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Agenda Packet 12/13/2022Town of Trophy Club Meeting Agenda Packet Town Council 1 Trophy Wood Drive Trophy Club, Texas 76262 December 13, 2022 7:00 PM Council Chambers CALL TO ORDER AND ANNOUNCE A QUORUM ­ Mayor Fleury INVOCATION led by Pastor Bill Eason, Fellowship United Methodist Church  PLEDGES led by Mayor Pro Tem Lamont Pledge of Allegiance to the American Flag. Pledge of Allegiance to the Texas Flag. ANNOUNCEMENTS AND REPORTS 1.Issuance of Proclamation 2022­26 proclaiming Wreaths Across America Day (Mayor Fleury). 2.Business Spotlight – Petbar, Steve Harvey. 3.Citizens’ Academy Graduation (P. Arata, J. Wise) PUBLIC COMMENT(S) This is an opportunity for citizens to address the Council on any matter. The Council is not permitted to discuss or take action on any presentations made. Presentations are limited to matters over which the Council has authority. Speakers have up to four (4) minutes or the time limit determined by the Presiding Officer. Each speaker must have submitted their request to speak by completing the Speaker’s Form or may email mayorandcouncil@trophyclub.org CONSENT AGENDA 4.Consider and take appropriate action approving the contract renewal with Five Stone Creative for creative media management and video production services in the amount of $36,000 (J. Lind). 5.Take appropriate action to approve the Regular Town Council Meeting Minutes of November 8, 2022 (A. Otterson). 6.Consider and take appropriate action to approve a purchase order to Delta Fire & Safety, Inc. for the purchase of (7) seven full sets of personal protective equipment (PPE). (J. Wise) 7.Consider and take action on approving a Requisition Request for HALFF Associates, Inc. for Architectural Services in a not to exceed amount of $404,500 for the Community Pool and Splash Pad Renovation Project (T. Jaramillo). 8.Consider and take appropriate action regarding a Requisition Request for Airbrush by Kolors in a not to exceed amount of $48,142.01 for refurbishing the existing splash pad features located at the Town’s Community Pool facility (T. Jaramillo). 9.Approve the date for the Trophy Club Town Council Retreat on January 21, 2023 and the 2023 Trophy Club Town Council Regular Meeting Calendar with meetings scheduled every 2nd and 4th Tuesday with exceptions denoted (A. Otterson). INDIVIDUAL ITEMS 10.Take appropriate action to approve the Final Plat for The Aspen Estates at Trophy Club (formerly Gas Well Site 8H) containing 3.37 acres of land located east of Bobcat Boulevard, south of Trophy Club Drive, north of Strathfield Lane, and southwest of Mossman Lane. (M. Cox) 11.Take appropriate action to approve the Final Plat for The Falcon Estates at Trophy Club (Formerly The Hawthorn Estates at Trophy Club and Gas Well Site 7H) containing 3.692 acres of land located east of Mona Vale, south of Kent Street and west of Trophy Club Drive. (M. Cox). 12.Receive a presentation and provide direction to Town Staff regarding a proposed future capital improvement project related to the four (4) intersections in the BNHS corridor identified in a traffic study completed by TNP (W. Carroll).  13.Consider and take appropriate action to approve the “Visit Trophy Club” program (J. Lind) 14.Future Agenda Items List (W. Carroll). EXECUTIVE SESSION 15.Pursuant to the following designated section of the Texas Governmental Code, Annotated, Chapter 551 (Texas Open Meetings Act), the Town Council will recess into executive session to discuss the following: a)  Section 551.071 Attorney­Client Privilege – Deliberate a possible Interlocal Agreement with multiple governmental entities to provide services to Trophy Club citizens. b)  Section 551.087 Economic Development Negotiations regarding prospective commercial projects within the Town of Trophy Club. c)  Section 551.074 Personnel Matters under subsection (1) to discuss or deliberate the appointment, evaluation, and duties of a public officer or employee:      1) Discussion and possible action on interviews conducted for the Connectivity Ad Hoc Committee      2) Discussion and possible action on the Municipal Court Judge  RECONVENE INTO REGULAR SESSION 16.Consider and take appropriate action regarding executive session items (Mayor Fleury). 17.Consider and take appropriate action appointing a Municipal Court Judge (Mayor Fleury). 18.Consider and take appropriate action appointing a member to the Connectivity Ad Hoc Committee (Mayor Fleury). ADJOURN One or more members of the Town Council may participate remotely using video conferencing pursuant to Chapter 551 of the Texas Government Code. One or more members of the Town Council may participate remotely using video conference pursuant to Chapter 551 of the Texas Government Code. The Town Council may convene into executive session to discuss posted items as allowed by the Texas Open Meeting Act, LGC.551.071 CERTIFICATION I certify that the above notice was posted on the bulletin board at Trophy Club Town Hall, 1 Trophy Wood Drive, Trophy Club, Texas, on December 9, 2022  by 5:00 p.m. in accordance with Chapter 551, Texas Government Code. __________________________________ Anita Otterson Town Secretary If you plan to attend this public meeting and have a disability that requires special needs, please contact the Town Secretary’s Office at 682­237­2900, 48 hours in advance, and reasonable accommodations will be made to assist you. 1 Town of Trophy ClubMeeting Agenda PacketTown Council 1 Trophy Wood DriveTrophy Club, Texas76262December 13, 2022 7:00 PM Council ChambersCALL TO ORDER AND ANNOUNCE A QUORUM ­ Mayor FleuryINVOCATION led by Pastor Bill Eason, Fellowship United Methodist Church PLEDGES led by Mayor Pro Tem LamontPledge of Allegiance to the American Flag.Pledge of Allegiance to the Texas Flag.ANNOUNCEMENTS AND REPORTS1.Issuance of Proclamation 2022­26 proclaiming Wreaths Across America Day (MayorFleury).2.Business Spotlight – Petbar, Steve Harvey.3.Citizens’ Academy Graduation (P. Arata, J. Wise)PUBLIC COMMENT(S)This is an opportunity for citizens to address the Council on any matter. The Councilis not permitted to discuss or take action on any presentations made. Presentationsare limited to matters over which the Council has authority. Speakers have up to four(4) minutes or the time limit determined by the Presiding Officer. Each speaker musthave submitted their request to speak by completing the Speaker’s Form or may email mayorandcouncil@trophyclub.org CONSENT AGENDA 4.Consider and take appropriate action approving the contract renewal with Five Stone Creative for creative media management and video production services in the amount of $36,000 (J. Lind). 5.Take appropriate action to approve the Regular Town Council Meeting Minutes of November 8, 2022 (A. Otterson). 6.Consider and take appropriate action to approve a purchase order to Delta Fire & Safety, Inc. for the purchase of (7) seven full sets of personal protective equipment (PPE). (J. Wise) 7.Consider and take action on approving a Requisition Request for HALFF Associates, Inc. for Architectural Services in a not to exceed amount of $404,500 for the Community Pool and Splash Pad Renovation Project (T. Jaramillo). 8.Consider and take appropriate action regarding a Requisition Request for Airbrush by Kolors in a not to exceed amount of $48,142.01 for refurbishing the existing splash pad features located at the Town’s Community Pool facility (T. Jaramillo). 9.Approve the date for the Trophy Club Town Council Retreat on January 21, 2023 and the 2023 Trophy Club Town Council Regular Meeting Calendar with meetings scheduled every 2nd and 4th Tuesday with exceptions denoted (A. Otterson). INDIVIDUAL ITEMS 10.Take appropriate action to approve the Final Plat for The Aspen Estates at Trophy Club (formerly Gas Well Site 8H) containing 3.37 acres of land located east of Bobcat Boulevard, south of Trophy Club Drive, north of Strathfield Lane, and southwest of Mossman Lane. (M. Cox) 11.Take appropriate action to approve the Final Plat for The Falcon Estates at Trophy Club (Formerly The Hawthorn Estates at Trophy Club and Gas Well Site 7H) containing 3.692 acres of land located east of Mona Vale, south of Kent Street and west of Trophy Club Drive. (M. Cox). 12.Receive a presentation and provide direction to Town Staff regarding a proposed future capital improvement project related to the four (4) intersections in the BNHS corridor identified in a traffic study completed by TNP (W. Carroll).  13.Consider and take appropriate action to approve the “Visit Trophy Club” program (J. Lind) 14.Future Agenda Items List (W. Carroll). EXECUTIVE SESSION 15.Pursuant to the following designated section of the Texas Governmental Code, Annotated, Chapter 551 (Texas Open Meetings Act), the Town Council will recess into executive session to discuss the following: a)  Section 551.071 Attorney­Client Privilege – Deliberate a possible Interlocal Agreement with multiple governmental entities to provide services to Trophy Club citizens. b)  Section 551.087 Economic Development Negotiations regarding prospective commercial projects within the Town of Trophy Club. c)  Section 551.074 Personnel Matters under subsection (1) to discuss or deliberate the appointment, evaluation, and duties of a public officer or employee:      1) Discussion and possible action on interviews conducted for the Connectivity Ad Hoc Committee      2) Discussion and possible action on the Municipal Court Judge  RECONVENE INTO REGULAR SESSION 16.Consider and take appropriate action regarding executive session items (Mayor Fleury). 17.Consider and take appropriate action appointing a Municipal Court Judge (Mayor Fleury). 18.Consider and take appropriate action appointing a member to the Connectivity Ad Hoc Committee (Mayor Fleury). ADJOURN One or more members of the Town Council may participate remotely using video conferencing pursuant to Chapter 551 of the Texas Government Code. One or more members of the Town Council may participate remotely using video conference pursuant to Chapter 551 of the Texas Government Code. The Town Council may convene into executive session to discuss posted items as allowed by the Texas Open Meeting Act, LGC.551.071 CERTIFICATION I certify that the above notice was posted on the bulletin board at Trophy Club Town Hall, 1 Trophy Wood Drive, Trophy Club, Texas, on December 9, 2022  by 5:00 p.m. in accordance with Chapter 551, Texas Government Code. __________________________________ Anita Otterson Town Secretary If you plan to attend this public meeting and have a disability that requires special needs, please contact the Town Secretary’s Office at 682­237­2900, 48 hours in advance, and reasonable accommodations will be made to assist you. 2 Town of Trophy ClubMeeting Agenda PacketTown Council 1 Trophy Wood DriveTrophy Club, Texas76262December 13, 2022 7:00 PM Council ChambersCALL TO ORDER AND ANNOUNCE A QUORUM ­ Mayor FleuryINVOCATION led by Pastor Bill Eason, Fellowship United Methodist Church PLEDGES led by Mayor Pro Tem LamontPledge of Allegiance to the American Flag.Pledge of Allegiance to the Texas Flag.ANNOUNCEMENTS AND REPORTS1.Issuance of Proclamation 2022­26 proclaiming Wreaths Across America Day (MayorFleury).2.Business Spotlight – Petbar, Steve Harvey.3.Citizens’ Academy Graduation (P. Arata, J. Wise)PUBLIC COMMENT(S)This is an opportunity for citizens to address the Council on any matter. The Councilis not permitted to discuss or take action on any presentations made. Presentationsare limited to matters over which the Council has authority. Speakers have up to four(4) minutes or the time limit determined by the Presiding Officer. Each speaker musthave submitted their request to speak by completing the Speaker’s Form or mayemail mayorandcouncil@trophyclub.orgCONSENT AGENDA4.Consider and take appropriate action approving the contract renewal with Five StoneCreative for creative media management and video production services in the amountof $36,000 (J. Lind).5.Take appropriate action to approve the Regular Town Council Meeting Minutes ofNovember 8, 2022 (A. Otterson).6.Consider and take appropriate action to approve a purchase order to Delta Fire &Safety, Inc. for the purchase of (7) seven full sets of personal protective equipment(PPE). (J. Wise)7.Consider and take action on approving a Requisition Request for HALFF Associates,Inc. for Architectural Services in a not to exceed amount of $404,500 for theCommunity Pool and Splash Pad Renovation Project (T. Jaramillo).8.Consider and take appropriate action regarding a Requisition Request for Airbrush byKolors in a not to exceed amount of $48,142.01 for refurbishing the existing splashpad features located at the Town’s Community Pool facility (T. Jaramillo).9.Approve the date for the Trophy Club Town Council Retreat on January 21, 2023 andthe 2023 Trophy Club Town Council Regular Meeting Calendar with meetingsscheduled every 2nd and 4th Tuesday with exceptions denoted (A. Otterson).INDIVIDUAL ITEMS10.Take appropriate action to approve the Final Plat for The Aspen Estates at TrophyClub (formerly Gas Well Site 8H) containing 3.37 acres of land located east ofBobcat Boulevard, south of Trophy Club Drive, north of Strathfield Lane, andsouthwest of Mossman Lane. (M. Cox)11.Take appropriate action to approve the Final Plat for The Falcon Estates at TrophyClub (Formerly The Hawthorn Estates at Trophy Club and Gas Well Site 7H)containing 3.692 acres of land located east of Mona Vale, south of Kent Street andwest of Trophy Club Drive. (M. Cox).12.Receive a presentation and provide direction to Town Staff regarding a proposedfuture capital improvement project related to the four (4) intersections in the BNHScorridor identified in a traffic study completed by TNP (W. Carroll). 13.Consider and take appropriate action to approve the “Visit Trophy Club” program (J.Lind)14.Future Agenda Items List (W. Carroll). EXECUTIVE SESSION 15.Pursuant to the following designated section of the Texas Governmental Code, Annotated, Chapter 551 (Texas Open Meetings Act), the Town Council will recess into executive session to discuss the following: a)  Section 551.071 Attorney­Client Privilege – Deliberate a possible Interlocal Agreement with multiple governmental entities to provide services to Trophy Club citizens. b)  Section 551.087 Economic Development Negotiations regarding prospective commercial projects within the Town of Trophy Club. c)  Section 551.074 Personnel Matters under subsection (1) to discuss or deliberate the appointment, evaluation, and duties of a public officer or employee:      1) Discussion and possible action on interviews conducted for the Connectivity Ad Hoc Committee      2) Discussion and possible action on the Municipal Court Judge  RECONVENE INTO REGULAR SESSION 16.Consider and take appropriate action regarding executive session items (Mayor Fleury). 17.Consider and take appropriate action appointing a Municipal Court Judge (Mayor Fleury). 18.Consider and take appropriate action appointing a member to the Connectivity Ad Hoc Committee (Mayor Fleury). ADJOURN One or more members of the Town Council may participate remotely using video conferencing pursuant to Chapter 551 of the Texas Government Code. One or more members of the Town Council may participate remotely using video conference pursuant to Chapter 551 of the Texas Government Code. The Town Council may convene into executive session to discuss posted items as allowed by the Texas Open Meeting Act, LGC.551.071 CERTIFICATION I certify that the above notice was posted on the bulletin board at Trophy Club Town Hall, 1 Trophy Wood Drive, Trophy Club, Texas, on December 9, 2022  by 5:00 p.m. in accordance with Chapter 551, Texas Government Code. __________________________________ Anita Otterson Town Secretary If you plan to attend this public meeting and have a disability that requires special needs, please contact the Town Secretary’s Office at 682­237­2900, 48 hours in advance, and reasonable accommodations will be made to assist you. 3 Town of Trophy ClubMeeting Agenda PacketTown Council 1 Trophy Wood DriveTrophy Club, Texas76262December 13, 2022 7:00 PM Council ChambersCALL TO ORDER AND ANNOUNCE A QUORUM ­ Mayor FleuryINVOCATION led by Pastor Bill Eason, Fellowship United Methodist Church PLEDGES led by Mayor Pro Tem LamontPledge of Allegiance to the American Flag.Pledge of Allegiance to the Texas Flag.ANNOUNCEMENTS AND REPORTS1.Issuance of Proclamation 2022­26 proclaiming Wreaths Across America Day (MayorFleury).2.Business Spotlight – Petbar, Steve Harvey.3.Citizens’ Academy Graduation (P. Arata, J. Wise)PUBLIC COMMENT(S)This is an opportunity for citizens to address the Council on any matter. The Councilis not permitted to discuss or take action on any presentations made. Presentationsare limited to matters over which the Council has authority. Speakers have up to four(4) minutes or the time limit determined by the Presiding Officer. Each speaker musthave submitted their request to speak by completing the Speaker’s Form or mayemail mayorandcouncil@trophyclub.orgCONSENT AGENDA4.Consider and take appropriate action approving the contract renewal with Five StoneCreative for creative media management and video production services in the amountof $36,000 (J. Lind).5.Take appropriate action to approve the Regular Town Council Meeting Minutes ofNovember 8, 2022 (A. Otterson).6.Consider and take appropriate action to approve a purchase order to Delta Fire &Safety, Inc. for the purchase of (7) seven full sets of personal protective equipment(PPE). (J. Wise)7.Consider and take action on approving a Requisition Request for HALFF Associates,Inc. for Architectural Services in a not to exceed amount of $404,500 for theCommunity Pool and Splash Pad Renovation Project (T. Jaramillo).8.Consider and take appropriate action regarding a Requisition Request for Airbrush byKolors in a not to exceed amount of $48,142.01 for refurbishing the existing splashpad features located at the Town’s Community Pool facility (T. Jaramillo).9.Approve the date for the Trophy Club Town Council Retreat on January 21, 2023 andthe 2023 Trophy Club Town Council Regular Meeting Calendar with meetingsscheduled every 2nd and 4th Tuesday with exceptions denoted (A. Otterson).INDIVIDUAL ITEMS10.Take appropriate action to approve the Final Plat for The Aspen Estates at TrophyClub (formerly Gas Well Site 8H) containing 3.37 acres of land located east ofBobcat Boulevard, south of Trophy Club Drive, north of Strathfield Lane, andsouthwest of Mossman Lane. (M. Cox)11.Take appropriate action to approve the Final Plat for The Falcon Estates at TrophyClub (Formerly The Hawthorn Estates at Trophy Club and Gas Well Site 7H)containing 3.692 acres of land located east of Mona Vale, south of Kent Street andwest of Trophy Club Drive. (M. Cox).12.Receive a presentation and provide direction to Town Staff regarding a proposedfuture capital improvement project related to the four (4) intersections in the BNHScorridor identified in a traffic study completed by TNP (W. Carroll). 13.Consider and take appropriate action to approve the “Visit Trophy Club” program (J.Lind)14.Future Agenda Items List (W. Carroll).EXECUTIVE SESSION15.Pursuant to the following designated section of the Texas Governmental Code,Annotated, Chapter 551 (Texas Open Meetings Act), the Town Council will recessinto executive session to discuss the following:a)  Section 551.071 Attorney­Client Privilege – Deliberate a possible InterlocalAgreement with multiple governmental entities to provide services to Trophy Clubcitizens.b)  Section 551.087 Economic Development Negotiations regarding prospectivecommercial projects within the Town of Trophy Club.c)  Section 551.074 Personnel Matters under subsection (1) to discuss or deliberatethe appointment, evaluation, and duties of a public officer or employee:     1) Discussion and possible action on interviews conducted for the Connectivity AdHoc Committee     2) Discussion and possible action on the Municipal Court Judge RECONVENE INTO REGULAR SESSION16.Consider and take appropriate action regarding executive session items (MayorFleury).17.Consider and take appropriate action appointing a Municipal Court Judge (MayorFleury).18.Consider and take appropriate action appointing a member to the Connectivity AdHoc Committee (Mayor Fleury).ADJOURNOne or more members of the Town Council may participate remotely using videoconferencing pursuant to Chapter 551 of the Texas Government Code.One or more members of the Town Council may participate remotely using video conferencepursuant to Chapter 551 of the Texas Government Code.The Town Council may convene into executive session to discuss posted items as allowed bythe Texas Open Meeting Act, LGC.551.071CERTIFICATIONI certify that the above notice was posted on the bulletin board at Trophy Club Town Hall, 1Trophy Wood Drive, Trophy Club, Texas, on December 9, 2022  by 5:00 p.m. in accordancewith Chapter 551, Texas Government Code. __________________________________ Anita Otterson Town Secretary If you plan to attend this public meeting and have a disability that requires special needs, please contact the Town Secretary’s Office at 682­237­2900, 48 hours in advance, and reasonable accommodations will be made to assist you. 4 Proclamation 2022-26 Town of Trophy Club, Texas A PROCLAMATION OF THE TROPHY CLUB TOWN COUNCIL SUPPORTING WREATHS ACROSS AMERICA DAY DECEMBER 17, 2022, IN TROPHY CLUB. WHEREAS, On December 13, 2008, the US Congress unanimously voted and declared “Wreaths Across America Day” to be celebrated annually, and WHEREAS, the mission of Wreaths Across America is to remember the fallen, honor those who serve, and teach the next generation about the value of freedom, and WHEREAS, each year, Wreaths Across America chooses a new theme to help supporters focus their messaging and outreach in their own communities and has chosen the theme for 2022 as “Find a way to serve”, and WHEREAS, each year, this mission is carried on in coordination with the wreath-laying ceremony on a specified Saturday in December at Arlington National Cemetery, as well as cemeteries in all 50 states, and WHEREAS, this year at 11 AM on December 17, 2022, Trophy Club volunteers will lay wreaths on veteran graves in Medlin Cemetery NOW, THEREFORE, I, MAYOR ALICIA L. FLEURY, IN CONJUNCTION WITH THE TROPHY CLUB TOWN COUNCIL, DO HEREBY PROCLAIM: “WREATHS ACROSS AMERICA DAY” PASSED AND APPROVED by the Trophy Club Town Council this 13th day of December, 2022. _________________________ _______________________ Anita Otterson, Town Secretary Alicia L. Fleury, Mayor 5 Page 1 of 4 To: Mayor and Town Council From: Jill Lind, Director of Communications & Marketing CC: Wade Carroll, Town Manager Anita Otterson, Town Secretary Re: Consider and take appropriate action approving the contract renewal with Five Stone Creative for creative media management and video production services in the amount of $36,000. Town Council Meeting, December 13, 2022 Agenda Item: Consider and take appropriate action approving the contract renewal with Five Stone Creative for creative media management and video production services in the amount of $36,000. (J. Lind) Strategic Link: This item relates primarily to the following strategic priorities and goals of the Town’s strategy map. o Administrative & Financial Services: Deliver programs and services that increase citizens' quality of life. Background and Explanation: Video marketing continues to change how municipalities communicate, share, learn, and collaborate with residents and visitors. More and more communities continue to leverage video content as a means to grow their communication messaging and increase their online reach. • Two-thirds of marketers (66%) will either increase or maintain their spend on video in 2022 (Wyzowl, 2022). • Customers retain 95% of the information contained in videos (Forbes, 2022). • Digital channels overall are set to exceed 60% of global ad spend. Since half of social media users prefer video over other types of content and 85% of social media users want more videos from brands, the use of video in social media has never been more important. (coegiparters.com, 2022). • 88% of people would like to see more videos from brands i n 2022 (Wyzowl, 2022). • According to 83% of video marketers, utilizing video has helped lengthen the amount of time website visitors spend on their page. (Wyzowl, 2022). • 85% of marketers credit video as an effective way to get attention online (Neal Schaff er, 2022). • 58% of individuals surveyed indicated that videos were vital to their learning process and growth (Neal Schaffer, 2022). 