overall Satisfaction With Town Services
by Major Category
40'k. :i 1
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r...1M n•.d .rnh.r.w�..ar vl•-:.lr.rv..'hMY by T.�wn 4f)-,k
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F;r.i•. b.vis ro-'r y.bw,I fr5y.1'„G fv.'w.b✓. 44% ..
u.... :O^� 40"`.. c;ri^. Eur•. .�_ ..
=Vwy`.iab.b«7.�.1 Q+ababwl,41 C-1t•Iw.bat1. OU.waabsN�f<1 .I
5
Resolution 13-24A
D. WESTLAKE COMMUNITY EVENTS
Westlake is a family-friendly environment where events are held to help get our
residents out and participating in activities with their children and neighbors. y1c i
�"S
Arbor Day. Held at Glenwyck Park this annual celebration is an afternoon of activities, f
live entertainment, best cookie competitions, auctions, and a variety of great food. z' `
Kids' activities have included pony rides, face painting, games, crafts, and an obstacle ,
course. In addition, there are educational sessions on tree care advice, andj
complimentary trees. Admission is free. The Town is an official "Tree City, USA" Ar or Day at Glenwyck Park
community. -
Decoration Day. The Westlake Preservation Historical Society sponsors its annual "Decoration Day" event each
Memorial Day in Westlake at the Odd Fellow Cemetery. This community event is a public commemoration of
veterans, both past and present, who have served our country and defended our freedom and liberties. Activities
include live music,treasure hunts for the kids, and a homemade ice-cream competition. Past events have included
live reenactments of people and events pertaining to Westlake's history.The event ends at sunset.
Masterwork Concert Series. The Masterworks Music Series is a variety of free music programs. These free concerts
are for arts lovers of all ages and feature instrumental and vocal music ranging from Country & Western to Blues &
Jazz with the entertainment of local, regional and national artists. The concert season begins in April and features a
performance each Thursday through the month of May. Performances are held at the Solana Village Center.
E. WESTLAKE ACADEMY
The Westlake Academy is an Open Enrollment Charter School that opened September 1, 2003. Westlake Academy
distinguishes itself among neighboring educational offerings with a particular focus on producing students who are
globally minded,critical thinkers. The campus is sited on a scenic 22 acre (approx.) site with approximately 60,000 of
physical plant comprising its current facilities.
The programs of the International Baccalaureate Organization (Primary Years Program, Middle Years Program, and
Diploma Program) have been selected as the educational model utilized at the Academy. Use of educational
technology is pervasive used to enrich the classroom curriculum. An environment rich with heritage, the Westlake
Academy mission is to provide educational opportunities to each child in keeping with his or her individual needs.
Westlake Academy is a K-12 public charter school, meaning it is a school of choice. It was recently recognized as a top
50 school (at#36) in the Washington Post Challenge Index for 2012. The Academy is a premier learning establishment
that is ranked in the top three (3%) percent of all public schools in the State of Texas and prides itself on providing a
learning environment where students have the resources and facilities to excel. Newsweek ranked the Academy at
#18 in American high schools. In 2012 U.S. News& World Report ranked Westlake Academy#5 in Texas, #6 in U.S.
charter schools,and#37 of 22,000 U.S.public high schools.
Westlake Academy is the Town's largest operating unit with a staff of sixty(60) and a current enrollment of 665. The
school serves children from the Town of Westlake (comprising approximately 30% of the school's enrollment,
although this segment is growing), as well as children from its outer boundaries as defined with by the Texas
Education Agency. Entrance into the Academy from these outer boundaries is through a wait list set by a yearly
lottery as required by State and Federal law. Children living within the Town are automatically eligible to attend
Westlake Academy, a factor that requires the Town to exercise close scrutiny on its residential growth patterns as well
as residential land use and zoning. The Academy has a recently completed facility master plan that is integrated into
the Town's overall capital improvement program. An $8.5 million dollar facility program to add 3 buildings to the
campus is in its initial stages of implementation.
Westlake Academy Campus Westlake is also served by three(3) excellent independent public school
districts;Carroll ISD,Northwest ISD,and Keller ISD. Children of Westlake
{ residents also have the choice of sending their children to these public
schools,depending on the location of their residence in Westlake.
6
Resolution 13-24A
F WESTLAKE DEVELOPMENT FACTS AND FIGURES '
The Town of Westlake has experienced exponential growth in the
last decade;the national census reported 207 permanent residents
in 2000 and 992 permanent residents in 2010. The 2010 Census
provides a benchmark of 302 households in Westlake as of the r, r
summer of 2010. The North Central Texas Council of Governments
(NCTCOG) estimates Westlake's population in 2012 at 1,010.
Daytime population during the work week is estimated at 10 947
-
12,000. ,,�;
Vaquero Estates
The Town's land area covers 6.6 square miles, which is situated in
the northern triangle of the Fort Worth-Dallas area in Northeast Tarrant County. Today, the Town of Westlake is
home to several neighborhoods, all of which share a commitment to excellence, but each possess their own 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 with 52% of the Town's residents
having lived in Westlake for five(5)of less years.
The Town is approximately 20-30% built out with the
majority of new development continuing to be corporate > ,l �
campuses. There has been an increase over the last decade a . V'' '
in high-end residential development located around the s, s I"fit
Vaquero Golf Course, Glenwyck Farms, and Terra Bella.
The Town's focus on high-quality development has led to
more than 2.15 million square feet of commercial space,
valued at over$600 million, being added since 2005 with an
additional 750,000 square feet coming on line in the last 18 f _✓i
months with the opening of Deloitte University(see below).
• According to the Tarrant County Appraisal District's
records, in 2012 the average market value of a Westlake residence is$1.3 million. In 2012 the Town has seen
an upswing in residential building permits. While home construction in Westlake did slow in 2008-09 due to
the impacts of the national economic recession,Westlake's residential construction size and value have
increased steadily over the last 10 years. In 2010,the average size of new home construction was 13,500
square feet with an average estimated construction cost of$2.14 million. A 5 year history of residential
building permits activity in Westlake is as follows:
➢ 2012—15 average value$1,940,763
➢ 2011—12 average value$1,376,525
➢ 2010— 7 average value $1,480,042
➢ 2009— 9 average value$2,178,260 r
➢ 2008—10 average value$1,141,460 ti ,
a
In August 2012 a study commissioned by the Town conducted by
School District Strategies examined the impacts of developed and
undeveloped residentially zoned property on Westlake Academy ` -
enrollment, both current and future. That study determined that
presently there were at that time 162 vacant developable lots
available in Westlake for new home construction. Additionally, a Glen wyck Farms Entry
new 84 lot single family residential subdivision was recently zoned
and will soon be in the platting process with an estimated home value of $1.2 million. Additionally, new retail
development recently opened in northwest Westlake at the intersection of State Highways 377 and 170.
7
Resolution 13-24A
Westlake was recognized in 2010 as certified"gold level"Scenic
City for its strong development, aesthetic, and open space
standards. In 2011 Forbes Magazine named Westlake as having
the highest per capita income of any community in the country. ?► --r
�FM1938
The $15 million TxDOT project known as the F.M. 1938 (Davis , Artist
Blvd) improvement project, begun in FY 09/10, was recently Rendering
completed creating a new major north/south corridor in
Westlake. Ultimately this road will be improved southward
through Keller and Southlake to F.M. 1709(Southlake Blvd). This
corridor significantly impacts mobility in the region and is now
-----------
undergoing
-----.undergoing significant streetscaping by the Town .
In addition, Deloitte University, a $300 million, 107 acre,
international corporate training facility was recently
completed. The 700,000 sq. ft. facility features over 800
hotel rooms, office space, conference centers, amenity
{: centers, as well as many on-site parks, trails, and water
13 r,t :,~a features. Deloitte University represents another step
towards Westlake's goal to become an education-
centered community and was recognized by the Texas
Economic Development Council in 2012 with a Community
r
Economic Development award for the economic benefits
that Westlake and the State of Texas derived from this
project.
Deloitte University Campus
According to NCTCOG,estimates of Westlake's housing and population for 2012 is:
January 1,2012 Estimate for Westlake Housing Type Housing Occupancy Household Population
Units Rate Size Estimate
Single Family 327 .941 3.285 1,012
Multi-family 0 .803 1.711 0
Other 0 .838 3.200 0
Group Quarters Population
January 1,2012 Population Estimate(Calculated) 1,012
January 1,2012 Population Estimate(Published)* 1,010
)I
v.
Fidelity Campus
8
Resolution 13-24A
G. BUSINESS DEVELOPMENT AND AREA EMPLOYERS
The DFW Metro area is home to more Fortune 500 companies
than any other area in the United States. Some of those
companies reside in Westlake,others are located nearby(as
reflected in the list below). Companies located in Westlake
draw a large work force to Westlake creating a large daytime
population,Monday-Friday,of an estimated 10,000-12,000.
This in turn affects the demand on municipal services and
infrastructure.
Some of the community's top employers are: Fidelity
Investments,TD Auto Finance,and Core Logic. Several
companies have offices in Solana,a high-profile corporate
Courtyard at Solana Complex 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. Westlake's proximity to major highways as well as area airports further enhances its
appeal as a corporate office location. Westlake is located 12 miles to the west of DFW Airport and 7 miles to the east
of the Alliance Airport.
The Solana Office Complex was the first of Westlake's corporate locations; originally built by IBM in the 1980's. Since
then Westlake has collected additional corporate residents like, Fidelity Investments,Wells Fargo,CoreLogic(formerly
First American Title), Chrysler Financial, Levi Strauss, and many more. A portion of Solana has gone into receivership.
The receiver is making progress in filling vacant office space.
Major Area Employers Employees
AMR Corporation 15,143
Bell Helicopter/Textron 4,873
BNSF Railway 2,500
Sabre Holdings 3,000
Gaylord Texan Resort 2,000
DFW Airport 1,900
Healthmarkets 1,200
Marriott Solana Hotel
Larger Local Employers Employees
Fidelity Investments 3,600
CoreLogic 1,500
TD Auto Finance 650 _
Wells Fargo 585
Solana Hotel 150
Walco International 145
,Marriott
aquero Club 132
Solana Campus
9
Resolution 13-24A
H. TAX RATE INFORMATION
Sales Tax. Westlake's sales Tax Rate is 8.25%,with 6.25%going to the state, 1%as a local tax, .5%as a 4B economic
development sales tax,and.5%as a property reduction sales tax(formerly a 4A economic development sales tax).
Municipal Property Tax. The Town of Westlake instituted a property tax in 2010. The current adopted ad valorem tax
rate is$.15684 of which,maintenance and operations (M&0) is$.141970, and debt service or interest&sinking(I&S)
is $.014870. In addition to the property tax levied by the Town, there are also multiple taxing jurisdictions within
Westlake's boundaries; whether or not a resident is required to pay tax to a particular jurisdiction is determined by
where they live within Westlake and the boundaries of the respective taxing jurisdiction.
Westlake's 2012-13 taxable valuation is over three quarter
of a billion dollars($880 million).
Currently,the following taxing jurisdictions collect property
taxes in Westlake:
• Carroll Independent School District
• Denton County
• Keller Independent School District
• Northwest Independent School District
• Tarrant County
• Tarrant County College
• Tarrant County Hospital mum
• Trophy Club Municipal Utility District#1 Looking East from Westlake Academy Campus
AltA
do 4
.�
10
Resolution 13-24A
5. RATIONALE AND EXPECTATIONS DEFINED FOR THE REVISION AND UPDATE
OF THE TOWN OF WESTLAKE'S COMPREHENSIVE PLAN
The Town of Westlake's existing Comprehensive Plan (Plan or Comp Plan) was
adopted in 1992 and has been amended periodically since its adoption. Although it
has been updated and reasonably followed, the Town's governing body, the Town
Council, identified the need to revisit the Comprehensive Plan. This is to insure its
relevance and integrity as a guiding document for the Town's future planning and
growth, particularly in light of any possible changes and trends in development that
may have occurred since the Comprehensive Plan was originally conceived.
Beginning in 2009, the Town Council identified in its strategic plan the need to
review and possibly update the Town's current Comprehensive Plan.
Because examination of the Town's Comprehensive Plan is a Council strategic priority,Town Staff has held workshops
with the Town Council and the Chairman of the Planning & Zoning Commission (P&Z) to examine the current
Comprehensive Plan. From the first such discussion,the consensus from that discussion was a general satisfaction in
the development patterns that had occurred in Westlake under its current Comprehensive Plan,as well as the current
Plan's content and direction (including its land uses, open space standards, development quality standards, and
development patterns).
Thus,Town Council direction to Staff at that time was to pursue a review of the Comprehensive Plan in that light,with
the understanding to both preserve existing planning directions while,at the same time, examining revisions of areas
in the Plan identified as needing to be studied because of changing conditions. This was to be done with an emphasis
placed on preserving the quality and integrity of the planning and development that has occurred to date in Westlake.
Since that first direction about updating the Town's Comprehensive Plan, on October 19, 2012 the P&Z and Town
Council held a facilitated workshop to "drill down" further on issues related to updating the Plan. A number of
questions were asked in a survey format. The results of the answers to those "drill down" survey questions about
updating the Plan are contained in this RFP's Appendix and all proposers are strongly encouraged to read them.
A. SCOPE OF SERVICES&TASKS
The Comprehensive Plan is viewed primarily as a land use and urban design plan. However, by necessity it will need to
address related issues. Westlake's Comprehensive Plan is also envisioned as both a physical plan and a policy plan to
guide development throughout the Town, and is intended to serve as a framework for subsequent, more detailed
planning.
The Town has established the following plan elements to serve as a guide for the Plan's development note: the
proposer is welcome to suggest creative or innovative additions or modifications to these components):
• Town Wide Profile: Prepare a profile of the Town of Westlake, including history, location, and general
physical characteristics. Include a background of the comprehensive planning process.
• Development of Goals & Objectives: Prepare detailed goals, objectives and policy statements that will be
used as a guide for evaluating development proposals in the Town.
• Demographic&Population Analysis and Projections: Prepare a demographic and economic profile based on
collection and analysis of data,including population projections and trends of socio-economic variables.
11
Resolution 13-24A
• Inventory of Existing Conditions: Prepare a profile of existing conditions for land use, natural environment,
thoroughfares and transportation, community facilities, educational facilities, and other salient topics.
Provide general maps if applicable.
• Land Use Plan: Clearly define all land use categories and establish criteria to be utilized in determining the
location of these uses. Analyze the locations for future community and educational facilities. Provide a
general land use map.
• Transportation (Circulation) Plan: Define current and future circulation patterns for pedestrians, bikes and
motor vehicles. Analyze existing thoroughfare system for improvement.
• Open Space Plan: Define current open/green space and develop a plan to improve and connect trails, parks
and open space.
The successful consultant will provide a team that will have the primary responsibility, with appropriate support by
Town staff(as determined by the Town),of developing:
• A Plan Vision Framework: A vision framework element will provide a foundation for the future direction for
the Town and serve to organize the Comprehensive Plan. The Plan update process shall start with a visioning
process, crafted in cooperation with the Town and working under the "umbrellas' of the Town Council's
vision, values, and mission found in the Town's strategic plan. As such, the Plan's vision framework shall
identify current and future major issues and challenges, as well as identify new directions and opportunities.
The Plan's vision statement will identify key themes to be used as a policy framework to update the Plan and
as well as provide a mechanism to guide discussions about the future direction of the Town.
• Land Use: Creating a land use category element that will provide meaningful and useful land use
recommendations. The land use recommendations will be used as a guide for both rezoning petitions and
potential Town sponsored re-zonings. Implementation of the Land Use element may also involve text changes
such as the creation of new districts, new overlay districts, or the
modification of existing districts. Note: Land use recommendations J
must undergo financial sustainability analysis by other Town designated • ' }.
consultants as referenced in Sections 6C of this RFP. Further, land use
recommendations should demonstrate an understanding of the
dynamic of residential growth on enrollment at Westlake Academy. s
• Environment and Sustainability: In her book, Community Leadership
4.0, author and futurist Carolyn Corbin defines sustainability as "...the
capacity of a system to maintain its vitality far into the future"(Corbin,
pg 51). Certainly the Town wishes to take a pro-active leadership role in
addressing the challenge of the growing array of environmental stresses
caused by urbanization and for that reason,this element shall provide a
thorough analysis of the natural systems that support Westlake's
physical environment. However, a wide-ranging and long-term 5 ,..>
perspective is encouraged in addressing sustainability that goes beyond
environmental or economic sustainability, and considers community
sustainability. For that reason, the Town wishes for respondents to
this RFP to use Corbin's broader definition of sustainability when
considering the Plan, i.e. the capacity of Westlake to maintain its Terra Bella Walking Trails
vitality as a community far into the future.
12
Resolution 13-24A
• Transportation (Circulation): The transportation
element shall provide a reference for all transportation plans
(vehicular, pedestrian, and bicycle) impacting the Town,
provide a structure in which the Town's transportation
71T
investment priorities can be coordinated,
compliment/reinforce the Town's economic development and
land use priorities,as well as convey an understanding as to the
transportation element's impact on the economic viability of
land uses in the Town.
• Economic Development: The economic development
element of the Plan shall contain economic data and analysis
and a comprehensive understanding of the regional economy
and Westlake's place within it. An economic development
element shall provide detailed policies with regards to non-
residential land use and public investment priorities. These
policies shall reinforce the City's desire to grow in a sustainable
manner.
Turner Lake at Circle T Ranch • Housing: The housing element of the Plan should
provide information on current and future housing needs and
should include a general inventory of housing stock and developable land. This element should look at
changing demographic trends at a local,regional,and national level as well as current and forecasted housing
trend impacts on the Town's sustainability.
• Regional Coordination:The Plan shall reflect that Westlake is part of an economically interconnected region
that shares transportation and public utilities infrastructure. This element shall address both how regional
plans have impacted the Town's Comprehensive Plan and how Westlake's Plan will impact regional plans and
those of adjacent communities.
• Community Facilities: The location and design of public facilities have a significant impact on the
neighborhoods in which they are located.When considering new municipal facilities,it is appropriate that the
updated Plan identifies how the Town might both meet its future space and facilities needs, while also
furthering its broader planning goals, including promoting Solana revitalization, and economic and
environmental sustainability.
• Integration of Parks, Public Open Space, Pedestrian Trail/Sidewalk Plans, and Recreation Plans: The
updated Comprehensive Plan shall integrate these systems in a manner that meets current and future
community needs.
• Integration of Public Utilities Plans:The Town provides retail water and sewer services within its boundaries
with the exception of the Solana area which is served by the Trophy Club Municipal Utility District . The
Town's wholesale water supplier is the City of Fort Worth and its waste water treatment provider is the
Trinity River Authority. The consultant shall prepare their recommendations for Westlake's Comprehensive
Plan understanding the Town's water and sewer infrastructure capacity and the demands that various land
uses will place on it.
• Future Growth: The Town's remaining undeveloped property totals approximately 70-80% of its total land
area. The consultant's proposal shall include build out estimates in terms of day time and permanent
population growth conducted in conjunction with economic feasibility analysis of proposed land uses.
13
Resolution 13-24A
The successful consultant team will be responsible for delivering drafts of all elements for which their team has
primary responsibility. The team may also be asked to deliver interim documents related to these elements, such as
background studies, technical memoranda, and draft policy recommendations. Specific deliverables, including a
"turn-key", web based interactive comprehensive plan, will be worked out with the selected consultant team
following awarding of the RFP and prior to finalizing the scope and contract for services under this engagement.
Development of these components should include the following:
• Review of current goals and objectives and the addition of new priorities identified by the consultant to meet
changing conditions
• Review and understand the Town's current zoning ordinance, districts, and entitlements including their
potential for demand on service,fiscal impacts,and future development patterns
• Comparison of existing zoning to current and recommended land use categories
• Identify any need for incorporation of corridor and vicinity plans
• Promotion of a sustainable community
• Recommendations for possible revitalization and redevelopment of area known as Solana (PD-1), including
areas of potential public/private partnerships.
• Examination of fiscal impacts of current and recommended land uses
• Identify needed revisions to land use categories to meet changing conditions
• Incorporation of visuals in the Plan
• Inclusion of a web based component for the Plan
• Review of Town's ordinances to see if they support implementation of the consultant's recommendations
The update of the Comprehensive Plan will look ahead for new opportunities and revisit the past by looking at
those areas that require improvement. The update will include a review of the Plan's current goals and objectives
and consideration of new goals, objectives, and policies identified to meet new or emerging conditions and
trends,all of which will require alignment with the Town's Strategic Plan.
The Town seeks to produce a Comprehensive Plan that is user friendly, practical, as well as highly visual, using
maps,charts, renderings, photos,and other graphic tools to convey
information and illustrate plan themes, goals, policies, and other
plan elements. The consultant team will be responsible for the •� r
creation of an interactive website version of the Comprehensive
Plan,with maps and graphics to serve as a tool to inform the public
about growth,planning,and development.
While this RFP details the Town's expectations for its
Comprehensive Plan updating process; the Town is expecting
proposers to provide their own insights, thoughts, and ideas y,
regarding the updating process. Responses to this RFP shall include
innovative ideas on how to engage and include the public in the
process, create an interactive web based Comprehensive Plan, and
generate land use recommendations, policies,goals,and objectives.
In order to achieve this end, proposing consulting teams shall
include the following disciplines: Bluebonnets at Solana Campus
14
I
Resolution 13-24A
• Land Use Planning
• Urban Design
• Zoning,including emerging best practices
�� t- • Sustainable practices
�� • Transportation Planning and Engineering
• Civil Engineering
• Public Participation
• Environmental Engineering and Planning
• Economic Development
• Fiscal Impact Analysis
• Web Design
B. PUBLIC PARTICIPATION
Public input is a vital part of the planning process. It instills a sense of pride and ownership in the plan with the
community, thereby leading to a greater desire to implement its goals and objectives. The consultant shall design,
implement, recommend, and guide a public participation process incorporating effective and innovative participation
techniques.This process should include any formal committees,focus groups, or other mechanisms recommended by
the consultant. Such mechanisms could include conducting public participation forums, developing and utilizing
neighborhood citizen planning groups, or utilizing the Town's internet site to solicit public. The proposing consultant
should explain their recommendations in this regard in their RFP submission. Additionally, the proposer should
anticipate the creation of a Town Council appointed task force to work with the successful proposer's consulting team.
This task force may(note: this has not been finalized at the writing of the RFP) be comprised of some members of the
Town Council, some members of the P&Z, some Town Staff, as well as residents and stakeholder groups. The Town
Staff will recommend to the Town Council,when the appropriate time arrives to appoint this task force,a group of 7-9
to work with the task force.
C. IMPLEMENTATION
The most common criticism of any plan is that it sits on a shelf and gathers dust. In order for this plan to avoid this
fate, the Plan shall include a proactive and rational work program or strategy for implementation of the goals and
objectives of the Plan.
D. GENERAL PRODUCTS EXPECTED FROM THE PLANNING PROCESS
• Completed Plan document with content as outlined in this RFP including recommended land uses,
recommended zoning categories, transportation plan, open space plan, utility plans, development
policies,fiscal sustainability analysis,associated data and supportive tables,graphics,charts and maps as
well as any recommended design criteria for the transportation plan roadway types.
• Reproducible plan document,including 20 original copies.
• Electronic file of plan document: Microsoft Office 2007 compatible format.
• Means to host the Plan on the Town's web site that will include interactive maps.
• Land use map in Arcview compatible format with summary of major recommendations.
15
Resolution 13-24A
E. STUDY SCHEDULE(GENERALLY)
Although subject to change at the Town's discretion, Project participation by the selected consultant is anticipated to
begin in late Spring 2013. Although the final completion of the plan is somewhat dependent upon the interaction with
and decision making speed of the Town government, Proposers should target that the entire plan would be completed
in draft form no later than December 2013 with final adoption no later than March-April 2014. The details of this
schedule will be identified during contract negotiations with the consultant team selected to be recommended to be
to be retained by the Town.
6. INFORMATION FOR CONSULTANTS
A. SELECTION OF CONSULTANT
A Town Staff RFP Evaluation Committee with review, analyze, and select the consultant to be recommended to the
Town Council for this engagement. All proposals are considered public records unless determined otherwise by the
Town. The Staff RPF Evaluation Committee (Committee) reserves the right to request additional information from
consultants submitting proposals. The Committee may schedule interviews from a short list after a review of
proposals.
The Town of Westlake reserves the right to reject any or all proposals,and the right at its sole discretion to accept the
proposal it considers most favorable to the Town's interest.The Town further reserves the right to reject all proposals
and seek new proposals when such procedure is
deemed reasonable and in its best interest. The
Town also reserves the right,subject to negotiation — -
with the identified recommended consultant, to
modify the scope of this engagement to meet the
Town's needs, budget, schedule, and financial
ti
resources. -L
B. METHOD OF COMPENSATION
Upon selection,the Town will propose a contract to 4, R `\ `
the consultant for review. The contract will be fora \
not-to-exceed amount, with reimbursement on a �I►
monthly percentage-of-work performed minus a ten s
(10) percent retainage that will be paid upon Solana Complex Aerial View
completion and acceptance of the final work product.
Final completion and acceptance shall be defined as when the Comprehensive Plan is adopted by the Westlake Town
Council.
C. WILLINGNESS TO WORK WITH OTHER TOWN DESIGNATED CONSULTANTS ON THIS ENGAGEMENT
Selection of the successful proposer may include the requirement, at the Town's discretion, that the selected
consultant collaborate with other Town consultants retained by the Town (or working as a subcontractor to the
selected consultant) to analyze the consultant's recommendations from a.) a real estate development feasibility
perspective and b.) an economic feasibility/financial sustainability perspective.
16
Resolution 13-24A
D. RELATED APPLICABLE DOCUMENTS
Prospective respondents shall review and familiarize themselves with the Town's current Comprehensive Plan and
additional related documents. Most of the relevant documents are accessible on the Town's web site at
www.westiake-tx.org with the exception of the Town's FM 1938 streetscape plan and utility master plans which will
be furnished by the Town upon request. In addition to the information contained in this RFP and its Appendix, some
of the documents that are recommended to become familiar with,if proposing to this RFP,include:
• Town's current Comprehensive Plan,Zoning Maps,and Zoning Ordinances
• Town's FM 1938(Davis Blvd)Corridor Streetscape Plan
• Town's FY 12-13 Budget
• Town's FY 12-13 Westlake Academy budget
• Town's Five(5)Year Capital Improvement Program
• August 2012 Report by School District Strategies Re: Potential Impact on Current Zoning Entitlements on
Westlake Academy enrollment
• Town Current Strategic Plan and Westlake Academy Strategic Plan
E. STAKEHOLDERS
The Town's Comprehensive Plan affects a long and diverse list of
H rl1agogovernment, institutional, private, and neighborhood-based
stakeholders. Many of these stakeholders have a significant interest in
the Comprehensive Plan update, given that it will guide future
decisions about zoning, infrastructure, public facilities,growth,and the
environment. The following list of stakeholders, plus others not listed,
may be involved in the revision process at some point, as agreed to by
Terra Bella Estates Entryway the Town and the selected consultant:
• Town Government Stakeholders: Includes,but is not limited to the Mayor,Town Council, Planning&
Zoning Commission,Historical Preservation Committee,and the Public Arts Society as well as Westlake
affiliate groups(WA Foundation, House of Commons,and Athletic Council).
• Neighboring Municipal Governments: Trophy Club, Roanoke,Southlake,Fort Worth,and Keller
• Independent School Districts: Keller ISD, Carroll ISD,and Northwest ISD
• County Government:Tarrant County Elected Officials
• Agency Stakeholders Including(but not limited to): North Central Texas Council of Governments,
Metroport City Partnership(a public-private area transportation advocacy group),Tarrant County
Transportation Council,1-35 Coalition,Trophy Club Municipal Utility District,City of Fort Worth,Trinity
River Authority,and the Texas Department of Transportation(TxDOT)
• Private/Business Stakeholders:Northwest Metroport Chamber of Commerce,Southlake Chamber of
Commerce
• Homebuilders
• Businesses: Fidelity Investments,Deloitte University,etc(see Community profile section of this RFP for
the specific listing of Westlake businesses)
• Developers and Major Landowners: Hillwood Properties,Solana(represented by Cassidy Turley),Paul
Spain(Terra Bella),Centurion America(Mehrdad Moayedi)and Roland Arthur
• Community Stakeholders: Neighborhood groups and general citizenry(diversity of ages desired)
The update process shall include these stake holders via some form of public participation, as agreed to by the
selected consultant and the Town (see Section 5B of this RFP). This process could include visioning, consensus
17
Resolution 13-24A
building, and conflict resolution around key issues with participation by selected, representative range of people such
as neighborhoods,interest groups,businesses,developers,property owners,and others.
F. ADDITIONAL INFORMATION
In addition to the documents listed above in Section 6D above,
• Attached is an area map that shows Westlake streets and its current corporate boundaries.
• To further assist the consultant,copies of the 1992 Westlake Comprehensive Plan are available for review at
the Town Municipal Offices, from 8 a.m. to 5 p.m. Monday through Friday, or on-line at:
http://www.westiake-tx.org/index.aspx?NID=140
• The Town's Zoning Ordinance and Subdivision regulations are contained in the Town's Municipal Code and
can be viewed on the Town's website at www.westlake-tx.org.Zoning regulations are found in Chapter 102 of
the Town's municipal code.
• Utility master plans and the FM 1938 Streetscape Plan will be furnished upon request.
7. PROJECT APPROACH
Proposing consultants will need to utilize the Town's existing Comprehensive Plan as a point of departure for this
engagement,being mindful of the Town Council's direction to Staff outlined above in Section 5 of this RFP. In that
context, the selected consultant is encouraged to propose an outline with new or updated elements intended to
strengthen the plan as a policy document, make it more user-
friendly, eliminate redundancies, and address emerging
planning issues.
Initially, the selected consultant team will work in close ` .
collaboration with the Staff RFP Evaluation Committee `4 --
mentioned above in Section 6A of this RFP. Eventually, as
described in Section 5B above, the selected consultant should
anticipate working with a Town Council Task Force during
formulation of the Town's new Comprehensive Plan. ati
Additionally,the selected consultant should craft their proposal Vaquero Estates Entryway
in a manner which provides the Town a deliverable that will
allow for the Town to administer the Plan with limited staffing,yet allow for:
• A Clear Plan Vision Statement:The Comprehensive Plan shall have a clear vision statement that meshes and
integrates with the Town's Vision, Values, and Mission (VVM) found in its current Strategic Plan that states
what Westlake can and will be in the future.This statement should serve as a framework for the revised Plan
and should be articulated in the Plan as a statement in the Plan's introduction, through themes, or as a
method of organizing the Comprehensive Plan elements.
• Keeping the Policies Current: Changes in the marketplace, design standards, evolving land use trends,
rapidly changing growth patterns,and the amount of land in the short and long range planning areas warrant
examination on a regular basis. The Comprehensive Plan shall include methods of examining the Plan
elements every year.
18
Resolution 13-24A
• Coordinating Multiple Planning Efforts: As an overarching policy guide for the Town, the Comprehensive
Plan update shall be coordinated with more specific plans created for its transportation, infrastructure, and
parks systems. It shall also be easily integrated and coordinated with the implementation of the Town's
Strategic Plan.
• Relationship in the Northeast Tarrant County area and NCTCOG Region: Westlake is not alone. Westlake's
neighboring cities (Keller, Trophy Club, Roanoke, Fort Worth, and Southlake) all have experienced robust
growth as well. Westlake's future is inter-connected with the
transportation, economy, housing, and quality of life issues in
:g F' the communities that surround it. In addition to addressing
local issues,the Comprehensive Plan shall acknowledge regional
issues and incorporate a regional perspective.
• Economic and Environmental Sustainability: Growth
patterns and land uses within the Town and the region have
resulted in what many consider to be a high quality of life,with
excellent schools and housing opportunities, safe
neighborhoods,and a wide range of shopping choices. However,
Westlake Firefighter Paramedics these same development patterns raise sustainability issues.
Within Corbin's broad definition of sustainability mentioned
above in Section 6A, the Town is interested in pursuing policies that promote both economic and
environmental sustainability,including mitigating environmental impacts and creating workable development
patterns. Economic sustainability considers the cost of growth which includes determining growth's fiscal
impacts,cost of extending infrastructure,and the provision of public services.An analysis of the fiscal impacts
of current and recommended land uses is necessary to provide the Town with the information necessary to
determine the revenue stream necessary to fund the Town's future growth. This analysis will need to
consider both municipal services, as well as services provided by Westlake Academy. Environmental
sustainability will need to consider the changing nature of transportation. The Comprehensive Plan update
will need to address transportation issues such as multi-modal choices, public transportation, and transit
friendly development and determine what, if any, applicability or impact they will have Westlake both now
and in the future. This sustainability perspective is important as the Comprehensive Plan update process
considers Westlake's long-term future. Should the Town retain other designated consultants set out in
Section 6C of this RFP, it will be important that the successful proposer to this RFP include them in their
analysis.
The following scope is presented as a guide for proposers. Respondents are invited to craft and submit their own
scope. However, the key elements included in this scope must be addressed. The Town of Westlake will provide the
selected consultant with
• any information it has for the consultant's initial data collection,
• any on-going data and GIS resources,
• information on existing land use and infrastructure master plans,and
• any specific elements typically prepared in-house.
The Town's Project Manager for this engagement will be Mr. Eddie Edwards, Director of Planning and Development.
The Town's Staff Leadership Team (which includes the Town Manager) will work closely with Mr. Edwards as he
interfaces with the selected consultant,any public involvement component,and the project task force.
19
Resolution 13-24A
Regarding data gathering,the Town has access to the Tarrant County Appraisal District's databases regarding property
information. As a member of the North Central Texas Council of Governments,the Town access to that data base as
well. The Town maintains its own data base pertaining to its development applications and approvals, current
boundary and zoning map, re-zonings,as well as development standards,all of which will be of use in doing analysis of
existing conditions and recent trends. This data will be made available to the selected consultant in a useful format
according to the Town's best efforts.
As it pertains to GIS mapping, the Town has recently begun (through an out-sourcing arrangement with an area
engineering firm) converting its plats, site plans, and other maps to a GIS system. The Town will make available or
provide in GIS format to the selected consultant what has been converted by the Town to its new GIS system to date.
Other materials not yet converted will be furnished by the Town to the selected consultant in a mutually agreed upon
technology and format.
As mentioned in Section 5B of this RFP, public participation will likely be undertaken as part of this planning process.
As part of the response to the RFP, the consultant shall prepare a proposed public participation plan. The public
participation could include open houses, task force meetings web based information distribution and feedback,
presentations to neighborhood groups or resident groups, surveys, and charrettes. However, based on Westlake's
unique attributes, the responder is strongly encouraged to provide their own thoughts and ideas on how to best
involve the public in this process.
8. INSTRUCTIONS FOR PROPOSALS
1. All proposals must be addressed and submitted to:
Mr. Eddie Edwards
Director of Planning and Development
Town of Westlake
3 Village Circle,Suite 202
Westlake,TX 76262
2. Ten (10) copies of the proposal must be received
at the above address by 5:00 p.m. on Monday, .
April 22, 2013. The proposal package should be
labeled "WESTLAKE COMPREHENSIVE PLAN
PROPOSAL". All proposals should clearly state
their contact person's name, title, office address,
fax number, and email address so that the Town
IY
may contact for them further information,
t
questions, and Addenda notifications during the Longhorns at Circle T Ranch
RFP evaluation process.
3. Any and all questions concerning proposals should be directed to Mr. Eddie Edwards, Director of Planning
and Development, Town of Westlake. All questions must be submitted either by fax (817-430-1812) or by
email (eedwards@west ake-tx.org). All questions and answers will be made available to all interested parties
and may result in Addenda to this RFP per Item 10 in this Section outlined below.
20
Resolution 13-24A
4. If the proposer considers any portion of your proposal to be confidential and/or proprietary and that
disclosure of its contents to competitors would cause them substantial competitive harm,they must clearly
identify those portions of their proposal by putting the
term CONFIDENTIAL OR PROPRIETARY in bold letters on
the applicable page(s).The Town will attempt(but cannot
guarantee) to protect the identified portions from
y disclosure to the extent possible under the law. The
proposer will be given notice of any request for disclosure
of the identified information and given the opportunity to
support their claim of confidentiality before the Texas
Attorney General.
Butterfly Exhibit at Arbor Day
5. Interviews will be conducted, at the Town's sole
discretion, with proposers submitting proposals determined by the Town Staff Evaluation Committee to be
reasonably qualified and reasonably responsive to this RFP, for recommendation for selection for this
engagement. Fair and equal treatment will be shown to all proposers with respect to any opportunity for
discussion and possible revision of their proposals that may follow such discussions. Such revision may be
permitted after submission and prior to recommendation for selection for the purpose of obtaining best and
final offers, but only with the Town's prior permission.
6. The recommended proposer must furnish and place on file with the Town an insurance certificate in
compliance with the Town Standard Certificate of Insurance Specification 2.04 including a waiver of
subrogation.
7. Submission Details Re: Content of Proposals. Proposals submitted in response to this RFP should address the
scope of services described above in this RFP. Proposers shall, as a minimum, address each of the specific
topics listed below as a minimum portion of their proposal submission (i.e. proposers may include additional
information as well). Failure to include any of the below requested information may be cause for proposal to
be considered non-responsive and thus,rejected.
■ Written presentation of the qualifications of their firm and their understanding of the work to be
performed.
■ List of services that will be provided
■ Cost of services: Provide a detailed maximum not-to exceed cost estimate for all work to be
performed as proposed in response to this RFP. Further, the proposal shall include a breakdown
which shall include, at minimum, tasks to be performed, phasing and sequencing of work with a
timeline,estimated number of hours for completion,and the not-to-exceed cost for each task.
■ Availability, credentials and related experience of the firm and key staff with similar studies,
preferably with municipal governments.
■ Identify who will be the project manager and key staff involved if awarded
■ Provide copies of resumes of the proposed project manager and key staff. Also, include specific
information on the disciplines mentioned above for each staff member. Provide information on
specific experience, including design experience, with successful outcomes in conducting
comprehensive plans and making presentations to public bodies.
■ Explain in detail how the project manager and key staff will be assigned to this project?What priority
will be assigned to this project? Will the project manager and key staff be readily available to
address any questions or concerns as well as to attend meetings to present the findings to Town
Staff,a Plan Update Task Force, P&Z,and/or Town Council?
21
Resolution 13-24A
■ All proposers shall include with their proposals a list of at least three (3) current references for
whom comparable work has been performed in the past three (3) years, with preference given to
work in communities similar to Westlake. This list shall include the municipality's name, person to
contact,address,telephone number,e-mail address,and a brief, but adequately detailed description
of work performed.
■ State your firm's ability to meet and exceed the requirements set forth this RFP, including project
staging,timeline,and proposed completion date.
■ How will your firm keep the Town informed of the progress of the project?
■ List of anticipated sub-contractors and/or partners (other than those Town requires successful proposer to
consult with as detailed in Section 6C).
■ Provide performance guarantees that relate to the deliverables and what your firm is willing to propose as a
result of non-performance or late deliverables.
8. Pre-Proposal Conference - A pre-proposal conference will be held on March 18, 2013 at 9:00 AM for the
purpose of discussing the terms, conditions and requirements of the RFP and to answer questions. This
conference will be held at the Town of Westlake offices, 3 Village
Circle, Suite 202, Westlake, Texas. Attendance at the pre-proposal
conference is not mandatory, but is strongly encouraged and could
factor into the decision as to which firm to recommend to the Town
Council for this engagement.
9. Timeline ��
■ RFP Issued—Monday,March 11,2013
■ Pre-Proposal Meeting—Monday, March 18,2013,9:OOAM .�
■ Deadline for Submitting Questions—Wednesday,April 3,
2013,5:00PM
■ Deadline for Proposals—Monday,April 22,2013,5:OOPM ,�
■ Selected Consultant Interviews(tentative)— May 20-31,
2013
■ Recommendation to the City Council(tentative)—June 17,
2013
Note: dates shown as tentative are subject to change at Town's 911 Memorial Event
discretion based on availability and schedules.
10. Addenda
■ If revisions to the RFP become necessary, the Town will provide written addenda to all known,
potential Proposers. All addenda issued by the Town will include a receipt form which must be
signed and included with any proposal submitted to the City. If multiple addenda are issued, a
separate receipt for each addendum must be included with the proposal when it is submitted to the
City.
■ All Proposers wishing to be notified of any addenda should provide to the Director of Planning and
Development the Proposer's name, address, telephone number, and if available, facsimile number
and/or e-mail address. All questions regarding this RFP must be submitted in writing no later than
close of business, 5:00 PM, April 3, 2013 to the contact listed in Item #2 of this Section of the RFP.
All answers will be sent to all known interested firms by means of an addendum to the RFP.
22
Resolution 13-24A
11. Proposal Submission and Withdrawal
■ The Town will receive proposals, no later than 5:00 PM on April 22,2013, at the following address:
Town of Westlake
3 Village Circle,Suite 202
Westlake,TX 76262
■ To facilitate processing, please mark the outside of the RFP envelope or package as follows:
a. WESTLAKE COMPREHENSIVE PLAN UPDATE.
b. The envelope or package shall also include the PROPOSER'S RETURN ADDRESS.
c. Proposers shall submit ten (10) copies of the proposal in a sealed envelope or package
marked as noted above.
d. A Proposer may submit their proposal by personal delivery or by mail,but not by facsimile.
e. The Town cautions Proposers that, in order to insure actual delivery of their proposal to the
Town's offices prior to the submission deadline, they be mailed or hand-delivered at the
above address.
f. A proposal received by the Town after the established deadline will be returned unopened to
the Proposer.
■ Proposers may withdraw their proposals by notifying the Town in writing at any time prior to the
submission deadline. After the deadline, proposals shall become a record of the Town and will not
be returned to the Proposers. Proposers shall be aware that after opening and during the evaluation
process, all proposals submitted remain confidential. Once a decision to award is made, all
proposals are subject to public disclosure consistent with state law. Proposers must invoke the
exemptions to disclosure provided by law and must clearly identify in the proposal the data or other
materials to be protected and state both the reasons why such exemption from public disclosure is
necessary and the legal basis for such exemption. All other contents of the submitted proposals
become public record. However, as stated above, the Town cannot be guarantee that any or all
portions of RFP's received will not be made available to the public under the Texas Open Records
Act. Proposers are encouraged, as they work on the content of their proposals for submission, to
assume that their entire proposal will ultimately be deemed a public record.
12. Selection Process - The initial proposals will be reviewed by the Town's Staff Evaluation Committee as
described above in Section 6A. The reviewers will evaluate and rate each proposal utilizing a number of
criteria, including,but not limited to:
■ Overall responsiveness and quality of the proposal in clearly stating an understanding of the project
(maximum of 30 points)
■ The nature and quality of the expertise the Proposer possesses in a full range of required disciplines
(maximum 25 points)
■ The proposed project scope,timeline,and completion date(maximum 15 points)
■ The experience and availability of support staff for the project(maximum 10 points)
■ The experience and reputation of the Proposer as represented in the response and the quality of the
references.(maximum 15 points)
■ Cost(maximum 5 points)
23
Resolution 13-24A
After evaluating the proposals, the Town may request additional information from proposers identified by
the Town as most responsive to this RFP. At its discretion,the Town may require any Proposer to make an
oral presentation of their proposal to the Town RFP Staff Evaluation Committee. These presentations provide
an opportunity for the Proposer to clarify the proposal for the Town. The Town will schedule any such
presentations. As indicated in #9 above in this Section, the time period of May 20-31, 2013 has tentatively
been set aside for these interviews. All proposers should make sure of their availability during this time for
such an oral presentation, if selected for one. The Town will evaluate the written proposals and will select
the Proposer which meets the best interests of the Town. The Town shall be the sole judge of its own best
interests, the proposals, and the resulting negotiated agreement. The Town's decisions will be final. The
Town reserves the right to negotiate any and all elements of this proposal,including,but not limited to,the
fee structure and terms of the contract,with the proposing firm selected.
24
Resolution 13-24A
Appendix - A
25
Resolution 13-24A
Westlake Comprehensive Plan Review - Policy Guidance Workshop SurveyMonkely
1. Westlake should offer a variety of high quality upper end housing choices to its residents including single family
residential estate housing, villas on smaller lots, lofts, high rise condos, low rise condos, multi-family, age-restricted,
duplexes, provided, however, that all such housing types reflect the high standards to which Westlake has become
accustomed.
Response Response
Percent Count
Strongly Agree —� 18.2% 2
Agree 27.3% 3
Neutral, No Preference 0.0% 0
Disagree 45.5% 5
Strongly Disagree 0 9.1% 1
answered question 11
skipped question 0
1 of 47 Resolution 13-24A
2. In order to limit residential uses that will impact school enrollment growth, commercial and retail land uses that produce
new ad valorem tax base and sales taxes should be considered for some areas that are currently zoned residential, even it
means negotiating for utilities and infrastructure assistance or other incentives to offset the currently entitled uses.
Response Response
Percent Count
Strongly Agree 1 27.3% 3
Agree 45.5% 5
Neutral, No Preference 18.2% 2
Disagree 0 9.1% 1
Strongly Disagree 0.0% 0
answered question 11
skipped question 0
2 of 47 Resolution 13-24A
3. Raising taxes to pay for school expansion is preferable to amending the Comprehensive Plan to allow regional
commercial and retail centers not contemplated in the '92 Comp Plan.
Response Response
Percent Count
Strongly Agree 0.0% 0
Agree 27.3% 3
Neutral, No Preference 9.1% 1
Disagree 27.3% 3
Strongly Disagree 36.4% 4
answered question 11
skipped question 0
3 of 47 Resolution 13-24A
4. The Comp Plan revision should be prepared in a way that will establish a system by which land uses are analyzed in light
of their impact on Westlake Academy, population levels, tax tolerance and their impact on the cost effectiveness of Town
services.
Response Response
Percent Count
Strongly Agree 81.8% 9
Agree 18.2% 2
Neutral, No Preference 0.0% 0
Disagree 0.0% 0
Strongly Disagree 0.0% 0
answered question 11
skipped question 0
4 of 47 Resolution 13-24A
5. The Comp Plan review should reflect the belief that the review and regulation of land uses should be a tool to not only
convey high quality design and development standards, but also help create economic sustainability for the Town
government and the services it offers its residents and businesses.
Response Response
Percent Count
Strongly Agree 63.6% 7
Agree 36.4% 4
Neutral, No Preference 0.0% 0
Disagree 0.0% 0
Strongly Disagree 0.0% 0
answered question 11
skipped question 0
5 of 47 Resolution 13-24A
6. The Comp Plan Revision should analyze replacing some Office uses with high quality Retail uses.
Response Response
Percent Count
Strongly Agree 27.3% 3
Agree 54.5% 6
Neutral, No Preference 0 9.1% 1
Disagree 9.1% 1
Strongly Disagree 0.0% 0
answered question 11
skipped question 0
6 of 47 Resolution 13-24A
7. The Comp Plan Revision should analyze replacing some Office uses with high quality Mixed uses (Retail and Commercial
combined with higher density residential).
Response Response
Percent Count
Strongly Agree 0 9.1% 1
Agree 27.3% 3
Neutral, No Preference 0 9.1% 1
Disagree 45.5% 5
Strongly Disagree 0 9.1% 1
answered question 11
skipped question 0
7 of 47 Resolution 13-24A
8. The Comp Plan Revision should analyze replacing some Office uses with high-end Single Family Residential uses.
Response Response
Percent Count
Strongly Agree 18.2% 2
Agree 54.5% 6
Neutral, No Preference 0 9.1% 1
Disagree 0.0% 0
Strongly Disagree 18.2% 2
answered question 11
skipped question 0
8 of 47 Resolution 13-24A
9. The Comp Plan Revision should analyze replacing some Office uses with Retail in combination with adjacent high-end
Single Family Residential uses.