6 Page 2 of 4 Research shows video marketing remains the best-performing digital content type, driving more views, engagement, and response than any other social posting option . Continuing to incorporate video into Trophy Club’s communication strategy increases not only the Town’s engagement but also increases the effectiveness of the messages staff produces for the community. This creative media management and video production services agreement renewal will be used to continue to produce videos that feature the Town’s employees, foster positive business initiatives, and support community programs. The videos serve as outreach vessels that tell the TC story while specifically highlighting time-relevant happenings in the community. The videos are used on the Town’s social media channels and Town website. Staff relies on the consultant’s creativity and expertise while collaborating on content ideas, production logistics, and execution of the final product. These videos will continue to support Trophy Club’s messaging goal to be “a great place to call home.” Working with Five Stone Creative has allowed Trophy Club to ensure budgeted marketing dollars and efforts are aligned and used responsibly. With their expertise and experience working in North Texas, Five Stone Creative delivered professional branded videos which successfully resonated with both residents and visitors of Trophy Club. Five Stone Creative furnished all camera/video equipment, sound, lighting, editing software applications, and other equipment required to produce video. By the completion of 2022, Trophy Club will have produced approximately 13 high-definition videos (total of 46 finished minutes), 16 total shoot days, 5 photo shoots, and over 43.5 copy/consulting hours with Five Stone Creative. As a reminder, in June 2022, The Texas Association of Municipal Information Officers (TAMIO) recognized municipalities for communications excellence through their annual TAMI Awards. The Town of Trophy Club Communication & Marketing Department had a total of seven submittals (out of 435) featuring five different video projects in four categories. The department was honored to have three of the submittals as finalists. During the annual TAMIO conference held in Houston on June 10, 2022, Trophy Club took home the honor of the following placements: • In the category of Best Use of Humor, our Trophy Club Grinch Porch Pirate video took home the THIRD PLACE, Award of Honor. • In the category of Educational PSA for a Population Under 75K, our Trophy Club OWS Explainer Video took home the FIRST PLACE TAMI Award, the state’s highest comm honor. • In the Regular or Recurring Program (Population Under 100K) category, our Trophy Club Park Video Series took home another THIRD PLACE, Award of Honor. According to analytics collected through Facebook and Sprout Social, the videos published thus far (two remain to be published in December 2022) have garnered approximately 21,053 impressions, views of about 9,982, a total reach of roughly 18,859 and engagement from about 3,077 people. Staff would like to continue to partner with Five Stone Creative to expand the town’s video reach so Trophy Club can stay in line and ahead of other municipalities by reaching our residents/visitors in the most effective, creative, and impactful way possible. Below is an outline of the contract renewal for 2023 (January 01, 2023 – September 30, 2023): 7 Page 3 of 4 • Video Production: o 10-20 finished “live-action” videos for 2023 (2-3 minutes per video; up to 45 total finished minutes) o Finished videos include: ▪ Creative brainstorming and consulting ▪ Scriptwriting and shot lists as needed ▪ Pre-production elements include scheduling, props, costuming, make-up, etc. ▪ On-site production, including all gear and personnel as needed. (Videography, drone, lighting, audio, teleprompter, etc., and 2-person crew minimum) ▪ Post-production: royalty-free music, graphic text support, color grading, etc. (Does not include fully animated video) • Still Photography: o Photography for awards, special recognition, etc., during Town Council meetings o Event photography (and video as needed): up to 4 events per year, up to 4 hours on-location per event. o All photos will be color graded, uploaded, and emailed to the communications director • Copywriting: o Up to 23 hours per year of copywriting as needed for various town communications • Creative Consultation: o Quarterly consultation (up to 12 hours per year) with the communications manager regarding social media strategy, video and photography usage, marketing initiatives, copyrighting, graphic design, etc. Financial Considerations: In 2020, staff sent an RFP to qualified vendors for quotes based on a price per total finished video minutes. Staff reviewed the RFP submittals and example work and selected Five Stone Creative due to their creative strategy, technical expertise, and overall experience. Staff has successfully worked with Five Stone for the past two years with the contracted amount remaining the same each year. The Town of Trophy Club currently has two separate purchase orders with Josh Miller LLC (Five Stone Creative) for FY 2023. The first is designated for A/V Technical Services related to Council Meetings for $27,000. The second, which falls under a professional services category purchase, is for Creative Media Management & Video Production Services. This is the renewal for the current agreement, in which $36,000 ($4,000 per month, nine months) will be paid for out of the current fiscal year, FY 2023. Staff will bring forward the contract for possible renewal in September in an effort to have the contract and subsequent services be for the full fiscal year 12 - month term vs. the calendar year term as it currently sits. If Town Council approves the renewal 8 Page 4 of 4 in September for FY 2024, the purchase order for the fiscal year 2024 will be in the full amount of $48,000 ($4,000 per month, 12 months) running October 01, 2023 – September 30, 2024. Funding for this item was included in the FY 23 Approved Budget under Professional Outside Services in the Communication & Marketing Department in the amount of $36,000 of the $50,000 total category amount. This is a renewal of the previous contract of which two of the original vendors contacted, including Historically Underutilized Businesses (HUBs), satisfying state and local bidding requirements. This contract renewal represents a retainer pricing model reflecting services offered by Five Stone Creative to meet the needs of the Town of Trophy Club for the 2023 fiscal year. The model of compensation and deliverables is a projection as to work required by Trophy Club and will be effective January 01, 2023 - September 30, 2023. Staff believes this retainer model is the best opportunity to serve the ongoing needs of the town and allow for easy and accurate budgeting. Legal Review: This item is ready for Council Board/Commission/ or Committee Recommendation: Not applicable Staff Recommendation: Staff recommends approval of the contract renewal with Five Stone Creative for Creative Media Management & Video Production Services in the amount of $36,000. Attachments: • Five Stone Creative 2023 Contract Renewal Proposal Town Council Approval: ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ _________________________________________________________________ Alicia Fleury or designee 9 Technical and Creative Media Management Proposal for the Town of Trophy Club, Texas EXECUTIVE DESCRIPTION This proposal represents a retainer pricing model to reflect services offered by Five Stone Creative to meet the needs of the Town of Trophy Club for 2023 (January-September.) The model of compensation and deliverables shown below is our best projection as to the work required by Trophy Club and will expire on September 30th, 2023. We believe that a retainer model would be the best opportunity to serve the ongoing needs of the town and allow for easy and accurate budgeting. CREATIVE MEDIA MANAGEMENT: PROJECTED COST - $4,000 per month Monthly cost to provide creative media support to town communications: ●Video Production: ○10-20 finished “live action” videos for 2023 (2-3 minutes per video; up to 45 total finished minutes) ○Finished videos include: ■Creative brainstorming and consulting ■Scriptwriting and shot-lists as needed ■Pre-production elements including: scheduling, props, costuming, make-up, etc. ■On-site production including all gear and personnel as needed. (Videography, drone, lighting, audio, teleprompter, etc. and 2 person crew minimum) ■Post-production: royalty-free music, graphic text support, color grading, etc. (Does not include fully-animated video) ●Still Photography: ○Photography for awards, special recognition, etc. during Town Council meetings ○Event photography (and video as needed): up to 4 events per year, up to 4 hours on-location per event. ○All photos will be color graded, uploaded, and emailed to communications director ●Copywriting: ○Up to 23 hours per year of copywriting as needed for various town communications ●Creative Consultation: ○Quarterly consultation (up to 12 hours per year) with the communications director regarding social media strategy, video and photography usage, marketing initiatives, copyrighting, graphic design, etc. ●Travel is not included in this pricing model. There is no charge for travel within the North Texas area. However, any “special mission” projects will be negotiated and billed separately. 10 USAGE AND OVERAGES There is no usage limit from month-to-month. In the event that the above totals of final content or hours are exceeded during before the contract expires at the end of September, 2023: ●$685 per completed minute of final content (2 minute minimum) ●$75 per hour for photography, copywriting, and consultation (4 hour minimum) These items also represent an “a la carte” price. For instance - if a special project is commissioned that does not want to be counted against the existing retainer arrangement, a separate quote can be generated. PERSONNEL As of this proposal, the primary contact and lead videographer for Trophy Club would be Josh Miller, who would be supplemented primarily by Allyson Wermelskirchen and Travis Matheny. Other team members would be on-site based on shoot schedules and client need at the discretion of Five Stone Creative. Full hair/makeup/wardrobe services are available as well, based on the requests of Trophy Club. This is not included in the projected cost,and would be billed on a case-by-case basis. WORKFLOW The primary staff member of Trophy Club will function as the primary contact for Five Stone Creative and the driving force behind the vision of the content. Scripts, storyboards, and other creative vision elements will be worked on collaboratively between Trophy Club and Five Stone Creative, with the primary creative vision being provided by Trophy Club. LEGAL AGREEMENT Five Stone Creative is dedicated to providing the highest level services and materials and commits to performing professionally and completely. In the event that a representative of Five Stone Creative deems a scenario as unsafe or unfit, we reserve the right to adjust or cancel the services provided in order to preserve the safety of talent, crew, and equipment. This includes health-related risks as it relates to COVID-19 or other medical issues. Five Stone Creative is limited to providing safe and functioning equipment per industry standards. The Town of Trophy Club agree to protect, hold harmless, and indemnify Five Stone Creative for and with respect to any loss, cost, damage, or expense (including, but not limited to, attorneys’ fees, court costs, and costs of investigation) incurred by reason of the death of, or injury to, any person(s) or by reason of damage to any and all property (real, personal, or mixed) belonging to any person(s), provided and only to the extent that such death, injury, or property damage shall have arisen out of or resulted from the negligence or intentional misconduct of the Town of Trophy Club or their associates. RENEWAL OPTION This agreement can be renewed for up to 2 additional years with not more than 15% cost increase per year. 11 RETAINER COMPENSATION MODEL Upon the commencement of this agreement, Trophy Club would issue a check or electronic payment on the 1st of each month in 2023 in the amount of $4,000 until the contract expires. To accept this agreement, please sign below: ____________________________________ _________________ Name Date 12 1 Town of Trophy Club Town Council Regular Session Minutes Tuesday, November 8, 2022; 7PM The Trophy Club Town Council met in a Regular Meeting on Tuesday, November 8, 2022. The meeting was held at Town Hall, 1 Trophy Wood Drive in the Council Chambers. TOWN COUNCIL MEMBERS PRESENT: Alicia L. Fleury Mayor Greg Lamont Mayor Pro Tem, Place 1 Jeff Beach Council Member, Place 2 Dennis Sheridan Council Member, Place 3 (remote) Karl Monger Council Member, Place 4 LuAnne Oldham Council Member, Place 5 Steve Flynn Council Member, Place 6 STAFF PRESENT: Wade Carroll Town Manager David Dodd Town Attorney Jason Wise Fire Chief Patrick Arata Police Chief Tony Jaramillo Director of Parks and Recreation Anita Otterson Town Secretary Matt Cox Community Development Director Jill Lind Marketing and Communications Director Denise Deprato Human Resources Director Ken Rawlinson Fire Marshal CALL TO ORDER AND ANNOUNCE A QUORUM Mayor Fleury called the meeting to order at 7:00 PM and noted a quorum with all Council Members present. INVOCATION led by Town Manager Wade Carroll PLEDGES led by Council Member Monger Pledge of Allegiance to the American Flag. Pledge of Allegiance to the Texas Flag. ANNOUNCEMENTS AND REPORTS 1.Fire Department poster contest winners (J. Wise). Chief Wise introduced everyone to Fire Marshal/Deputy Chief Ken Rawlinson. Chief Rawlinson introduced all the winners of the poster contest. 2. Texas Fire Marshal’s Association Achievement of Excellence Award in Fire Prevention (J. Wise). 3. Update on upcoming Community Events (T. Jaramillo). 13 2 PUBLIC COMMENTS There was no one in attendance for Public Comments. CONSENT AGENDA 4. Take appropriate action to accept the Fourth Quarter Investment report for FY22 (W. Carroll). 5. Consider and take appropriate action to approve a purchase order to Motorola for the purchase of (3) three portable radios for the fire department (J Wise). 6. Consider and take appropriate action to approve a purchase order for annual legal services provided by David Dodd (W. Carroll) 7. Take appropriate action to approve the Regular Town Council Meeting Minutes for October 25, 2022 (A. Otterson). 8. Take appropriate action to approve a purchase order for janitorial services for the Trophy Club Town Hall, Police Department and Fire Station (M. Cox). Mayor Pro Tem Lamont made a motion to approve Items 4 through 8 on the Consent Agenda. The motion was seconded by Council Member Monger. The motion passed unanimously 7-0. INDIVIDUAL ITEMS 9. Cancel November 15, 2022 Town Council Meeting (W. Carroll). Mayor Pro Tem Lamont made a motion to cancel the November 15, 2022 Town Council Meeting. The motion was seconded by Council Member Beach. The motion passed unanimously 7-0. 10. Discuss and take action on the Community Pool Facility Capital Improvement Project (T. Jaramillo). Mayor Pro Tem Lamont made a motion to approve the agreement with Halff & Associates for the Community Pool Capital Improvement Project not to exceed Four (4) million dollars. The motion was seconded by Council Member Monger. The motion passed unanimously 7-0. 11. Consider and take appropriate action to authorize professional services from Teague, Nall & Perkins to provide a drainage study and recommend solutions for the drainage area along and downstream of Inverness Drive and provide capital improvement plans for bank erosion along Skyline Creek in Trophy Club (W. Carroll). Town Manager Wade Carroll stated that the Town has found some good information on Skyline Creek and he wants to meet with staff and Frieze and Nichols to discuss this area first. He pulled the Agreement for the Skyline Creek Drainage Study from consideration. Mayor Pro Tem Lamont made a motion to approve the agreement with Teague, Nall & Perkins for the Inverness Drainage Shed Study not to exceed $40,000. The motion was seconded by Council Member Beach. The motion passed unanimously 7-0. 12. Future Agenda Items List (W. Carroll). EXECUTIVE SESSION 13. Pursuant to the following designated section of the Texas Government Code, Annotated, Chapter 551 (Texas Open Meetings Act), the Town Council will recess into executive session to discuss the following: a. Section 551.071 Attorney -Client Privilege – Deliberate a possible interlocal Agreement with multiple governmental entities to provide services to Trophy Club citizens. b. Section 551.087 Economic Development Negotiations. 14 3 . Mayor Fleury announced there was no need for Council to go into Executive Session. ADJOURN Mayor Fleury adjourned the meeting at 7:40 pm. Attest: __________________________ __________________________ Anita Otterson, Town Secretary Alicia L. Fleury, Mayor 15 16 17 18 19 20 21 22 23 24 25 26 27 Page 1 of 2 To: Mayor and Town Council From: Tony Jaramillo, Director of Parks and Recreation CC: Wade Carroll, Town Manager Anita Otterson, Town Secretary Re: Community Pool and Splash Pad Renovation Proposal for Architectural Services Town Council Meeting, December 13, 2022 Agenda Item: Consider and take appropriate action authorizing an agreement between the Town of Trophy Club and HALFF Associates, Inc. for architectural services in a not to exceed amount of $404,500 for the community pool and splash pad renovation project. Strategic Link: Nature and Beautification: Maintain town assets, services, and codes of ordinances that preserve the natural beauty of the Town. Background and Explanation: At the November 8, 2022, council meeting, Town Council approved the community pool and splash pad capital improvement project with a not to exceed amount of $4,000,000. The renovation project will consist of two (2) phases, phase one (1) will be completed before the 2023 pool season and phase two (2) will be completed prior to the 2024 pool season. Staff is requesting the approval of HALFF Associates, Inc. proposal to provide professional services for the community pool and splash pad renovation project. Financial Considerations: Funding for this project was allocated as part of the Certificates of Obligation, Series 2021 bonds issued to the Town. This project was presented to council as part of the CIP plan presented at the July 26, 2022, council meeting. Legal Review: The Town Attorney has reviewed and approved all documents 28 Page 2 of 2 Board/Commission/ or Committee Recommendation: Staff presented the capital improvement project to the Parks and Recreation Board on October 17, 2022; the Board approved the project as presented and provided direction to staff to present the project to the Town Council. Staff Recommendation: Staff recommends approval of the HALFF Associates, Inc. proposal as presented for an amount not to exceed $404,500. Attachments: •HALFF Associates, Inc. Proposal for Landscape Architectural Services 29   Agreement For Professional Services (Public Client‐Scope of Services) ‐ Page 1 of 5                   _____________/________________  Revised 27 October 2022    Client Initial / Date   AGREEMENT FOR PROFESSIONAL LANDSCAPE ARCHITECTURAL SERVICES ON A DEFINED SCOPE OF SERVICES BASIS This Agreement for Professional Landscape Architectural Services (“Agreement”) is entered into by the Town of Trophy Club a Home Rule City of the State of Texas (“Client”), duly authorized to act by the Town Manager of said Client, and HALFF ASSOCIATES, INC., a Texas corporation, acting through a duly authorized officer (“Landscape Architect”), relative to Landscape Architect providing professional landscape architectural services to Client. Client and Landscape Architect may be collectively referred to as the “Parties” or individually as a “Party”. W I T N E S S E T H: For the mutual promises and benefits herein described, Client and Landscape Architect agree as follows: I. TERM OF AGREEMENT. This Agreement shall become effective on the date of its execution by both Parties and shall continue in effect thereafter until terminated as provided herein. II. SERVICES TO BE PERFORMED BY LANDSCAPE ARCHITECT. Landscape Architect