Response Response
Percent Count
Strongly Agree 0 9.1% 1
Agree 54.5% 6
Neutral, No Preference 18.2% 2
Disagree 18.2% 2
Strongly Disagree 0.0% 0
answered question 11
skipped question 0
9 of 47 Resolution 13-24A
10. The Comp Plan Revision should offer development and redevelopment options for Solana that maintain strict quality
standards while allowing more densely spaced commercial.
Response Response
Percent Count
Strongly Agree 0 9.1% 1
Agree 81.8% 9
Neutral, No Preference 0 9.1% 1
Disagree 0.0% 0
Strongly Disagree 0.0% 0
answered question 11
skipped question 0
10 of 47 Resolution 13-24A
11. The Comp Plan Revision should offer development and redevelopment options for Solana that maintain strict quality
standards while allowing additional retail.
Response Response
Percent Count
Strongly Agree 45.5% 5
Agree 54.5% 6
Neutral, No Preference 0.0% 0
Disagree 0.0% 0
Strongly Disagree 0.0% 0
answered question 11
skipped question 0
11 of 47 Resolution 13-24A
12. The Comp Plan Revision should offer development and redevelopment options for Solana that maintain strict quality
standards while allowing mixed use (commercial/retail and residential).
Response Response
Percent Count
Strongly Agree 0 9.1% 1
Agree �- 18.2% 2
Neutral, No Preference 45.5% 5
Disagree 27.3% 3
Strongly Disagree 0.0% 0
answered question 11
skipped question 0
12 of 47 Resolution 13-24A
13. In an effort to increase revenue without raising taxes, certain areas should be studied that would allow
office/warehouse distribution facilities.
Response Response
Percent Count
Strongly Agree 18.2% 2
Agree 36.4% 4
Neutral, No Preference 9.1% 1
Disagree 27.3% 3
Strongly Disagree 0 9.1% 1
answered question 11
skipped question 0
13 of 47 Resolution 13-24A
14. In an effort to increase revenue without raising taxes, certain areas should be studied that would allow adjustments in
landscape setbacks on major highways to create more developable space. (currently 150' in Comp Plan, 100' in Zoning
Ords).
Response Response
Percent Count
Strongly Agree 18.2% 2
Agree 36.4% 4
Neutral, No Preference 0 9.1% 1
Disagree 27.3% 3
Strongly Disagree 0 9.1% 1
answered question 11
skipped question 0
14 of 47 Resolution 13-24A
15. In an effort to increase revenue without raising taxes, certain areas should be studied that would allow
regional/destination Retail.
Response Response
Percent Count
Strongly Agree 18.2% 2
Agree 36.4% 4
Neutral, No Preference 9.1% 1
Disagree 36.4% 4
Strongly Disagree 0.0% 0
answered question 11
skipped question 0
15 of 47 Resolution 13-24A
16. In an effort to increase revenue without raising taxes, certain areas should be studied that would allow themed
entertainment venues.
Response Response
Percent Count
Strongly Agree 0.0% 0
Agree 63.6% 7
Neutral, No Preference 0.0% 0
Disagree 18.2% 2
Strongly Disagree 18.2% 2
answered question 11
skipped question 0
16 of 47 Resolution 13-24A
17. The Comp Plan revision should include recommendations for additional zoning categories that provide additional
development options and revenue opportunities that take advantage of current market trends and urban planning best
practices.
Response Response
Percent Count
Strongly Agree 9.1% 1
Agree 54.5% 6
Neutral, No Preference 27.3% 3
Disagree 0 9.1% 1
Strongly Disagree 0.0% 0
answered question 11
skipped question 0
17 of 47 Resolution 13-24A
18. The Comp Plan revision should consider additional residential uses that may cause the anticipated maximum
enrollment at Westlake Academy to be exceeded.
Response Response
Percent Count
Strongly Agree 0 9.1% 1
Agree 45.5% 5
Neutral, No Preference 9.1% 1
Disagree 0 9.1% 1
Strongly Disagree 27.3% 3
answered question 11
skipped question 0
18 of 47 Resolution 13-24A
19. The Comp Plan revision should recommend that residential land uses and ultimate population build-out should not
exceed student enrollment maximums identified by School District Strategies ("SDS") report presented in August of 2012.
Response Response
Percent Count
Strongly Agree 27.3% 3
Agree 36.4% 4
Neutral, No Preferences 18.2% 2
Disagree 18.2% 2
Strongly Disagree 0.0% 0
answered question 11
skipped question 0
19 of 47 Resolution 13-24A
20. The Comp Plan revision should illustrate inter-mobility (the ability to move through Westlake to reach other
destinations)for:
Strongly Agree Agree Neutral, No Disagree Strongly Disagree Response
Preference Count
Vehicles 63.6% (7) 18.2% (2) 0.0% (0) 18.2% (2) 0.0% (0) 11
Bicycles 45.5% (5) 36.4% (4) 0.0% (0) 18.2% (2) 0.0% (0) 11
Pedestrians 36.4% (4) 27.3% (3) 18.2% (2) 18.2% (2) 0.0% (0) 11
answered question 11
skipped question 0
21. The Comp Plan revision should illustrate intra-mobility (the ability to circulate within Westlake)for:
Strongly Agree Agree Neutral, No Disagree Strongly Disagree Response
Preference Count
Vehicles 54.5% (6) 45.5% (5) 0.0% (0) 0.0% (0) 0.0% (0) 11
Bicycles 54.5% (6) 45.5% (5) 0.0% (0) 0.0% (0) 0.0% (0) 11
Pedestrians 54.5%(6) 27.3% (3) 18.2% (2) 0.0% (0) 0.0% (0) 11
answered question 11
skipped question 0
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22. The Comp Plan Revision Transportation component should reflect the impact of future growth according to land use.
Response Response
Percent Count
Strongly Agree 45.5% 5
Agree 54.5% 6
Neutral, No Preference 0.0% 0
Disagree 0.0% 0
Strongly Disagree 0.0% 0
answered question 11
skipped question 0
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23. The Comp Plan Revision Transportation component should reflect designated bicycle lanes on future thoroughfares.
Response Response
Percent Count
Strongly Agree 1 27.3% 3
Agree 54.5% 6
Neutral, No Preference 0 9.1% 1
Disagree 0.0% 0
Strongly Disagree 0 9.1% 1
answered question 11
skipped question 0
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24. The Comp Plan Revision should attempt to improve access to and from SH 114 and SH 170 in order to create additional
development opportunities for retail corners.
Response Response
Percent Count
Strongly Agree 0 9.1% 1
Agree 45.5% 5
Neutral, No Preference 27.3% 3
Disagree 0 9.1% 1
Strongly Disagree 0 9.1% 1
answered question 11
skipped question 0
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25. The Comp Plan Revision should amend the plan to recommend hike and bike trails along roadways rather than mostly in
the floodplain.
Response Response
Percent Count
Strongly Agree 0 9.1% 1
Agree 27.3% 3
Neutral, No Preference 27.3% 3
Disagree 27.3% 3
Strongly Disagree 0 9.1% 1
answered question 11
skipped question 0
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26. The Comp Plan Revision should amend the plan to recommend a blended system that recommends hike and bike trails
along some roadways and some floodplains.
Response Response
Percent Count
Strongly Agree 27.3% 3
Agree 54.5% 6
Neutral, No Preference 18.2% 2
Disagree 0.0% 0
Strongly Disagree 0.0% 0
answered question 11
skipped question 0
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27. The Comp Plan Revision should leave the Comp Plan as is, limiting hike and bike trails only along floodplains.
Response Response
Percent Count
Strongly Agree 0.0% 0
Agree 0 9.1% 1
Neutral, No Preferences 18.2% 2
Disagree 54.5% 6
Strongly Disagree 2
answered question 11
skipped question 0
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28. The Comp Plan Revision should continue to recommend floodplain be dedicated as public open space.
Response Response
Percent Count
Strongly Agree 18.2% 2
Agree 27.3% 3
Neutral, No Preference 45.5% 5
Disagree 0 9.1% 1
Strongly Disagree 0.0% 0
answered question 11
skipped question 0
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29. The Comp Plan Revision should continue to recommend floodplain be dedicated as public or private open space.
Response Response
Percent Count
Strongly Agree 0.0% 0
Agree 45.5% 5
Neutral, No Preference 45.5% 5
Disagree 0 9.1% 1
Strongly Disagree 0.0% 0
answered question 11
skipped question 0
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30. The Comp Plan Revision should recommend public open space in areas that could include flood plain, but not
necessarily limited solely to floodplain.
Response Response
Percent Count
Strongly Agree 27.3% 3
Agree 72.7% 8
Neutral, No Preference 0.0% 0
Disagree 0.0% 0
Strongly Disagree 0.0% 0
answered question 11
skipped question 0
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31. The Comp Plan Revision should include a high degree of trail connectivity, including connecting trails to parks, whether
the trail is along roadways or floodplain.
Response Response
Percent Count
Strongly Agree 45.5% 5
Agree 54.5% 6
Neutral, No Preference 0.0% 0
Disagree 0.0% 0
Strongly Disagree 0.0% 0
answered question 11
skipped question 0
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32. The Comp Plan Revision should continue to recommend parks to be a minimum of 10 acres in size.
Response Response
Percent Count
Strongly Agree 0 9.1% 1
Agree 27.3% 3
Neutral, No Preference 27.3% 3
Disagree 36.4% 4
Strongly Disagree 0.0% 0
answered question 11
skipped question 0
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33. The Comp Plan Revision should allow buildings to exceed this standard under certain circumstances, subject to Council
and P&Z review.
Response Response
Percent Count
Strongly Agree 0.0% 0
Agree 36.4% 4
Neutral, No Preference 0 9.1% 1
Disagree 36.4% 4
Strongly Disagree 18.2% 2
answered question 11
skipped question 0
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34. The Comp Plan Revision should establish some provision whereby owners of land on higher elevations are not subject
to an unfair density standard compared to developers in lower elevations.
Response Response
Percent Count
Strongly Agree 0.0% 0
Agree 27.3% 3
Neutral, No Preference 18.2% 2
Disagree 45.5% 5
Strongly Disagree 0 9.1% 1
answered question 11
skipped question 0
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35. The Comp Plan Revision should continue to recommend that all medians and streetscapes be designed to appear
natural with native plants and vegetation and minimal maintenance.
Response Response
Percent Count
Strongly Agree 18.2% 2
Agree 0 9.1% 1
Neutral, No Preference 2
Disagree 45.5% 5
Strongly Disagree 0 9.1% 1
answered question 11
skipped question 0
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36. The Comp Plan Revision should allow streetscapes to be somewhat more manicured with treatments comparable to
those recently completed on FM 1938 as per the Town's adopted FM1938 Streetscape Plan.
Response Response
Percent Count
Strongly Agree 0 9.1% 1
Agree 54.5% 6
Neutral, No Preference 0 9.1% 1
Disagree 0 9.1% 1
Strongly Disagree 18.2% 2
answered question 11
skipped question 0
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37. The Comp Plan Revision should provide that all residential and collector streets be constructed with curb and gutter
with drainage systems placed underground, as opposed to allowing streets that have rural bar ditches with higher
maintenance costs and storm drainage utilities being located exclusively in the floodplain.
Response Response
Percent Count
Strongly Agree 0.0% 0
Agree 45.5% 5
Neutral, No Preference 27.3% 3
Disagree 18.2% 2
Strongly Disagree 0 9.1% 1
answered question 11
skipped question 0
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38. The Comp Plan Revision should require all new streets to be curb and gutter construction.
Response Response
Percent Count
Strongly Agree 0.0% 0
Agree 27.3% 3
Neutral, No Preference 27.3% 3
Disagree 27.3% 3
Strongly Disagree 18.2% 2
answered question 11
skipped question 0
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39. The Comp Plan Revision should limit the recommendation of allowing curb and gutter to residential subdivisions with
lots less than 1 acre.
Response Response
Percent Count
Strongly Agree 0.0% 0
Agree 0 9.1% 1
Neutral, No Preference 45.5% 5
Disagree 27.3% 3
Strongly Disagree 18.2% 2
answered question 11
skipped question 0
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40. The Comp Plan Revision should establish a policy framework to better articulate desired lighting standards.
Response Response
Percent Count
Strongly Agree 45.5% 5
Agree 54.5% 6
Neutral, No Preference 0.0% 0
Disagree 0.0% 0
Strongly Disagree 0.0% 0
answered question 11
skipped question 0
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41. The Comp Plan Revision should allow consideration of modified lighting standards in order to accommodate
commercial and retail users and mixed use developments located along the highway corridor facing away from single
family residential areas.
Response Response
Percent Count
Strongly Agree 0.0% 0
Agree 27.3% 3
Neutral, No Preference 18.2% 2
Disagree 36.4% 4
Strongly Disagree 18.2% 2
answered question 11
skipped question 0
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42. The Comp Plan Revision should avoid integrating lighting recommendations into the Comp Plan.
Response Response
Percent Count
Strongly Agree 0 9.1% 1
Agree 0 9.1% 1
Neutral, No Preference 0.0% 0
Disagree 36.4% 4
Strongly Disagree 45.5% 5
answered question 11
skipped question 0
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43. The Comp Plan Revision should incorporate sustainability as a community objective to be reflected in all aspects of the
Comp Plan revision.
Response Response
Percent Count
Strongly Agree 0.0% 0
Agree 0 9.1% 1
Neutral, No Preference 45.5% 5
Disagree 27.3% 3
Strongly Disagree 18.2% 2
answered question 11
skipped question 0
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44. The Comp Plan Revision should take a softer approach to sustainability by establishing minimum standards that impact
sustainability.
Response Response
Percent Count
Strongly Agree 0.0% 0
Agree 27.3% 3
Neutral, No Preference 54.5% 6
Disagree 0 9.1% 1
Strongly Disagree 0 9.1% 1
answered question 11
skipped question 0
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45. The Comp Plan Revision should avoid attempting to introduce sustainability language in the Comp Plan, instead leaving
it up to the Town Council's discretion on a case by case basis.
Response Response
Percent Count
Strongly Agree 0 9.1% 1
Agree 36.4% 4
Neutrai, No Preference 27.3% 3
Disagree 27.3% 3
Strongly Disagree 0.0% 0
answered question 11
skipped question 0
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46. The Comp Plan Revision should continue to recommend that development should always pay for utility extensions and
necessary infrastructure regardless of the circumstances and benefits the development may offer.
Response Response
Percent Count
Strongly Agree 0.0% 0
Agree 36.4% 4
Neutral, No Preference 18.2% 2
Disagree 27.3% 3
Strongly Disagree 18.2% 2
answered question 11
skipped question 0
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47. The Comp Plan Revision should avoid language that limits the Town Council to incentivize development deemed worthy
of support or assistance including the extension of infrastructure, special taxing districts, sales tax reimbursements, etc.
Response Response
Percent Count
Strongly Agree 0 9.1% 1
Agree 72.7% 8
Neutral, No Preference 0.0% 0
Disagree 18.2% 2
Strongly Disagree 0.0% 0
answered question 11
skipped question 0
46 of 47 Resolution 13-24A
48. The Comp Plan Revision should incorporate language that provides for build-out planning in order to avoid incremental
funding of utilities that will require future widening or paralleling water and/or sewer utility lines.
Response Response
Percent Count
Strongly Agree 0 9.1% 1
Agree 63.6% 7
Neutral, No Preference 27.3% 3
Disagree 0.0% 0
Strongly Disagree 0.0% 0
answered question 11
skipped question 0
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COMPREHENSIVE PLAN UPDATE
TOWN OF WESTLAKE, TEXAS
Resolution 13-24A
April 22, 2013 �/�
Mr. Eddie Edwards MESA + PLANNING
Director of Planning and Development
Town of Westlake
3 Village Circle, Suite 202
Westlake,Texas 76202
Re: Proposal for the provision of Planning Services related to a Comprehensive Plan Update for Westlake,Texas
Dear Mr. Edwards,
MESA Planning welcomes this opportunity to present the enclosed proposal and statement of qualifications for
preparation of a Comprehensive Plan Update for Westlake,Texas. Our Planning Team has particular interest
in Westlake because of our long history of planning for cities and townships located within the sphere of an
expanding metropolitan area (such as Dallas and Fort Worth,Texas).All the members of this planning team
have been working together for many years addressing the issues related to the implementation of internal/
community objectives while the external/surrounding conditions are rapidly changing.
In addition, Westlake is at a pivotal point in its own development. With such a strong sense of vision prevalent
across many segments of the community, this seems to be the right moment to make sure the town is fully
equipped to manage growth toward desired outcomes for neighborhoods and quality of life, promote orderly
form,strengthen Westlake Academy, and appropriately harvest the economic benefits of the town's assets as
well as locational advantages. Careful and creative planning is an important tool to facilitate all the above.
Therefore, the planning team, described herein, has been assembled and this planning proposal has been
formulated. The enclosed proposal is organized into sections as follows:
• Statement of Understanding and project strategy
• Scope of Work
• Timeline
• Cost of Services and staff allocations
• Team Project Experience
• Organizational Chart
• Key Personnel Resumes
• Team Availability
• References
All of our plans are built upon inclusive and transparent public participation which cultivates local leadership
and a plan constituency. I believe that our Planning Team is the right team for Westlake and we look forward
to working with you and the plan leadership.Together we can help you craft a vision for Westlake that will
prove to be a valuable guide in managing growth.
Sincerely,
Robin H. McCaffrey AIA., AICP
Senior Principal, MESA Planning
Resolution 13-24A
TABLE OF CONTENTS
1. Statement of Understanding
2. Scope of Work
3. Representative Projects
4. Team Structure
5. Availability and Assignments
6. References
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STATEMENT OF
UNDERSTANDING
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STATEMENT OF UNDERSTANDING
Robust growth associated with the Highway 114 corridor has had a dramatic impact
on the form and character of cities and townships along its path. Only a few years ago
much of the vicinity of Westlake was largely rural in visual character and built density. It
was in the remoteness of this setting that Westlake grew into the unique town that exists
today despite speculative pressures of the corridor itself. In towns, such as Westlake,
growth management is needed to preserve and enhance both quality of life and quality
of development, while maximizing economic opportunity associated with regional growth
and the distinctions it bestows on Westlake. Projections indicate that development
intensity along the 114 corridor is expected to continue, raising several challenges that
the Westlake Comprehensive Plan Update must address.
1. Conflict between regional and local movement systems: The form of development
that is attracted to the interstate differs from the form of development attracted to local
movement systems. The local system houses the community in which people live as well
as the roadways that connect them to the goods and services accessed on a regular
basis, such as the grocer, the dry cleaners, schools, etc. The regional system services
a larger population, is typically defined on a larger scale, and has a tendency toward
a uniformity of expression. The local system services the local community and tends to
reflect the unique attributes of character and form associated with it.
Westlake is comprised of both regional and local elements, yet distinction is needed to
ensure that one does not restrict or over shadow the other. Therefore, plan elements
should be developed that define and accommodate both the regional and local system.
In this way, the tendency of regional movement through Westlake accessing 114 will
not make the local system subservient to the regional corridor. This will prevent local
streets from blending with the regional system and loosing identity of locally meaningful
distinctions.
2. Highway 114 dominant influence over future development: Highway 114 has the
potential to dominate the emerging city form. The nature of development attracted
to such freeway corridors has a distinctly regional character. In such areas, large plate
retailers and entertainment venues begin to displace local businesses, and the host
city can assume an increasingly regional identity. As such development arrays itself
along the freeway, it influences the value potential of the future and burdens the city
with a "corridor-scope" that can negatively affect initiatives to express the local fabric.
Therefore, Urban Design elements should be defined for Westlake that will promote
expression of community culture and identity, while accommodating the potential value
associated with freeway traffic.
3. The pressures of high velocity growth upon environmental systems that are not
jurisdictionally defined: Factors such as storm water management, water quality and
quantity, air quality, biodiversity, and open spaces all contribute to the overall quality of
life. As development continues in Westlake, there will be increased pressure placed upon
natural systems that maintain these factors. In addition, due to Westlake's relatively small
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Resolution 13-24A
size, many of the natural systems within the town are part of larger systems outside of
the Town. This makes Westlake vulnerable to the effects of poor system management by
surrounding communities.
Therefore, a Parks, Open Space, and Systems Management Plan element is needed that
facilitates environmental quality, namely surface water management, water quality/
quantity, air quality, vehicular trip reduction, and preservation of natural corridors.
This plan should include special environmental enhancements that protect system
components within the Town and, at the same time, establish natural assets that promote
desired development.
4. Reconciliation of the preferred Land Use vision, Planned Development entitlements,
and institutionalized speculation: Along the trajectory from founding to the present,
certain entitlements for use of land became protected by Planned Development
Ordinances (PDs). These PDs are largely speculative instruments that look to the
growth opportunities associated with the 114 corridor and regional population growth.
Properties, such as those in the vicinity of the proposed Circle "T" Mall, have experienced
a sequence of transactions by investment parties, such as Hunt, General growth, Howard
Hughes Corporation, etc.; each setting an increased increment of value not necessarily
reflected by agricultural tax valuation. These relatively hidden and imbedded values
greatly influence land use capability and must be rationalized to the Town vision and, if
need be, addressed in the implementation section of the plan. Therefore, the land use
plan element must speak in a vernacular that expresses the Town's goals without making
the legally conveyed entitlements non-conforming or imposing value deprecation. Only
in this way will there be a sufficiently articulated public interest that informs the process of
development review rather than negates development energy.
5. Community Sustainability: True sustainability is dynamic in the sense that it has
attributes of a living organism. This means that systems are inherently diverse and, in that
diversity, affording underpinnings needed to sustain the phenotype (form). Therefore,
the community must be a living thing and have diversity within it. The same is true
for natural systems. This broadness is reflected by the mosaic of natural and human
interdependencies that animate vitality.
Therefore, the overall plan must seek to promote, preserve, and enhance that particular
mosaic that is Westlake. This is reflected in land use, economic development, natural
open spaces, and design.
6. Community Design that reflects a unique (meaning Westlake distinct) relationship
between land and development: Westlake is a particular vision, painted with three
primary colors: the landscape, the built-scape, and the community-scape. Design is
the way these come together and the recognizable place they define. Therefore,
Design is an overarching concern of the future. Such design is more than an image; it
is an internalization of design consciousness within the decision-making-process of local
government. Therefore, all aspects of the plan must establish a relationship to design
and the implementation component must make that design consciousness actionable.
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PROJECT APPROACH
In light of the above described issues, this project approach for Westlake is built upon the
following aspects of use and structure:
1. The formulation of a clear vision that ties together previous vision elements, stated
goals, and mission: The vision must build the bridge between past, present, and future.
2. The creation of a true management tool that will give the decision making processes
of local governance the analysis of impacts (financial and natural) needed to reconcile
tensions that the above described issues identify (tensions between regional/ local,
external/ internal, vision/ entitlement, narrow/ broad community, and unique/ generic
urban form). This tool is to be employed regularly: The plan must be useful to the decision
making process so that it has justification for its on-going use.
3. The creation of a planning framework that gives needed overall form to land use and
urban design and internalizes current planning efforts as well as an expanding reliance
on multiple modes of transportation: The Framework is the template upon which the
individual plan elements are fashioned. Therefore, it is the guiding expression of goals
and objectives in a physical form that reflects their application.
4. The employment of a transparent public participation process that nurtures project
leadership, constituency support, brings together regional/ local concerns, and facilitates
adoption: Participatory input is active throughout the planning process and through its
course transfers plan ownership to the participants.
S. The establishment of financial performance objectives that assure attainment and
maintenance of economic capacity necessary to build the vision: Financial performance
is only possible with the identification of financial thresholds that are derived from the
relationship of the cost of governance, services, and obligations to development capture
and the subsequent value it transfers to the rest of the city.
6. The creation of clear financial and environmental indicators that will track successful
attainment of sustainability objectives reflected by land use, economic development,
and environmental strategies: Necessary changes to the plan as time goes on are
reflected by its performance relative to indicators of applicability.
7. The delivery of a useful product at each planning phase: The plan should be as useful
during its development as it is when it is fully developed.
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SCOPE
OF WORK
2
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SCOPE OF WORK
Giving consideration to the Town's Request for Proposal and the planning issues as identified
in the Statement of Understanding, the Planning Team presents the following Scope of Work.
This Scope reflects our view of work elements that serve the Town of Westlake. However,
the Planning Team realizes that agreement regarding adjustments to this document and
appropriate adjustments to fee may be the result of scope discussion between MESA
Planning and the client group. The scope elements of this proposal have been organized in
five parts:
PART ONE: ASSESSMENTS A CONTEXT FOR COMMUNITY VISION
PART TWO: VISIONING A FRAMEWORK FOR THE COMPREHENSIVE PLAN
PART THREE: PLAN ELEMENTS ARTICULATING THE VISION OF SUSTAINABILITY
PART FOUR: IMPLEMENTATION REALIZING THE VISION
PART FIVE: ENGAGEMENT/
COMMUNICATIONS GUIDING THE PLANNING PROCESS
PART ONE: ASSESSMENTS A CONTEXT FOR COMMUNITY VISION
To ensure informed public participation, plan recommendations are rooted in a true
understanding of Westlake, and that significant change since the 1992 plan is evaluated,
the Planning Team will prepare various investigations and analyses that serve as a basis for
the Westlake Comprehensive Plan Update. The Assessment findings will be a key feature of
workshop 1 , described in the Engagement portion (Part Five) of this proposal.
1.1 Population and Demographic Profile. The Planning Team will utilize population data to
establish a demographic profile for the Town of Westlake identifying trends for possible future
growth within the defined planning horizon. These values will provide benchmarks for use
in the various other assessments conducted for this project. Particular attention will be paid
to Westlake's comparison with other population trends in the larger planning context. This
comparison has particular importance as Westlake will continue to shoulder the impacts of
population growth of surrounding communities. Population projections will use an analogue
approach; the outcome of which will be compared to NCTCOG projections and differences
analyzed. Of particular focus in this projection is the effect of population growth on Westlake
Academy and its expansion plans.
1.2 Existing Conditions. The Planning Team will assess the contextual fabric of the Town
of Westlake identifying those natural, built, and economic systems that will influence the
form and future patterns of growth for the Town. Elements such as drainage patterns,
natural corridors, activity centers, development patterns, cultural landmarks/ features,
and economic indicators will be evaluated, as well as current plans, studies, and zoning
designations/ instruments. This assessment will identify significant aspects of each that will
influence future development physically, politically, and economically. Consideration will be
given to the nature of emerging strengths, weaknesses, opportunities, and liabilities.
1.3 Circulation Analysis. Prior to the first public workshop, the Planning Team will conduct
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a circulation analysis of the Town of Westlake. Circulation is a critical element of the
Comprehensive Plan for the Town. The relationship of community elements to Highway
114, the existing patterns of use and development, and the potential alignment of future
transit in relation to vehicular traffic patterns establish a need to investigate the efficiency
and physical influence of the circulation system. Consideration will be given to external
traffic demand on roadways within Westlake and the extent to which increased volumes
influence land use suitability (discussed below). Of particular interest in this analysis is the
extent to which existing PD ordinances identify right of way dedications and/ or other
roadway provisions that in turn influence the overall character and operation of the local
system.
1.4 Infrastructure Capacity Analysis: Due to Westlake's small population, its potential for
growth, and reliance upon private and neighboring public utilities to serve population
expansion and commercial development, the Planning Team will identify limitations and
chokepoints within the existing systems as well as project future demand. This Assessment
will review and consider the individual plans of various private and neighboring public
utility providers to the Town of Westlake. In this way, cooperative planning with private
and neighboring public utilities can be initiated by this Comprehensive Plan Update.
1.5 Land Developability Analysis. Building upon the existing conditions and the
circulation analysis (described above), the combined significance of built and natural
systems as they coexist within the Town will be portrayed in a map based sequence
which defines areas most and least suitable for development. This analysis includes such
considerations as topography, drainage, protected resources, jurisdictional overlays,
vegetative communities, existing/ on-coming land uses, and circulation patterns.
Attention will be given to the relationship between land developability and the trajectory
of land development trends (Task 1 .2).
1.6 Assessment Findings Report. The Planning Team will place each of the above
described analyses into a combined document that portrays a diagnosis of the existing
and emerging town fabric. This combined document will be presented in report form
with all pertinent maps, charts, graphs, and illustrations, as well as a written summary of
their significance to the Comprehensive Plan. Of particular emphasis in this summation is
the extent to which conditions informing the 1992 Comprehensive Plan have significantly
changed and, therefore, necessitate targeted updates of the existing document (a
performance review of the existing plan). Recommendation of specific updates will be
made in this report. At a minimum, updates will include those areas of concern identified
in the RFP.
Deliverable for Part One:
• An Assessment Findings Report (sub-component 1 of the Comprehensive Plan Update)
with text and graphics for each of the tasks described above.
• Assessment Findings presentation power point for Workshop 1
Meetings:
• Workshop #1 (see Engagement: Part Five)
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• Steering Committee Meeting
• Focus Group Meetings and Interviews (see Engagement: Part Five)
• Milestone meeting with staff
PART TWO: VISIONING A FRAMEWORK FOR THE COMPREHENSIVE PLAN UPDATE
The Vision Plan for the Town of Westlake must manifest the Goals and Objectives of the
Community, while establishing a strategy for implementation that will effectively guide
and direct future development within the Town. The Framework is the template of the
Plan that assures its fulfillment of community aspirations and values.
2.1 Community Goals and Objectives. Input from public workshop 1 will be
incorporated as Community Goals and Objectives for the Westlake Comprehensive Plan
Update; specifically as they pertain to land use, circulation, urban design, economic
development, and the town relationship to Westlake Academy. Inputs from Workshop
1 will be analyzed and organized into strategic goals and objectives by comparing
Assessment Findings (described above) to Community Inputs, thereby determining which
goals potentially address the greatest range of issues.
2.2 The Framework Plan. Once Community Goals and Objectives are identified, they
will be physically expressed in a Planning Framework for the Town of Westlake. This
Framework will serve as a graphic representation of the goals and objectives (identified
in 2.1 above), expressed in districts, edges, nodes, portals, linkages, zones, landmarks,
and interfaces. In this way, true agreement as to the application of goals and objectives
can be accomplished in Workshop 2 (see Engagement: Part Five).
Deliverable for Part Two:
• A summation of goals and objectives according to their strategic significance.
• A graphic Framework Plan with associated text and support graphics.
• A Goals and Objectives and Framework Power point for Workshop #2 (see
Engagement: Part Five)
Meetings:
• Workshop #2 (see Engagement: Part Five)
• Steering Committee Meeting
• 2 Milestone Reviews; one with staff and one other as staff directs.
• Remaining Focus Groups or Interviews not completed in Part One (see Engagement:
Part Five)
PART THREE: PLAN ELEMENTS ARTICULATING THE VISION OF SUSTAINABILITY
The Plan Elements identified for the Westlake Comprehensive Plan Update will serve
to direct and facilitate desired development in the future while preserving a city form
consistent with the vision manifested in the Planning Framework.
3.1 Land Use and Land Use Sustainability. The Town of Westlake has experienced
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unprecedented growth over the past decade that has been largely residential and,
thereby, garnished a shared interest in the quality of life that such growth has nurtured.
At the some time, recognition of the economic importance of the Highway 1 14 Corridor
and velocity of population growth along it has fostered the allocation of significant non-
residential entitlements within Planned Development Ordinances.
In order to establish a Land Use Plan expressive of the Town's Goals, Objectives, and
Vision that avoids non-conformance with previously granted entitlements, the language
of the Land Use Plan must be more form based and relate to the issues of form (density,
square footage, value, and use ranges whose allocations are financially derived),
thereby establishing an ad valorem base that gives the Town financial capacity to
shoulder future cost burdens related to improved services and mitigation of impacts
imposed by rapid growth in surrounding communities. The ability to translate use
conveyed by entitlement to the fulfillment of use established by the Land Use Plan,
determines the extent to which the Land Use Plan is a useful guide to manage of growth.
As Land Use Plans and Zoning Ordinances serve two very distinct roles in the regulation of
use and development, it is important that the Land Use Plan informs and guides zoning
decisions and deliberations so that they are mutually exclusive, yet complimentary
roles are preserved and protected. The Future Land Use Plan should also address
proper land use hierarchies and transitions throughout the Town. This attention to the
relationship between uses is critical to the coherency of the emerging form. The extent
to which land use enhances or degrades community sustainability is largely determined
by the overall mosaic and the organic unity achieved through transition, hierarchy,
and other dimensions of proper adjacency. The Future Land Use Plan would consist of
a plan graphic and associated designations of land use districts that apply land use
performance standards.
3.2 Transportation and Community Fabric Sustainability. This is a critical component of
comprehensive planning because of the strong relationship between traffic densities,
economic value, and community development. It ultimately has greater influence on
land use than entitlement.
Many Comprehensive Plans fail due to a separation between land use and
transportation. One (transportation) is viewed from a perspective of functionality, and
the other (land use) is viewed from a perspective of vision. Value created by functionality
alone will attract development that often conflicts with the community vision. Therefore,
symmetry between creation of value (by traffic density) and community vision (expressed
in land use) is an essential component of growth management.
In creation of the Transportation Plan, the regional and local systems that transit
the Town of Westlake will be reconciled. The Planning Team will review the existing
thoroughfare system and its potential for change as a result of surrounding growth
in conjunction with the Future Land Use Plan and will also consider the introduction
of alternative transportation. A Transportation Plan will then be defined that both
accommodates anticipated traffic levels and reinforces the intent of the Future Land
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Use Plan. As a primary generator of value, transportation has the effect of stimulating
the forces of transition even though physical transition has not occurred and can,
therefore, precipitate instability, particularly in undeveloped areas where transportation
often promotes speculation. Accordingly, attaining a balance between land use and
transportation is a key component of community fabric sustainability and ultimately
preserving value. The Transportation Plan will include both thematic and functional
elements as well as recommended improvements to the existing system. The
Transportation Plan will consist of a plan graphic with associated designations.
3.3 Town Design Structure. A Town Design Structure Plan is the creation of visual themes
and hierarchies, as well as thematic identities within the Town of Westlake. Thematic
elements, such as roadways, portals, districts/core areas, public spaces, key intersections,
and connections, give a greater sense of legibility and identity to the Town and are
essential to preserving a sense of place amid such rapid growth. The Town Design
Structure Plan will focus upon enhancement of the public realm within the Town of
Westlake.
The Town Design Structure Plan will identify design initiatives that can be incorporated
within the management and decision structure of the Town so that design consciousness
becomes an ordinary part of Town decision making.
3.4 Parks, Open Space, and Trail Plan, and Environmental Sustainability. This Plan will
serve as the green infrastructure of Westlake that defines and protects the natural assets
of the community. Elements of the Parks and Open Space Plan includes both active
and passive spaces creating a network of connectivity that would include parks, trails,
recreational areas, and appropriate passive open spaces as well as protected natural
assets.
The Parks and Open Space Plan will promote the role that surface water management
must play in sustaining biodiversity, habitat and visual identity. The connection of natural
assets so that a matrix of natural features knits through the community fabric supports
the tendency of natural elements to gather in lineated forms along distributions of
water deposited soils, levels of hydration, and active water courses. Thereby, a key
component of natural sustainability is addressed.
3.5 Housing. Housing responds to a contextually determined market. For this reason, it is
seldom the case that mixtures of value exist in the same place, especially at higher price
points. In fact, the higher the price point, the more singular the housing setting often
is. Therefore, an expansion of housing options can only occur to the extent that such
options do not depreciate the contextual elements supporting higher end price points.
In the life cycle of housing tenancy, an existing yet aging population will seek higher
price point housing options suitable for their changing spatial needs, while younger
professionals and families will seek housing options closer to work and good schools.
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Therefore, the Housing Plan element will consider expansion of housing options to
serve the changing needs of Westlake's traditional markets and to make housing more
accessible to younger buyers and those who work within the community. Housing
demand, in all its forms, confronts an available land supply, as well as varied housing
entitlements already imbedded in previously approved Planned Development
Ordinances. Therefore, the Housing Plan will investigate means by which existing housing
trends (in price and community design) can co-exists with externally driven housing
demand able to be accommodated by PD entitlements.
The Housing Plan will identify housing availability (housing stock inventory) in light of
developable land (within the context of the Land Use Plan) and identify where existing
contextually dependent housing options will likely continue and where newer, more
diverse housing options can emerge. These allocations will take into consideration
emerging housing trends generally and the extent to which those trends are finding
market success locally. In the end, the constellation of housing options should support a
coherent and graded distribution supporting commercial viability where feasible.
3.6 Public Facilities. To ensure services are provided for future population projections,
recommendations will be made regarding emergency and other city services based
on industry standards for the designated planning horizon. The issue of public service
and the cost of such services will be considered in the financial sustainability of land use
so that quality of life, as measured by the cost of governance and services, is properly
sustained in the future.
A key component of this plan element is consideration of a new city hall in terms of size,
location, and relationship to existing facilities, including Solana (described below).
3.7 Solana Revitalization and Town Center. As populations grow and greater residential
and commercial differentiations emerge within the fabric of Westlake, it becomes
critically important that the Town form is anchored by a viable center. At present, Solana
offers potential to anchor and contribute to such a definition of place. A viable center
includes public and private investment brought together around a shared public domain.
Therefore, Solana is viewed as a component of a broader vision of center that possibly
includes municipal facilities and an expanded public space. In addition, the center vision
will consider the integration of housing and vertical mixed use.
Other proposed projects for Westlake will be taken into consideration so Solana can find
its particular markets.
The Solana and Town Center Plan will be an illustrated plan showing possible
development with public and private components identified.
3.8 Policy Recommendations and Plan Tabulations. Each of the aforementioned plan
elements portrays the build out of Westlake. Therefore, summations of the Plan will be
presented to identify population holding capacity and economic implications of build
out in terms of employment and value added to the Town GDP.
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The Westlake Comprehensive Plan will consist of a number of physical and programmatic
plan elements that will help direct future growth and development for the Town. Once
these plans are identified, a list of policy recommendations will be generated and
organized by plan element to facilitate implementation. Therefore, the realization of the
community vision will occur as follows:
Inputs---Goals and Objectives---Planning Framework---Plan Elements---Policy
Recommendations
Deliverable for Part Three:
• A Plan Elements Report (sub-component 2 of the Comprehensive Plan Update) that
brings the work of Part Two and Part Three into a single document with text and
graphics for each of the tasks described above.
• Assessment, Framework, and Plan Elements power point for Workshop #3
Meetings:
• Workshop #3 (Engagement: Part Five)
• Steering Committee Meeting
• 2 Milestone Reviews, one with staff and one other as staff directs.
• 2 Follow-Up Meetings with critical land owners
PART FOUR: IMPLEMENTATION REALIZING THE VISION
To facilitate realization of the Community Vision, certain elements are needed for plan
implementation. These speak to the regulatory instruments, agencies, and measures that
collectively guide future growth and development.
4.1 Economic Development Strategy. As Westlake continues to grow, it will become even
more important to define how development will occur within the Town. The processes,
roles, and responsibilities of both public and private interest should be articulated so as
to encourage the type of development desired and to provide the tax base necessary
to support a quality of life preferred by the Westlake Community. The Planning Team
will work in conjunction with Council, Staff, the Planning Steering Committee, and the
Economic Development Committee to define an economic development strategy for
the Town. This would include features such as Funding Mechanisms/ District Designations,
Administration and Oversight, and Project Prioritization criteria.
The key role of economic development strategy is to promote value while the growth
management elements (described below) direct both capture of value and the transfer
of value through good design.
4.2 Growth Management Strategy. The ultimate objective of the Comprehensive Plan
is to provide a tool to assist in the direction and management of future growth and
development. In the implementation strategy, the attainment of values as represented
by the Land Use Plan will be facilitated by allocation of various plan recommendations
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and actions to value related issues, such as capture of mature value and the transfer of
value to promote orderly form and community viability. This will be presented as a growth
management tool kit; elements of which are related to the above described value
considerations.
4.3 Plan Benchmarks. Over time, it will become necessary to access the relevance
and applicability of the Westlake Comprehensive Plan. Due to the potential for rapid
change within the Highway 114 Corridor, it becomes important to be able to identify
when the Comprehensive Plan requires recalibration and further updates. The Planning
Team will work with the Town to develop an internal performance evaluation tool for the
Comprehensive Plan to ensure the relevance of this plan in future years. This will allow for
appropriate updates while preserving consistency and intent of the original document.
4.4 Code Performance Review. The institutionalization of entitlements within Planned
Development ordinances, the changing conditions within Westlake, and the changing
conditions outside of Westlake challenge the effectiveness of existing zoning and
subdivision code. Therefore, the Planning Team will perform a Code Performance Review
with recommendations regarding revision, reorganization, and rewriting.
Deliverable for Part Four:
• An Implementation Interim Report (sub-component 3 of the Comprehensive Plan
Update) with text and graphics for each of the tasks described above.
• Assessment, Framework, and Plan Elements power point for Workshop #3
Meetings:
• Staff Work Session
• Steering Committee Meeting
• Milestone Review with staff.
PART FIVE: ENGAGEMENT/ COMMUNICATIONS GUIDING THE PLANNING PROCESS
The foundation of this Comprehensive Plan Update is the public participation in
its formulation and public support of its adoption. Therefore, the Engagement/
Communications portion of this proposal is critically important.
5.1 Engagement. The engagement portion of this proposal will consist of workshops and
focus groups engaged as follows:
Workshop #1: Goals and Objectives
Upon completion of the Assessments identified in Part One, the Planning Team will
conduct Public Workshop #1 . At this workshop, the various assessments will be
presented as informed participation creates more meaningful dialogue concerning
community vision.
After the assessments are presented, workshop participants will breakout into
groups based upon character districts identified in the assessment analysis. Each of
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Resolution 13-24A
these breakout groups will have an appointed facilitator who will be a member of
that particular region. Within that breakout group, workshop participants will be
encouraged to explore the issues and attributes that the Comprehensive Plan should
address. This will provide direction for elements of the plan that pertain to land use,
circulation, urban design, and economic development.
Workshop #2: Planning Framework
A Planning Framework will be fashioned through the process of Workshop #2. This
workshop starts with a presentation of the goals and objectives identified in Workshop
#1 . These goals and objectives and their application to the Town fabric are once
again discussed in breakout groups where their likely manifestation within smaller
areas of consideration is deliberated. These applications are summarized by the
Planning Team in a diagrammatic form called the Framework Plan. The workshop
participants are asked to determine whether the Framework Plan effectively
represents the goals and objectives established in Workshop #1 .
This is the publically crafted vision element that will guide the formulation of plan
elements.
Workshop #3: Putting It All Together
At Workshop #3, the Planning Elements will be presented to all workshop participants.
Key to the success of this project is the transfer of the Plan from the Planning Team
to community leaders. For this reason, the steering committee who, up to this point,
serve as facilitators will assume a more significant role in the presentation of plan
elements. This is important in the transition of the Plan from the Planning Team to
the community. The success of this Plan will depend, to a large degree, on their
continued leadership. This committee will ultimately advocate the Plan with regard to
future planning activity. Workshop #3, therefore, becomes the point of transition and,
ultimately, Plan ownership to the community it is intended to serve.
Focus Groups and Interviews. During the Assessment Phase of the planning process,
sessions will be held with particular community members who generally do not
participate in public events. These include land owners, other jurisdictional interests,
and the Academy. Therefore, individual focus group sessions will be conducted to
solicit their input. Focus group parties include:
• Land Owner/ Developer Stakeholders (Hillwood Properties, Solana, Terra Bella,
Centurion American)
• Educational Stakeholders (Westlake Academy, Deloitte University, overlying school
districts)
• Home Builders
• Daytime population representatives
• Business Stakeholders (Chamber, Fidelity, other major employers)
Interviews will also be conducted. Parties to be interviewed include:
• Agencies ( candidates include NCTCOG, Metroport City partnership, Tarrant
County Transportation Council, 1-35 Coalition, Trophy Club Municipal Utility District,
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City of Ft. Worth, Trinity River Authority, Local TxDOT)
• Neighboring Municipal and County Governments (candidates include Trophy Club,
Roanoke, Southlake, Ft. Worth, Keller, Tarrant County key officials)
• Town Government (Mayor, Town Council, Planning and Zoning Commission,
Historical Preservation Committee, Public Arts Society, Westlake Affiliate groups)
5.2 Communication. The communication portion of this proposal will consist of web
portal and milestone touch points as follows:
Interactive Web Portal
The Planning Team will design and develop an interactive, user friendly website
version for the Comprehensive Plan Update featuring maps, photos, commentary,
presentation materials, and report summaries to inform the public about the plan
process on an on-going basis. The website will enable citizens to post comments and
to share the publications on social sites, such as Facebook and Twitter. The website
will also feature a Content management System that will enable the administrator/
editor of the site to upload photos or maps and input text so that updating the site is
easy and instantaneous. The content management feature will have blogging and
sharing abilities. Features of the website include:
• A homepage that identified the Westlake Comprehensive Plan Update website
(with link to it from the city website)
• Links that correspond to the phases of the plan process.
• Drop down menu or secondary navigation that has options such as maps, pictures,
report summaries, workshops, citizen comments, etc.
• A designated place for citizen comment
• Content management system for managing web content
Steering Committee Meetings
The Planning Team will attend a pre-determined number of meetings with the Steering
Committee (3 are recommended, one meeting before each workshop to review
workshop material). The Steering Committee members will be appointed by the Client
group.
Milestone Updates
As indicated in the meetings itemized in the above work description, there are points
along the way for milestone updates with staff and, where indicated, others identified
by staff. These occur during Part Two, Part Three, and Part Four. These meetings
are in addition to steering committee meetings, public hearings, focus groups, and
interviews.
Joint Council Commission Staff Work Session
This joint council/ commission/ staff work session is critical to the use of the Plan, by
each body and the staff, as a growth management tool. During this work session, the
planning team will walk through the Comprehensive Plan document explaining its use
in matters of zoning consideration. In this way, the joint session becomes a tutorial
intended to make all parties conversant in the Plan's use and content.
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Final Plan Report
The final Comprehensive Plan Report will reflect comments gathered at the final
workshop, staff review of the draft report and input from the joint work session. Upon
completion of revisions, the planning team will provide 20 bound color copies and
2 digital pdf copies. The Client will have had opportunity to view the document
through its component installments (described in the above deliverables) and will
have had opportunity to comment on the Plan as it is developing.
Public Hearings
The Planning Team will present the Comprehensive Plan to both the Planning and
Zoning Commission (public hearing to recommend approval) and Council (public
hearing to consider approval). In accordance with the intent of the public process
to promote community ownership of the Plan, these presentations will be shared with
members of the Steering Committee.
Deliverable for Part Five:
• A Complete Plan Report (including sub-components 1 , 2, and 3 as well as the
remaining project recommendations), which constitutes the Comprehensive Plan
Update, with text and graphics for each of the tasks described above.
• Comprehensive Plan power point for presentation to the joint work session and public
hearings.