shall provide to Client basic landscape architectural services as described in the Scope of Services attachment and fully incorporated herein as “Exhibit A” which services may include, but will not be limited to, those services normally rendered by a Landscape Architect to a Home Rule City. Landscape Architect shall perform its obligations under this Agreement as an independent contractor and not as an agent or fiduciary of any other party. III. COMPENSATION. Client agrees to pay monthly invoices or their undisputed portions within thirty (30) calendar days of receipt. Payment later than thirty (30) calendar days shall include interest at one percent (1%) per month or lesser maximum enforceable interest rate, from the date Client received the invoice until the date Landscape Architect receives payment. Such interest is due and payable when the overdue payment is made. It is understood and agreed by the Parties that Landscape Architect’s receipt of payment(s) from Client is not contingent upon Client’s receipt of payment, funding, reimbursement, or any other remuneration from others. Time-related charges will be billed as specified in this Agreement. Unless stated otherwise in this Agreement, direct expenses, subcontracted services, and direct costs will be billed at actual cost plus a service charge of ten percent (10%). Mileage will be billed at current IRS rates. IV. CLIENT’S OBLIGATIONS. Client agrees that it will (i) designate a specific person to act as Client’s representative, (ii) provide Landscape Architect with any previous studies, reports, data, budget constraints, special Client requirements, or other pertinent information known to Client, when necessitated by a project, (iii) provide site access, and to provide those services described in the attached Scope of Services, assist Landscape Architect in obtaining access to property necessary for performance of Landscape Architect’s work for Client, (iv) make prompt payments in response to Landscape Architect’s statements and (v) respond in a timely manner to requests from Landscape Architect. Landscape Architect is entitled to rely upon and use, without independent verification and without liability, all information and services provided by Client or Client’s representatives. V. TERMINATION OF WORK. Either Client or Landscape Architect may terminate this Agreement at any time with or without cause upon giving the other Party ten (10) calendar days’ prior written notice. Client agrees that termination of Landscape Architect for Client’s convenience shall only be utilized in good faith and shall not be utilized if either the purpose or the result of such termination is the performance of all or part of Landscape Architect’s services under this Agreement by Client or by another service provider. Following Landscape Architect’s receipt of such termination notice Client shall, within ten (10) calendar days of Client’s receipt of Landscape Architect’s final invoice, pay Landscape Architect for all services rendered and all costs incurred up to the date of Landscape Architect’s receipt of such notice of termination. VI. OWNERSHIP OF DOCUMENTS. Upon Landscape Architect’s completion of services and receipt of payment in full, Landscape Architect shall grant to Client a non-exclusive license to possess the final drawings and instruments produced in connection with Landscape Architect’s performance of the work under this Agreement, if any. Said drawings and instruments may be copied, duplicated, reproduced, and used by Client for the purpose of constructing, operating, and maintaining the improvements. Client agrees that such documents are not intended or represented to 30   Agreement For Professional Services (Public Client‐Scope of Services) ‐ Page 2 of 5                   _____________/________________  Revised 27 October 2022    Client Initial / Date be suitable for reuse by Client or others for purposes outside the Scope of Services of this Agreement. Notwithstanding the foregoing, Client understands and agrees that any and all computer programs, GIS applications, proprietary data or processes, and certain other items related to the services performable under this Agreement are and shall remain the sole and exclusive property of Landscape Architect and may not be used or reused, in any form, by Client without the express written authorization of Landscape Architect. Client agrees that any reuse by Client, or by those who obtain said information from or through Client, without written verification or adaptation by Landscape Architect will be at Client’s sole risk and without liability or legal exposure to Landscape Architect or to Landscape Architect’s employees, agents, representatives, officers, directors, affiliates, shareholders, owners, members, managers, attorneys, subsidiary entities, advisors, subconsultants or independent contractors or associates. Landscape Architect may reuse all drawings, reports, data, and other information developed in performing the services described by this Agreement in Landscape Architect’s other activities. Under no circumstances shall delivery of electronic files for use by Client be deemed a sale by Landscape Architect, and Landscape Architect makes no warranties, either express or implied, of merchantability or fitness for any particular purpose. In no event shall Landscape Architect be liable for any damages, including but not limited to indirect or consequential damages, as a result of Client’s unauthorized use or reuse of the electronic files. Client is aware that differences may exist between the electronic files delivered and the printed hard-copy original documents. In the event of a conflict between the signed original documents prepared by Landscape Architect and any electronic or other files or data provided, it is understood and agreed that the original signed or sealed hard-copy documents shall govern. VII. NOTICES. Any notices to be given hereunder by either Party to the other may be affected either by personal delivery, in writing, or by registered or certified mail. VIII. SOLE PARTIES AND ENTIRE AGREEMENT. This Agreement shall not create any rights or benefits to anyone except Client and Landscape Architect and contains the entire Agreement between the Parties. Oral modifications to this Agreement shall have no force or effect. IX. INSURANCE. Landscape Architect shall, at its own expense, purchase, maintain and keep in force throughout the duration of this Agreement and for a period of four (4) years thereafter, professional liability insurance. The limits of liability shall be $2,000,000 per claim and in the aggregate. Landscape Architect shall submit to Client a certificate of insurance prior to commencing any work for Client. X. PROMPT PERFORMANCE BY LANDSCAPE ARCHITECT. All services provided by Landscape Architect hereunder shall be performed in accordance with the degree of care and skill ordinarily exercised under similar circumstances by competent members of the landscape architecture profession in the State of Texas applicable to such landscape architectural services contemplated by this Agreement. XI. CLIENT OBJECTION TO PERSONNEL. If at any time after entering into this Agreement Client has any reasonable objection to any of Landscape Architect’s personnel, or any personnel, professionals and/or consultants retained by Landscape Architect, Landscape Architect shall promptly propose substitutes to whom Client has no reasonable objection, and Landscape Architect’s compensation shall be equitably adjusted to reflect any difference in Landscape Architect’s costs occasioned by such substitution. XII. ASSIGNMENT. This Agreement is binding on the heirs, successors, and assigns of the Parties hereto. Neither this Agreement, nor any claims, rights, obligations, suits, or duties associated hereto, shall be assigned or assignable by either Client or Landscape Architect without the prior written consent of the other Party. Further, nothing under this Agreement shall be construed to give any rights or benefits in this Agreement to anyone other than Landscape Architect and Client and all duties and responsibilities undertaken pursuant to this Agreement will be for the sole benefit of Landscape Architect and Client and not for the benefit of any other party (no third party beneficiaries). XIII. JURISDICTION AND VENUE. This Agreement shall be administered under the substantive laws of the State of Texas (and not its conflicts of law principles) which shall be used to govern all matters arising out of, or relating to, this Agreement and all of the transactions it contemplates, including without limitation, its validity, interpretation, construction, performance and enforcement. Exclusive venue shall lie in any court of competent jurisdiction in Denton County, Texas. XIV. INTEGRATION, MERGER AND SEVERABILITY. This Agreement and the Scope of Services, including fee and schedule are fully incorporated herein and represent the entire understanding of Client and Landscape Architect. No prior oral or written understanding shall be of any force or effect with respect to those matters covered herein. The 31   Agreement For Professional Services (Public Client‐Scope of Services) ‐ Page 3 of 5                   _____________/________________  Revised 27 October 2022    Client Initial / Date Agreement may not be modified or altered except in writing signed by both Parties. This Agreement constitutes, represents and is intended by the Parties to be the complete and final statement and expression of all the terms and arrangements between the Parties to this Agreement with respect to the matters provided for in this Agreement. This Agreement supersedes any and all prior or contemporaneous agreements, understandings, negotiations, and discussions between the Parties and all such matters are merged into this Agreement. Should any one or more of the provisions contained in this Agreement be determined by a court of competent jurisdiction or by legislative pronouncement to be void, invalid, illegal, or unenforceable in any respect, such voiding, invalidity, illegality, or unenforceability shall not affect any other provision hereof, and this Agreement shall be considered as if the entirety of such void, invalid, illegal, or unenforceable provision had never been contained in this Agreement. XV. EXCLUSIVITY OF REMEDIES. The Parties acknowledge and agree that the remedies set forth in this Agreement (Agreed Remedies) are and shall remain the Parties’ sole and exclusive remedy with respect to any claim arising from, or out of, or related to, the subject matter of this Agreement. The Parties agree that Landscape Architect is to have no liability or responsibility whatsoever to Client for any claim(s) or loss(es) of any nature, except as set forth in this Agreement. No Party shall be able to avoid the limitations expressly set forth in this Agreement by electing to pursue some other remedy. XVI. TIMELINESS OF PERFORMANCE. Landscape Architect shall perform its professional services with due and reasonable diligence consistent with sound professional practices. XVII. DISPUTE RESOLUTION. In the event of any disagreement or conflict concerning the interpretation of this Agreement, and such disagreement cannot be resolved by the signatories hereto, the signatories agree to schedule a series of no less than two (2) meetings of senior personnel of Client and Landscape Architect in which the disagreement or conflict will be discussed. The first of such meetings will be scheduled as soon as possible following identification of such disagreement or conflict and the second meeting must occur within thirty (30) calendar days following the initial meeting. Subsequent meetings, if any, may be scheduled upon mutual agreement of the Parties. The Parties agree that these two (2) meetings are conditions precedent to the institution of legal proceedings unless such meetings will adversely affect the rights of one or more of the Parties as such rights relate to statutes of limitation or repose. XVIII. PROJECT ENHANCEMENT/BETTERMENT. IF A COMPONENT OF CLIENT’S PROJECT IS OMITTED FROM LANDSCAPE ARCHITECT’S CONTRACT DOCUMENTS DUE TO THE BREACH OF CONTRACT OR NEGLIGENCE OF LANDSCAPE ARCHITECT, LANDSCAPE ARCHITECT WILL NOT BE LIABLE TO CLIENT TO THE EXTENT OF ANY BETTERMENT OR ADDED VALUE TO THE PROJECT. SPECIFICALLY, CLIENT WILL BE RESPONSIBLE FOR THE AMOUNT IT WOULD HAVE PAID TO THE CONSTRUCTION CONTRACTOR (OR SUPPLIER OR SUBCONTRACTOR OR OTHER) FOR THE COMPONENT AS IF SUCH HAD BEEN INCLUDED IN LANDSCAPE ARCHITECT’S CONTRACT DOCUMENTS. NOTWITHSTANDING THE FOREGOING, LANDSCAPE ARCHITECT WILL BE RESPONSIBLE, IF AT ALL, TO THE EXTENT REASONABLE AND NECESSARY TO PLACE CLIENT IN THE SAME POSITION IT WOULD HAVE BEEN BUT FOR SUCH BREACH OR NEGLIGENCE, FOR THE REASONABLE (I) RETROFIT EXPENSE, (II) WASTE, OR (III) INTERVENING INCREASE IN THE COST OF THE COMPONENT FURNISHED THROUGH A CHANGE ORDER FROM THE CONTRACTOR. TO THE EXTENT THAT THE CONTRACTOR PROVIDED UNIT PRICING, CLIENT UNDERSTANDS AND AGREES THAT THE ISSUE OF INTERVENING UNIT COST INCREASES WOULD ONLY BE APPLICABLE TO NEWLY IDENTIFIED ITEMS, NOT INCREASES IN QUANTITY OF EXISTING ITEMS. IF IT IS NECESSARY TO REPLACE A COMPONENT OF THE PROJECT DUE TO THE BREACH OF CONTRACT OR NEGLIGENCE OF LANDSCAPE ARCHITECT, LANDSCAPE ARCHITECT WILL NOT BE LIABLE TO CLIENT FOR THE ENHANCEMENT OR UPGRADE OF THE COMPONENT BEYOND THAT ORIGINALLY INCLUDED IN THE CONTRACT DOCUMENTS. IN ADDITION, IF THE COMPONENT HAS AN IDENTIFIABLE USEFUL LIFE THAT IS LESS THAN THE SYSTEM/STRUCTURE/IMPROVEMENT ITSELF, THE DAMAGES OF THE OWNER SHALL BE REDUCED TO THE EXTENT THAT THE USEFUL LIFE OF THE COMPONENT WILL BE EXTENDED BY THE REPLACEMENT THEREOF. SHOULD THERE BE AN ALLEGATION OF ERROR, NEGLIGENCE, BREACH OR OTHER DEFICIENCY IN THE SERVICES OF LANDSCAPE ARCHITECT OR ANY OF ITS CONSULTANTS, AND SHOULD SUCH ALLEGATION RELATE TO A CONDITION, COMPONENT, OR ITEM IN THE SERVICES OR THE PROJECT THAT IS ALLEGED OR OTHERWISE CLAIMED TO BE INACCURATE OR OMITTED FROM LANDSCAPE ARCHITECT’S DRAWINGS, INSTRUMENTS OR OTHER DOCUMENTS PREPARED UNDER THIS AGREEMENT, IT IS UNDERSTOOD AND AGREED BY ALL PARTIES THAT LANDSCAPE ARCHITECT AND ITS CONSULTANT’S LIABILITY, IF ANY, SHALL EXCLUDE ANY AND ALL DAMAGES, COSTS, OR EXPENSES THAT CREATE OR RESULT IN ADDED VALUE, 32   Agreement For Professional Services (Public Client‐Scope of Services) ‐ Page 4 of 5                   _____________/________________  Revised 27 October 2022    Client Initial / Date UPGRADE, BETTERMENT OR ENHANCEMENT OF THE PROJECT AS SUCH RELATE TO THE INACCURATE OR OMITTED CONDITION, COMPONENT, OR ITEM AS ORIGINALLY DESIGNED. XIX. AGREED REMEDIES A. IT IS THE INTENT OF THE PARTIES TO THIS AGREEMENT THAT LANDSCAPE ARCHITECT'S SERVICES UNDER THIS AGREEMENT SHALL NOT SUBJECT LANDSCAPE ARCHITECT'S INDIVIDUAL EMPLOYEES, OFFICERS OR DIRECTORS TO ANY PERSONAL LEGAL EXPOSURE FOR CLAIMS AND RISKS ASSOCIATED WITH THE SERVICES THAT ARE EITHER PERFORMED OR PERFORMABLE UNDER THIS AGREEMENT. FOR PROJECTS/SERVICES PERFORMED IN FLORIDA OR PURSUANT TO FLORIDA LAW, FLORIDA STATUTE 558.0035 STATES THAT AN INDIVIDUAL EMPLOYEE OR AGENT MAY NOT BE HELD INDIVIDUALLY LIABLE FOR NEGLIGENCE. B. IN RECOGNITION OF THE RELATIVE RISKS AND BENEFITS OF THE PROJECT TO BOTH CLIENT AND LANDSCAPE ARCHITECT AND ACKNOWLEDGING THAT THE ALLOCATION OF RISKS AND LIMITATIONS OF REMEDIES ARE BUSINESS UNDERSTANDINGS BETWEEN THE PARTIES AND THESE RISKS AND REMEDIES SHALL APPLY TO ALL POSSIBLE LEGAL THEORIES OF RECOVERY, CLIENT AGREES, TO THE FULLEST EXTENT PERMITTED BY LAW, AND NOTWITHSTANDING ANY OTHER PROVISIONS OF THIS AGREEMENT OR ANY REFERENCE TO INSURANCE OR THE EXISTENCE OF APPLICABLE INSURANCE COVERAGE, THAT THE TOTAL LIABILITY, IN THE AGGREGATE, OF LANDSCAPE ARCHITECT AND LANDSCAPE ARCHITECT'S OFFICERS, DIRECTORS, EMPLOYEES, AGENTS, AND SUBCONSULTANTS TO CLIENT OR TO ANYONE CLAIMING BY, THROUGH OR UNDER CLIENT, FOR ANY AND ALL CLAIMS, LOSSES, COSTS OR DAMAGES WHATSOEVER ARISING OUT OF, RESULTING FROM, OR IN ANY WAY RELATED TO, THE SERVICES UNDER THIS AGREEMENT FROM ANY CAUSE OR CAUSES OF LANDSCAPE ARCHITECT OR LANDSCAPE ARCHITECT'S OFFICERS, DIRECTORS, EMPLOYEES, AGENTS, AND SUBCONSULTANTS, SHALL NOT EXCEED LANDSCAPE ARCHITECT'S FEE RECEIVED FOR THE SERVICES PERFORMED, ADJUSTED DOWNWARD TO ACCOUNT FOR SUBCONSULTANT/SUBCONTRACTOR FEES INCURRED AND REIMBURSABLE EXPENSES UNDER THIS AGREEMENT OR $50,000, WHICHEVER IS LOWER. INCREASED LIMITS MAY BE NEGOTIATED FOR AN ADDITIONAL FEE. C. NOTWITHSTANDING ANY OTHER PROVISION OF THE AGREEMENT, LANDSCAPE ARCHITECT SHALL HAVE NO LIABILITY TO CLIENT FOR CONTINGENT, CONSEQUENTIAL OR OTHER INDIRECT DAMAGES INCLUDING, WITHOUT LIMITATION, DAMAGES FOR LOSS OF USE, REVENUE OR PROFIT; OPERATING COSTS AND FACILITY DOWNTIME; OR OTHER SIMILAR BUSINESS INTERRUPTION LOSSES, HOWEVER, THE SAME MAY BE CAUSED. D. CLIENT MAY NOT ASSERT ANY CLAIM AGAINST LANDSCAPE ARCHITECT AFTER THE SHORTER OF (1) THREE (3) YEARS FROM SUBSTANTIAL COMPLETION OF SERVICES GIVING RISE TO THE CLAIM, OR (2) THE STATUTE OF LIMITATION PROVIDED BY LAW. E. IT IS UNDERSTOOD AND AGREED BY BOTH PARTIES TO THIS AGREEMENT THAT THE FIRST TEN DOLLARS ($10.00) OF REMUNERATION PAID TO LANDSCAPE ARCHITECT UNDER THIS AGREEMENT SHALL BE IN CONSIDERATION FOR INDEMNITY/INDEMNIFICATION PROVIDED FOR IN THIS AGREEMENT. XX. WAIVER. Any failure by Landscape Architect to require strict compliance with any provision of this Agreement shall not be construed as a waiver of such provision, and Landscape Architect may subsequently require strict compliance at any time, notwithstanding any prior failure to do so. XXI. SIGNATORIES. Client and Landscape Architect mutually warrant and represent that the representation of each who is executing this Agreement on behalf of Client or Landscape Architect, respectively, has full authority to execute this Agreement and bind the entity so represented. [SIGNATURE PAGE TO FOLLOW]   33   Agreement For Professional Services (Public Client‐Scope of Services) ‐ Page 5 of 5                   _____________/________________  Revised 27 October 2022    Client Initial / Date IN WITNESS WHEREOF, the Parties, having read and understood this Agreement, have executed such in duplicate copies, each of which shall have full dignity and force as an original, on the _____ day of _______________________, 20___. HALFF ASSOCIATES, INC. CLIENT: TOWN OF TROPHY CLUB, Texas By: By: Signature Signature Printed Name Printed Name Title Title Date Date 34     Trophy Club Community Pool and Splash Pad Renovation    Page 1  December 5, 2022 AVO P53048.001 Mr. Tony Jaramillo – Director of Parks and Recreation Town of Trophy Club 1 Trophy Wood Drive Trophy Club, TX 76262 Re: Proposal for Landscape Architectural Services Trophy Club Community Pool and Splash Pad Renovation Agreement between CLIENT and LANDSCAPE ARCHITECT Dear Tony: Halff Associates Inc. is pleased to submit the following scope and fee proposal to provide professional services for the Trophy Club Community Pool and Splash Pad Renovation for the Town of Trophy Club, Texas. Sub-consultants joining the Halff team for this project will be Counsilman Hunsaker Inc. for aquatic consulting services, LBL Architects for architectural, MEP and structural engineering services and CMJ Engineering for geotechnical engineering. We proposed the following services as described in the Scope of Services (Attachment A). We appreciate the opportunity to submit our proposal for this project. Please feel free to contact me at (817) 764-7447 or at kwilson@halff.com if you have any questions or comments regarding this proposal. Sincerely, HALFF ASSOCIATES, INC. Kirk Wilson, PLA Team Leader, Director of Landscape Architecture, Ft. Worth 35     Trophy Club Community Pool and Splash Pad Renovation    Page 2  ATTACHMENT A TROPHY CLUB COMMUNITY POOL AND SPLASH PAD RENOVATION PROFESSIONAL SERVICES PURPOSE Halff Associates (CONSULTANT) shall provide professional services for the Trophy Club Community Pool and Splash pad Renovation (PROJECT) for the Town of Trophy Club (CLIENT).   ASSUMPTIONS This scope of services for this proposal has been prepared using the following assumptions as a basis for its preparation: 1. The CLIENT will provide the CONSULTANT with CAD files for the original design of the community pool and the splash pad. 2. The project budget is $4,000,000. 3. This scope and fee proposal is based on the site plan and the budget estimate approved by the Town Council. 4. The project will be divided into two (02) phases for design and construction. 5. The following construction items will be done via the Buy Board:  Pump enclosure mechanical equipment improvements  Splash pad slide and leak renovation  Slide tower and plunge pool  Pump enclosure roof covers All remaining construction will use a design / bid / build contract delivery method. SCOPE OF SERVICES As follows are the task items associated with the anticipated scope of services: GENERAL DESCRIPTION: CONSULTANT will provide the following professional services:  Preparation of construction drawings for the following improvements: a. Pump room upgrades: i. Pool equipment ii. Roof coverings iii. Chemical storage room extensions b. Existing building upgrades: i. Restroom renovations ii. Front entry improvements iii. Exterior improvements (converting alcoves to locker storage) 36     Trophy Club Community Pool and Splash Pad Renovation    Page 3  iv. Interior renovations to custodian closet, electrical room, lifeguard room, ticketing office, guard breakroom and concession room c. Site improvements: i. Fence modifications at party room ii. Additional paving at party room iii. Paving modifications at the slide tower and plunge pool d. Party room with covered porch e. Pool and Splash pad improvements i. Deck and leak repair at Splash Pad ii. Feature upgrade and replacement at Splash Pad iii. Slide tower and plunge pool at existing Tot Pool  Bidding and construction services associated with the proposed improvements listed above.  