Meetings:
• Workshops 1 , 2, and 3 (as already indicated in meetings listed above)
• 3 Steering Committee Meeting (as already indicated in meetings listed above)
• Milestone Updates (as already indicated in meetings listed above)
• Draft Plan Review with Staff
• Joint Council/ Commission Work Session
• Public hearings
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PROPOSED JET TIMELINE
Project Timeline
July August SeptOct Nov Dec Jan Feb Mar Abril
2013 2013 2013 2013 2013 2013 2014 2014 2014 2014
Part One
1.1 Demographics
1.2 Existing Conditions
1.3 Circulation
1.41 nfrast ru ct u re
1.5 Developability
1.6 Assessment Summary
Part Two
2.1 Goals and Objectives
2.2 Framework
Part Three
3.1 Land Use
3.2 Transportation
3.3 Urban Design
3.4 Park,Open Space
3.5 Housing
3.6 Public Facilities
3.7 Solana Revitalization
3.8 Policy Rec/Tabulation
Part Four
4.1 Economic Development
4.2 Plan Implementation
4.3 Plan Benchmarks
4.4 Code Performance Review
Part Five
5.1 Engagement
Workshop#I
Workshop#2
Workshop #3
Focus Group/I nterviews
5.2 Communication
Web Portal
Steering Committee
Joint Work Session
Final Report
Public Hearing
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TASK HOURS ASSIGNMENTS BY CONSULTANT
ALLOCATION OF HOURS BY CONSULTANT
MESA P RCLCO GSP Mosaic Ashley Eli Brandora
Part One
1.1 Demographics 16 16 18
1.2 Existing Conditions 16 6 22 16 8
1.3 Circulation 16 14 1 8 16
1.4 Infrastructure 8 18 8 16
1.5 Land Developability 16 100 8 8
1.6 Assessment Summary 16 20 10 38 24
Part Two
2.1 Goals and Objectives 8 6 9 12
2.2 Framework 8 14 20 18 16
Part Three
3.1 Land Use 44 20 28 16
3.2 Transportation 44 64 16 24
3.3 Urban Design 40 38 32
3.4 Park, Open Space,Trails, and Natural
24 12 80 30
Sustainability
3.5 Housing 24 87 30
3.6 Public Facilities and Utilities 16 21 30 16
3.7 Solana Revitalization 40 38 32
3.8 Policy Rec/Tabulation 16 15 20 80
Part Four
4.1 Economic Development 32 62 16 40
4.2 Growth Management 32 40
4.3 Plan Benchmarks 4 40 10
4.4 Code Performance Review 32 48 32
Part Five
5.1 Engagement
Workshop#1 12 16 20 12 15
Workshop#2 12 16 15
Workshop#3 12 8 12 15
Focus group/interviews 24 8 33 16
5.2 Communication
Web Portal 4 6 16 100
Steering Committee 12 8 15
Milestone Updates 12 20 20
Joint Work Session 8 16 20
Final Report 16 5 78 80 84
Public hearings 8 8 32 18
532 226 293 332 705 478 100
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FEES BY TASK
ALLOCATION OF FEES BY TASK
FEES
Part One $52,012
1.1 Demographics $4,220
1.2 Existing Conditions $8,533
1.3 Circulation $6,075
1.4 Infrastructure $4,915
1.5 Land Developability $17,380
1.6 Assessment Summary $10,889
Part Two $16,309
2.1 Goals and Objectives $6,440
2.2 Framework $9,869
Part Three $101,743
3.1 Land Use $9,780
3.2 Transportation $12,134
3.3 Urban Design $9,200
3.4 Park,Open Space,Trails,and Natural Sustainability $17,972
3.5 Housing $21,447
3.6 Public Facilities and Utilities $8,874
3.7 Solana Revitalization $11,200
3.8 Policy Rec/Tabulation $11,136
Part Four $43,702
4.1 Economic Development $21,982
4.2 Growth Management $6,640
4.3 Plan Benchmarks $6,840
4.4 Code Performance Review $8,240
Part Five 100,077
5.1 Engagement $37,715
Workshop#1 $13,432
Workshop#2 $5,871
Workshop#3 $8,186
Focus Group/Interviews $10,226
5.2 Communication $62,362
Web Portal $11,560
Steering Committee $4,645
Milestone Updates $8,462
Joint Work Session $5,080
Final Report $21,311
Public Hearings $11,304
BASIC FEE $313,843
8%of Basic Fee
REI M BU RSABLES
$25,027
TOTAL FEE $338,950
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- Resolution 13-24A
REPRESENTATIVE
PROJECTS
3
MESA + PLANNING
Resolution 13-24A
MESA PLANNING REPRESENTATIVE PROJECTS
MESA + PLANNING Kyle Comprehensive Plan
Project Overview: Kyle, Texas
The recipient of the APA Com-
prehensive Plan of the Year for
Texas in 2010, the Kyle Com-
prehensive Plan is a growth /- = A rapidly growing city south of
management document that �� Austin,Texas in the Austin/San
-`;
was created to encourage sus- Antonio Corridor
:' _ = Awards
tainable development patterns. \. _-.: s 1 ;
The implementation strategy ' i1 Texas APA Comprehensive Plan
�; of the Year,2010
was performance oriented, as it --
tied land value to land use dis-
tributions. A prioritization pro-
gram was given for recom-
mended actions based on the _
concept of return on public in-
vestment in such projects.
The Kyle Comprehensive Plan
establishes Ad Valorem Tax ' >,.
Base objectives necessary to - a r
provide sufficient tax revenues
to fund the community's stated
quality of life goals. Such goals
are monetized as General Fund
thresholds supported by reve-
nues from city growth in ac- i
cordance to values reflected by
the Future land Use Plan.
r
The Downtown Plan Compo-
nent
om o-nent establishes a strategy for ',—
r-
strengthening economic activity
within the City's business core. i
i
M
w
'r$AW
Entertainment Gateway Market
Value Monument value
MESA+PLANNING
Planning Architecture Economic Development
MESA + PLANNING
— , Resolution 13-24A
MESA PLANNING REPRESENTATIVE PROJECTS
MESA + PLANNING Seguin Comprehensive Plan
Project Overview: �. Seguin,Texas
The Seguin Comprehensive
Plan is a growth management APA Comprehensive Plan
tool intended to give form to on- Award 2009
coming growth that threatens to
change the fabric of this historic - ;•Y-
city. Like many cities on the , Statistics
{ A rapidly growing city south of
fringe of urbanizing areas, suc- Austin;Texas in the I-10 Houston/
cessive road bypasses have Y �j�l , '*.; San Antonio Corridor
continually redefined the com-
munity's overall growth pattern _ }�
and economically affected the A
viability of its city center. There-
fore, this Comprehensive Plan _
establishes a coherent overall
form for the city that once again
restores value within the core,
preserves the fundamental
River/City relationship, provides
for industrial/employment
growth, and establishes financial
performance thresholds for land ,cumin
use.
The Plan builds upon a rich nat-
ural fabric, historic assets, stra-
tegic locational advantages and I _- j......
the vision of community resi-
dents and business people.
RURAL L >� -■
SECTION �• Tf �• �
RUM APPROACH K"PARKWAY TOWN APPROACH MAN PARKWAY CORE APPROACH O
6KN14EN
r.. - �.- —R r -- • - ter �; .1-�r > Isla', Mi i
04
MESA+PLANNING
Planning Architecture Economic Development
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Resolution 13-24A
MESA PLANNING REPRESENTATIVE PROJECTS
MESA + PLANNING Brownsville Comprehensive Plan
Project Overview: Brownsville Comp Plan
MESA PLANNING and MESA were
brought into the Brownsville Compre-
hensive Planning process to formulate
the City's Future Land Use Plan, cre- D Statistics
ate an economic vision which the Land '� s� x -� _ A rapidly growing border city im-
Use Plan could fulfill. In addition, ME- "-�h/ pacted by U.S.border conditions
SA PLANNING formulated the Urban 4 and needing to re-establish role in
Design Plan, Open Space Plan, and
4 the Rio Grande Valley.
implementation strategies for economic
development. The Comprehensive -
Plan was the largest and most compre-
hensive planning initiative conducted by 44 ft.the city and led by the citizenry , orga-
nized as United Brownsville. United
Brownsville and its executive director
remain committed to, and active in, im-
plementation of the plan vision. United
Brownsville has fostered emergence of - F
a sister organization in Matamoros
(Imagine Matamoros) and together the _
two bodies have crafted a Bi-national l '�
Economic Development Agreement.
The Brownsville Comprehensive Plan
has led subsequent more detailed
plans for industrial development, down-
town revitalization and citywide infra-
structure.
Civic festivals
Culturul Hub Fines, Fees,
Environmental
Protr--lion Finances
Vibrant
Downtown Regional
o Commercial
N tourism
-� D-finution
0
Excellent
Schools
v
-� Strnntscnpc Local
c% Enhancement
Commercial
F load i ny
AhnMmrnt
Strovo Repoir L,
Police&fire Residential
service Tax Base
General Fund Genera and
Requirements Sources
MESA+PLANNING
Planning Architecture Economic Development
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Resolution 13-24A
MESA PLANNING REPRESENTATIVE PROJECTS
MESA + PLANNING Argyle Comprehensive Plan
Project Overview: Argyle Texas
The Argyle Comprehensive Plan and 0000
Open Space plan is formulated to ad- x
dress the special concerns of a com- Statistics
munity wanting to remain small in the r ` A rapidly growing city north of Fort
face of on-coming growth flowing from Worth,Texas in the Ft.Worth/
the Dallas/ Ft. Worth Metroplex. The Denton Corridor
Plan recognized the high cost of re-
maining small when surrounded by
more intense development and seeks
to set aside areas of strategic develop-
ment that can capture the economic I
benefits growth brings without fundaI-M
-
mentally changing the way of life that
citizens of Argyle enjoy. MESA PLAN-
NING formulated a detailed growth
management plan that would strength-
en the City Council as they made deci-
sions on complex development issues.
The Plan is in essence a Form Based
Comprehensive Plan Document which
identified ad valorem value targets for
its developable areas.
L0 PRESERVATION OF OPEN SPACE HIGH�
ones
lit
ACTIVEMKREATION
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Planning Architecture Economic Development
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Resolution 13-24A
MESA PLANNING REPRESENTATIVE PROJECTS
MESA + PLANNING Brenham Downtown Plan
Project Overview: !1 '� Brenham Texas
N
The City of Brenham, Texas has seen ' y • "'" APA Project Planning
the economic underpinnings of its his- '; Award 2012
toric downtown challenged by retail de- -,
velopment along the Highway 290 by-
A �s.� : �:'
�,. +., ,; Statistics
pass. Therefore, a plan and strategy
were needed that would attract invest- t =s'-✓ ' '' An historic town, located between
Houston and Austin, in Washing-
ment to the downtown area. The Plan ton County.
first considers sources of likely spend-
ing and then isolates the physical fea-
tures and connections that such spend- �!!w'�-• ��"?'P' ''
ing seeks. Building upon this under-
standing of the potential market, the t ,` I -i J,g
plan is a physical strategy aimed at cre-
ating the place that the market desires.
In addition to recommended physical
improvements, within and leading to, +►=�• - l i- ? a
downtown, the plan articulates sources
of funding (both public and private) that
can support key catalyst projects aimed
at setting the foundational elements of
the physical strategy in place.
Investigations at the outset revealed
that Brenham enjoys considerable im-
ported spending within its city limits .� •
making a physical strategy appropriate. -
3� -� •,,�� 111
- f j _ -a
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MESA+PLANNING
Planning Architecture Economic Development
MESA + PLANNING
- Resolution 13-24A
MESA PLANNING REPRESENTATIVE PROJECTS
M E SA + P LA N N I N G iron Horse Station TOD Plan
Project Overview: North Richland Hills,Texas
The City of North Richland Hills
required a plan for areas around
the proposed Iron Horse Transit the Statistics
Station. This plan would create a A rapidly growing city on the north
vision for development of the Iron edge of Ft.worth,along the Cot-
Horse station area that could be ton Belt Rail line("T"Corridor)
supported by the "T", the City, and
the property owners within the pe-
rimeter of the station zone. This
plan works within the parameters of
normative development require-
ments yet creates a vision that ,
achieves integrated land uses, ver-
tical use mix, pedestrian usability,
and a balanced value gradient
across the entire planning area.
The essence of the plan is to gen-
erate a value center within the Sta-
tion Area that can balance the eco-
nom ic
co-noetic power of the adjacent free-
way. �:.
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MESA+PLANNING
Planning Architecture Economic Development
_ MESA + PLANNING
Resolution 13-24A -
MESA PLANNING REPRESENTATIVE PROJECTS
MESA + PLANNING Strategic Infrastructure Plan
Project Overview; Brownsville,Texas
Opening of the improved Pa- -
nama Canal in 2015, oil from the �l Statistics
Eagleford Shale and Alaminos _ = A border city with a vital sea port
Canyon, and the resurgence of that serves Mexico,South Amer-
manufacturing in Mexico's ma- 'c ica and regions of the U.S. Cur-
1 r F-» a► rently 170,000 people, Brownsville
quiladoras will have profound � !'�' — and its sister city of Matamoros
economic impact upon Browns- comprise an urban area of nearly
R- - j ,
"�Tr "= =;
ville. MESA PLANNING, � _ -�;=���-' - �. 1 million.
Mosaic, and Cambridge Sys-15
tematics are formulating a stra-
tegic
tra te is infrastructure plan, aimed
at attracting equity funding of
nearly $1 billion for critical infra-
structure that will position tt =
Brownsville to capture the eco-
nomic benefits of forthcoming � �•� -i-� -
change and move Brownsville -I
toward the formation of exter-
nallony traded industrial clusters. ;"`" :;
This will increase the city's ad
valorem tax base and raise
wages overall.
......................
FRAMEWORK
W/
Zone of Convergence .Air Freight
VOther Points of
��Convergence Transitional
-;
Trade Portals Residential
Wet/Dry Bulk Low Impact
Development
Manufacturing ►Rail
MESA+PLANNING
Planning Architecture Economic Development
MESA 4. PLANNING
Resolution 13-24A
MESA PLANNING REPRESENTATIVE PROJECTS
MESA + PLANNING Montgomery Farm
Project Overview: �_- _ - Allen, Texas
The Emerson Partnership (developer of
Montgomery Farm) required a unique / Statistics
plan that recognizes the historic signifi- ` r An historic farm in Allen,Texas
Cance of this property, sets a high f I (population 84,346). A 400 acre
standard of environmental sustainabil- site with approximately 40%of its
total area preserved as permanent
ity, relies upon surface management of open space.
storm water, promotes bio-diversity, en-
hances air quality, allows preservation �
of agricultural setting, nurtures pedestri-
an and neighborhood activity, and of- i
''�
fers a wide choice of housing options in � z r- -"�'
an harmonious fabric of community. "R= '`
The farm has long been host to the arts
and artists and played a leadership role _in promotion of environmental steward-
ship. This history became the founda-
tion of the plan. The plan is imple-
mented through the Montgomery Farm
Pattern Book which sets design and
environmental guidelines and stand-
ards, administered by both the develop
er and the City. Montgomery Farm is
one of the nations first LEED communi-
ties with many of it structures receiving
LEED Platinum certifications.
•- i j �
MESA+PLANNING
Planning Architecture Economic Development
MESA + PLANNING
Resolution 13-24A
MESA PLANNING REPRESENTATIVE PROJECTS
MESA + PLANNING Brownsville Downtown Plan
Project Overview: BrownsvilleTexas
The downtown area of Brownsville,
Texas seeks to revitalize an urban -- Statistics
core that once enjoyed considerable An historic town, located between
spending by Mexican nationals. How- on the Rio Grande River,at the
ever, current border politics have re- -- Mexican border with Matamoros
duced that spending to a fraction of its
former volume. Therefore a downtown,
once center of a city with nearly 1 mil-
lion people, is today a center of a cyy
much smaller population (178,000).
The plan seeks to create new econom-
ic energy by regaining former patron-
age by Mexican nationals, establishing - � '•
>! _ _ �_ ,z°- /• ;x':11:.
a stronger public domain that will en- v -- - s ' l`t
hance downtown as a destination, cre- t �J i _ I
ating longer durations of stay through _ ? yr
yam .
residential uses and lodging, and creat- fir,gyp?:
ing stronger connections with the uni-
versity population. in addition, the plan
seeks to find niche specialty markets .�.... .»=
that can flourish in some of the unique
downtown spaces , forged by its histo-
ry.
yx;_ 1�
The plan is built upon catalyst projects ,
that can find private investment with s� 1
the right public partnerships. Partner- "
ship opportunities are identified. j , '+�.� "+•• .t
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MESA+PLANNING
Planning Architecture Economic Development
MESA + PLANNING
Resolution 13-24A
MESA PLANNING REPRESENTATIVE PROJECTS
M ESA + PLAN N I NG Argyle Commercial Centers Plan
Project Overview: �. _ :. '1 Argyle ,Texas
The Commercial Centers Plan
for Argyle is an implementation ' �« r -e
guide for the earlier Comprehen- w ; { `' i Statistics
sive Plan (also completed by �' � € "' Small township lying in the 1-35 W
MESA). Based on economic
growth corridor between Ft.Worth
and Denton.Population approxi-
performance thresholds r� �- mately 2,000
(depicted in the value map with " - r
dark brown zones, right) the plan k - �
sought to increase present value
distribution (depicted by yellow � � FAO
and brown zones, right) through
the creation of hubbing and con- rab
verging movement patterns thatAA, �
will harvest the economic value
of regional traffic volumes flowing I tt
through the town. Through at-
tainment of value potentials, - j / ", "
Town Vision Goals (such as the
town centers depicted below and
above) are attainable, The Com-
mercial Centers Plan also recom- "
mended land based approaches
to value capture because much - --- — " ,
of the early development will be
land development. I 1,
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MESA+PLANNING
Planning Architecture Economic Development
MESA + PLANNING
Resolution 13-24A
RCLCO REPRESENTATIVE PROJECTS
RCLCO
ALEXANDRIA ECONOMIC DFVELOFW N I ANALYS
Alexandria, VA
Project Areas
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The Challenge
Alexandria Economic The D.C. Metropolitan region is growing and Alex- from locating in Alexandria and provides the city
Development Partnership, andria is strongly positioned to capture new demand key data points that it can use to recruit and retain
Inc for office space.Companies within the region are ex- target industries. The end product of the analysis
panding,new companies are moving to DC,compa- is an opportunities matrix, which summarizes key
Scope of Work nies already in Alexandria are growing,and together recommendations and tools for implementation.
these forces will add to the regional demand for office
Cluster Analysis space in the coming decade.The city is home to a
growing cluster of high tech,business services,and Impact
professional association headquarters. Alexandria The Alexandria Economic Development Strategic
Economic Development Partnership (AEDP) hired Plan is in the process of being developed and this eco-
RCLCO to quantify growth within business cluster nomic development strategy will help shape the goals,
in the city and regionally,and identify location,busi- timeline,and implementation strategy of the strategic
Implementation ness,and other advantages that the city provides that plan. RCLCO will present its findings to City Coun-
could help retain and recruit businesses in the city. cil and work with AEDP to facilitate implementation.
Solution
RCLCO was commissioned by AEDP to evalu-
ate the local economic drivers and to create an
economic development strategy that would assist
Regional Economics the city in its long-term decision making. The eco-
nomic development study evaluates sources of city
revenue, identifies established and emerging busi-
ness clusters, analyzes the geographic distribution
of business clusters, and evaluates the cost of do-
ing business in Alexandria as compared to other
competitive submarkets. The analysis identifies
the types of businesses that would most benefit
MESA + PLANNING www.rcico.com
Resolution 13-24A
RCLCO REPRESENTATIVE PROJECTS
RCLGO
DOWNTOWN DENTON IMPS
Denton, TX
r .
Project Areas
au
Downtown Revitalization
Economic Development
AMR y�
Public-Private Partnerships
Transit-Oriented Development
Challenge
Denton, Texas is in Denton County, one of the four the development community. Finally, we analyzed
major counties in the Dallas-Fort Worth metro- available existing development incentives in down-
Scope of Work politan area. It is home to the University of North town Denton and evaluated additional incentives
Texas and Texas Woman's University and an in- and public financing tools for the City to consider.
creasingly thriving music and arts scene. The Impact
city recently created a downtown master plan, RCLCO's recommendations became part
but did not have a plan to implement it. The pur- of the City's overall implementation plan
pose of the implementation plan was to provide for the Downtown Master Plan. RCLCO:
the city with a roadmap towards implementation -Recommended an organizational structure
Implementation as well as the tools to help in decision-making. necessary to not only execute economic
Solution development for the City of Denton,but also
RCLCO was part of a multidisciplinary team, lead the implementation strategies for new City,
Partnership Structuring by Jacobs,to craft a plan to help facilitate the imple- business,and residential investment in Down-
mentation of the master plan. RCLCO specifically town Denton(i.e.the Downtown Implementa-
Public Financing focused on tools and strategies the City could utilize tion Plan).
to help catalyze development and educate the pri- -Recommended various public-private partner
vate development community on the opportunities ship structures with which the new organiza-
available in downtown Denton. We first analyzed tional structure could attract and incentivize
how the City was organized in its pursuit of econom- development.
is development initiatives and to what extent its or- -Identified various funding strategies to support
ganization, or entities within the organization, were the infrastructure required to accommodate
empowered to most effectively engage the private new development in support of jobs related
development community. Next, we looked at spe- economic development,as well as incentives
cific public-private partnership structures the City to encourage private investment downtown.
could employ,once property organized,to help draw The Downtown Implementation Plan for the City of
development downtown. These structures were in- Denton won a Development of Excellence Award
tended to improve development economics,making from the North Central Texas Council of Govern-
development in downtown Denton more attractive to ments(NCTCOG).
www.rcico.com MESA + PLANNING
Resolution 13-24A
RCLCO REPRESENTATIVE PROJECTS
RCLCO
tI'VibIUN I U__
IHh
Salt Lake City, UT
Project Areas
�- e✓ - Corridor Planning
Economic Development
i y Economic&Fiscal impact
Metropolitan Growth Strategy
Public-Private Partnerships
Transit-Oriented Development
The Challenge • Identified ways that each of the existing centers
Envision Utah Utahns have prospered since pioneers entered the could be strengthened in order to better meet
state in the 1800s. However by 2050,the population Envision Utah's definition of"sustainable cen-
Scope of Work of Utah will nearly double to over five million people. ters";
As one of America's fastest-growing states, Utahns Created statistical models to determine the
Cluster Analysis wanted to act proactively to grow in a way that pro- amount of housing, retail, office, civic, and in-
tects and enhances quality of life for existing and dustrial space that would be required to turn the
future citizens. In 1997, Envision Utah brought to- Northwest Quadrant into a balanced, sustain-
gether residents, elected officials, developers, con- able center.
servationists,business leaders,and other interested Impact
Implementation parties to make informed decisions about how we Since facilitating the Quality Growth Strategy, Envi-
should grow.They retained RCLCO to construct for sion Utah has partnered with more than 100 com-
Market Analysis them a long-range growth model to forecast how re-
curring trends in other cities might influence growth munities in Utah. The Envision Utah approach of
Partnership Structuring civic engagement has been replicated by dozens
in Salt Lake City. of regions around the country. RCLCO continues to
Solution work with Envision Utah, most recently to provide
Public Outreach In orderto help Envision Utah meet its goals,RCLCO: statistically-rigorous forecasts that support an initia-
Regional Economics Interviewed local economists, significant em- tive to bring more fixed-rail transit to the Wasatch
ployers, and large land holders to understand Front.
the underlying drivers of regional growth;
Strategy Planning Used interviews,GIS mapping,and proprietary
research to identify key centers of economic
activity
• Developed a model to score those centers on
a variety of factors and identify the proportion
of future growth that each center might be able
to attract;
• Based on historic trends, case study research,
and the results of the scoring exercise above,
identified areas likely to emerge as new centers
over the next 30 years;
www.rcico.com
MESA + PLANNING
Resolution 13-24A
RCLCO REPRESENTATIVE PROJECTS
RCLCO
GO CINCINNATI
Cincinnati, OH
Project Areas
_.-. Economic Development
_- Economic&Fiscal Impact
Industrial City Turnaround
Metropolitan Growth Strategy
Public-Private Partnerships
The Challenge Impact
Cincinnati USA Regional Cincinnati urban and regional economy had been hit The Mayor evaluated the recommendations and an-
Partnership especially hard by the nation's economic restructur- nounced those which he would like to move forward
ing and especially the decline of traditional manu- during his State of the City address on February 4,
Scope of Work facturing. This decline had negative impacts on the 2008. City Council unanimously adopted the strate-
City's neighborhoods and downtown as well as its gy in February of 2010,and is working now to imple-
Cluster Analysis budget and overall competitiveness for future growth. ment the recommendations. The plan has resulted
Economic Impact City leaders and the regional chamber of commerce in hundreds of new jobs moving into the city,includ-
realized that Cincinnati needed a new strategy,one ing those from companies such as Proctor&Gamble
Financial Modeling that would be place-based in nature, enhance the and KAO Brands. City leadership is aggressively
Fiscal Impact City's fiscal health, and re-position the City and acquiring and repositioning hundreds of acres of
the region for economic growth in the 21st century. brownfields for new jobs-related activities, and pri-
vate developers are now approaching the City to re-
Market Analysis Solution develop these and other sites forjobs-related activity.
RCLCO worked alongside the Brookings Institution
to construct an economic analysis of the City,assess
its potential competitive advantages in the regional
Public Outreach and national economy, identify opportunity areas
within the City suitable for development to accom-
Regional Economics modate growth, and create place-based economic
development strategies specific to each growth
Strategy Planning area. RCLCO brought together business,communi-
ty,and political leaders to be part of the process and
ultimately embrace the recommended economic de-
velopment strategy. We also quantified the impact
that the strategy would have on jobs and revenues
for the City. Finally,RCLCO delivered an implemen-
tation plan tied to agencies,leaders,and resources,
to carry the ideas set forth in the strategy into action.
www.rcico.com MESA + PLANNING
Resolution 13-24A
RCLCO REPRESENTATIVE PROJECTS
RCLCO
ECONOMIC DEVELOPMENT AT 'ATFGY
Shaker Heights, OH
Project Areas
Downtown Revitalization
Economic Development
Economic&Fiscal Impact
Challenge
City of Shaker Heights The City of Shaker Heights,Ohio,had enjoyed a po- an economic development strategy to reposition the
sition of regional prominence and fiscal strength for a City for economic growth over the next 100 years.
Scope of Work century. Economic restructuring throughout the Mid-
west through west through the latter part of the 20th century ex-
Cluster Impact
posed structural weaknesses in the Shaker Heights
Economic Impact economy that threatened its near-term fiscal health Not only was the strategy unanimously accepted and
as well as its "brand" —a residential destination of adopted by the City Council,but private sector actors
Financial Modeling choice within the Cleveland metro area. It faced fis- embraced the plan and moved quickly to implement
Fiscal Impact cal duress that threatened to deplete its reserve and its recommendations. Within months of the plan's
general funds within five years. City leaders recog- adoption, the City had successfully moved forward
Implementation nized this threat and called for a new vision and eco- on a transit-oriented neighborhood redevelopment
Market Analysis nomic development agenda to solidify the City's eco- and negotiated a deal with a technology incubator
nomic health and carry it through the next century. and numerous related commercial developments
that promise to revitalize an aging commercial and
Public Financing industrial corridor in the City. Moreover,the strategy
Solution has been integrated into the overall Management
Public Outreach RCLCO worked with the Mayor and City leaders to Plan for the City and has been used to create a sig-
Regional Economics construct a forward-looking forecast of the City's nificant developer and business interest in the City.
potential trajectories within the regional economy.
We recast the City's economic development para-
Strategy Planning digm to target commercial development niches
and outlined strategies by which City leaders could
capture this activity. We developed sophisticated
fiscal and financial models that could quantify the
impact of various incentives and subsidies upon
the City's overall development activity and tax rev-
enues. Finally,we engineered a public process by
which we collaborated with City leaders to author
www.rcico.com
MESA + PLANNING
Resolution 13-24A
GS&P REPRESENTATIVE PROJECTS G R E S H A M
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City of Cleburne -'` S M I T H A N D
COMPREHENSIVE PLAN P A R T N E R S
CLEBURNE, TEXAS
GS&P is part of a team, including MOSAIC and MESA Planning, responsible for the
creation of a comprehensive plan for the City of Cleburne. The City is seeing a shift in
development patterns, land values and market interest, altering patterns of development
activity and impacting infrastructure systems. The team will provide careful planning to
uphold the quality of life that residents enjoy while ensuring economic competiveness
and growth management. GS&P is providing transportation and infrastructure systems
planning.
GS&P will participate in public meetings, making presentations to develop a vision for the
plan. The public meetings will include a Town Hall Meeting, two Public Workshops and
a Project Open House. As part of the contextual analysis, GS&P will perform a capacity
analysis of the water/wastewater system and the thoroughfare system to determine
their ultimate capacity for expansion. The Thoroughfare Plan will be developed to
address both form and function, establishing capacity-based typologies that also carry
design guidelines. An Infrastructure Plan we be dev.eloped that will focus on those
systems that are operated and managed by the City: water, wastewater, solid waste
and stormwater. Policies and recommendations for attracting desired franchises (such
as telecommunications operators) will be developed as a way to promotes desirable
growth patterns. Policies and best practices for natural gas production activity will also
be crafted so that the impact of drilling and production activity is minimized. A list of
prioritized public improvement projects will be created that could be included in the
City's Capital Improvement Plan.
Douglas County
HIGHWAY 92 CORRIDOR LIVABLE CENTERS INITIATIVE
DOUGLAS COUNTY, GEORGIA
Douglas County created a vision and plan for the Highway 92 corridor through the
Atlanta Regional Commission's awarding-winning Livable Centers Initiative (LCI).
GS&P teamed with the County to help implement more than $100 million of proposed
transportation infrastructure projects recommended for the corridor, including sidewalks,
off-road trails, new street networks, streetscape enhancements and arterial BRT service.
GS&P was tasked with measuring and evaluating the benefits of an interconnected,
multi-modal network and integrating that network within new growth and development
as it evolves along the corridor.
The study took an innovative approach of balancing four factorsmobility, livability,
market impact and physical constraints—in evaluating and prioritizing projects. The study
also made recommendations for implementation, including federal grants, public-private
partnerships and regulatory approaches.
MESA + PLANNING
Resolution 13-24A
GS&P REPRESENTATIVE PROJECTS G R. E S H A M
City of Garland - S M I T H A N D
MUNICIPAL SUSTAINABILITY PLAN P A R T N E R S
GARLAND, TEXAS
GS&P was chosen by the City of Garland to prepare an internally-focused sustainability
plan designed to improve City operations while ensuring that those efforts will be
compatible with future community-wide sustainability efforts.
As part of the development of the plan, GS&P assisted with sustainability visioning,
updated the City Manager, worked with an internal green team on plan development,
conducted a benchmark analysis of eight other cities, and assisted with baselining.
The GS&P process for developing the sustainability included:
• Documentation of the City's expectations and needs for the plan through a
sustainability mission and vision statement with management support.
• Involvement by Garland staff to gain insight in cost-effective measures from front line
employees.
• Development of a range of sustainability ideas from innovative and out-of-the box to
tried and true measures adopted by other local governments.
• Collection of baseline information.
• Cost/benefit analysis for each measure and documentation of the analyses.
• Identification of metrics that are easy to collect and are effective and informative.
• Goal setting of realistic and achievable objectives.
• Use of implementation management systems to educate, build support and drive
success of the program.
• Engagement and active participation of Garland staff and stakeholders not only
through the development of the plan but through implementation as well.
• Assistance with scope development, data collection and report review of the
greenhouse gas emission inventory.
The resulting sustainability plan provides the means to achieve measurable and
consistent benefits, facilitates active participation by staff and the community, and drives
continual improvement.
City of Atlanta Department of Watershed Management
WASTEWATER MANAGEMENT PLAN
ATLANTA, GEORGIA
GS&P is responsible for the management and development of a comprehensive 50-year
wastewater management plan for the City's wastewater facilities, including treatment
and collection systems. Phase I included a comprehensive study of the City's four
WRCs and eight CSO facilities. This work included condition and regulatory compliance
assessments at each facility (including extensive headworks screening and grit removal
system assessments at the four WRCs) as well as an investigation of historical operations
and maintenance costs use to develop short-term and long-term cost saving strategies
across the wastewater operations. Phase II includes a comprehensive system-wide
assessment taking into account the immediate needs identified in Phase I and projecting
requirements at each facility and across the wastewater enterprise for the next 50 years.
MESA + PLANNING
Resolution 13-24A
GSBP REPRESENTATIVE PROJECTS G R E S H A M
City of McKinney S M ! T H A N D
MUNICIPAL SUSTAINABILITY PLAN P A R T N E R 5
MCKINNEY, TEXAS
The City of McKinney received a monetary grant from the U.S. Department of Energy's
Energy Efficiency and Conservation Block Grant (EECBG) program for the development
of a municipal sustainability plan, including identifying essential elements of sustainability
and providing analysis and guidelines for the operation of community activities. The plan
was developed in close coordination with City staff and built upon existing sustainability
objectives and associated programs to drive continual improvement for the City. The
plan was developed in a way that builds ongoing support, shared ownership and
community champions.
GS&P provided the City with measurable indicators and planning principles for all
key areas, including the natural environment, built environment, purchasing, energy,
economic development, air quality, water quality and quantity, and transportation.
To support the City's sustainable goals, GS&P's approach helped the City to:
• Foster stakeholder engagement and leveraging strategies within the City, including
existing organizational efforts to identify and support sustainability objectives.
• Identify and prioritize activities for leveraging fiscal and non-fiscal resources in support
of the City's objectives.
• Identify and implement strategies to build the capacity of organizations, individuals
and champions to participate in sustaining community-wide investment and
participation.
• Build and nurture a shared ownership of the City's sustainability vision through
partnerships between individuals, governments, corporations, and foundations
working to identify physical, natural, and fiscal resources and achieve similar results.
• Develop clear and measurable sustainability goals with associated implementation
tools.
Metroplan
IMAGINE CENTRAL ARKANSAS: 2040 LONG RANGE TRANSPORTATION PLAN
LITTLE ROCK, ARKANSAS
GS&P is partnering with Metroplan, the MPO for the Little Rock, AR region, in the
development of a 2040 Long Range Plan. In addition to meeting FHWA requirements, the
plan will result in a shared regional vision for transportation and land use that is focused
on sustainability and livability. GS&P will provide expertise in multi-modal transportation
and land use planning, sustainability and community engagement.
The project comprises five components: a Stakeholder Engagement Strategy that will
use innovative web and mobile-based approaches to ensure the involvement of all
interested local parties; analysis of alternative transportation and land use scenarios;
technical support for the Metroplan staff and other involved organizations; development
of a Greenhouse Gas Inventory, and finally, the development of a sustainable, multi-
modal transportation plan.
MESA + PLANNING
Resolution 13-24A
GS&P REPRESENTATIVE PROJECTS G R E S H A M
City of San Marcos S M I T H A N D
SUSTAINABILITY PLAN
SAN MARCOS, TEXAS P A R T N E R S
GS&P is working with the City of San Marcos to create a sustainability plan to expand
its green initiatives, reduce environmental impacts, protect the local waterways and
achieve financial benefits by incorporating sustainability measures into everyday business
operations. The sustainability plan will build on existing measures, include the means to
continually improve the program over time and highlight San Marcos' past sustainability
successes and recommended future activities.
The plan will include sustainability efforts under the categories of Environment—air quality
and greenhouse gases, energy, water quality and conservation, waste management,
and land use and habitat conservation; Economy—green purchasing, and budget and
finance; and Society—education and outreach, workplace safety and wellness, and
culture and diversity.
City of Fort Worth
SUSTAINABILITY OUTREACH AND EDUCATION PROGRAM
FORT WORTH, TEXAS
GS&P was chosen by the City of Fort Worth to develop a Sustainability Education and
Outreach Program using EECBG funding provided through the U.S. Department of
Energy. GS&P is working closely with the City of Fort Worth staff and community to build
upon existing programs to drive continual sustainability improvements for the City, its staff,
residents, and businesses.
The primary goals of the Sustainability Education and Outreach Program are to:
• Build awareness of issues in terms of social, economic and environmental impacts.
• Inform, encourage, and change behaviors that protect, preserve, and restore the
environment, economy, and community- ultimately promoting sustainability.
• Build a coalition of advocates comprised of staff, business and elected leaders,
corporations, neighborhoods, and like-minded groups.
• Identify, create, deploy and manage messaging in a variety of formats for varied
audiences.
• Develop a measurement and assessment tool that displays sustainability progress in a
way that promotes continual improvement.
• Assist with reporting and management of the EECBG grant funding.
GS&P is developing tools, messaging campaigns, PR packets and other additional
outreach materials for use in the education of the community as well as internally to
City staff. Project elements have ranged from branding and website development,
to a school curriculum for the Parks and Recreation summer camp, to facilitating
a symposium for the business community, to developing a metric tracking tool
to communicate progress toward the City's goals. This project is focused on the
communication of sustainability and the differing information delivery techniques
needed to reach the different audiences and stakeholders.
-r
MESA + PLANNING
Resolution 13-24A
GS&P REPRESENTATIVE PROJECTS G R E S H A M
SMITH AND
P A R T N E R S
Knoxville Regional Transportation Planning Organization
KNOXVILLE REGIONAL COMPLETE STREETS STUDY
KNOXVILLE, TENNESSEE
Due to the increased number of residents and traffic congestion in the urban areas of
Knoxville, The Knoxville Regional Transportation Planning Organization (RTPO) identified
the need to transform corridors in the Knoxville region to make them friendlier to
alternative modes of transportation for pedestrians, bicyclists and transit riders of all ages
and abilities.
The Knoxville RTPO received a grant from the Tennessee Department of Transportation
(TDOT) to conduct the study and it included looking at two corridors in the region and
how they could transform into more complete streets. Specific problems identified
included extra right-of-way on either side of one street, a two-way turning lane down
the middle of both streets and a limited budget to pursue the project as well as time
constraints to complete it.
The Knoxville RTPO engaged GS&P to examine the two corridors and propose a
complete streets concept that would make room for all user groups while balancing
service to vehicles and managing overall congestion. GS&P first met with the community
to personally discover what the immense needs were for the area and the people who
commute within Knoxville daily. Incorporating the community's input as well as findings
from a week-long study of the streets, GS&P identified innovative solutions that would
immensely benefit the commuters of Knoxville.
For the extra right-of-way on either side of one of the streets, GS&P made
recommendations for bike lanes that would not impact traffic and would provide safety
for bicyclists. For the two-way center turn lane running down the middle of both streets,
GS&P recommended installing raised medians that could be used by pedestrians to cross
mid-block.
GS&P also developed a set of Complete Streets Design Guidelines for future complete
streets transformations throughout the region. The Guidelines take advantage of flexibility
within the AASHTO Green Book and other accepted design standards to suggest
techniques and general guidance for accommodating all modes within.
The study resulted in an elegant, innovative design that is simple, rejuvenating and
accessible to bicyclists, pedestrians, transit riders and motor vehicle operators. Knoxville
now has additional safe and efficient methods of alternative transportation, allowing the
growing population to walk and ride bikes safely amongst motor vehicles.
MESA + PLANNING
Resolution 13-24A
MOSAIC REPRESENTATIVE PROJECTS MOSAIC
PLANNING &
DEVELOPMENT
NSERVICES
Cleburne Comprehensive Plan.
MOSAIC has recently begun work with Cleburne to develop
a comprehensive plan for the City. The construction of the �I
Chisholm Trail Parkway, an extension of SH 121 , will redefine
Cleburne's position with the DFW Metroplex, opening the door
for new development expressions, employment opportunities
:,—a
and patterns of circulation. The comprehensive plan will provide
a clear vision of community preferences for growth patterns,
as well as a strategy for harnessing emerging development
opportunities to improve the city's economic competitiveness `r -
within the region.
Brownsville Infrastructure Development Plan.
MOSAIC has teamed with Needham-McCaffrey Associates and " ►�
Cambridge Systematics to create a large scale infrastructure
development plan for the greater Brownsville area. This
region along the U.S.-Mexico border is attracting significant
development interest, related to power, energy, transportation •!
and industry. Our team has been commissioned to identify core +► , ,
infrastructure projects with highest likelihood of success for a ;»� *•-
multi-jurisdictional area of interest. The team will also be creating -` p
land management plans that will impact growthwithin and W4
around the areas of the Port of Brownsville and the Brownsville
International Airport. -- -----
,
Hickory Creek Town Center Code Development. I i �� �■ �
MOSAIC is currently working with the Town of Hickory Creek
to establish define a commercial town center. With limited DR
oxsn,a
availability of commercial land and complex ownership i
patterns, the project involves definition of uniform standards but
employment of diverse tools for their application. --
MESA + PLANNING
`�4 Resolution 13-24A
TEAM
STRUCTURE
4
MESA + PLANNING
Resolution 13-24A
ORGANIZATIONAL STRUCTURE
Mqw- ESA + PLANNIN- IWNG
Principal in Charge
And Project Manager
Robin McCaffrey AIA, AICP
Land Use, Urban Design,
Growth Economics, Architecture
=SUBCONSULTANTS Ashley Shook, LEED APO
Urban Planning and Design
Tia Primova Eli Pearson, AICP, LEED APO
Web Design Urban Planning and Design
G R E S H A M MOSATC.
S M I T H A N EPLANNING
DEVELC)PMENT
Ila[ P A R T N E R SEIZVICES
Todd LaRue, Principal Alex Martinez, PE Carissa Cox, AICP
Land Use Economics Civil Engineering Environmental
Real Estate Transportation Planning Sustainability
MESA + PLANNING
Resolution 13-24A
M E SA + P LA N N I N G Firm and Contact Information
MESA PLANNING is a Dallas-based Planning and Architecture Firm active in MESA PLANNING
the Dallas area for 35 years. Much of the firm's experience has focused on 11700 Preston Road
revitalization, infill development, public planning, urban design, economic Ste 660-299
strategies., and citizen participation in the planning process. MESA PLAN- Dallas, Tx 75230
NING offers the following professional services:
Contact:
Robin H. McCaffrey,
• Development Planning AIA,AICP
•Architecture 214.535.7484
• Community and Regional Planning rmccaffrey@
• Urban Design mesa-planning.com
• Site Design
• Infrastructure Planning - ,>
• Land Use Economics
• Economic Development Consultation
• Development Services
In each of the above areas, we have successfully undertaken a diverse range
of commissions. Our architectural and planning projects have received numer-
ous awards and critical acclaim. Our planning commissions have generated in
innovative development concepts and established new approaches towards
zoning and public policy for growth management.
- v
1 _.
MESA PLANNING has developed numerous procedures and methods for as- 0
sessment and analysis of natural and built environments as well as economic
impacts. The resulting plan, using these methods, have been more environ-
mentally responsive, more sustainable, and more historically resonate. Entire
vocabularies have been formulated to design, create, and evaluate environ-
ment and economic trajectories from site to neighborhood to whole communi-
ties. Natural environments such as parks, camps, and urban open spaces/
corridors are substantially integral with their context due to targeted analysis ,
methods developed by MESA Planning. Growth management is directed to-
ward a future that strengthens financial capacity to accommodate such ;�:1 ,;.
------------
growth.
MESA+PLANNING
Planning Architecture Economic Development
MESA + PLANNING
Resolution 13-24A
MESA + PLANNING Firm continued
MESA PLANNING has an outstanding record of favorable review by agencies,
boards, commissions, and councils at varying levels of government. Our under-
standing of public policy, current planning practices, jurisdictional procedures,
and development dramatically reinforces the effectiveness of our planning ser-
vices.
The associates of MESA PLANNING hold distinctive academic and professional
credentials with years of experience in their individual areas of expertise. Our
registered architects have responsible experience in both commercial and resi-
dential projects ranging from high-rise commercial buildings to homes. Our cer-
tified planners have significant experience in both the public and private sector.
�. AM -
r
l
- .�A
MESA+PLANNING
Planning Architecture Economic Development
MESA + PLANNING
Resolution 13-24A
M E S A + P LA N N I N G Robin H. McCaffrey AIA, AICP
AFFILIATIONS AND HONORS: Education
■ Texas Registered Architect Master of City Planning, Massa-
■ Certified Planner (AICP) chusetts Institute of Technology
■ Texas Licensed Nurseryman Bachelor of Architecture,Texas
■ Grant Panelist for the National Endowment for the Arts A&M University
■ Member of the Dallas Historic Landmark Commission (6 years) Agricultural Science; PennsylvaniaState University
■ Member of the Dallas Urban Design Advisory Committee (3 years)
■ Member of Texas Turf Growers Association and member of American Turf
Grass Association Planning Experience
■ Chairman of the Fair Park Task Force (3years) 2011—Present, Senior Principal,
■ Recipient of American Institute of Architects Design Award MESA Planning
■ Recipient of American Planning Association Planning Award 1996-2011, Senior Principal;
■ Recipient of American Society of Architects Design Awards MESA Design Associates
■ Recipient of US Dept. of HUD Urban Design Award 1987-1996, Co-founder and
■ Recipient of NAHB Builder's Choice Award president of Needham-McCaffrey
■ Critical Acclaimed by University of Texas Architectural Journal "Center" Associates
and The Dallas Morning News Architecture Critic
Author of numerous articles in National Professional Journals 1 Inc.,a Dallas
Vice President,m
■ c.;a Dallas Development firm
■ Member of US Delegation to People's Republic of China to advise on
Preservation Planning 1980-1983; Principal Planner,
City of San Antonio
SELECTED PROJECTS:
1975-1978, Principal Planner,
City of Dallas
Comprehensive Plans. A selection of land use, thoroughfare, housing, urban
design, open space/ natural systems, and infrastructure plans intended to ac-
commodate projected growth.
• Brownsville Port and Strategic Infrastructure Plan (current)
• Brenham Downtown Plan (2012 Planning Award) Licenses and Certifications
• Texas Lutheran University Campus Plan AICP
• Kyle, Texas Comprehensive Plan (2010 Planning Award) AIA
• Brownsville Comprehensive Plan (2009 Planning Award)
• Seguin Comprehensive Plan (2009 Planning Award)
• Argyle Comprehensive Plan
• Prosper Comprehensive Plan
• Corsicana Comprehensive Plan
• De Soto Comprehensive Plan
• Mesquite, 1-30 Corridor plan "y-!
• Others prior to 2006
• Bi-National Economic Development Initiative(US/Mexico): Attainment of
agreement between the Cities of Brownsville, Texas and Matamoros, Mex-
ico to jointly pursue Bi-National Economic Development as a pilot initiative
that demonstrates the use of economic development as a means of restor-
ing border stability.
MESA + PLANNING
Resolution 13-24A
MESA + PLANNING Robin H. McCaffrey, continued
• Advisor to the Trade Bank of Iraq: Working with and through the interna-
tional law firm of Patton Boggs, providing input on matters related to infra-
structure reconstruction and value creation in Iraq.
• Expert Witness: Providing testimony on behalf of the City of North Rich-
land Hills regarding matters where private development claims regulatory
taking and misuse of regulatory authority.
• Private Development Planning in Mexico, the reuse of industrial sites in
the urban core of Monterrey (and other Mexican cities) as places for mixed
use development and packing such development proposals in ways that
foreign investment will find attractive.
• Dallas Arts District Plan: An urban design and development management
plan that promotes and guides the creation of an Arts and Culture District
through design continuity and innovation.