This project will be divided into two phases that include: i. Phase One – design and construction of the existing restroom improvements, pump enclosure mechanical and piping renovations, pump enclosure covers and pump enclosure chemical rooms. ii. Phase Two – design and construction of the party room, splash pad modifications, pavilion and the remainder of the existing building interior and exterior upgrades. TASK 1 – PROJECT MANAGEMENT Communications and Reporting: CONSULTANT will provide monthly reports to the CLIENT that describe current progress, identify outstanding issues and/or items of future concern. The reports will be in 8.5”x11” format and submitted electronically to the CLIENT for their use and distribution. Coordination/Project Kick-off Meeting: CONSULTANT will organize one (01) coordination/project kick-off meeting with the CLIENT to confirm the projects goals and objectives and project schedule. Notes will be taken by the CONSULTANT at this meeting to record items discussed and decisions made and will be delivered in digital format to the CLIENT. Park Board and Town Council Presentations: CONSULTANT will make no more than four (04) presentations to the Park Board and the Town Council during the course of project design and construction. A power point presentation will be prepared for these presentations to Illustrate current project progress. Notes will be taken by the CONSULTANT at these presentations to record items discussed and decisions made and will be delivered in digital format to the CLIENT. Design Review Meetings: CONSULTANT will conduct design submittal review meetings with the CLIENT to discuss the PROJECT progress at the submittal milestones identified below. All design submittal review meetings will be held at a location to be determined by the CLIENT. Notes will be taken by the 37     Trophy Club Community Pool and Splash Pad Renovation    Page 4  CONSULTANT at these meetings to record items discussed and decisions made and will be delivered to the CLIENT. The submittal milestones are as follows  Schematic Design- One (01) meeting,  60% Design – One (01) meeting,  90% Design – One (01) meeting, and  Final Design – One (01) meeting. Deliverables: CONSULTANT will provide the CLIENT with the following deliverables:  PDF digital copies of the monthly progress reports.  PDF digital copy of the kickoff meeting notes.  PDF digital copies of the Park Board and Town Council power point presentations.  PDF digital copies of the Park Board and Town Council presentation notes.  PDF digital copies of the Design Review meeting notes. TASK 2 – SURVEYING SERVICES Topographic Survey: A licensed surveyor will perform detailed topographical surveying for the area within the pool and splash pad fence. The survey will be based on Texas State Plane Coordinate System 4202 North Central Texas datum. The survey will include the following:  Horizontal and Vertical control points established such that all points of construction are within five hundred (500’) feet of a control point.  Ground surface contours at an interval of one (1’) foot supplemented by appropriate spot elevations accurate to 0.1-foot elevation.  Existing trees six (6”) inches in caliper or larger will be tied, with caliper size and tree species indicated and tagged.  Existing surface utility appurtenances will be identified, along with other visible surface features and existing improvements.  Existing underground utilities will be shown according to the best available information (based on field ties of visible surface appurtenances and Trophy Club Community Pool and Splash Pad record drawings). The surveyor and landscape architect cannot certify the accuracy or completeness of the record documents used to locate the existing underground utilities. Deliverables: Deliverables provided by the CONSULTANT to the CLIENT shall include the following:  PDF electronic copy of the topographic survey. 38     Trophy Club Community Pool and Splash Pad Renovation    Page 5  TASK 3 – GEOTECHNICAL SERVICES Subsurface Drilling: Drillers and technicians will evaluate subsurface conditions with three (03) sample borings based on the following field program.  Three (03) borings drilled to depths of thirty-five to forty (35 to 40) feet or extend at least five (05) feet into bedrock. Geotechnical Report: A geotechnical report will be prepared to present the results of the field and laboratory testing together with an analysis of the results and provide recommendations. The report will address the following:  General soil and ground-water conditions.  Recommendations for foundation type, depth and allowable loading.  Minimum penetration of piers to resist uplift (if required).  Foundation construction requirements.  Earthwork recommendations, and  Guidelines for pavement and plunge pool design. Deliverables: Deliverables provided by the CONSULTANT to the CLIENT shall include the following:  One (01) 8.5”x11” printed copy and a digital PDF copy of the geotechnical report. TASK 4 – BASE PLAN Base Plan: CONSULTANT will prepare a base plan using the digital CAD files provided by the CLIENT combined with the topographic survey. This base plan will be used as a base for the design for the proposed improvements. Deliverables: CONSULTANT will provide the CLIENT with the following deliverables:  Digital PDF copy of the base plan in a twenty-two (22”) inch by thirty four (34”) inch format. TASK 5 - CONSTRUCTION DOCUMENTS Construction Document Preparation: Based upon the CLIENT approved scope of proposed improvements, CONSULTANT shall prepare Schematic (30%), 60%, 90% and Final construction documents for approval by the CLIENT. CONSULTANT shall prepare each submittal for review and comment. CONSULTANT will provide the following drawings and deliverables: 39     Trophy Club Community Pool and Splash Pad Renovation    Page 6  A. Existing Conditions and Demolition Plan – CONSULTANT will prepare a demolition plan that identifies existing site features and vegetation that will be removed and preserved for the project in conjunction with the proposed layout. B. Layout Plan – CONSULTANT will prepare a construction layout plan that ties down the location of proposed improvements. C. Grading Plan – CONSULTANT will prepare a grading plan for the area around the party room, the pavilion and the slide / plunge pool. The grading plan will show existing and proposed contour lines and spot grades as required. D. Erosion Control Plan – CONSULTANT will prepare an erosion control plan in conjunction with the construction of the party room, pavilion and the slide / plunge pool. This task is for the preparation of design drawings and associated details only. CONSULTANT will utilize the most current TCEQ and Town of Trophy Club requirements for the design of silt fence and construction entrance as required. E. Landscape Plan – CONSULTANT will prepare a landscape plan that mitigates for areas of existing turf and landscaping impacted by proposed construction. F. Irrigation Plan – CONSULTANT will prepare an irrigation plan that modifies the existing irrigation system to accommodate new construction. Notes and legends will be included as well. G. Utility Plans – CONSULTANT will prepare utility plans to extend water and sewer service to the party room. H. Storm Drainage Plans – CONSULTANT will prepare the followings storm drainage plans:  Overall existing and proposed condition drainage area maps. The drainage area maps will delineate drainage areas and storm drainage runoff data for the site.  Storm drain plan that connects deck drains at the slide tower and plunge pool and down spouts at the party room to the existing storm drain system. I. Architectural Plans – CONSULTANT will prepare architectural plans, elevations, sections, etc. for the party room and the items of renovation associated with the existing building. Architectural plans will be prepared for the following improvements:  Party Room o Restrooms o Storage o Mechanical and Electrical Room 40     Trophy Club Community Pool and Splash Pad Renovation    Page 7  o Janitors Closet o Limited Food Preparation Area o Open space for parties o Covered Porch  Existing Restroom Upgrades  Existing Building Exterior upgrades (converting alcoves to lockers and front entry improvements)  Existing Building Concession Room upgrades  Existing Building Custodian Closet, Electrical Room and Lifeguard Room upgrades  Chemical Storage Enclosures   J. MEP Plans – CONSULTANT will prepare mechanical, electrical and plumbing plans for the party room and items of renovation in the existing building. MEP plans will also include extending electrical service to the party room, site lighting at the new slide tower and plunge pool and verifying that the electrical service to the pool equipment enclosures is adequate for the upgraded pool equipment. K. Structural Plans – CONSULTANT will prepare structural plans for the party room, chemical storage enclosures and the existing building renovations. Structural engineering shall include design of foundations, load bearing walls, roof framing, etc. L. Aquatic Design Plans – CONSULTANT will prepare aquatic design plans for the following items:  Slide tower  Plunge pool  Pump enclosure mechanical equipment and piping upgrades  Leak repair at the splash pad  Slide replacement at the splash pad   M. Details Sheets – CONSULTANT will prepare details for all proposed improvements. N. Technical Specifications – CONSULTANT will prepare technical specifications. Specifications will be submitted at the 90% and Final submittal milestones. O. Bid Documents – CONSULTANT will prepare bid documents including advertisement to bid, invitation to bid, bid form, general and special conditions, bond forms and other documents that may be required by the CLEINT. P. Opinion of Probable Construction Cost – CONSULTANT will prepare an opinion of probable construction cost at each construction document submittal milestone utilizing industry available unit prices and current bid tabulations for similar projects. 41     Trophy Club Community Pool and Splash Pad Renovation    Page 8  Design Review: Construction documents will be submitted to the CLIENT for review at the completion of 30%, 60%, 90% and Final design. A design review meeting will be held upon the completion of CLIENT review to discuss review comments. Notes will be prepared by the CONSULTANT to record the items discussed and decisions made at these design review meetings. Refer to Task 1. Deliverables: Deliverables provided by the CONSULTANT to the CLIENT shall include the following:  A hard copy and a digital PDF copy of the 30%, 60%, 90% and Final Construction Documents.  A digital PDF copy of the opinion of probable construction cost.  Digital PDF copy of the design review meeting notes.  Digital PDF copy of the technical specification to be delivered with the 90% and final review documents. TASK 6 – ACCESSIBILITY REVIEW Accessibility Review: CONSULTANT will register the project with the Texas Department of Licensing and Regulation and will submit drawings and specifications to a third-party registered accessibility specialist (RAS) for accessibility review. CONSULTANT will adjust the construction documents based on comments received as needed. Cost for these adjustments are included as part of the base scope of services.  Review and inspection fees, payable to the RAS, will be paid by the CONSULTANT and delivered with the construction documents to the RAS. The cost for the review and inspection fees, the printing of plans and specifications and shipping will be a reimbursable expense as defined herein. Accessibility Inspection: CONSULTANT will coordinate and accompany the third-party registered accessibility specialist (RAS) on the accessibility inspection once construction is complete. Deliverables: Deliverables provided by the CONSULTANT to the CLIENT shall include the following:  Digital PDF copy of the registration forms and the accessibility review specialist review comments. TASK 8 - BIDDING SERVICES CONSULTANT will provide the following bidding services on an hourly rate not to exceed basis: 42     Trophy Club Community Pool and Splash Pad Renovation    Page 9  Buy Board Project Delivery: CONSULTANT will provide the following bidding services associated with the Buy Board project delivery approach. Anticipate two (2) separate Buy Board vendors (pool equipment and construction and shade covers and pavilion):  Organize a pre-proposal meeting with Town staff and Buy Board vendors to discuss expectations, schedule and deliverables. Notes will be taken to record items discussed at this meeting and will be delivered to the CLIENT.  Prepare bid documents for digital distribution to the Buy Board vendors. The bid documents will consist of digital PDF copies of the plans and specifications.  Assist the CLIENT during the bidding process by addressing technical questions and bidder inquiries. CONSULTANT will prepare addenda for issuance to the Buy Board vendors. Addendums will be added to the construction documents and the construction documents reissued as “Issued for Construction” documents.  Review vendor proposals and make recommendation to the CLIENT on whether to accept, reject and modify the vendor proposals.  Coordinate with the Trophy Club purchasing department. Design / Bid / Build Project Delivery:   CONSULTANT will provide the following bidding services associated with the Design/Bid/Build project delivery approach:   Organize and attend a pre-bid meeting to describe the project design and expectations to prospective bidders. Notes will be taken to record items discussed at this meeting and will be delivered to the CLIENT.  Prepare bid documents for digital distribution. The bid set will consist of digital PDF copies of the plans and specifications.  Assist the CLIENT during the bidding process by addressing technical questions and bidder inquiries. CONSULTANT will prepare addenda for issuance to the bidders. Addendums will be added to the construction documents and the construction documents reissued as “Issued for Construction” documents prior to the start of construction.  Attend the bid opening.  Prepare a bid tabulation accompanied by a letter of recommendation. Deliverables: Deliverables provided by the CONSULTANT to the CLIENT shall include the following:  Digital PDF copy of addendums (if necessary).  Digital PDF copy of the “Issued for Construction” documents.  Digital PDF copy of the pre-bid meeting notes.  Digital PDF copy of the bid tabulation.  Digital PDF copy of the letter of recommendation. 43     Trophy Club Community Pool and Splash Pad Renovation    Page 10  TASK 9 - CONSTRUCTION SERVICES CONSULATANT will provide the following construction related services on an hourly rate basis: Pre-construction conference: Organize and participate in two (02) pre-construction conferences (Buy Board construction and design/bid/build construction) with the CLIENT and CONTRACTORS to outline expectations, establish lines of communication, describe procedures, etc. Notes will be taken by the CONSULTANT to document items discussed during this conference and will be distributed to the CLIENT. Submittal, Shop Drawing and RFI Review: Review and provide written responses to CONTRACTOR submittals, shop drawings and RFI’s. RFI responses will either be in the form of a change order or construction change directive if there is no impact to project budget or schedule. Site Visits: Visit the project site at appropriate intervals to observe the progress and quality of the Work completed by the CONTRACTOR. Such visits and observations are not intended to be an exhaustive check or a detailed inspection of the CONTRACTOR’s work. Observations are to allow the CONSULTANT, or its assigns, as experienced professionals, to become generally familiar with the Work in progress and to determine, in general, if the Work is proceeding in accordance with the Contract Documents. Site visit reports will be prepared by the CONSULTANT to document existing conditions, installed items, construction progress and items discussed during these site visits. Digital PDF copies of these site visit reports will be distributed to the CLIENT no more than five (5) days after the site visit. CONSULTANT will participate in no more than twenty-four (24) site visits during construction. Notify the CLIENT immediately of any emergency conditions or notable occurrences observed while conducting these site visits. CONSULTANT shall not be responsible for any acts or omissions of the CONTRACOR, subcontractor, any entity performing any portions of the Work, or any agents or employees of any of them. CONSULTANT does not guarantee the performance of the CONTRACTOR and shall not be responsible for the CONTRACTOR’s failure to perform its Work in accordance with the Contract Documents or any applicable laws, codes, rules or regulations. Pay Application Review: CONSULTANT will participate in monthly pay application review meetings. Based on the outcome of these meetings the Contractor will complete the pay application and send it to the CONSULTANT for approval. Pay applications, once reviewed, will the delivered to the CLIENT for final approval. During these pay application review meetings, the project schedule, the submittal and RFI log and the on-site record drawing documentation will be reviewed. Anticipate no more than nine (09) pay application review meetings Pre-final and Final Observations: 44     Trophy Club Community Pool and Splash Pad Renovation    Page 11  Conduct a Phase 1 and a separate Phase 2 pre-final observation with the CLIENT to check conformance of the construction with the Contract Documents and to verify the accuracy and completeness of the construction. The CONSULTANT will prepare a punch list that summarizes discrepancies in the conformance of the construction giving a description of the discrepancy, photographic and a geographical description of the discrepancy location. Once discrepancies are corrected, one (01) Phase 1 final observation and one (01) Phase 2 final observation with the CLIENT will be performed to confirm discrepancies were corrected. Any follow-up observations that are required will be considered additional services. Record Drawings: Based on documentation provided by the CONTRACTOR the CONSULTANT will prepare a set of Record Drawings. The CONSULTANT does not guarantee the accuracy of these documents. Deliverables: Deliverables provided by the CONSULTANT to the CLIENT shall include the following:  Digital PDF copies of the pre-construction meeting notes.  Digital PDF copies of site visit reports.  Digital PDF copies of the submittal, RFI and shop drawing responses.  Digital PDF copies of change orders or construction change directives.  Digital PDF copies of the approved pay applications.  Digital PDF copies of the pre-final observation punch list.  Digital PDF copy of the Record Drawings. SCHEDULE We anticipate it will take six (06) months to complete the Phase 1 services which an anticipated construction completion date of May 26, 2023. It will take 13 months to complete Phase 2 services with an anticipated construction completion date of December 29, 2023. BASIS OF COMPENSATION The services described Task 1 through 6 above shall be compensated on a lump sum basis as noted below. Task 7 and 8 shall be compensated on an hourly rate basis. Task 1 - Project management and meetings $23,000.00 Task 2 - Surveying services $8,500.00 Task 3 - Geotechnical services $7,500.00 Task 4 - Base plan $5,000.00 Task 5 - Construction documents $277,000.00 45     Trophy Club Community Pool and Splash Pad Renovation    Page 12  Task 6 - Accessibility review $2,000.00   TOTAL LUMP SUM SERVICES $323,000.00   Task 7 - Bidding services $10,000.00 Task 8 - Construction services $67,000.00   TOTAL HOURLY RATE SERVICES $77,000.00   Direct Cost $4,500.00       Direct Costs shall include, but are not necessarily limited to expenses for supplies, transportation, equipment, travel, communication, printing of plans and specifications, presentation boards, graphic boards, TAS review and inspection fees and similar incidentals. All project related expenses will be billed at cost plus 10%.             46     Trophy Club Community Pool and Splash Pad Renovation    Page 13  ATTACHMENT B AVAILABLE ADDITIONAL SERVICES The following services are not included in the scope or fees for this proposal; but can be provided by the CONSULTANT, subject to negotiation: 1. Any additional work not specifically included in the Proposed Scope of Work will be accomplished as Additional Services. 2. CLIENT generated changes to the design once Construction Document Preparation is beyond sixty percent (60%) complete. Time will be billed at an hourly rate, per a proposal approved by the CLIENT, until the work is at the same level of completion as it was prior to the change. 3. Revisions to the plans requested by the CLIENT after the plans are approved, unless necessitated by discrepancy in the plans. 4. Design of areas outside the limits of the defined project site. 5. Traffic engineering reports or studies. 6. Public meetings or hearings. 7. Additional graphic products. 8. Additional meetings or workshops not identified in the project scope of services. 9. Payment of permit fees, filing fees, pro-rated fees, impact fees, taxes, federal and/or state regulatory agency review fees unless noted in the above scope of services. 10. Printing of additional drawings, specifications and contract documents not identified in the project scope of services. 11. Construction staking. 12. Design/coordination of existing utility relocations or modifications. 13. Negotiations with adjacent property owners. 14. Additional regulatory agency requirements not identified in the proposed scope of services. 15. Technical reports for the following items are excluded from this scope of services: noise, air quality, community impacts, indirect impacts, and cumulative impacts. 16. Effort to obtain right-of-entry from public or private landowners. 17. Platting fees and recording fees required by the Town and/or County. All fees shall be paid by the CLIENT. 18. Analysis and design of improvements to downstream drainage systems. 19. Design of a detention/retention pond. 20. Fire protection services to the pump room are not anticipated to be necessary and are not included. 47 PURCHASE REQUISITION FORM PO Number Date :12/8/2022 Department Parks and Rec. Vendor (Name & Address)Delivery Address Project# HALFF Associatiotes, Inc. 1 Trophy Wood Drive PO Box 678316 Trophy Club, TX 76262 Dallas, Texas 75267-8316 Account Number Description Quantity Unit Amount Total Amount 89-450-83700 Architectural Services for the Community Pool | Splash Pad Renovation $404,500.00 $- $- $- $- $- $- $- Co-op info: Total $404,500.00 Vendor Packet - Active Attachments - Estimate Budget Information - Funding for this project was allocated through a Certificate of Obligation Bond Approval Required By - Town Council Requested by:Approved by: Finance Approved by: The Town of Trophy Club must have a completed Vendor Packet on file before a requisition can be accepted by the Finance Department. 48 Page 1 of 2 To: Mayor and Town Council From: Tony Jaramillo, Director of Parks and Recreation CC: Wade Carroll, Town Manager Anita Otterson, Town Secretary Re: Community Pool Splash Pad Features Refurbishment Town Council Meeting, December 13, 2022 Agenda Item: Consider and take appropriate action regarding a Requisition Request for the procurement of services between the Town of Trophy Club and Airbrush by Kolors in a not to exceed amount of $48,142.01 for refurbishing the existing splash pad features located at the Town’s Community Pool facility. Strategic Link: Nature and Beautification: Maintain Town assets, services, and codes of ordinances that preserve the natural beauty of the Town. Background and Explanation: At the November 8, 2022, council meeting, staff requested approval for the Community Pool renovation project for various renovations and additions to be performed; one of the items involved in the Capital Improvement Project is the refurbishing of the splash pad features onsite. Staff performed the bidding qualifications by requesting four (4) estimates and searched for qualified Historically Underutilized Business’ to refurbish the splash pad features. Airbrush by Kolors was selected for the project as the lowest qualified bidder and will be performing the work on site resulting in a significant amount of savings. The bids are as follows: 49 Page 2 of 2 Contractor Batting Cages Lowest Qualified Bidder 10% Contingency Airbrush by Kolors $43,142.01 ✓$48,142.01 Solid Waterslide, LLC $350,111.00 Poolwerx Corporation No Response DX Group No Response HUB Vendor No Vendors Available Financial Considerations: Funding for this project was allocated as part of the Certificates of Obligation, Series 2021 bonds issued to the Town. This project was presented to council as part of the CIP plan presented at the July 26, 2022, council meeting. Legal Review: Not applicable Board/Commission/ or Committee Recommendation: Staff presented the Capital Improvement project to the Parks and Recreation Board on October 17, 2022; the Board approved the project as presented and provided direction to staff to present the project to the Town Council. Staff Recommendation: Staff recommends the approval of the Community Pool Splash Pad Refurbishment. Attachments: •Airbrush by Kolors Requisitions Request •Airbrush by Kolors Estimate 50 1 / 6 For:Tim Ready (Town Of Trophy Club) tready@trophyclub.org, tjaramillo@trophyclub.org 1 Trophy Wood Dr Roanoke, TX, 76262 (682) 237-2925 Estimate No:30 Date:11/29/2022 Description Quantity Rate Amount 1.0 TREASURE ISLAND “A" 1.1 Prepare surface, paint original color, apply urethane clear top coat ($3,700) 1.2 Remove old repair material and add fiberglass filler on four gray rock cracks ($185) 1.3 Repair two cracked areas on steps ($225) 1.4 Remove old repair material on treasure chest slide, repair and resurface ($265) 1.5 Add slip-resistant material on white center floor ($75) 1.6 Remove steps and readjust to fit closer to feature ($110) 1.7 Primer repaired areas before painting ($150) 1.8 Readjust bolts that are sticking out on slide ($45) 1.9 Spray epoxy primer to 1 ft. high from base around circumference to protect from water chemicals on submerged area ($375) 1.10 Repair holes where palm trees where previously located and airbrush pirate theme artwork ($200) 1 $5,330.00 $5,330.00* 2.0 BROKEN BOAT “B" 2.1 Prepare surface, paint original color, apply urethane clear top coat ($1,300) 2.2. Spray epoxy primer on 1 ft. high from base around circumference to protect from water chemicals on submerged area ($220) 1 $1,520.00 $1,520.00* 4.0 SHIP CANNON “D" 4.1 Prepare surface, paint original color, and apply urethane clear top coat ($675) 1 $675.00 $675.00* Airbrush by Kolors Estimate 3700 Horizon Pl Fort Worth, TX, 76133 (832) 960-2235 airbrushbykolors832@yahoo.com 51 Airbrush by Kolors - Estimate 30 - 11/29/2022 2 / 6 Description Quantity Rate Amount 5.0 ANCHOR AWAY “E" 5.1 Prepare surface, paint original color, and apply urethane clear top coat ($675) 5.2 Spray epoxy primer to 1 ft. high from base around circumference to protect from water chemicals on submerged area ($150) 1 $825.00 $825.00* 6.0 TROPICAL PALM “F" 6.1 Prepare surface area, paint original colors, and apply urethane clear top coat ($900) 6.2 Spray epoxy primer to 2 ft. high from base around circumference to protect from water chemicals on submerged area ($75) 5 $975.00 $4,875.00* 7.0 TREASURE MAP “G" 7.1 Restore surface with filler primer and apply epoxy primer before paint ($150) 7.2 Prepare surface, paint original colors, and apply urethane clear top coat ($250) 1 $400.00 $400.00* 8.0 PETE’S PIRATE “H" 8.1 Prepare surface, paint original colors, and apply urethane clear top coat ($200) 1 $200.00 $200.00* 9.0 LIL’ TREASURE CHEST “J" 9.1 Restore surface with with filler primer and add epoxy coat before paint ($100) 9.2 Prepare surface, paint original colors, and apply urethane clear top coat ($150) 1 $250.00 $250.00* 10.0 DUMPIN BUCCANEER “K" 10.1 Prepare surface, paint original colors, and apply urethane clear top coat ($800) 10.2 Remove and reinstall flags after paint ($100) 10.3 Apply epoxy primer 8 ft. high from base around circumference to protect from water chemicals on submerged area ($220) 1 $1,120.00 $1,120.00* 11.0 PIRATE STERN “L" 11.1 Prepare surface, paint original colors, and apply urethane clear top coat ($600) 11.2 Spray epoxy primer 1 ft. high from base around circumference to protect from water chemicals on submerged area ($125) 1 $725.00 $725.00* 12.0 PIRATE PROW “M" 12.1 Prepare surface, paint original colors, and apply urethane clear top coat ($600) 12.2 Spray epoxy primer 1 ft. high from base around circumference to protect from water chemicals on submerged area ($125) 1 $725.00 $725.00* 52 Airbrush by Kolors - Estimate 30 - 11/29/2022 3 / 6 Description Quantity Rate Amount 13.0 G2 CANNON “N" 13.1 Prepare surface, paint original colors, and apply urethane clear top coat ($150 each) 13.2 Base of cannon surface preparation, paint original colors all the way down, and apply clear urethane top coat ($100 each) 13.3 Spray epoxy primer 2 ft. high from base around circumference to protect from water chemicals on submerged area ($30 each) 6 $280.00 $1,680.00* 14.0 PIRATE’S ARCH “O" 14.1 Prepare surface, paint original colors, paint eye patch on uncovered eye, and apply urethane clear top coat ($2,200) 14.2 Spray epoxy primer 2 ft. high from base around circumference to protect from water chemicals on submerged area ($200) 1 $2,400.00 $2,400.00* 15.0 PIRATE SHIP “P" 15.1 Prepare surface, paint original colors, and apply urethane clear top coat ($4,300) 15.2 Spray epoxy primer to 2 ft. high from base around circumference to protect from water chemicals on submerged area ($475) 1 $4,775.00 $4,775.00* 16.0 STANTON SEA TURTLE “Q" 16.1 Prepare surface, paint original colors, and apply urethane clear top coat ($420) 16.2 Spray epoxy primer to 2 ft. high from base around circumference to protect from water chemicals on submerged area ($100) 1 $520.00 $520.00* 17.0 COWARDLY CLAM “R" 17.1 Prepare surface, mostly paint original colors (except change pink colors to teal colors), and apply urethane clear top coat ($150) 17.2 Restore surface with filler primer and spray epoxy before paint ($100) 1 $250.00 $250.00* 18.0 STEVIE STINGRAY “S" 18.1 Prepare surface, paint original colors, and apply urethane clear top coat ($300) 18.2 Restore surface with filler primer and apply epoxy before paint ($150) 1 $450.00 $450.00* 19.0 TOMMY SEA TURTLE “T" 19.1 Prepare surface, paint original colors, and apply urethane clear top coat ($200) 19.2 Restore surface with filler primer and apply epoxy before paint ($100) 1 $300.00 $300.00* 20.0 CROW’S NEST “W" 20.1 Prepare surface, paint original colors, and apply urethane clear top coat ($600) 20.2 Spray epoxy primer to 2 ft. high from broom base around circumference to protect from water chemicals on submerged area ($50) 1 $650.00 $650.00* 53 Airbrush by Kolors - Estimate 30 - 11/29/2022 4 / 6 Description Quantity Rate Amount 21.0 LITTLE SQWERTS FISH “X" 21.1 Prepare surface, paint original colors, and apply urethane clear top coat ($150 each) 5 $150.00 $750.00* 22.0 LITTLE CANNON “DD" 22.1 Prepare surface, paint original colors, and apply urethane clear top coat ($300) 1 $300.00 $300.00* 23.0 GROUND SPRAYERS 23.1 Prepare surface, paint original colors, airbrush tropical theme, and apply urethane clear top coat ($35 each) ** NOTE: Some bolts may need replacement due to corrosion, the customer will be responsible for the replacement of the bolts, if needed. 19 $35.00 $665.00* 24.0 SUNBELT RENTAL - 34’ ARTICULATING MANLIFT (1 mo rental) 24.1 Rental of a JLG T350 TOW-PRO BOOM LIFT Capacity - Hydraulic Reservoir Maximum Ground Bearing Pressure 23 psi / 1.61 kg/cm2 Machine Weight 3,400 lbs. / 1,542.21 kg 24V DC electric power *** NOTE: This estimate is for a one-month rental of the equipment. Inclement weather or unforeseen circumstances may prevent the completion of the work to be performed in the allotted time and the equipment rental may need to be extended. The current Sunbelt Rental prices are as follows: $345.00 per day $1,150 per additional week $2,400 per month 1 $2,400.00 $2,400.00* 25.0 MATERIALS AND QUANTITIES 25.1 The standard price of materials and quantity is included in this quote. 25.2 matrix edge urethane base coat 25.3 matrix Autoglass Urethane clear coat 25.4 matrix epoxy primer - gray 1 $11,357.01 $11,357.01* *Indicates non-taxable item Payment Instructions A 50% deposit of $21,571.01 is required by 11/29/2022. Subtotal $43,142.01 Total $43,142.01 Total $43,142.01 Deposit due 11/29/2022 $21,571.01 Pay Now 54 Airbrush by Kolors - Estimate 30 - 11/29/2022 5 / 6 Comments COMMON TERMINOLOGY USED THROUGHOUT THIS DOCUMENT a) Prepare surface: Involves sanding the surface area to be painted with various grits of sandpaper until desired smooth finish is acquired. b) Paint: The process of spraying area to be painted with an HVLP Paint Spray Gun and airbrush to give each feature the desired shading and blending of colors. c) Apply urethane clear top coat: The process of spraying desired area with approximately three coats of high solids urethane clear coat for maximum protection against chemicals, water, and UV rays for lasting results. d) Apply filler primer: The process of applying a type of primer is used to fill in imperfections on substrate due to corrosion, chemicals and time wear and tear. e) Apply epoxy primer: The process of applying a catalyzed primer that adheres to substrate acting as a binding ingredient for base and top coats to protect from extreme weather conditions and harsh elements. Epoxy primer is recommended on all underwater areas. f). As our commitment to provide excellent service on any work performed. AIRBRUSH BY KOLORS will 100% guarantee our work for 5 YEARS. 55 Airbrush by Kolors - Estimate 30 - 11/29/2022 6 / 6 Photo 1 56 PURCHASE REQUISITION FORM PO Number Date :12/7/2022 Department Parks and Rec. Vendor (Name & Address)Delivery Address Project# Airbrush by Kolors 1 Trophy Wood Drive 3700 Horizon Pl Trophy Club, TX 76262 Fort Worth, TX 76133 Account Number Description Quantity Unit Amount Total Amount Splash Pad features Refurbishment 1 43,142.01 $43,142.01 Five Percent Project contingency 1 5,000.00 $5,000.00 -$- $- $- $- $- $- $- Co-op info: Total $48,142.01 Vendor Packet Active? -Yes Attachments -Estimates and HUB informatition Budget Information -Funding for this project was allocated through a Certificate of Obligation Bond Requested by: Tony Jaramillo Approved by: Finance Approved by: The Town of Trophy Club must have a completed Vendor Packet on file before a requisition can be accepted by the Finance Department. 57 1 / 2 Description Amount All Features Include - Remove/Take To Shop/Repair/Refinish/Bring Back/Re Install -AS NECESSARY Ship Mast - Include New Flags $4,233.00* Island $23,430.00* Island REPLACEMENT OPTION $170,355.00* Beach House Slide $31,390.00* Palm Trees -ALL $28,836.00* Serpent $6,338.00* Stonehenge $5,259.00* Green Turtle $3,659.00* Anchor $2,790.00* Purple Turtle $2,711.00* Pirate Ship $31,230.00* Crows Nest $3,466.00* Split Ship $9,345.00* Small Ship Slide $5,098.00* Estimate Estimate No:358 Date:11/11/2022 For:Trophy Club, Texas tready@trophyclub.org Solid Waterslide LLC 3026 Preston Club Dr. Sherman, TX 75092 972.984.0733 Steve@SolidWaterslide.com 58 Solid Waterslide LLC - Estimate 358 - 11/11/2022 2 / 2 Description Amount Fish On Posts - EACH $1,810.00* Treasure Map $1,774.00* Pirate Hat $1,873.00* Ground Sprayers - EACH $489.00* Small Treasure Chest $2,212.00* Shell $2,209.00* Stingray $3,121.00* Renosys Crash Pads - QTY 8 $8,483.00* *Indicates non-taxable item Subtotal $350,111.00 Total $350,111.00 Total $350,111.00 59 Page 1 of 1 To: Mayor Fleury and Town Council From: Anita Otterson, Town Secretary CC: Wade Carroll, Town Manager Re: Approve Retreat Date and 2023 Trophy Club Council Regular Meetings Agenda Item: Approve the date for the Trophy Club Town Council Retreat on January 21, 2023 and the 2023 Trophy Club Town Council Meeting Calendar with meetings scheduled every 2nd and 4th Tuesday with exceptions denoted. Strategic Link: Background and Explanation: Per the Town Charter, Council shall hold at least two (2) regular meetings a month for at least seven (7) months and a minimum of one (1) meeting a month for the other five (5) months, for a minimum of nineteen (19) regular meetings per year. The 2023 schedule includes two (2) meetings in January, February, April, June, August, September, and October. The remaining five (5) months have 1 meeting scheduled to accommodate the following: March / Spring Break, May / Election Canvass, July / July 4th, November / Thanksgiving, and December / Christmas. Staff Recommendation: Staff Recommends approval of the Meeting for the Retreat on Saturday, January 21, 2023 and the 2023 Calendar of Trophy Club Council Regular Meetings depicting the 2nd and 4th Tuesdays of each month with exceptions as denoted. Staff recommends Wednesday, May 17, 2023 as the Town Council Regular Meeting to canvass the results of the election, to allow Denton and Tarrant Counties time to gather election results. Attachments: •Calendar 60 2023 Sun Mon Tue Wed Thu Fri Sat 1 2 3 4 5 6 7 8 9 10 TC 11 12 13 14 15 16 17 18 19 20 21 RETREAT 22 23 24 25 26 27 28 29 30 31Jan Retreat Saturday, Jan 21 2023 Sun Mon Tue Wed Thu Fri Sat 1 2 3 4 5 6 7 8 9 10 11 12 13 14 TC 15 16 17 18 19 20 21 22 23 24 25 26 27 28 TCFeb 2023 Sun Mon Tue Wed Thu Fri Sat 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 TC 29 30 31Mar March 11-19 SPRING BREAK 2023 Sun Mon Tue Wed Thu Fri Sat 1 2 3 4 5 6 7 8 9 10 11 TC 12 13 14 15 16 17 18 19 20 21 22 23 24 25 TC 26 27 28 29 30Apr Apr 07: Good Friday Apr 09: Easter Sunday61 2023 Sun Mon Tue Wed Thu Fri Sat 1 2 3 4 5 6 Election Day 7 8 9 10 11 12 13 14 15 Canvass 16 TC 17 TC 18 19 20 21 22 23 24 25 26 27 28 29 Memorial Day 30 31May May 14: Mother's Day May 29: Memorial Day May 6th Election Day May 15-17 Canvass 2023 Sun Mon Tue Wed Thu Fri Sat 1 2 3 4 5 6 7 8 9 10 11 12 13 TC 14 15 16 17 18 19 20 21 22 23 24 25 26 27 TC 28 29 30Jun 2023 Sun Mon Tue Wed Thu Fri Sat 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 TC 26 27 28 29 30 31Jul Jul 04: Independence Day 2023 Sun Mon Tue Wed Thu Fri Sat 1 2 3 4 5 6 7 8 TC 9 10 11 12 13 14 15 16 17 18 19 20 21 22 TC 23 24 25 26 27 28 29 30 31Aug 62 2023 Sun Mon Tue Wed Thu Fri Sat 1 2 3 4 5 6 7 8 9 10 11 12 TC 13 14 15 16 17 18 19 20 21 22 23 24 25 26 TC 27 28 29 30Sep Sep 04: Labor Day 2023 Sun Mon Tue Wed Thu Fri Sat 1 2 3 4 5 6 7 8 9 10 TC 11 12 13 14 15 16 17 18 19 20 21 22 23 24 TC 25 26 27 28 29 30 31Oct 2023 Sun Mon Tue Wed Thu Fri Sat 1 2 3 4 5 6 7 Election Day 8 9 10 11 12 13 14 TC 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30Nov Nov 11: Veterans Day Nov 23: Thanksgiving Day 2023 Sun Mon Tue Wed Thu Fri Sat 1 2 3 4 5 6 7 8 9 10 11 12 TC 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31Dec Dec 25: Christmas 63 Page 1 of 2 To: Mayor and Town Council From: Matt Cox, Director of Community Development CC: Wade Carroll, Town Manager Anita Otterson, Town Secretary Re: Case FP-22-002 The Aspen Estates at Trophy Club (Well Site 8H) Date: Town Council Meeting, December 13, 2022 Agenda Item: Case FP-22-002 The Aspen Estates at Trophy Club (Well Site 8H) Take appropriate action to consider the Final Plat for the Aspen Estates at Trophy Club (formerly Gas Well Site 8H) containing 3.37 acres of land located east of Bobcat Boulevard, south of Trophy Club Drive, north of Strathfield Lane, and southwest of Mossman Lane, Trophy Club, Denton County, Texas. (M. Cox) Background and Explanation: The subject property was formerly used as a gas well site. The property owner is requesting to develop the property as seven (7) residential lots and two (2) common/open space lot with a public cul-de-sac street serving each lot. The proposed Final Plat is located in the R-12 zoning district which requires a minimum lot size of 12,000 square feet, minimum 25-foot front and rear setbacks, and 10-foot side setbacks unless the property is adjacent to a street, in which case a 20-foot side setback is required. This requirement applies to lot 1. Lots are required to be 90 feet wide (110 feet when adjacent to a side street) and 110 feet deep (100 feet for a cul-de-sac lot). A minimum six-foot-high masonry screening wall will be required along any lots with side or rear yards that are contiguous to a primary collector or greater right of way. The developer anticipated utilizing the existing screening wall where possible. Lots 1, 6 and 7 of Block A provide for a five (5) foot wall maintenance easement adjacent to the open space lots (Lots 8X and 9X) along Trophy Club Drive. A homeowner’s association (HOA) will be created with the filing of the Final Plat that will own and maintain any common areas/lots. The applicant is responsible for verifying that the location of the capped wells are not within the buildable area of any lot. The capped well heads are noted and located along the right-of-way for Aspen Drive. The 64 Page 2 of 2 Town will not issue a building permit for a building that sits above a capped well, per Texas Railroad Commission regulations and Town ordinance. Full civil plans have been submitted and are under review. The civil plans are a separate submission from the Final Plat. Subdivision Ordinance requirements and other development requirements to note: 1. Parkland Fees shall be paid prior to construction beginning and the issuance of building permits. Article 10.03 Parkland Dedication and Open Space, Section 10.03.009 and Section 10.03.010. 2. A Developer’s Agreement shall be signed by the Mayor after engineering plans and cost estimates have been approved. Division 7. Developer's Agreement, Financial Assurance and Construction Contracts for Public Improvements, Article 10.02.201 Procedures. 3. The Final Plat will be filed of record by the Town in the plat records of the county where the real property is located after the Town Council has officially acted upon the Final Plat, bonds/securities have been submitted and approved by the Town and all developer agreements or subdivision agreements have been executed by all involved parties and accepted by the Town. 4. The gas well sites are not currently served by Trophy Club Municipal Utility District No. 1 and the service agreement with the Town of Trophy Club will need to be amended prior to any construction in order to provide water and wastewater service. Financial Considerations: Not applicable Legal Review: This item has been reviewed by the Town Attorney. Planning & Zoning Commission Recommendation: The Planning and Zoning Commission considered this item at a special called meeting on November 16, 2022. The Commission unanimously recommended the Final Plat subject to staff’s comments and the following conditions: 1. Well identification numbers shall be included in the civil construction plans for the capped well heads; 2. Current ownership shall be correctly identified in title block, owner’s dedication, and owner’s certificate; 3. Plat Note numbers 4 and 7 shall identify the subdivision HOA as The Aspen Estates at Trophy Club HOA; and 4. Resolution for the 15 foot pipeline easement being released or abandoned. Staff Recommendation: The Final Plat has been updated to address the Planning & Zoning Commission’s recommendation/conditions. The applicant is researching the gas pipeline easement expiration when the lease term ended, and information will be provided upon determination. Staff recommends approval of the Final Plat. Attachments: •Exhibit A – Final Plat 65 TROP H Y C L U B D R I V E MOSSMAN LANE J. Henry Survey, Abstract No. 529 R. Allen Survey, Abstract No. 17 ASPE N D RI V E P.O.B. TROP H Y C L U B D R I V E (SLIP R O A D E )G:\TXN\Projects\Scott Beck\8484-00-Trophy_Club_Site_8H\SV\04_Finals\8484-00_8H_FPLT.dwg 2022-11-30-14:29 jhorn6030150 SCALE: 1" = 30' GENERAL NOTES: 1.Bearing system for this survey is based on the Texas State Plane Coordinate System, Texas North Central Zone 4202, North American Datum of 1983, adjustment realization 2011. 2.The floodplain boundaries are not shown hereon. The subject tract lies with Zone X as delineated on Flood Insurance Rate Map for Denton County, Texas and Incorporated Areas, Map Number 48121C0515G with Map Revised April 18, 2011. Zone X - Areas determined to be outside the 0.2% annual chance floodplain 3.The Town or MUD, as applicable, shall issue no permit until the completion of all dedicated improvements, and acceptance of such improvements associated with the subdivision, are approved by the Town. 4.The Aspen Estates at Trophy Club HOA shall be responsible for the operation and maintenance of any commonly held property and releases the Town of Trophy Club from such responsibility. Should the entity responsible for maintenance of common held property fail to perform the function, the Town has the authority to provide appropriate maintenance and repair and collect appropriate fees and reimbursements. 5.Selling a portion of this addition by metes and bounds is a violation of Town ordinance and State law and is subject to fines and withholding of utilities and building permits. 6.This plat does not alter or remove existing deed restrictions, if any, on this property. 7.Lots 8X and 9X are Open Space lots and to be owned and maintained by The Aspen Estates at Trophy Club HOA. 8.The purpose of this plat is to subdivide an unplatted tract into 7 single family lots and 2 open space lots. 9. Each homeowner will be responsible for the maintenance of the retaining wall on their property. 