Development Plans:
• Mantua Master Development Plan and PD Ordinance
• Montgomery Farm Development Plan and PD Ordinance
• (APA and ASLA Award)
• Lakeside Ranch Development Plan, PD Ordinance, and Development
Agreements
• Spectrum Center Master Development Plan, PD Ordinance, and public
Improvement strategy
• Marble Falls Master Development Plan, Strategy business plan, public/
private partnership, and PD Ordinance
• Fairview Town Center Plan, Implementation Strategy, Realignment of
Public Infrastructure to create value, and Town Center Ordinance
• Others prior to 2004
LECTURES
National APA Conference
• 2013: Creating an investment Environment for Downtown
• 2012: Long Term Vision Short Term gain
• 2011: Urbanism an Economic Condition
• 2010: Land Use in Changing Financial Times
• 2009: Spatial Economics of Land Use
• 2008:NewUrbanism vs. True Urbanism
• 2007:The Ungovernable City
• 2006: Emphasizing the Pedestrian in TOD
• 2004: Guidelines that Give Form
• 2003: Public Participation Strategy
• 1979: Neighborhood Planning/Planning by Neighborhoods
• APA, Texas Chapter Conference
• 2003: Guidelines that Give Form
MESA + PLANNING
Resolution 13-24A
MESA + PLANNING Robin H. McCaffrey, continued
• 2003: Pedestrians Interaction with Light Rail
• 2003: The Developer Citizen and Public Investment
• 2002: Public Private Partnerships in Commercial Development
• 2002: New Towns, New Urbanism:Developments of Past and Future
• 2001: Educating the Public About Planning
Fort Worth Chapter AIA, Keynote Speaker for Annual Awards Meeting. 2004.
Urban Design
International Economics Conference (Brazil, The Catholic University of Brasil-
ia). 2005 The Next Phase of Urban Development.- The Rise of Telophase
Centers
University of Texas at Arlington. 2002. Urban Design Overview
University of Texas at Arlington. 2002. Panel Member. Foundation of Good
Urban Design.-
AIA
esign:AIA Local Chapter. 2001. Urban Design and Planning
COURT CASE INVOLVEMENT that has affected the Planning Profession
• Crownrich vs. the City of Dallas: A Supreme Court decision resulting from
early historic preservation work where the ability of the City of Dallas to
deny a building permit in anticipation of pending historic designation was
tested. Decision in favor of City of Dallas empowered historic preservation
movements throughout the State of Texas.
• Mayhew vs. the City of Sunnyvale: A Supreme Court decision resulting
from development challenge of Sunnyvale's small lot prohibition. Su-
preme Court decision in favor of Sunnyvale (despite lower court ruling in
favor of the plaintiff citing discriminatory effect of such a restriction) estab-
lished Sunnyvale's right to determine lot size as part of their zoning law.
MESA + PLANNING
Resolution 13-24A -
RCLCO
For over 40 years, RCLCO (Robert Charles Lesser& Co., Our extensive network of clients, colleagues,
LLC) has been the "first call" for real estate developers, professionals, and public officials, in the United States and
financial institutions, public sector entities, private abroad, provides us with a unique and comprehensive
investors, anchor institutions, and Fortune 500 companies outlook on the industry—not to mention unmatched access
seeking strategic and tactical advice regarding property to the best minds in real estate.
investment, planning, and development. As the largest
independent real estate advisory firm in the nation—with Since we opened our door in 1967, RCLCO has been
experience in international markets—we provide end-to- governed by our core values. We believe that excellence,
end advisory and implementation solutions at an entity, integrity, honesty, respect, exceeding expectations, and
portfolio,or project level. quality are great goals that all firms must possess. These
goals and values shape the culture and define the
RCLCO has expertise in five major areas: Urban character of our firm. They guide how we behave and
Development,Community and Resort Development, Public make decisions.
Strategies, Institutional Advisory, and Management
Consulting. Our multidisciplinary team combines real
Year Opened: 1967
world experience with the analytical underpinnings of the
firm's thousands of consulting engagements to develop Office Locations: Washington, DC(HQ)
Los Angeles,CA
and implement strategic plans that strengthen our client's Austin,TX
position in a market or sector, add value to a property or Orlando, FL
portfolio, mitigate price erosion, and strengthen a client's Staff: 45
position in the case of an acquisition or disposition.
Practice Groups: Community Development
Institutional Advisory
Each day, our consultants apply the knowledge gained Management Consulting
from our body of work along with the insights stemming Public Strategies
Urban Development
from our proprietary research—trends analysis, consumer
research, project performance metrics, economic Affiliations: Urban Land Institute
Pension Real Estate Association
projections, etc.—to add value to our clients' real estate International Economic
activities at every point in the market cycle. We constantly Development Council
National Multifamily Housing
refine our concepts and methods in order to identify the Council
best means for helping our clients gain a competitive Society for College and
University Planning
advantage in the marketplace.
AUSTIN I LOS ANGELE� 1 ORDANDO I 'AIAEHINGTON.D.C.
MESA + PLANNING
Resolution 13-24A
i
&A RCLCO
Todd LaRue
RELEVANT . -
512-215-3157
tlarue(d_)rcico.com Envision Waco 2050;
RCLCO is currently a member of a larger
team working with the City of Waco to
assess . plan for the future development
potential of Greater Downtown Waco. an
Areas of Specialization: area encompassing approximately
square miles. The goal of the study is to
Master-planned Communities; Mixed-Use Development, maximize potential devel•
Attached/Detached Residential (infill, suburban), 2nd opportunities to ensure the Citys long-term
-
Home/Resort Developments viability not only as an urban core, but also
as a vibrant and sustainable mixed-use
Mr. LaRue is a Principal and leads our Austin, Texas office. With community. Our role is to work with the key
his project teams, he advises developers, investors and public stakeholders and planning team members
to frame the strategic options
sector clients on the application of market, financial and development
consumer research to clients' particular needs. Downtown
economic feasibility analysis and
Since joining RCLCO, Mr. LaRue has managed and directed implementation
engagements for a variety of land uses in Texas and the
Southeast including Georgia. Florida, South Carolina, North Fourth Ward Livable Center;Houston
Carolina, Alabama, Tennessee. Kentucky; and Mississippi. His RCLCO D`
signWorkshop to develop a livable centers plan
work has included consulting for numerous types of mixed-use for the 4"' Ward neighborhood in central
developments, residential housing, retail, office, and industrialHouston. Texas. • role provide
developments. For these engagements; he conducts highestthe market and economic context for the
and best use analyses; opportunity analyses, market analyses; long-term implementation
consumer research, economic development assessments, ensure that the final plan is grounded
financial analyses; fiscal impact analyses and various other market realities while fulfilling the needs of
analytical tasks to meet clients' particular objectives. the local community.
b Denton,Texas
Prior to joining RCLCO, Mr. LaRue's professional career r Downtown
includes over seven years of experience in construction RCLCO
conducted market feasibility and
strategic planning services for the City of
management with Beers Construction (now Skanska USA) in Denton, enhance
Atlanta. GA and W. H. Bass, Inc. in Norcross. GA. Much of hisrevitalize its downtown.
work was concentrated on managing construction projects inwere topreserve - downtown
retail, banking, education, and telecommunication. In addition, while adding new residential, retail, office,
he served as a construction manager for tenant improvement and entertainment uses to energize the
projects at Peachtree Center in downtown Atlanta. area. In addition, there was a concerted
downtowneffort to connect the historic
Mr. LaRue brings strong analytical skills in quantitative and a new transit station
wouldwhich with the
qualitative analysis with his civil engineering degree from the • _ _
.
University of Virginia and Master in Business Administration
degree in real estate and finance from Emory University. He is Other
an active member of the Urban Land Institute (member of theComers; Farmers Branch,TX
Executive Committee of ULI Austin) and has been a guest & Downtown Northport,
speaker/lecturer/panelist at numerous real estate industry events 0 Perimeter Community
and graduate business schools including the Urban Land Improvement
Institute, Congress for the New Urbanism, the University of
Texas at Austin. and Emory University. 0 Downtown
Transit-Oriented Development:
Leander,Texas(Austin)
MESA + PLANNING
Resolution 13-24A
. RELEVANT PROJECT EXPERIENCE
' Alexandria Economic Development
°~ Analysis—Alexandria,VA
�. Project manager for the economic
development strategy for Alexandria
Economic Development Partnership. The
analysis considered projected job growth by
industry in Alexandria and throughout the
region to identify the city's competitive
antages and industry targets for growth.
• • • omic Development Strategy for West
Broad Street—Columbus,OH
• -• • 1 i • • - • roject Manager for economic development
trategy for the neighborhood surrounding
. . •_• ••_ . Westland Mall and the new Hollywood
.+ _ .•• • _ • _ ••_I_ •_ Casino. The analysis provided targeted
strategies for redevelopment and identified
specific implementation tools that can be
used to fund and realize each strategy.
•_ _ •• -• - • • • • ' Lake Travis Economic Impact Analysis—
Travis County,TX
•- - •• - - • •• ••. . • Project manager for the fiscal and economic
-.. . • . -. - . . . analysis of Lake Travis, which quantifies the
. . .. . . . . . . total impact of the lake on Travis County and
- • + • �• _• • municipalities surrounding the lake, and the
• _ • • effects of fluctuating water levels on state,
county,and municipal revenues.
•- - •• - -• • ' • • Union Station Master Planning Market
Analysis—Los Angeles,CA
RCLCO was retained by METRO LA to
conduct an economic and market analysis for
current conditions of the residential, office,
retail and hospitality sectors. The analysis
will forecast future demand each land use to
help envision build-out of the site.
Columbia Town Center Revitalization
Strategy—Columbia,MD
Project Manager for a strategy to revitalize
Columbia Town Center, the mixed-use center
of Columbia,MD,which is one of the first new
town developments in the US. The analysis
included market analysis for residential, retail,
office,and commercial uses;highest and best
use recommendations, consumer research to
better understand local residential demand,
case study analysis, and development
recommendations.
Other mixed-use:
• Strategic Planning Analysis;
Cincinnati,OH
• Residential Market Analysis for a
New Town Center Style
Development:North Cincinnati.OH
12G R E S H A M
S M I TH AND
P A R T N E R S
Gresham, Smith and Partners (GS&P) was founded in 1967 to plan and design built
and natural environments for our clients. Today, we are made up of more than 600
talented men and women dedicated to the success of our clients' programs. For more
than 45 years, GS&P has focused on enhancing quality of life and sustainability within
communities. The firm consistently ranks among the top architecture and engineering
firms in the United States.
Each member of GS&P's staff is an expert in some facet of the design process, ranging
from comprehensive planning, to architecture and engineering design, to environmental
permitting and regulatory coordination, to sustainability planning, to water resources
management, to public outreach and involvement. With our diversity of in-house
expertise, we are able to offer a variety of tailored solutions to meet each of our clients'
individual needs.
GS&P understands comprehensive planning and recognizes its importance in guiding the
future physical, social and economic health of communities. Our planning efforts reflect
an understanding of the unique factors that define a community. Planning is a process
of discovery that effectively involves all community stakeholders. Successful planning
ensures that growth responds to the long-range vision of the community and considers
all aspects of development including land use, mobility, urban design and economic
development, while respecting natural resources and providing the flexibility necessary.
MESA + PLANNING
Resolution 13-24A
G R E S H A M
S M IT H AND
P A R T N E R S
We offer comprehensive planning in the following areas:
• Community revitalization plans
• Comprehensive community plans
• Site-specific master plans
• District master plans
• Design guidelines and development standards
• Site assessments/due diligence/yield estimates
• Zoning and regulatory compliance
• Thoroughfare Plans
• Stormwater Master Plans
• Water and Wastewater Master Plans
• Zoning and regulatory codes
• Effective growth management tools
• Greenway and public open space planning
• Main Street and corridor revitalization
• Streetscape/gateway planning and design
• Smart growth techniques
• Context-sensitive solutions
• Transit-oriented development
• Parking master plans
GS&P has worked closely with a number of Texas municipalities, including the City of
Dallas, Nueces County, City of Cleburne and the City of Fort Worth, among others. In
addition, Alex Martinez, P.E., GS&P's task leader, has worked with most municipalities
within north Texas over the last 30 years, providing a range of services—civil/site planning
and design, transportation planning and design, environmental and master planning,
water/waste water planning and design, stormwater management and design and
infrastructure analysis. Our team's in-depth understanding of how municipalities operate
gives us the ability to develop environmental programs that facilitate compliance, yet
are tailored to the organizational needs of our clients.
MESA + PLANNING
56 Resolution 13-24A
G R E S H A M
S M IT H AND
Alex Martinez, P.E. P A R T H E R S
GS&P TASK LEAD/CIVIL
With 30 years of experience in the management, design and construction of
environmental and engineering projects, Alex has become a proven and diversified
public works practice leader in the North Texas Region. His experience includes
environmental and comprehensive planning, civil/site planning and design,
transportation planning and design, water/waste water planning and design, stormwater
management and design and infrastructure analysis.
Alex has worked on comprehensive master plans for the City of Mesquite, Nevada; the
City of Corsicana, Texas; the Restoration Master Plan for Reverchon Park in Dallas, Texas;
and the Integrated Water/Wastewater Master Plan for the City of Laredo, Texas. Also,
he led the team to develop the Southern Dallas County Infrastructure Analysis Project,
assessing the demographics; existing transportation, water, wastewater, drainage and
franchised utilities capacities; and future needs to meet 2035 demands.
EDUCATION
1982/13achelor of Science, Civil Engineering, Texas A&M University
REGISTRATIONS
Professional Engineer: TX
MEMBERSHIPS/AFFILIATIONS
National Society of Professional Engineers
Chamber of Commerce/Dallas Regional
American Society of Civil Engineers/Dallas, Texas
YEARS OF EXPERIENCE
31
RELEVANT PROJECTS
City of Cleburne - Comprehensive Plan, Cleburne, TX—Principal. GS&P is part of a team,
including MOSAIC and MESA Planning, responsible for the creation of a comprehensive
plan for the City of Cleburne. The team will provide careful planning to uphold the
quality of life that residents enjoy while ensuring economic competiveness and growth
management. GS&P is providing transportation and infrastructure systems planning.
City of Corsicana - Comprehensive Master Plan,* Corsicana, TX—Project Manager.
Managed civil engineering on the planning team developing the comprehensive master
plan. Conducted physical systems assessments that included paving, drainage, water
and wastewater infrastructure. Participated in public meetings to develop stakeholders'
goals and priorities that were incorporated in the plan.
City of Mesquite - Comprehensive Master Plan,* Mesquite, NV—Project Manager.
Managed civil engineering on the planning team. Performed physical systems
assessments including, paving, drainage, water and wastewater infrastructure.
Participated in briefings and public meetings to develop stakeholder goals and priorities.
Gaylord Texan Roadways,* Grapevine, TX—Project Manager, Engineer-of-Record.
Prepared plans, specifications and estimates for roadway improvements to 8,000 linear
feet of Gaylord Trail and Ruth Wall Road.
*Denotes individual experience
MESA + PLANNING
Resolution 13-24A
G R E S H A M
S M IT H AND
Kevin W. Tilbury, AICP P A R T N E R S
TRANSPORTATION
Kevin's focus is of , community and regional planning with an emphasis on integrating
land use, transportation and community design. His vast skill set and diverse project
experience enable him to perform at a high level of competency on a wide range of
applications, including community visioning, land-use master plans, comprehensive
plans, corridor studies and multi-modal plans. Kevin excels working within the public
process to balance diverse interests and build consensus.
EDUCATION
1997/Master of Science, Urban Planning, Florida State University
1995/Bachelor of Science, Geography, Florida State University
MEMBERSHIPS/AFFILIATIONS
American Institute of Certified Planners
American Planning Association, Transportation Planning Division, Information Technology
Division
Association of Pedestrian and Bicycle Professionals
Institute of Transportation Engineers/TN Section
ACCREDITATIONS/CERTIFICATIONS
American Institute of Certified Planners
YEARS OF EXPERIENCE
17
RELEVANT PROJECTS
Metroplan - Imagine Central Arkansas: 2040 Long-Range Transportation Plan, Little Rock,
AR—Planner. Under contract to Metroplan, GS&P is leading the update of a new long-
range transportation plan for the Central Arkansas region. The plan includes an exten-
sive outreach effort using a comprehensive toolkit of both face-to-face and "virtual"
engagement strategies. The plan will result in a regional vision linking transportation with
land-use, housing, economic development and the environment as well as a list of trans-
portation strategies and investment priorities for the next 40 years.
Knoxville Knox County MPC - Plan East Tennessee (PlanET), Knox County, TN—Lead Plan-
ner. GS&P is a major subconsultant partner on East Tennessee's first regional planning
effort. Funded through the Department of Housing and Urban Development's (HUD)
Sustainable Communities Initiative, the Knoxville Regional Plan for Livable Communities,
more commonly known as Plan East Tennessee (PlanET), is a multi-year process to build
capacity for regional collaboration and implementation. GS&P is playing a major role in
the development and evaluation of alternative transportation and land use scenarios,
community outreach and implementation plan.
Douglas County Highway 92 Corridor Livable Centers Initiative, GA - Douglas County,
GA—Project Professional. Douglas County created a vision and plan for the Highway
92 corridor through the Atlanta Regional Commission's award-winning Livable Centers
Initiative. GS&P teamed with the County to help implement more that $100 million of
proposed transportation infrastructure projects recommended for the corridor, including
sidewalks, off-road trails, new street networks, streetscape enhancements and arterial
BRT service.
MESA + PLANNING
5o
Resolution 13-24A
G R E S H A M
S M I TH AN D
Lauren J. Seydewitz, LEED AP BD+C PARTN E RS
ENVIRONMENTAL
Laurer) is an environmental professional experienced in environmental planning and
program management, site assessment and compliance consulting, data collection and
evaluation, stormwater and environmental permitting, sustainability planning and green
infrastructure evaluation. Lauren's past work has included working with the U.S. EPA,
U.S. Navy and the City of Dallas as an environmental manager and scientist addressing
innovative water end infrastructure proiects.
Lauren has much experience working with Texas municipalities and has gained valuable
insight into typical operations, through both her role as a consultant and her previous
role as a City of Dallas staff member. Her current projects include assisting the City of
Dallas Water Utilities with evaluating procedures as part of the City-wide environmental
management system as well as providing an energy consumption study for its Southside
Wastewater Treatment Plant.
EDUCATION
2008/Master of Science, Environmental Management, University of Maryland University
College
2001/Bachelor of Science, Environmental Science, University of Delaware
ACCREDITATIONS/CERTIFICATIONS
LEED Accredited Professional
YEARS OF EXPERIENCE
12
RELEVANT PROJECTS
City of Cleburne - Comprehensive Plan, Cleburne, TX—Project Manager. GS&P is part
of a team, including MOSAIC and MESA Planning, responsible for the creation of a
comprehensive plan for the City of Cleburne. The team will provide careful planning to
uphold the quality of life that residents enjoy while ensuring economic competiveness
and growth management. GS&P is providing transportation and infrastructure systems
planning.
Metroplan - Imagine Central Arkansas: 2040 Long-Range Transportation Plan, Little Rock,
AR—Project Professional. Under contract to Metroplan, GS&P is leading the update
of a new long-range transportation plan for the Central Arkansas region. The plan
includes an extensive outreach effort using a comprehensive toolkit of both face-to-
face and "virtual" engagement strategies. The plan will result in a regional vision linking
transportation with land-use, housing, economic development and the environment as
well as a list of transportation strategies and investment priorities for the next 40 years.
City of McKinney contracted with GS&P for the development of a city sustainability plan.
GS&P worked collaboratively with the City on conducting public meetings, including a
teen meeting on sustainability. GS&P provided the City with measurable indicators and
planning principles for all key areas, including the natural environment, built environment,
purchasing, energy, economic development, air quality, water quality and quantity, and
transportation.
MESA + PLANNING
Resolution 13-24A
G R E S H A M
ry SMITH AND
Chris Kaakaty, P.E.
WATER/WASTEWATER P A R T N E R S
S—e 3 1111Y)wide resource in GS&P's Technical Leadership Program related to
wet weather, SSO reduction and utility system management operations. He has worked
in North Texas for 25 years, recently serving as the Director of Wastewater Operations for
the City of Dallas Water Utilities. Because of this role, Chris brings great experience to the
team regarding the operator perspective as well as how to effectively interface with the
client on public works projects. Chris provides guidance and experience on regulatory
matters based on his extensive permitting and regulatory compliance experience and
Chris served on variety of complex, multidisciplinary wastewater projects for Dallas Water
Utilities, specifically those involved with wastewater system evaluation and rehabilita-
tion. The following are key Dallas Water Utilities projects that Chris has led from the start
to finish: Wastewater Collection System Master Plan, Wastewater Strategic Master Plan,
Wastewater System Odor Control Improvement and Wastewater Recycle Plan.
EDUCATION
1983/Bachelor of Science, Chemical Engineering, University of Oklahoma
REGISTRATIONS
Professional Engineer: TX
YEARS OF EXPERIENCE
25
RELEVANT PROJECTS
City of Dallas, Dallas Water Utilities*—Director Wastewater Operations. Executive man-
agement over the entire wastewater operation system for the City of Dallas, responsible
for annual operating and capital budget exceeding $250 million.
City of Dallas, Dallas Water Utilities*—Plant Engineer, Technical Services/Interim Assistant
Manager, Maintenance & Operations for the Southside Wastewater Treatment Plant.
Monitored wastewater regulations to identify possible impacts on utility operations; pro-
vided input on proposed regulations; drafted discharge permit applications and annual
sludge reports; and identified research needs. Used data to solve diverse problems such
as mitigation of odor generated by the sludge handling facilities, investigating material
quality, inspecting field conditions, and conducting environmental assessments. Per-
formed quantitative analysis to identify and prioritize expenditures of funds for future proj-
ects; calculated cost estimates; conducted feasibility studies; and forecasted day-to-day
plan operation.
City of Dallas, Dallas Water Utilities*—Senior Program Manager, Pretreatment & Labora-
tory Services. Consultation with city, state, federal officials regarding facility needs, plant
expansion and rehabilitation issues. Evaluation of short- and long-term capital improve-
ment needs; due diligence for wastewater projects.
11400 N. Central at White Rock Creek,* Dallas, TX—Project Team Member, Executive Re-
viewer and Approver. Replaced 300 feet of 30-inch sewer main under freeway.
3900 Buena Vista,* Dallas, TX—Project Team Member, Executive Reviewer and Approver.
Bypass pumping of 18-inch for Pipeline for four months.
*Denotes individual experience
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G R E S H A M
SMITH AND
Therese Mehta, P.E. P ART N E R S
CIVIL
'041 1h nearly 10 years of engineering and planning experience, Therese brings a wide
range of expertise in stormwater runoff management, water quality improvement meth-
ods, permitting and sustainable design, including green infrastructure and low impact
development. Therese excels at incorporating low impact development—porous pave-
ment, rainwater harvesting including rain barrels, natural bioretention facilities, vegeta-
tive rooftops and rain gardens—into design and construction of projects as feasible
based on site limitations.
Therese has designed residential, industrial, hospital, commercial, mixed-use land
development and roadway drainage projects. She has worked for a variety of municipal
and private clients providing solutions to complex project challenges. Her management
skills, coupled with her technical abilities, make her a strong asset to any project team.
EDUCATION
2006/Master of Science, Civil Engineering, Focus on Water Resources, San Diego State
University
2002/Bachelor of Science, Engineering Science, Focus on Management of Technology,
Vanderbilt University
REGISTRATIONS
Professional Engineer: TX
MEMBERSHIPS/AFFILIATIONS
American Society of Civil Engineers/Texas Section; North Texas Chapter
YEARS OF EXPERIENCE
8
RELEVANT PROJECTS
City of Cleburne - Comprehensive Plan, Cleburne, TX—Supervisor. GS&P is part of a team,
including MOSAIC and MESA Planning, responsible for the creation of a comprehensive
plan for the City of Cleburne. The team will provide careful planning to uphold the
quality of life that residents enjoy while ensuring economic competiveness and growth
management. GS&P is providing transportation and infrastructure systems planning.
Bird Rock Traffic Slowing,* San Diego, CA—Engineer. Redesigned La Jolla Boulevard
to reduce traffic lanes; add bike lanes; and reduce traffic speed with roundabouts,
medians, turning pockets and bulb outs. Additional on-street parking and tree wells were
also incorporated. Part of overall Walkable Community Plan.