777 Main Street, Suite 1900, Fort Worth, TX 76102 BGE, Inc. TBPLS Registration No. 10194416 Tel: 817-887-6130 • www.bgeinc.com Copyright 2022 Contact: René Silvas, R.P.L.S. Telephone: (817) 752-4183 —Email: rsilvas@bgeinc.com SURVEYOR FINAL PLAT THE ASPEN ESTATES AT TROPHY CLUB 9 TOTAL LOTS 7 RESIDENTIAL LOTS LOTS 1-7, BLOCK A 2 OPEN SPACE LOTS LOTS 8X & 9X, BLOCK A BEING 3.370 ACRES OUT OF THE J. HENRY SURVEY, ABSTRACT NO. 529 AND THE R. ALLEN SURVEY, ABSTRACT NUMBER 17 TOWN OF TROPHY CLUB, DENTON COUNTY, TEXAS NOVEMBER 2022 SHEET 1 0F 2 CIRS 5/8" IRON ROD SET WITH "BGE" CAP CIRF CAPPED IRON ROD FOUND /M.R.D. MONUMENT OF RECORD DIGNITY P.O.B.POINT OF BEGINNING CAB., PG.CABINET, PAGE DOC. NO.DOCUMENT NUMBER O.R.D.C.T.OFFICIAL RECORDS DENTON COUNTY, TEXAS P.R.D.C.T.PLAT RECORDS DENTON COUNTY, TEXAS R.O.W.RIGHT-OF-WAY SQ. FT.SQUARE FEET ABSTRACT LINE EASEMENT LINE LOT LINE PROPERTY LINE LEGEND Cabinet_________, Page_______ (NOT TO SCALE) VICINITY MAP OWNER 13101 Preston Road, Suite 200 Dallas, TX 75240 C OIL INVESTMENTS, LTD. 66 G:\TXN\Projects\Scott Beck\8484-00-Trophy_Club_Site_8H\SV\04_Finals\8484-00_8H_FPLT.dwg 2022-11-30-14:30 jhorn777 Main Street, Suite 1900, Fort Worth, TX 76102 BGE, Inc. TBPLS Registration No. 10194416 Tel: 817-887-6130 • www.bgeinc.com Copyright 2022 Contact: René Silvas, R.P.L.S. Telephone: (817) 752-4183 —Email: rsilvas@bgeinc.com SURVEYOR OWNER'S DEDICATION That, C OIL INVESTMENTS, LTD., does hereby adopt this plat designating the hereabove described real property as THE ASPEN ESTATES AT TROPHY CLUB, an addition to the Town of Trophy Club, Denton County, Texas, and do hereby dedicate to the public's use forever the streets and easements shown thereon. WITNESS, my hand this the _____ Day of ___________________ , 2022. BY: _______________________________ NAME: TITLE: STATE OF TEXAS § COUNTY OF _______________________ § BEFORE ME, the undersigned, a Notary Public in and for The State of Texas, on this day personally appeared _______________________________, known to me to be the person and officer whose name is subscribed to the foregoing instrument, and acknowledged to me that he/she executed the same for the purpose and considerations therein expressed and in the capacity therein stated, GIVEN UNDER MY HAND AND SEAL OF OFFICE, this the _____ day of ___________________ , 2022. ______________________________________________ Notary Public, The State of Texas My Commission Expires _____________________________ SURVEYOR'S CERTIFICATE That I, RENÉ SILVAS, do hereby certify that i prepared this plat from an actual and accurate survey of the land and that the corner monuments shown therein were properly placed under my supervision in accordance with the subdivision regulations of the Town of Trophy Club. Dated this the _____ Day of ___________________ , 2022. _______________________________________ RENÉ SILVAS Date Rpls No. 5921 STATE OF TEXAS § COUNTY OF TARRANT § BEFORE ME, the undersigned, a Notary Public in and for The State of Texas, on this day personally appeared René Silvas, known to me to be the person whose name is subscribed to the foregoing instrument, and acknowledged to me that he executed the same for the purpose and considerations therein expressed and in the capacity therein stated, GIVEN UNDER MY HAND AND SEAL OF OFFICE, this the ____ Day of ___________________ , 2022. ____________________________________________ Notary Public, The State OF Texas My Commission Expires _____________________________ UTILITY CERTIFICATE THE UNDERSIGNED UTILITY HAS REVIEWED THE FINAL PLAT AND IS IN AGREEMENT WITH THE LOCATION OF ALL EASEMENTS AND RIGHTS- OF -WAY SHOWN ON THE PLAT. CHARTER COMMUNICATIONS ONCOR ELECTRIC DELIVERY AT&T ATMOS ENERGY CORPORATOIN TRPOHY CLUB M.U.D. OWNER'S CERTIFICATE BEING, all of that 3.370 acre (146,790 square foot) tract of land situated in the J. Henry Survey, Abstract Number 529 and in the R. Allen Survey, Abstract No. 17, in the Town of Trophy, Denton County, Texas; being part of that tract of land described in Amendment to General Warranty Deed to C Oil Investments, LTD as recorded in Instrument Number 2005-33029 of the Official Records of Denton County, Texas; said 3.370 acre tract of land being more particularly described by metes and bounds as follows: BEGINNING, at a 5/8-inch iron rod set with BGE cap in the south line of Trophy Club Drive (a 90-foot wide right-of-way); said point being the northeast corner of Lot 45, of The Highlands at Trophy Club Neighborhood 2 - Phase 1B, an addition to the Town of Trophy Club as recorded in Cabinet Y, Page 321 of the Plat Records of Denton County, Texas; said point being the northwest corner of said C Oil investments tract; THENCE, in a northeasterly direction, with the south line of said Trophy Club Drive and the north line of said C Oil Investments tract, along said curve to the right, an arc length of 573.90 feet, having a radius of 1,040.00 feet, a central angle of 31° 37' 03", and a chord which bears North 74° 16' 04" East, 566.65 feet to a 5/8-inch iron rod set with “BGE” cap for the northeast corner of said C Oil Investments tract; said point being the northwest corner of Lot 46, of said Highlands of Trophy Club; THENCE, South 21° 39' 25" East, with the east line of said C Oil Investments, LTD, a distance of 204.73 feet to a 5/8-inch iron rod set with “BGE” cap for the southeast corner of said C Oil Investments tract; said point being the southwest corner of Lot 36, and in a north line of Lot 13 of said Highlands of Trophy Club; THENCE, South 68 degrees 20 minutes 35 seconds West, with the south line of said C Oil Investments tract and the north lines of Lots 13 thru 19, a distance of 563.62 feet to a 5/8-inch iron rod set with “BGE” cap for the southwest corner of said C Oil Investments tract; said point being a north corner of said Lot 19, and the southeast corner of Lot 35 of said Highlands of Trophy Club; THENCE, North 21° 39' 26" West, with west line of said C Oil Investments tract and the east line of said Lot 35, a distance of 263.22 feet to the POINT OF BEGINNING and containing an area of 3.370 acres or 146,790 square feet of land, more or less. Preliminary,this document shall not be recorded for any purpose and shall not be used or viewed or relied upon as a final survey document. Cabinet_________, Page_______ FINAL PLAT THE ASPEN ESTATES AT TROPHY CLUB 9 TOTAL LOTS 7 RESIDENTIAL LOTS LOTS 1-7, BLOCK A 2 OPEN SPACE LOTS LOTS 8X & 9X, BLOCK A BEING 3.370 ACRES OUT OF THE J. HENRY SURVEY, ABSTRACT NO. 529 AND THE R. ALLEN SURVEY, ABSTRACT NUMBER 17 TOWN OF TROPHY CLUB, DENTON COUNTY, TEXAS NOVEMBER 2022 SHEET 2 0F 2 OWNER 13101 Preston Road, Suite 200 Dallas, TX 75240 TOWN COUNCIL & PLANNING AND ZONING COMMISSION APPROVAL APPROVED: _____________________________________ TOWN OF TROPHY CLUB DENTON COUNTY, TEXAS BY: , MAYOR DATE: ____________________________________ ATTEST: , TOWN SECRETARY DATE: ____________________________________ ATTEST: , PLANNING AND ZONING COMMISSION CHAIRMAN DATE: ____________________________________ C OIL INVESTMENTS, LTD. 67 Page 1 of 2 To: Mayor and Town Council From: Matt Cox, Director of Community Development CC: Wade Carroll, Town Manager Anita Otterson, Town Secretary Re: Case FP-22-001 The Falcon Estates at Trophy Club (Preliminary Plat Title: The Hawthorn Estates at Trophy Club, 7H) Date: Town Council Meeting, December 13, 2022 Agenda Item: Case FP-22-001 The Falcon Estates at Trophy Club (Preliminary Plat Title: The Hawthorn Estates at Trophy Club, 7H) Take appropriate action to consider a request for a Final Plat for The Falcon Estates at Trophy Club, consisting of 3.692 acres out of the Richard W. Allen Survey, Abstract No. 5, located south of Kent Street between Trophy Club Drive and Mona Vale Road, Trophy Club, Denton County, Texas. (M. Cox) Background and Explanation: The subject property was formerly used as a gas well site. The property owner is requesting to develop the property as eight (8) residential lots and one (1) common/open space lot with a public cul-de-sac street serving each lot. The proposed Final Plat is located in the R-12 zoning district which requires a minimum lot size of 12,000 square feet, minimum 25-foot front and rear setbacks, and 10-foot side setbacks unless the property is adjacent to a street, in which case a 20-foot side setback is required. This requirement applies to lots 1 and 8. Lots are required to be 90 feet wide (110 feet when adjacent to a side street) and 110 feet deep (100 feet for a cul-de-sac lot). A minimum six-foot-high masonry screening wall will be required along any lots with side or rear yards that are contiguous to a primary collector or greater right of way. An HOA lot (9X) is shown between Lot 8 and the future extension of Trophy Club Drive and will accommodate the screening wall. A homeowner’s association (HOA) will be created with the filing of the Final Plat that will maintain any common elements. At that time, the subdivider will also be required to pay fee-in-lieu of park land fees. The applicant is responsible for verifying that the location of the capped wells are not within the buildable area of any lot. The capped well heads are noted and located along the right-of-way for Falcon Drive. The 68 Page 2 of 2 Town will not issue a building permit for a building that sits above a capped well, per Texas Railroad Commission regulations and Town ordinance. Full civil plans have been submitted and are in review. The civil plans are a separate submission from the Final Plat. Subdivision Ordinance requirements and other development requirements to note: 1. Parkland Fees shall be paid prior to construction beginning and the issuance of building permits. Article 10.03 Parkland Dedication and Open Space, Section 10.03.009 and Section 10.03.010. 2. A Developer’s Agreement shall be signed by the Mayor after engineering plans and cost estimates have been approved. Division 7. Developer's Agreement, Financial Assurance and Construction Contracts for Public Improvements, Article 10.02.201 Procedures. 3. The Final Plat will be filed of record by the Town in the plat records of the county where the real property is located after the Town Council has officially acted upon the Final Plat, bonds/securities have been submitted and approved by the Town and all developer agreements or subdivision agreements have been executed by all involved parties and accepted by the Town. 4. The gas well sites are not currently served by Trophy Club Municipal Utility District No. 1 and the service agreement with the Town of Trophy Club will need to be amended prior to any construction in order to provide water and wastewater service. Financial Considerations: Not applicable Legal Review: This item has been reviewed by the Town Attorney. Planning & Zoning Commission Recommendation: The Planning and Zoning Commission considered this item at a special called meeting on November 16, 2022. The Commission unanimously recommended the Final Plat subject to staff’s comments and the following conditions: 1. Well identification numbers shall be included in the civil construction plans for the capped well heads; 2. Current ownership shall be correctly identified in title block, owner’s dedication, and owner’s certificate; 3. Plat Note numbers 4 and 8 shall identify the subdivision HOA as The Falcon Estates at Trophy Club HOA; and 4. Resolution for the 15 foot pipeline easement being released or abandoned. Staff Recommendation: The Final Plat has been updated to address the Planning & Zoning Commission’s recommendation/conditions. The applicant is researching the gas pipeline easement expiration when the lease term ended, and information will be provided upon determination. Staff recommends approval of the Final Plat. Attachments: •Exhibit A – Final Plat 69 RICH A R D W. A L L E N S U R V E Y, ABST R A C T N o . 5 JOH N R . M I C H A E L S U R V E Y , ABST R A C T N o . 8 2 0 P.O.B.TROPHY CLUB DRIVEFALCON DRIVEMONA VALE ROADKENT STREET G:\TXN\Projects\Scott Beck\8960-00-Trophy_Club_Sites_2H-15H\SV\04_Finals\8960-00_7H\8960-00_7H_FPLT.dwg 2022-11-30-14:35 jhorn8040200 SCALE: 1" = 40' VICINITY MAP GENERAL NOTES: 1.Bearing system for this survey is based on the North American Datum of 1983, NA2011 (Epoch 2010.00), Texas State Plane Coordinate System, North Central Zone 4202, based on observations made on May 25, 2021 with an applied combined scale factor of 1.00015063. Distances and areas shown are surface values in U.S. Survey Feet. 2.The floodplain boundaries are not shown hereon. The subject tract lies with Zone X as delineated on Flood Insurance Rate Map for Denton County, Texas and Incorporated Areas, Map Number 48121C0515G with Map Revised April 18, 2011. Zone X - Areas determined to be outside the 0.2% annual chance floodplain 3.The Town or the MUD, as applicable, shall issue no permit until the completion of all dedicated improvements, and acceptance of such improvements associated with the subdivision, are approved by the Town. 4.The Falcon Estates at Trophy Club HOA shall be responsible for the operation and maintenance of any commonly held property and releases the Town of Trophy Club from such responsibility. Should the entity responsible for maintenance of common held property fail to perform the function, the Town has the authority to provide appropriate maintenance and repair and collect appropriate fees and reimbursements. 5.Selling a portion of this addition by metes and bounds is a violation of Town ordinance and State law and is subject to fines and withholding of utilities and building permits. 6.This plat does not alter or remove existing deed restrictions, if any, on this property. 7.The purpose of this plat is to create 8 Residential Lots and 1 Open Space lot. 8.Lot 9X is an Open Space lot and shall be owned an maintained by The Falcon Estates at Trophy Club HOA. FINAL PLAT THE FALCON ESTATES AT TROPHY CLUB 9 TOTAL LOTS 8 RESIDENTIAL LOTS LOTS 1-8, BLOCK A 1 OPEN SPACE LOT LOT 9X, BLOCK A BEING 3.692 ACRES OUT OF THE RICHARD W. ALLEN SURVEY, ABSTRACT NUMBER 5 TOWN OF TROPHY CLUB, DENTON COUNTY, TEXAS NOVEMBER 2022 SHEET 1 OF 2 VICINITY MAP (NOT TO SCALE) 777 Main Street, Suite 1900, Fort Worth, TX 76102 BGE, Inc. TBPELS Registration No. 10194416 Tel: 817-887-6130 • www.bgeinc.com Copyright 2022 SURVEYOR CIRS 5/8" IRON ROD SET WITH "BGE" CAP CIRF CAPPED IRON ROD FOUND (AS NOTED) /M.R.D. MONUMENT OF RECORD DIGNITY P.O.B.POINT OF BEGINNING CAB., PG.CABINET, PAGE DOC. NO.DOCUMENT NUMBER O.R.D.C.T.OFFICIAL RECORDS DENTON COUNTY, TEXAS P.R.D.C.T.PLAT RECORDS DENTON COUNTY, TEXAS R.O.W.RIGHT-OF-WAY SQ. FT.SQUARE FEET ABSTRACT LINE EASEMENT LINE LOT LINE PROPERTY LINE LEGEND Contact: René Silvas, R.P.L.S. Telephone: 817-752-4183 —Email: rsilvas@bgeinc.comCabinet_________, Page_______ OWNER 13101 Preston Road, Suite 200 Dallas, TX 75240 C OIL INVESTMENTS, LTD. 70 G:\TXN\Projects\Scott Beck\8960-00-Trophy_Club_Sites_2H-15H\SV\04_Finals\8960-00_7H\8960-00_7H_FPLT.dwg 2022-11-30-14:35 jhornOWNER'S DEDICATION That, C OIL INVESTMENTS, LTD., does hereby adopt this plat designating the hereinabove described real property as THE FALCON ESTATES AT TROPHY CLUB, an addition to the Town of Trophy Club, Denton County, Texas, and do hereby dedicate to the public's use forever the streets and easements shown thereon. WITNESS, my hand this the _____ Day of ___________________ , 2022. BY: _______________________________ NAME: TITLE: STATE OF TEXAS § COUNTY OF _______________________ § BEFORE ME, the undersigned, a Notary Public in and for The State of Texas, on this day personally appeared _______________________________, known to me to be the person and officer whose name is subscribed to the foregoing instrument, and acknowledged to me that he/she executed the same for the purpose and considerations therein expressed and in the capacity therein stated, GIVEN UNDER MY HAND AND SEAL OF OFFICE, this the _____ day of ___________________ , 2022. ______________________________________________ Notary Public, The State of Texas My Commission Expires _____________________________ UTILITY CERTIFICATE THE UNDERSIGNED UTILITY HAS REVIEWED THE FINAL PLAT AND IS IN AGREEMENT WITH THE LOCATION OF ALL EASEMENTS AND RIGHTS- OF -WAY SHOWN ON THE PLAT. CHARTER ONCOR ELECTRIC DELIVERY AT&T ATMOS ENERGY CORPORATION TROPHY CLUB M.U.D. TOWN COUNCIL & PLANNING AND ZONING COMMISSION APPROVAL APPROVED: _____________________________________ TOWN OF TROPHY CLUB DENTON COUNTY, TEXAS BY: , MAYOR DATE: ____________________________________ ATTEST: , TOWN SECRETARY DATE: ____________________________________ ATTEST: , PLANNING AND ZONING COMMISSION CHAIRMAN DATE: ____________________________________ OWNER'S CERTIFICATE BEING, all of that 3.692 acre (160,805 square foot) tract of land situated in the Richard W. Allen Survey, Abstract Number 5 in the Town of Trophy Club, Denton County, Texas; being all of that tract of land described in Amendment to General Warranty Deed to C Oil Investments, Ltd. as recorded in Document No. 2005-33028 of the Official Records of Denton County, Texas; said 3.692 acre tract of land being more particularly described by metes and bounds as follows: BEGINNING, at a 5/8-inch iron rod with “BGE” cap set at the northwest corner of said C Oil tract; said point being in the east line of Lot 19X, Block HH, The Highlands at Trophy Club Neighborhood 6, Phase 3B Addition, an addition to the Town of Trophy Club, as recorded in Document No. 2012-224 of the Plat Records of Denton County, Texas; from said point an “X” cut in concrete found for corner bears North 00 degrees 20 minutes 43 seconds West, a distance of 52.70 feet; THENCE, North 84 degrees 58 minutes 34 seconds East, a distance of 316.70 feet to a 5/8-inch iron rod with “BGE” cap set at the northeast corner of said C Oil tract; said point being in a west right-of-way line of Trophy Club Drive (variable width right-of-way) as dedicated by the plat of Trophy Club Drive, Phase 2 and Trophy Park Drive, an addition to the Town of Trophy Club, as recorded in Cabinet Y, Page 235 of said Plat Records; said point being the southeast corner of Kent Street (50-foot right-of-way) as dedicated by the plat of said The Highlands at Trophy Club Neighborhood 6, Phase 3B; THENCE, South 10 degrees 40 minutes 20 seconds East, with the east line of said C Oil tract and the west line of said Trophy Club Drive; at a distance of 30.00 feet passing a southwest corner of said Trophy Club Drive, said point being the most northerly northwest corner of that called 10.057 acre tract of land described in General Warranty Dedication Deed to the Town of Trophy Club, Texas as recorded in Document No. 2008-13746 of said Official Records, continuing in all a total distance of 84.27 feet to a 5/8-inch iron rod with “BGE” cap set for corner; THENCE, with the common line between said C Oil tract and said 10.057 acre tract, the following five (5) courses and distances: South 05 degrees 01 minutes 26 seconds East, a distance of 329.55 feet to a 5/8-inch iron rod with “BGE” cap set for corner; South 13 degrees 38 minutes 15 seconds West, a distance of 70.61 feet to a 5/8-inch iron rod with “BGE” cap set for corner; South 49 degrees 23 minutes 00 seconds West, a distance of 53.46 feet to a 5/8-inch iron rod with “BGE” cap set for corner; North 89 degrees 51 minutes 05 seconds West, a distance of 209.78 feet to a 5/8-inch iron rod with “BGE” cap set for corner; South 84 degrees 58 minutes 34 seconds West, a distance of 50.00 feet to a 5/8-inch iron rod with “BGE” cap set at the southwest corner of said C Oil tract and the most westerly northwest corner of said 10.057 acre tract; said point being in the east line of said Block HH; THENCE, North 05 degrees 01 minutes 26 seconds West, with the west line of said C Oil tract and the east line of said Block HH, a distance of 492.51 feet to the POINT OF BEGINNING and containing an area of 3.692 acres or 160,805 square feet of land, more or less. SURVEYOR'S CERTIFICATE That I, René Silvas, do hereby certify that I prepared this plat from an actual and accurate survey of the land and that the corner monuments shown therein were properly placed under my supervision in accordance with the subdivision regulations of the Town of Trophy Club. Dated this the _____ Day of ___________________ , 2022. _______________________________________ René Silvas RPLS No. 5921 STATE OF TEXAS § COUNTY OF TARRANT § BEFORE ME, the undersigned, a Notary Public in and for The State of Texas, on this day personally appeared René Silvas, known to me to be the person whose name is subscribed to the foregoing instrument, and acknowledged to me that he executed the same for the purpose and considerations therein expressed and in the capacity therein stated, GIVEN UNDER MY HAND AND SEAL OF OFFICE, this the ____ Day of ___________________ , 2022. ____________________________________________ Notary Public, The State of Texas My Commission Expires _____________________________ FINAL PLAT THE FALCON ESTATES AT TROPHY CLUB 9 TOTAL LOTS 8 RESIDENTIAL LOTS LOTS 1-8, BLOCK A 1 OPEN SPACE LOT LOT 9X, BLOCK A BEING 3.692 ACRES OUT OF THE RICHARD W. ALLEN SURVEY, ABSTRACT NUMBER 5 TOWN OF TROPHY CLUB, DENTON COUNTY, TEXAS NOVEMBER 2022 SHEET 2 OF 2 777 Main Street, Suite 1900, Fort Worth, TX 76102 BGE, Inc. TBPELS Registration No. 10194416 Tel: 817-887-6130 • www.bgeinc.com Copyright 2022 SURVEYOR Contact: René Silvas, R.P.L.S. Telephone: 817-752-4183 —Email: rsilvas@bgeinc.comCabinet_________, Page_______ Preliminary, this document shall not be recorded for any purpose and shall not be used or viewed or relied upon as a final survey document. OWNER C OIL INVESTMENTS, LTD. 13101 Preston Road, Suite 200 Dallas, TX 75240 71 Page 1 of 4 To: Mayor and Town Council From: Wade Carroll, Town Manager CC: Anita Otterson, Town Secretary Re: Consider traffic control improvements at 4 intersections near BNHS December 13, 2022 Agenda Item: Receive a presentation and provide direction to Town Staff regarding a proposed future capital improvement project related to the four (4) intersections in the BNHS corridor identified in a traffic study completed by TNP (W. Carroll). Strategic Link: This item relates primarily to the following strategic priorities and goals of the Town’s strategy map. Infrastructure and Development- Develop a long-term evaluation and maintenance plan for all Town owned infrastructure Background and Explanation: Staff is