City of Dallas - Comprehensive Dredge Management Plan, Dallas, TX—Project Engineer.
GS&P is assisting the City of Dallas with the development and implementation of a city-
wide dredge management program. This includes the preparation of a plan for more
than 100 city-managed retention/detention ponds, sumps, lakes and reservoirs.
City of Dallas - Fuel Reconciliation and Perpetual Inventory Project, Dallas, TX—Project
Engineer. GS&P is assisting the City to establish a perpetual fuel inventory to monitor
and document fuel usage for its eight fuel islands. GS&P is reviewing collected data
incorporating database spatial analysis and then recommending revised practices to
address data discrepancies to assist the City with implementing a program that includes
inventory processes that meet U.S. EPA standards for fuel inventory control.
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G R E S H A M
y� S M I TH AND
Marshall Elizer, Jr., P.E., PTOE PART H E R S
TRANSPORTATION
ivlc ciG :_ -._:g iS1tered professional engineer, joined the firm in 1997 after a distinguished
22-year career providing transportation and engineering services to local governments in
Tennessee, Colorado, Texas and California.
Marshall has extensive experience in identifying and improving traffic flow and safety
problems. As traffic engineer for the City of Lakewood, Colorado and later as the trans-
portation director for the City of Arlington, Texas, Marshall was a lead member of the
engineering study teams that used innovative approaches to reduce congestion, im-
prove efficiency and enhance the safety at numerous urban/suburban intersections and
streets. The success of these efforts was recognized nationally when the Institute of Trans-
portation Engineers awarded two of the profession's highest traffic engineering awards
to the Arlington Department of Transportation.
EDUCATION
1989/Master of Science, Civil Engineering, University of Tennessee
1974/Bachelor of Science, Transportation Engineering, University of Tennessee
REGISTRATIONS
Professional Engineer: AL, AR, CO, GA, IN, KY, LA, MS, NC, OH, SC, TN, TX
MEMBERSHIPS/AFFILIATIONS
American Planning Association
American Public Works Association
American Road & Transportation Builders Association
American Society of Civil Engineers
American Society of Highway Engineers/Middle TN Chapter
Association of Pedestrian and Bicycle Professionals
Congress for New Urbanism
Institute of Transportation Engineers
Intelligent Transportation Society of America
ACCREDITATIONS/CERTIFICATIONS
Professional Traffic Operations Engineer
YEARS OF EXPERIENCE
38
RELEVANT PROJECTS
City of Arlington - Abram Traffic Analysis Study, Arlington, TX—Principal. The City of Arling-
ton tasked GS&P with performing a traffic study as a part of the Abram Street Pilot Project
(Cooper Street to Collins Street) which launched in October 2010. The Pilot Project report
noted that the Downtown Arlington Master Plan, adopted in 2004, envisioned a "pedes-
trian-friendly, safe, vibrant and active Downtown Arlington." GS&P's traffic study identifies
and estimates the potential diversion of Abram Street traffic to other area roadways as
travel lane capacity is removed from the corridor.
Nashville Downtown Transportation Plan, Nashville, TN—Principal. Study to assess needs
and coordinate all transportation plans and modes in the core downtown area. Central
to this effort was the accommodation of traffic, transit, pedestrian and parking needs
for an expanded convention center, a new multi-modal transportation transfer station,
downtown arena and NFL stadium.
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IMOSAIC FIRM INFORMATION
MOSAIC is a planning and development service firm that creates tools for managing community growth and land
development. We are solutions-oriented, working with our clients to provide plans, policies and implementation
strategies that are custom-fit to project needs and community preferences. We unite vision and value through
exceptional design, addressing the physical as well as the programmatic needs associated with expanding urban
systems.
CORE VALUES
■ Help our clients resolve the complex issues related to growth and development in the context of local community.
Pursue innovation in all areas of our practice to provide robust and meaningful planning solutions.
Deliver integrated planning solutions that address the elements of community in a holistic manner.
Foster organic urban forms that will stand the test of time and preserve community identity.
On each of our projects we manifest these core values by:
• Delivering planning products that are buildable, doable and fundable
• Crafting concepts and plans that focus on performance outcomes
• Preserving and promoting place-making distinctives by adding elements of destination
• Intentionally integrating natural systems into physical design
• Providing a solution-oriented roadmap for plan implementation
MOSAIC is committed to an agile operational platform. We organize customized teams with expertise tailored to the
needs of each specific project. Our network includes economists, architects, civil engineers, environmental engineers,
ecologists, designers, artists and other professionals that enhance the production capabilities of our certified planners.
This benefits our clients in several ways. Our clients receive expert consultation and product quality control without
inflated fee schedules that are cornmon to larger operations. Our agile platform also affords us a higher level of
flexibility with respect to product delivery. We are able to respond to scheduling adjustments and scope changes in an
efficient manner, as we operate within a tighter team structure. It also ensures active participation of key project
personnel, who are clearly identified at time services are retained.
,'FPROBLEM
INNOVATI04LI
SOLVING
CONTACT INFORMATION:
Carissa Cox,AICP
ORGAMC
214.738.0015 INTEGRATION
carissacox@mosaicplans.com FORMS
MOSAIC Planning&Development Services,Inc.
18756 Stone Oak Parkway,Ste 200
San Antonio,Texas 78258
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■■MOS /� TRESUME
■ ILJl X11C Carissa Cox, AICP
Planning Awards As president and principal planner of MOSAIC, Carissa creates customized plans that
• Brenham Downtown Plan focus on growth management and environmental stewardship. Her unique project
2012 approach integrates innovative planning methods, economic development tools and
• Kyle Comprehensive Plan
2010 sustainability principles to optimize land use performance in a contextually appropriate
• Seguin Comprehensive Plan rnanner.
2009
Education Carissa believes that every community is unique, and therefore the processes for public
MS,Applied Geography,2011 involvement and plan development should be adaptive and suited to client needs and
University of North Texas preferences. Carissa works closely with her clients to provide a transparent yet
BA, Biology, 1995 controlled process of public involvement that leads to successfully adopted and
Texas A&M University implemented plans.
Planning Experience
President&Principal Planner, AREAS OF EXPERTISE
MOSAIC Planning&
Development Services Comprehensive Planning;Carissa has developed a unique approach to comprehensive
(Present) planning, incorporating elements to ensure that the plans can truly function as a
P/anningAssociate, roadmap for realizing community vision. Unique attributes of the plans Carissa
MESA Design Associates produces are: quality of life benchmarks, customized suitability modeling and a tool to
(2005-2012} P q g
directly correlate the land use plan and zoning code. Carissa facilitates plan adoption
Licenses and Certifications and implementation by providing work sessions with council, commissions and staff to
AICP-No.197018 walk through plan applications.
Infrastructure and Development Planning: Infrastructure systems are primary
determinants of growth patterns in our communities. Carissa works with a range of
jurisdictions and authorities to create infrastructure development plans. Her focus is on
project prioritization,feasibility analyses, partnerships and funding strategies..
Economic Development Strategies: Carissa advises her public and private clients on
opportunities for Public Private Partnership through implementation of special districts,
development agreements and other recommended mechanisms. She recommends PPP
participants and conducts site selection studies based on value mapping and
development feasibility.
Municipal Codes and Ordinances:Carissa draws from her extensive background in
ordinance evaluation to provide code and ordinance reviews for municipalities, focusing
on components of land development codes, such as zoning and subdivision codes.
Development Suitability Analyses:Carissa devises customized GIS models to evaluate
land use suitability, informing site selection, land use distribution and land preservation
policies.
Plan Implementation: By creating organizational structures, funding strategies and
policies for project prioritization, Carissa helps her clients to realize community vision
through customized strategies for plan implementation. In addition, Carissa establishes
performance benchmarks to ensure fidelity to vision, advisement regarding adoption
— - and navigation of public process, and policies for plan updates and amendments.
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0
00MO (� /��11 TC RESUME
■ IJCalissa Cox, AICP
Appointments and EXAMPLES OF PROFESSIONAL CONTRIBUTIONS
Affiliations
Presentations and Speaker Sessions.-
Rebuilding
essionsRebuilding America, 2013 Creating an Investment Environment Downtown (NationalAPA Conference)
Green Infrastructure 2013 Planning and Capacity Building for Local Governments (Eagle Ford Consortium
Subcommittee,APA,2010 Annual Conference)
2013: Benchmarking Quality of Life(Focus North Texas Planning Symposium)
Preservation Dallas,Issues
Committee,2011 2012: Long Term Vision vs. Short Term Gain (National APA Conference)
2012: Value Capture (Focus North Texas Planning Symposium)
NationalAPA Menbei; 2012: Downtown Master Planning: Communicating Vision and Capturing Value (Texas
Current Main Street Conference)
2011: Border Stabilization via Economic Development: A Model and a Case Study (Tri-
APA Texas Chapter Member, National Agricultural Accord Presentation)
Current 2011: Development and Land Use in Changing Financial Times (Texas APA
Conference)
2009: Spatial Economics of Land Use (NationalAPA Conference)
Publications.-
2011
ublications2011 Spatial Patterns in Development Regulation: Tree Preservation Ordinances of
the DFW Metropolitan Area
CURRENT PROJECTS
Cleburne Comprehensive Plan. MOSAIC has recently begun work with Cleburne to
-develop a comprehensive plan for the City. The construction of the Chisholm Trail
Parkway, an extension of SH121, will redefine Cleburne`s position with the DFW
TEX S Metroplex, opening the door for new development expressions, employment
opportunities and patterns of circulation. The comprehensive plan will provide a clear
vision of community preferences for growth patterns, as well as a strategy for
harnessing emerging development opportunities to improve the city's economic
competitiveness within the region.
Brownsville Infrastructure Development Plan. MOSAIC has teamed with Needham-
McCaffrey Associates and Cambridge Systematics to create a large scale infrastructure
development plan for the greater Brownsville area. This region along the U.S.-Mexico
border is attracting significant development interest, related to power, energy,
_ transportation and industry. Our team has been commissioned to identify core
P infrastructure projects with highest likelihood of success for a multi-jurisdictional area of
interest. The team will also be creating land management plans that will impact growth
within and around the areas of the Port of Brownsville and the Brownsville International
Airport.
Hickory Creek Town Center Code Development. MOSAIC is currently working with
the Town of Hickory Creek to establish define a commercial town center. With limited
availability of commercial land and complex ownership patterns, the project involves
definition of uniform standards but employment of diverse tools for their application.
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Resolution 13-24A
■■MRESUME
■ VOS /� TrilC Carissa Cox; AICP
EXAMPLES OF COMPLETED WORK
Plans and codes are complex documents that encompass much more than physical design. To demonstrate the full
breadth of planning capabilities and the signature approach that Carissa has developed over time, a series of links to
completed products has been provided. Clicking on the underlined links below allows for the review of products in
greater detail and also serves as a list of previous clients for which services were rendered.
Kyle Comprehensive Plan, Kyle,Texas,2010
Seguin Comprehensive Plan,Seguin,Texas, 2009 F' .
Brenham Downtown Master Plan, Brenham,Texas, 2012
I-30 Corridor Redevelopment Plan, Mesquite,Texas, 2008
Montgomery Farm Pattern Book,Allen,Texas, 2008
OTHER REPRESENTATIVE PROJECTS r/ `f
' s r __;;.
Small Area Plans
Brownsville Downtown Revitalization Plan, Brownsville,Texas 2012 R•
Brownsville Integrated Logistics Hub, Brownsville,Texas, 2012 ,�..
Town Center Plan and Zoning Amendment, Hickory Creek,Texas, 2011
John Peter Smith Hospital Redevelopment Strategy, Fort Worth, Texas, 2011
Gus Thomasson Neighborhood Stabilization Plan, Mesquite,Texas, 2011
Pharr Integrated Small Area Plans, Pharr,Texas 2010
g t"■.
Thomasson Square Redevelopment Plan, Mesquite,Texas, 2010 w�"� � �•
Garland Road Corridor Redevelopment Initiative, Dallas,Texas,2008 . '
Codes and Ordinances
TOD Forrn-Based Code Revisions, North Richland Hills,Texas, 2012
Development Code Review, Gallup, New Mexico, 2012 "'" ......
Zoning Code Review: SUP Requirements, North Richland Hills,Texas, 2010
Economic Impact of Categorical Zoning Change, North Richland Hills,Texas, 2010 ; I I � , �■ .'
Development Code Review, Argyle, Texas, 2008 - - -
Development Code Review, Corsicana,Texas, 2006
DEPOT
DISTRICT
Site Plans and Entitlements
Falling Waters Master Plan and Zoning Amendment, Marble Falls,Texas, 2010
Iron Horse Crossing Concept Plan and Zoning Review, North Richland Hills,Texas, 2010 a
EI Centro Mall Redevelopment Strategy, Pharr,Texas, 2010
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Brandora is a Carrollton based design studio that specializes in creating meaningful
experiences for businesses through interactive branding. Whether we are working on an
identity, website or a video, we always strive to find meaning, innovate through design
and media, seek human involvement and challenge tradition. In today's cluttered,
saturated, and price-driven marketplace it is not enough to have excellent products/
services. This is to be expected. A company needs to bond emotionally with its desired
customers in their daily life and create an emotional experience. Offering a meaningful
experience is the defining element that separates success from indifference in the
marketplace. At Brandora, our goals for every project are:
• to Create A Visual Language that represents your true brand and speak on a personal
level to your customers
• to Differentiate Your Services from the competition through the strength of your
culture and the uniqueness of your brand imagery
• to Achieve Ubiquity and Visibility for your company by carefully assessing your
marketing needs
• to Connect With Your Audience in an emotional way by offering them a multisensorial
brand experience
• to Increase Profitability
Our services include:
BRANDING - Identity Design / Nomenclature / Brand Guidelines / Color Systems / Brand
Strategy
PRINT - Brochures / Books / Business Systems / Posters / Direct Mail / Marketing Collateral
INTERACTIVE- Web Design and Development / Newsletters / E-Commerce Sites / Flash
Presentations / Interactive CD ROMs / Motion Graphics / Intranets / Extranets
VIDEO - Video Shoots / Post Production / Special Effects / On Location Interviews
EXPERIENCE - Packaging / Product Development / Environmental Graphics / Signage
SOFTWARE DEVELOPMENT - Content Management Systems / UI design / Custom web
tools
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C=
Tia Primova
Principal, Creative Services
Tia has over ten years of experience designing identity and branding systems, brand
guidelines, marketing collateral, websites and presentations for a wide range of clients
including top brands like Nokia, Nokia Siemens Networks, ATI, AMD, Michael & Susan Dell
Foundation, Ketchum.. Tia began her design education at the University of Texas in Ar-
lington, where she received a BFA in Communication Arts and graduated summa cum
laude. Born in Bulgaria, Tia provides a unique and global perspective to her design pro-
cess. Drawing from fine art, design, fashion, literature, music and film, Tia creates images
that speak to contemporary audiences with emotional impact and appeal. Her design
philosophy is to stay away from trends and complication but rather focus on the idea.
Tia's work has won numerous awards among which a Merit Award at the 2009 ReBrand
100® Global Awards, and her work has been featured on Adobe.com, published in Lo-
goLounge 5: 2,000 International Identities by Leading Designers, Brand Identity Essentials
and LogoLounge Master Library, Volume 3: 3,000 Shapes and Symbols Logos.
Brandon Payton
Principal, Interactive Services
Brandon Payton has over fourteen years of interactive and video experience. He studied
Computer Science and Architecture at Texas A&M University, and received a Bachelor
of Arts at the University of Texas at Arlington. Before Brandora, Brandon was a part of
Nokia's interactive media team, where he created numerous videos, flash presentations,
websites, interactive CD-ROMs and printed collateral for different business groups within
Nokia. His unique approach to design and knowledge of video, 3D, programming and
post production software makes him a valuable asset to clients, both large and small.
Brandon has won over thirty awards for his interactive and multimedia work.
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ASHLEY SHOOK, LLC
Ashley Shook, LEED APO
Education
Master of City and Regional Planning - University of Texas at Arlington - 2012
Bachelor of Landscape Architecture -Texas Tech University-2009
Current Work Experience
Baldwin Associates -3904 Elm St. Suite B, Dallas, Texas 75216
Land Use and Zoning Consulting Firm
As a consultant, Ashley's consistent involvement with Baldwin Associates
includes zoning code and land use review and analysis for purposes of expediting land
development opportunities for developers and private property owners. Additionally,
she performs third party Green Ordinance review and inspection for the City of Dallas. As
a Green Inspector, Ashley employs her knowledge of LEED building standards to promote
the City's efforts towards more sustainable development. Highlighted Projects:
• Balch Springs Town Center Masterplan - in progress
• David Weekley Homes Site Design and Lot Layout- Watters Creek, Allen, Texas - in
progress
• Green Review and Inspection for Trammel Crow's Alexan Skyline (Mixed Use
Development) - Dallas, Texas -in progress
Team Better Block- 2139 Fort Worth Ave., Dallas, Texas 75211
Rapid Urban Revitalization
As a consultant, Ashley's growing involvement with Team Better Block includes
creation and quick implementation of small area plans for under-utilized areas in
declining neighborhoods with the primary use of a neighborhood's strongest asset, its
existing community network. Ashley facilitates community organization through local
neighborhood outreach and creates a cohesive vision between the City and the existing
community to perform a living charrette (Better Block) as a means to experiment with
various urban design methods. In turn, she is able to review and recommend updates/
revisions to existing code, land use regulations and permitting processes that may
otherwise hinder successful urban design methods proven to work during the Better
Block. In an effort to make permanent change to such neighborhoods, she, with the
Team, prepares follow-up reports with implementation recommendations based on
observation from the Better Block. Highlighted Projects:
• The Alamo Better Block - San Antonio, Texas-completed August 2012
• Brownsville Better Block- Brownsville, Texas - completed May 2012
• Saint Paul Better Block-Saint Paul, Minnesota - in progress
MESA Design Group - 1807 Ross Ave., Dallas, Texas 75201
Landscape Architecture and Planning Firm
As a former consultant, Ashley's involvement with MESA Design Group included
analysis of best practices and design guidelines pertaining to downtown revitalization
and parks and open space plans. She was also tasked with creating various graphics for
community meeting exhibits and final reports. Highlighted Projects:
• Kyle Comprehensive Plan - Kyle, Texas - completed 2010
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RESUME
Eli Pearson, AICP, LEED AP®
An Urban Planner and Landscape Designer based in Texas and Argentina, Eli has
collaborated on a number of projects that have won awards from the American Planning
Association and the American Society of Landscape Architects. His experience has
Comprehensive Planning centered on planning for institutional, industrial, and municipal clients in Texas and
Awards Mexico, with a special emphasis on planning for downtown and specially designated
• Kyle Comprehensive Plan areas. His specialties include Site Analysis and Assessment through GIS mapping and
2010 related tools, Economic Development planning via analysis of return on investment and
• Brownsville Comprehensive
Plan 2009 IMPLAN economic modeling, and presentations in charrettes and meeting facilitation.
Education Eli holds Master's degrees in Community and Regional Planning and Landscape
MS,Community and Regional Architecture from the School of Architecture at the University of Texas at Austin, where
Planning
MLA, Landscape Architecture he was awarded the Excellence in Design Award in both disciplines. He is a member of
University of Texas at Austin the American Planning Association, and has project experience in the U.S., Latin
BS, Business Administration and America, Europe,and Asia.
Spanish,Trinity University
Planning Experience CURRENT PROJECTS
Planning ConRlltant(Present) Brownsville Infrastructure Development Plan: The plan leverages industrial
Planner,Landscape Designer infrastructure to propose catalyst projects related to energy, logistics, and commodities.
MESA Design Group(2008-12)
Landscape Designer Cleburne Comprehensive Plan: Focus on directing regional growth to allow economic
Garcia Design,Inc.(2007-2008) development, increased employment,and improved transportation connections.
Research Statistics Technician
Texas Department of
Information Resources(2006)
AREAS OF EXPERTISE AND PROFESSIONAL EXPERIENCE
Y' Downtown,Small Area, and Historic District Planning:
f �
Brownsville Downtown Area Plan - Brownsville,Texas
A '06Grapevine Downtown Historic District Revitalization Plan -Grapevine,Texas
p\}1.''' Pharr Small Area Plans - Pharr,Texas
°o Comprehensive Planning.•
^� Argyle Comprehensive Plan -Argyle, Texas
Brownsville Comprehensive Plan - Brownsville,Texas
Kyle Comprehensive Plan - Kyle,Texas
h
Seguin Comprehensive Plan - Seguin,Texas
Economic Development and Analysis:
Argyle Economic Development Plan -Argyle,Texas
Brownsville Industrial Area Plan - Brownsville,Texas
Thomasson Square Redevelopment Plan - Mesquite,Texas
Environmental Planning and Design.-
Galveston
esign:Galveston Island State Park - Galveston, Texas
San Antonio Botanical Garden Master Plan - San Antonio,Texas
International Planning:
Fundacion Montemayor Development Plan- Monterrey, Mexico
Chersonesus Cultural Landscape Plan - Sebastopol, Ukraine
MESA-+�PLLAN�1�1R�;
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AVAILABILITY
AND ASSIGNMENTS
MESA + PLANNING
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STATEMENT OF AVAILABILITY
MESA Planning endeavors to maintain a project load of two significant planning projects
at a time. Therefore, MESA Planning does not pursue all RFP's that are available but
those:
• With start dates that roughly coincide with the completion dates of other on-going
projects, and thereby contribute to maintenance of the 2 principal projects at a time
project load goal.
• With a scope of work consistent with our project experience, thereby fitting well with
our project delivery system.
• That present creative challenges, thereby enhancing our overall body of work
MESA Planning maintains (to extent possible) 2-significant projects at time workload
because it assures the robust participation of Robin McCaffrey AIA, AICP. In this case,
a significant planning project for the Port of Brownsville will be concluding, making
opportunity to start one new project such as the Westlake Comprehensive Plan Update.
The Westlake Comprehensive plan Update will be personally managed by Robin
McCaffrey. Mr. McCaffrey will be the continuing face of this plan process with his
personal attendance at all meetings internally and as described in the MESA Planning
Proposal. Mr. McCaffrey will be the primary point of contact.
All the subcontractors have designated staff support and assure principal involvement.
_ -1,7 .
- i it ^"k'- • 1►�Rr
. -� _�.tea. ,�,y- t8 - u, ;t�}t •._. _
7 --- rte. - E• -. _�-�
I
� -�lllil I
t
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TASK ASSIGNMENTS BY DISCIPLINE
Disciplines PlMES ng RCLCO GS&P MOSAIC Shoo
Ashle Eli Pearson Brandora
Land Use Planning
Urban Design
Zoning/ Emerging Best Practices
Sustainable Practices
Transportation
Civil Engineering
Public Participation
Environmental Engineering
Economic Development
Fiscal Impact Analysis
Web Design k
Development
4- N- -
�1���h 1� _� i' I,�- L i 1' •may, �
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REFERENCES
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Resolution 13-24A
MESA PLANNING CLIENT REFERENCES
Brownsville:
Jason Hilts
President and CEO
Brownsville Economic Development Council
301 Mexico Street, Suite F-1
Brownsville, Texas
Phone: 956-541- 1 183
e-mail: jhilts@bedc.com
(relationship: Client Team leader for the Brownsville Comprehensive, Strategic
Infrastructure Plan, 2012, see project sheet in work examples)
Brenham:
Thomas Upchurch
Upchurch Architects, Inc.
404 East Main Street
Brenham, Texas 77833
Phone: 979-830-1723
e-mail: tupchurch@upchurcharchitects.com
(relationship: Chairman of Brenham Downtown Plan Steering Committee, 2011, see
project sheet in work examples).
NRH:
John Pitstick
Director of Planning
City of North Richland Hills
731 NE Loop 820
North Richland Hills, Texas 76180
Phone: 817-462-6303
e-mail: jpitstick@nrhtx.com
(relationship: Client for Iron Horse Station Area Plan, 2012, see project sheet in work
examples)
_ MESA + PLANNING
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