seeking direction from Council concerning intersection improvements at Trophy Club Dr. and Bobcat Blvd. and Bobcat and Parkview. Traffic in the area of Byron Nelson High School has been a trouble area for traffic in our town for many years. The close proximity of three schools mixed with normal commuter traffic along with the increase in population in Trophy Club and our immediate area have compounded this issue. In 2018 a Signal Warrant Study was completed at the intersections of Bobcat and Parkview, Trophy Club Dr. and Bobcat, and Trophy Club Dr. and Durango. At that time the study showed that a traffic control, in this case signalization, was warranted during peak time hours for Trophy Club Dr. and Bobcat and Bobcat and Parkview. At the August 28, 2018 Council Meeting it was decided to not move forward with the intersection stop lights with concern of continued stacking of cars and the decision was made to train crossing guards in traffic control to assist with traffic congestion. Since 2018 the traffic problem has continued to worsen as, Byron Nelson High School, Medlin Middle School and Beck Elementary have increased their student populations. Due to construction and the addition of stop lights on Hwy 377 there has been an increase in cut through 72 Page 2 of 4 traffic. The town’s population has grown from 12,500 in 2018 to 13,688 in 2022 with an estimated build out population of a little over 14,000 within the next 3 years. Town staff and Council have taken several steps to control this issue with minimal impact to our budget however the problem is ongoing. Staff and Council have worked with NISD to make changes to increase ridership on school buses in Trophy Club decreasing the distance a student must live away from their school to qualify to ride the bus. Staff and Council have also had several meetings with NISD staff and conversations with board members attempting to separate school start times hoping to reduce the number of drivers on the roadway. Currently the Middle School and High School start times are only 10 minutes apart. The Police Department has trained all crossing guards in controlling traffic and we have increased crossing guard pay however recruitment for these positions have continued to be difficult. Council commissioned an update on the traffic study done in 2018 with the addition of the intersections of Roseville and Bobcat and Marshall Creek and Bobcat. The study has revealed that the intersections of Trophy Club and Bobcat and Bobcat and Parkview are the most congested and additional traffic control is warranted during am and pm peak traffic times. There are exceptionally long wait times at several of these intersections. Traffic control at these intersections could come as signal lights or traffic circles. There is a significant cost increase with the use of traffic circles over signalization however staff believes that the added increase in safety at these intersections for both pedestrians and drivers and the decrease in the time and cost of ongoing maintenance make the traffic circles the better option at these intersections. Several studies on traffic circle safety have been included in this packet for review but the consensus is that vehicles must significantly reduce their speeds to navigate a properly designed traffic circle which decreases the chance of significant injuries in vehicle vs. pedestrian/cyclist or vehicle vs. vehicle accidents. Stop signs and stop lights have a greater risk of higher speed T-bone collisions and higher speed pedestrian accidents due to distracted drivers or drivers trying to “make a light”. In the traffic study completed by TNP traffic circles at the intersections mentioned increase the grade of the intersections from an F with wait times over 230 seconds to an A with wait times less than 7 seconds. A complete list of pros and cons for these improvements is listed in the study and will be discussed at the meeting. , Staff will also continue monitoring changes at both Medlin Middle School and BNHS for changes that could increase the need for improvements made at Bobcat Blvd and Marshall Creek in the future. The intersection of Bobcat and Roseville has not been selected for improvement due to the ease at which the neighbors can exit this through the intersection of Mossman and Trophy Club Drive. Staff has received approval for a grant from Denton County in the amount of $3.3 million to assist in the construction of traffic circles in Trophy Club. TNP has given us a rough estimate of the construction costs for 2 traffic circles at $7.92 million. With the rapid increase in construction costs staffbelievess that the all in land acquisition and construction costs could be up to $8 million dollars for the entire project. Financial Considerations: Staff is suggesting the funding for the project will be a mixture of grant, bond and unassigned general fund dollars. At the close of 2021 the unassigned general fund balance is $6,876,307 73 Page 3 of 4 which is 54%. Town policy requires the Town to hold 30% of annual expenditures in unassigned general fund dollars which equals $3,848,906. If unassigned fund balance was to be held at 38% we would be allowed to put $2,001,026 towards this project. In addition to this, $500,000 dollars remain in 2021 bond funds and the Town has been approved for $3.6 million in the way of grant dollars toward this project by Denton County. This leaves a shortfall of $1,898,974. The Town has applied for the Vision Zero grant from the Federal Government in the amount of $7,405,300 towards this project. This grant requires a 20% match from the Town. Reporting to applying agencies for the Vision Zero grant begins in January. If the grant is received staff is suggesting we utilize Denton County and Vision Zero Grants to complete the project without use of bond proceeds or general fund dollars. If the Vision Zero Grant is not awarded to the Town we would have the option to place a $2,000,000 GO Bond on the May election to allow citizens to vote on the improvements. Roundabout Project - Total Funding Needed $8M Denton County Grant 3,600,000 2021 CO Bond Funds Remaining 500,000 Unreserved GF Fund Balance (38%)? 2,001,026 Total $ 6,101,026 Amount Remaining to Fund Project $ 1,898,974 Additional Funding Sources Vision Zero Grant (80/20 Split) 7,405,300 GO Bond Issue 2,000,000 ? Indicates variable that can be changed at Council’s Direction Legal Review: Board/Commission/ or Committee Recommendation: Not applicable Staff Recommendation: 74 Page 4 of 4 Staff seeks approval to move forward with the plan as proposed in under Financial Considerations noted above. Attachments: •2022 TNP traffic study •2018 TNP traffic study •Links to traffic circle safety article: https://www.iihs.org/topics/roundabouts#overview Town Council Approval: Mayor Alicia Fleury or designee 75 THE TOWN OF TROPHY CLUB, TEXAS INTERSECTION TRAFFIC STUDY FOR BOBCAT BOULEVARD & PARKVIEW DRIVE, TROPHY CLUB DRIVE & BOBCAT BOULEVARD TROPHY CLUB DRIVE & DURANGO DRIVE Prepared for Prepared By: 5237 N. Riverside Drive, Suite 100 Fort Worth, TX 76137 TBPE Registration No. F-230 TNP NO. TRO18006 August 2018 Town Council Page 523 of 657 Meeting Date: August 28, 2018 76 Town of Trophy Club July 2018 Page 2 INTRODUCTION Teague Nall & Perkins Inc., has been retained to evaluate the three existing unsignalized intersections in the Town of Trophy Club, TX. These include Bobcat Boulevard at Parkview Drive, Trophy Club Drive at Bobcat Boulevard and Trophy Club Drive at Durango Drive. The location of the study intersections is shown in Figure 1. EXISTING CONDITIONS Bobcat Boulevard & Parkview Drive is a three leg intersection. Bobcat Boulevard is considered as the major street and Parkview Drive is considered as the minor street. Bobcat Boulevard is a four-lane roadway with a left turn bay in the westbound direction. Parkview Drive is a two lane undivided roadway. The posted speed limit is 30 mph. At the intersection, Parkview Drive consists of two-lanes, one lane each for left- and right-turns and it is currently controlled by a stop sign. This intersection is a key entrance for Medlin Middle School Traffic. There are two crossing guards assigned to this intersection during peak/school hours to direct traffic movement and assist students in crossing streets. Long queues of vehicles waiting to turn left were observed to form on Bobcat Boulevard westbound) and Parkview Drive approaches. Trophy Club Drive & Bobcat Boulevard is a three leg intersection. Trophy Club Drive is considered as the major street and Bobcat is considered as the minor arterial in this study. Trophy Club Drive is a four-lane divided roadway with two through lanes in each direction and a left turn bay to Bobcat Boulevard. Bobcat Boulevard is a four-lane undivided roadway. The posted speed limit is 30 mph. At the intersection, Bobcat Boulevard consists of two lanes in the eastbound direction for left- and right-turns and this approach is controlled by a stop sign. This intersection serves traffic associated with Beck Elementary School, Medlin Middle School and Byron Nelson High School. There are two crossing guards assigned to this intersection during peak/school hours to direct traffic movement and assist students in crossing streets. Long queues were observed of vehicles waiting to turn left on Bobcat Boulevard and Trophy Club Drive (northbound) approaches. Trophy Club Drive & Durango Drive is a three leg intersection. Trophy Club Drive is considered as the major street and Durango Drive is considered as the minor collector in this study. Trophy Club Drive is a four-lane divided roadway with two lanes in each direction. Durango Drive is a two lane undivided roadway. The posted speed limit is 30 mph. At the intersection, Durango Drive consists of two lanes in the eastbound direction for left- and right-turns and it is controlled by a stop sign. There are two crossing guards assigned to this Town Council Page 524 of 657 Meeting Date: August 28, 2018 77 Town of Trophy Club July 2018 Page 3 intersection during peak/school hours to direct traffic movement and assist students in crossing streets. Long queues of vehicles waiting to turn left were observed to form on Durango Drive and Trophy Club Drive (northbound) approaches. Figure 1: Site Location N 3 1 2 Byron Nelson High School Lakeview Elementary School Medlin Middle School Samuel Beck Elementary School Town Council Page 525 of 657 Meeting Date: August 28, 2018 78 Town of Trophy Club July 2018 Page 4 PROPOSED OPTIONS TNP evaluated the three intersections with 4 different options that included: 1) No improvements to the intersections (existing condition/control), 2) Provide all-way stop control at the intersection, 3) install traffic signals at each intersection and 4) construct a roundabout at each intersection The pros/cons and costs were developed for each options. BOBCAT BOULEVARD & PARKVIEW DRIVE OPTION 1 – NO IMPROVEMENTS TO THE INTERSECTION (EXISTING CONTROL) Exhibit 1) Pros Continuous traffic flow for Bobcat Boulevard No maintenance costs or installation costs Cons Longer delay for Parkview Drive Increase the likelihood of right-angle crashes Difficult to cross for pedestrian without school guard Costs None OPTION 2 – ALL-WAY STOP CONTROL Pros Helps with pedestrian crossing Better relief for Parkview Drive Reduce right angle and turning collisions Reduce through and turning speeds No right-of-way acquisition is required Relatively low installation and maintenance costs Cons Will create delays for Bobcat Boulevard Not suitable at intersection with unbalanced approach volumes Costs Approximately $5,000 per intersection for STOP signs and pavement markings Town Council Page 526 of 657 Meeting Date: August 28, 2018 79 Town of Trophy Club July 2018 Page 5 OPTION 3 – TRAFFIC SIGNALS Pros Increase traffic capacity of an intersection Improve safety and efficiency of both pedestrian and vehicular traffic Reduce the frequency and severity of right angle collisions Provide for orderly movement of traffic Interrupt heavy traffic at intervals to permit other vehicles or pedestrians to cross Cons Increased installation and maintenance costs Increase rear-end collisions Excessive disobedience of the signal indications Costs Estimate $175,000 per intersection for installation and not including maintenance costs OPTION 4 – ROUNDABOUTS (Exhibit 1A) Pros Provides continuous flow of traffic Reduction in delay Provides traffic calming (reduce speed) Reduce overall number of crashes and crash severity Cons Increased installation costs Require acquisitions of additional right-of-way at intersections Marginalizes pedestrian (esp. handicapped people) and bicycle traffic Town Council Page 527 of 657 Meeting Date: August 28, 2018 80 X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X teaguenallperkins1tnpprojectnumberTRO180065237NRiversideDriveSuite100FortWorthTexas761378173365773ph8173362813fxTBPERegistrationNoF230wwwtnpinccomteaguenallperkinsTrophyClubTexasBobcatBlvdParkviewDr5237NRiversideDriveSuite100FortWorthTexas761378173365773ph8173362813fxTBPERegistrationNoF230wwwtnpinccomAugust82018Page528of657MeetingDateAugust282018 81 X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X teaguenallperkinsExhibit1AtnpprojectnumberTRO180065237NRiversideDriveSuite100FortWorthTexas761378173365773ph8173362813fxTBPERegistrationNoF230wwwtnpinccomteaguenallperkinsTrophyClubTexasBobcatBlvdParkviewDr5237NRiversideDriveSuite100FortWorthTexas761378173365773ph8173362813fxTBPERegistrationNoF230wwwtnpinccomAugust82018Page529of657MeetingDateAugust282018 82 Town of Trophy Club July 2018 Page 6 TROPHY CLUB DRIVE & BOBCAT BOULEVARD OPTION 1 – NO IMPROVEMENTS TO THE INTERSECTION (EXISTING CONTROL) Exhibit 2) Pros Continuous traffic flow for Trophy Club Drive No maintenance costs or installation costs Cons Longer delay for Bobcat Boulevard Increase the likelihood of right-angle crashes Difficult to cross for pedestrian without school guard Costs None OPTION 2 – ALL-WAY STOP CONTROL Pros Helps with pedestrian crossing Better relief for Bobcat Boulevard and Trophy Club Drive on left turn queues Reduce right angle and turning collisions Reduce through and turning speeds No right-of-way acquisition is required Relatively low installation and maintenance costs Cons Will create delays for Trophy Club Drive Not suitable at intersection with unbalanced approach volumes Costs Approximately $5,000 per intersection for STOP signs and pavement markings OPTION 3 – TRAFFIC SIGNALS Pros Increase traffic capacity of an intersection Improve safety and efficiency of both pedestrian and vehicular traffic Reduce the frequency and severity of right angle collisions Provide for orderly movement of traffic Interrupt heavy traffic at intervals to permit other vehicles or pedestrians to cross Town Council Page 530 of 657 Meeting Date: August 28, 2018 83 Town of Trophy Club July 2018 Page 7 Cons Increased installation and maintenance costs Increase rear-end collisions Excessive disobedience of the signal indications Costs Estimate $175,000 per intersection for installation and not including maintenance costs OPTION 4 – ROUNDABOUTS (NOT A FEASIBLE OPTION) (Exhibit 2A) Pros Provides continuous flow of traffic Reduction in delay Provides traffic calming (reduce speed) Reduce overall number of crashes and crash severity Cons Increased installation costs Require acquisitions of additional right-of-way at intersections Marginalizes pedestrian (esp. handicapped people) and bicycle traffic Town Council Page 531 of 657 Meeting Date: August 28, 2018 84 teaguenallperkins5237NRiversideDriveSuite100FortWorthTexas761378173365773ph8173362813fxTBPERegistrationNoF230wwwtnpinccomteaguenallperkins5237NRiversideDriveSuite100FortWorthTexas761378173365773ph8173362813fxTBPERegistrationNoF230wwwtnpinccom2tnpprojectnumberTRO18006TrophyClubTexasTrophyClubDrBobcatBlvdAugust82018Page532of657MeetingDateAugust282018 85 teaguenallperkins5237NRiversideDriveSuite100FortWorthTexas761378173365773ph8173362813fxTBPERegistrationNoF230wwwtnpinccomteaguenallperkins5237NRiversideDriveSuite100FortWorthTexas761378173365773ph8173362813fxTBPERegistrationNoF230wwwtnpinccomExhibit2AtnpprojectnumberTRO18006TrophyClubTexasTrophyClubDrBobcatBlvdAugust82018Page533of657MeetingDateAugust282018 86 Town of Trophy Club July 2018 Page 8 TROPHY CLUB DRIVE & DURANGO DRIVE OPTION 1 – NO IMPROVEMENTS TO THE INTERSECTION (EXISTING CONTROL) Exhibit 3) Pros Continuous traffic flow for Trophy Club Drive No maintenance costs or installation costs Cons Longer delay for Durango Drive Increase the likelihood of right-angle crashes Difficult to cross for pedestrian without school guard Costs None OPTION 2 – ALL-WAY STOP CONTROL Pros Helps with pedestrian crossing Better relief for Durango Drive Reduce right angle and turning collisions Reduce through and turning speeds No right-of-way acquisition is required Relatively low installation and maintenance costs Cons Will create delays for Trophy Club Drive Not suitable at intersection with unbalanced approach volumes Costs Approximately $5,000 per intersection for STOP signs and pavement markings OPTION 3 – TRAFFIC SIGNALS Pros Increase traffic capacity of an intersection Improve safety and efficiency of both pedestrian and vehicular traffic Reduce the frequency and severity of right angle collisions Provide for orderly movement of traffic Interrupt heavy traffic at intervals to permit other vehicles or pedestrians to cross Town Council Page 534 of 657 Meeting Date: August 28, 2018 87 Town of Trophy Club July 2018 Page 9 Cons Increased installation and maintenance costs Increase rear-end collisions Excessive disobedience of the signal indications Costs Estimate $175,000 per intersection for installation and not including maintenance costs OPTION 4 – ROUNDABOUTS (NOT A FEASIBLE OPTION) (Exhibit 3A) Pros Provides continuous flow of traffic Reduction in delay Provides traffic calming (reduce speed) Reduce overall number of crashes and crash severity Cons Increased installation costs Require acquisitions of additional right-of-way at intersections Marginalizes pedestrian (esp. handicapped people) and bicycle traffic Town Council Page 535 of 657 Meeting Date: August 28, 2018 88 teaguenallperkins5237NRiversideDriveSuite100FortWorthTexas761378173365773ph8173362813fxTBPERegistrationNoF230wwwtnpinccomteaguenallperkins5237NRiversideDriveSuite100FortWorthTexas761378173365773ph8173362813fxTBPERegistrationNoF230wwwtnpinccom3tnpprojectnumberTRO18006TrophyClubTexasTrophyClubDrDurangoDrAugust82018Page536of657MeetingDateAugust282018 89 teaguenallperkins5237NRiversideDriveSuite100FortWorthTexas761378173365773ph8173362813fxTBPERegistrationNoF230wwwtnpinccomteaguenallperkins5237NRiversideDriveSuite100FortWorthTexas761378173365773ph8173362813fxTBPERegistrationNoF230wwwtnpinccomAugust820183AtnpprojectnumberTRO18006TrophyClubTexasTrophyClubDrDurangoDrPage537of657MeetingDateAugust282018 90 Intersection Traffic Study for Bobcat Boulevard/Parkview Drive, Trophy Club Drive/Bobcat Boulevard, Trophy Club Drive/Durango Drive TOWN COUNCIL MEETING August 28, 2018 Town Council Page 538 of 657 Meeting Date: August 28, 2018 91 Study Locations Town Council Page 539 of 657 Meeting Date: August 28, 2018 92 Town Council Page 540 of 657 Meeting Date: August 28, 2018 93 Proposed Options Evaluated Option 1: No Improvements to the Intersection Option 2: All-way Stop Control Option 3: Traffic Signal Option 4: Roundabout Town Council Page 541 of 657 Meeting Date: August 28, 2018 94 Bobcat Dr. & Parkview Dr. Town Council Page 542 of 657 Meeting Date: August 28, 2018 95 Existing Option 1 – No Improvements to the IntersectionTownCouncilPage543of657MeetingDate: August 28, 2018 96 Option 1 – No improvements to the Intersection Pros Continuous traffic flow for Bobcat Boulevard No maintenance costs or installation costs Cons Longer delay for Parkview Drive Potential of right-angle crashes Difficult to cross for pedestrian without school guard Costs None Town Council Page 544 of 657 Meeting Date: August 28, 2018 97 Existing Option 2 – All-way STOP controlTownCouncilPage545of657MeetingDate: August 28, 2018 98 Option 2 – All-way STOP control Pros Helps with pedestrian crossing Better relief for Parkview Drive Reduce right angle and turning collisions Reduce through and turning speeds No right-of-way acquisition is required Relatively low installation and maintenance costs Cons Will create delays for Bobcat Boulevard Not suitable at intersection with unbalanced approach volumes Costs Approximately $5,000 per intersection for STOP signs and pavement markingsTownCouncil Page 546 of 657 Meeting Date: August 28, 2018 99 Option 3 – Traffic SignalTownCouncilPage547of657 Meeting Date: August 28, 2018 100 Option 3 – Traffic Signals Pros Increase traffic capacity of an intersection Improve safety and efficiency of both pedestrian and vehicular traffic Reduce the frequency and severity of right angle collisions Provide for orderly movement of traffic Interrupt heavy traffic at intervals to permit other vehicles or pedestrians to cross Cons Increased installation and maintenance costs Increase rear-end collisions Disobedience of signal indications Costs Estimate $175,000 per intersection for installation and not including maintenance costsTownCouncil Page 548 of 657 Meeting Date: August 28, 2018 101 Option 4 – RoundaboutTownCouncilPage549of657 Meeting Date: August 28, 2018 102 Option 4 – Roundabout Pros Provides continuous flow of traffic Reduction in delay Provides traffic calming (reduce speed) Reduce overall number of crashes and crash severity Cons Increased installation costs Require acquisitions of additional right-of-way at intersections Marginalizes pedestrian (esp. handicapped people) and bicycle traffic Town Council Page 550 of 657 Meeting Date: August 28, 2018 103 Trophy Club Dr. & Bobcat Blvd. Town Council Page 551 of 657 Meeting Date: August 28, 2018 104 Existing Option 1 – No Improvements to the IntersectionTownCouncilPage552of657MeetingDate: August 28, 2018 105 Option 1 – No improvements to the Intersection Pros Continuous traffic flow for Trophy Club Drive No maintenance costs or installation costs Cons Longer delay for Bobcat Boulevard Potential of right-angle crashes Difficult to cross for pedestrian without school guard Costs None Town Council Page 553 of 657 Meeting Date: August 28, 2018 106 Existing Option 2 – All-way STOP controlTownCouncilPage554of657MeetingDate: August 28, 2018 107 Option 2 – All-way STOP control Pros Helps with pedestrian crossing Better relief for Bobcat Blvd./Trophy Club Dr. on left turn queues Reduce right angle and turning collisions Reduce through and turning speeds No right-of-way acquisition is required Relatively low installation and maintenance costs Cons Will create delays for Trophy Club Drive Not suitable at intersection with unbalanced approach volumes Costs Approximately $5,000 per intersection for STOP signs and pavement markings Town Council Page 555 of 657 Meeting Date: August 28, 2018 108 Option 3 – Traffic SignalTownCouncilPage556of657 Meeting Date: August 28, 2018 109 Option 3 – Traffic Signals Pros Increase traffic capacity of an intersection Improve safety and efficiency of both pedestrian and vehicular traffic Reduce the frequency and severity of right angle collisions Provide for orderly movement of traffic Interrupt heavy traffic at intervals to permit other vehicles or pedestrians to cross Cons Increased installation and maintenance costs Increase rear-end collisions Disobedience of signal indications Costs Estimate $175,000 per intersection for installation and not including maintenance costsTownCouncil Page 557 of 657 Meeting Date: August 28, 2018 110 Option 4 – RoundaboutTownCouncilPage558of657 Meeting Date: August 28, 2018 111 Option 4 – Roundabout Pros Provides continuous flow of traffic Reduction in delay Provides traffic calming (reduce speed) Reduce overall number of crashes and crash severity Cons Increased installation costs Require acquisitions of additional right-of-way at intersections Marginalizes pedestrian (esp. handicapped people) and bicycle traffic Town Council Page 559 of 657 Meeting Date: August 28, 2018 112 Trophy Club Dr. & Durango Dr. Town Council Page 560 of 657 Meeting Date: August 28, 2018 113 Existing Option 1 – No Improvements to the IntersectionTownCouncilPage561of657MeetingDate: August 28, 2018 114 Option 1 – No improvements to the Intersection Pros Continuous traffic flow for Trophy Club Drive No maintenance costs or installation costs Cons Longer delay for Bobcat Boulevard Potential of right-angle crashes Difficult to cross for pedestrian without school guard Costs None Town Council Page 562 of 657 Meeting Date: August 28, 2018 115 Existing Option 2 – All-way STOP controlTownCouncilPage563of657MeetingDate: August 28, 2018 116 Option 2 – All-way STOP control Pros Helps with pedestrian crossing Better relief for Bobcat Blvd./Trophy Club Dr. on left turn queues Reduce right angle and turning collisions Reduce through and turning speeds No right-of-way acquisition is required Relatively low installation and maintenance costs Cons Will create delays for Trophy Club Drive Not suitable at intersection with unbalanced approach volumes Costs Approximately $5,000 per intersection for STOP signs and pavement markings Town Council Page 564 of 657 Meeting Date: August 28, 2018 117 Option 3 – Traffic SignalTownCouncilPage565of657 Meeting Date: August 28, 2018 118 Option 3 – Traffic Signals Pros Increase traffic capacity of an intersection Improve safety and efficiency of both pedestrian and vehicular traffic Reduce the frequency and severity of right angle collisions Provide for orderly movement of traffic Interrupt heavy traffic at intervals to permit other vehicles or pedestrians to cross Cons Increased installation and maintenance costs Increase rear-end collisions Disobedience of signal indications Costs Estimate $175,000 per intersection for installation and not including maintenance costsTownCouncil Page 566 of 657 Meeting Date: August 28, 2018 119 Option 4 – RoundaboutTownCouncilPage567of657 Meeting Date: August 28, 2018 120 Option 4 – Roundabout Pros Provides continuous flow of traffic Reduction in delay Provides traffic calming (reduce speed) Reduce overall number of crashes and crash severity Cons Increased installation costs Require acquisitions of additional right-of-way at intersections Marginalizes pedestrian (esp. handicapped people) and bicycle traffic Town Council Page 568 of 657 Meeting Date: August 28, 2018 121 Questions Town Council Page 569 of 657 Meeting Date: August 28, 2018 122 engineers surveyors landscape architects December 2022 5237 N. Riverside Drive, Suite 100 Fort Worth, Texas 76137 | 817.336.5773 phone www.tnpinc.com Town of Trophy Club, Texas Intersection Traffic Study for Trophy Club Drive at Bobcat Boulevard, Bobcat Boulevard at Parkview Drive, and Bobcat Boulevard at Marshall Creek Road TNP Firm Registrations Texas Board of Professional Engineers and Land Surveyors | Engineering Firm No. F-230 Surveying Firm No. 10011600 | 10194381 | 10011601 Georgia Board of Professional Engineers Firm No. PEF007431 | Texas Board of Architectural Examiners Firm No. BR 2673 123 Page | i Table of Contents Executive Summary .................................................................................................................................................................... 3 Findings ................................................................................................................................................................................... 3 Solutions .................................................................................................................................................................................. 4 Introduction .................................................................................................................................................................................. 7 Existing Conditions ................................................................................................................................................................ 7 Traffic Count Data ................................................................................................................................................................ 9 Traffic Signal/Roundabout Warrant Analysis ..................................................................................................................... 9 Warrant 1 – Eight-Hour Vehicular Volume ...................................................................................................................... 9 Warrant 2 – Four-Hour Vehicular Volume ..................................................................................................................... 11 Warrant 3 – Peak Hour .................................................................................................................................................... 12 Warrant 4 – Pedestrian Volume ..................................................................................................................................... 13 Warrant 5 – School Crossing ........................................................................................................................................... 13 Warrant 8 – Roadway Network ..................................................................................................................................... 13 Signal/Roundabout Warrant Summary ......................................................................................................................... 14 Intersection Capacity Analysis .............................................................................................................................................. 15 Study Scenarios ................................................................................................................................................................... 15 Existing Traffic Conditions (2022) with Existing Intersection Configurations ...................................................... 20 Existing Traffic Conditions (2022) with Proposed Roundabouts ........................................................................... 20 Evaluation of Improvements Options ................................................................................................................................... 22 Trophy Club Dr. at Bobcat Blvd. ...................................................................................................................................... 22 Bobcat Blvd. at Parkview Dr. ............................................................................................................................................ 23 Bobcat Blvd. at Marshall Creek Rd. ................................................................................................................................ 23 124 Page | ii Figures Figure 1: Site Location .............................................................................................................................................................. 8 Figure 2: 2022 AM Peak Volumes – Existing Intersections ............................................................................................. 16 Figure 3: 2022 PM Peak Volumes – Existing Intersections .............................................................................................. 17 Figure 4: 2022 AM Peak Volumes – Proposed Roundabouts ........................................................................................ 18 Figure 5: 2022 PM Peak Volumes – Proposed Roundabouts ......................................................................................... 19 Tables Table 1: Warrant 1 Analysis Results ................................................................................................................................... 10 Table 2: Warrant 2 Analysis Results ................................................................................................................................... 11 Table 3: Warrant 3 Analysis Results ................................................................................................................................... 13 Table 4: Warrant Analysis Summary .................................................................................................................................. 14 Table 5: HCM Level of Service Criteria for Intersections ................................................................................................ 15 Table 6: Intersection Capacity Analysis Results ................................................................................................................. 21 Appendices Appendix A – Traffic Count Raw Data Appendix B – Warrants 10 Traffic Signal Warrant Analysis Results Appendix B – Synchro 11 Intersection Analysis Results 125 Intersection Traffic Study Project No. TRO 22006 Page | 3 Executive Summary Teague Nall & Perkins Inc. (TNP) has been retained to evaluate three existing unsignalized intersections in the Town of Trophy Club, Texas. The intersections evaluated are Trophy Club Drive at Bobcat Boulevard, Bobcat Boulevard at Parkview Drive, and Bobcat Boulevard at Marshall Creek Road. As part of the evaluation, traffic signal warrant analyses and level of service (LOS) analyses were performed for all three intersections. The LOS analyses evaluated the existing LOS as two-way stop-controlled intersections, and the LOS with the intersections improved as roundabouts. Modeling of the intersections as signalized was not included in the scope of this study. Findings Traffic Signal Warrant Study There is no warrant study specifically for the consideration of a roundabout as a traffic control measure for an intersection. For the purposes of this study, it is assumed that if an intersection satisfies a traffic signal warrant(s), a roundabout is also warranted. Signal Warrant Analyses were performed utilizing 2009 Manual on Uniform Traffic Control Devices (MUTCD) methodologies in Warrants 10, a warrant analysis software by Trafficware. The applicable factors were evaluated for the following traffic signal warrants: Warrant 1, Eight-Hour Vehicular Volume Warrant 2, Four-Hour Vehicular Volume Warrant 3, Peak Hour Warrant 4, Pedestrian Volume Warrant 5, School Crossing Warrant 8, Roadway Network The information gathered from study intersections was analyzed with Warrants 10 software. Table 4 shows a summary of warrant analysis results. The results show that Trophy Club Dr. at Bobcat Blvd. met three warrants and both Bobcat Blvd. at Parkview Dr. and Bobcat Blvd. at Marshall Creek Rd. met four warrants; therefore, installation of traffic signals or roundabouts at these intersections is warranted. 126 Intersection Traffic Study Project No. TRO 22006 Page | 4 LOS Analyses Intersection capacity analyses were conducted for the study intersections. The following scenarios were used for the analyses: · Existing (2022) Traffic Conditions with existing intersection configurations · Existing (2022) Traffic Conditions with proposed roundabouts at Trophy Club Drive at Bobcat Boulevard, Bobcat Boulevard at Parkview Drive, and Bobcat Boulevard at Marshall Creek Road The results of the analysis of the existing intersection configurations (two-way stop-controlled for the minor roadways) indicates that most traffic movements at the study intersections operate at an acceptable LOS (D or better) during the AM and PM peak hours. The following movements do not operate at acceptable LOS: · The eastbound left turn from Bobcat Blvd. onto Trophy Club Dr. operates at LOS F during both peak hours. · The northbound left turn from Parkview Dr. onto Bobcat Blvd. operates at LOS F during both peak hours. · The northbound left turn from Marshall Creek Rd. onto Bobcat Blvd. operates at LOS E during both peak hours. · The southbound left turn from Roseville Dr. onto Bobcat Blvd. operates at LOS E during the PM peak hour. The results of the analysis of the intersections configured as roundabouts indicates that the traffic movements for Trophy Club Dr. at Bobcat Blvd., Bobcat Blvd. at Parkview Dr., and Bobcat Blvd. at Marshall Creek Rd. all operate at an acceptable LOS (D or better). Operation of the southbound left turn from Roseville Dr. onto Bobcat Blvd. degrades from LOS E to LOS F during the PM peak hour if the other intersections are converted to roundabouts. Solutions Based on the traffic signal/roundabout warrant analyses and the intersection capacity analyses, TNP evaluated the improvements options for Trophy Club Dr. at Bobcat Blvd., Bobcat Blvd. at Parkview Dr., and Bobcat Blvd. at Marshall Creek Rd. Pros and cons were developed for each option. Trophy Club Dr. at Bobcat Blvd. No Improvements Pros · Continuous traffic flow for Trophy Club Dr. · No maintenance costs or installation costs Cons · Long delays for Bobcat Blvd. · Increased likelihood of right-angle crashes · Difficult for pedestrians to cross without a school crossing-guard Roundabout Improvements Pros · Provides continuous flow of traffic for both roadways · Reduction in delay for traffic on Marshall Creek Rd. · Provides traffic calming (reduces speed) · Reduces overall number of crashes and crash severity 127 Intersection Traffic Study Project No. TRO 22006 Page | 5 Cons · Installation costs · Requires acquisition of additional right-of-way at intersections · Marginalizes pedestrian (esp. handicapped people) and bicycle traffic Traffic Signal Improvements Pros · Increases traffic capacity of the intersection · Improves safety and efficiency of both pedestrian and vehicular traffic · Reduces the frequency and severity of right-angle collisions · Provides for orderly movement of traffic · Interrupts heavy traffic at intervals to permit other vehicles or pedestrians to cross Cons · Increased installation and maintenance costs · Potential for increased rear-end collisions · Potential for disobedience of the signal indications Bobcat Blvd. at Parkview Dr. No Improvements Pros · Continuous traffic flow for Bobcat Boulevard · No maintenance costs or installation costs Cons · Long delays for Parkview Dr., especially left turns · Increased likelihood of right-angle crashes · Difficult for pedestrians to cross without a school crossing-guard Roundabout Improvements Pros · Provides continuous flow of traffic for both roadways · Reduction in delay for traffic on Parkview Dr. · Provides traffic calming (reduces speed) · Reduces overall number of crashes and crash severity Cons · Installation costs · Requires acquisition of additional right-of-way at intersections · Marginalizes pedestrian (esp. handicapped people) and bicycle traffic Traffic Signal Improvements Pros · Increases traffic capacity of the intersection · Improves safety and efficiency of both pedestrian and vehicular traffic 128 Intersection Traffic Study Project No. TRO 22006 Page | 6 · Reduces the frequency and severity of right-angle collisions · Provides for orderly movement of traffic · Interrupts heavy traffic at intervals to permit other vehicles or pedestrians to cross Cons · Increased installation and maintenance costs · Potential for increased rear-end collisions · Potential for disobedience of the signal indications Bobcat Blvd. at Marshall Creek Rd. No Improvements Pros · Continuous traffic flow for Bobcat Boulevard · No maintenance costs or installation costs Cons · Long delays for Marshall Creek Rd., especially left turns · Increased likelihood of right-angle crashes · Difficult for pedestrians to cross without a school crossing-guard Roundabout Improvements Pros · Provides continuous flow of traffic for both roadways · Reduction in delay for traffic on Marshall Creek Rd. · Provides traffic calming (reduces speed) · Reduces overall number of crashes and crash severity Cons · Installation costs · Requires acquisition of additional right-of-way at intersections · Marginalizes pedestrian (esp. handicapped people) and bicycle traffic Traffic Signal Improvements Pros · Increases traffic capacity of the intersection · Improves safety and efficiency of both pedestrian and vehicular traffic · Reduces the frequency and severity of right-angle collisions · Provides for orderly movement of traffic · Interrupts heavy traffic at intervals to permit other vehicles or pedestrians to cross Cons · Increased installation and maintenance costs · Potential for increased rear-end collisions · Potential for disobedience of the signal indications 129 Intersection Traffic Study Project No. TRO 22006 Page | 7 Introduction Teague Nall & Perkins Inc. (TNP) has been retained to evaluate three existing unsignalized intersections in the Town of Trophy Club, Texas, for reconstruction as roundabouts. The intersections evaluated are Trophy Club Drive at Bobcat Boulevard, Bobcat Boulevard at Parkview Drive, and Bobcat Boulevard at Marshall Creek Road. As part of the evaluation, traffic signal warrant analyses and level of service (LOS) analyses were performed for all three intersections. In addition, the LOS at the unsignalized intersection of Roseville Drive and Bobcat Boulevard was also evaluated. The locations of the study intersections are shown in Figure 1. The following elements are included in this study: Data Collection · Collected existing 16-hour turning movement counts at Trophy Club Drive at Bobcat Boulevard, Bobcat Boulevard at Parkview Drive, and Bobcat Boulevard at Marshall Creek Road (6:00 AM to 10:00 PM) for use in traffic signal warrant analyses and LOS analyses · Collected existing AM (7:00 AM to 9:00 AM) and PM (3:00 PM to 6:00 PM) peak period turning movement counts at Bobcat Boulevard at Roseville Drive for use in LOS analyses · Gathered other relevant information Traffic Analysis · Using the Warrants 10 analysis software, performed traffic signal warrant analyses for Trophy Club Drive at Bobcat Boulevard, Bobcat Boulevard at Parkview Drive, and Bobcat Boulevard at Marshall Creek Road · Using the Synchro 11 analysis software, performed LOS analyses for the study intersections for the following traffic conditions: o Existing (2022) Traffic Conditions with existing intersection configurations o Existing (2022) Traffic Conditions with proposed roundabouts at Trophy Club Drive at Bobcat Boulevard, Bobcat Boulevard at Parkview Drive, and Bobcat Boulevard at Marshall Creek Road Existing Conditions Trophy Club Drive at Bobcat Boulevard is a three-leg intersection. Trophy Club Drive is the through street and Bobcat Boulevard is stop-controlled. Trophy Club Drive is a four-lane divided roadway with two through lanes in each direction and a northbound dedicated left-turn lane at Bobcat Boulevard. Bobcat Boulevard is a four-lane undivided roadway. The posted speed limit is 30 mph for both roadways. At the intersection, Bobcat Boulevard consists of two lanes in the eastbound direction, a dedicated left-turn lane, and a dedicated right-turn lane. This intersection serves traffic associated with Beck Elementary School, Medlin Middle School, and Byron Nelson High School. There are two crossing guards assigned to this intersection during peak/school hours to direct traffic movement and assist students in crossing streets. Long queues of vehicles waiting to turn left were observed to form on the Bobcat Boulevard and Trophy Club Drive (northbound) approaches. Bobcat Boulevard at Parkview Drive is a three-leg intersection. Bobcat Boulevard is the through street and Parkview Drive is stop-controlled. Bobcat Boulevard is a four-lane roadway with a westbound dedicated left-turn lane at Marshall Creek Road. Marshall Creek Road is a two-lane undivided roadway. The posted speed limit is 30 mph for both roadways. At the intersection, Parkview Drive consists of two lanes in the northbound direction, a dedicated left-turn lane, and a dedicated right-turn lane. This intersection is a key entrance for Medlin Middle School Traffic. There are two crossing guards assigned to this intersection during peak/school hours to direct traffic movement and assist students in crossing the streets. Long queues of vehicles waiting to turn left were observed to form on the Bobcat Boulevard (westbound) and Parkview Drive approaches. 130 Intersection Traffic Study Project No. TRO 22006 Page | 8 Bobcat Boulevard at Marshall Creek Road is a three-leg intersection. Bobcat Boulevard is the through street and Parkview Drive is stop-controlled. Bobcat Boulevard is a four-lane roadway with a westbound dedicated left-turn lane at Marshall Creek Road. Marshall Creek Road is a two-lane undivided roadway. The posted speed limit is 30 mph for both roadways. At the intersection, Marshall Creek Road consists of two lanes in the northbound direction, a dedicated left-turn lane, and a dedicated right-turn lane. There is a crossing guard assigned to this intersection during peak/school hours to direct traffic movement and assist students in crossing the streets. Long queues of vehicles waiting to turn left were observed to form on the Marshall Creek Road approach. Bobcat Boulevard at Roseville Drive is a four-leg intersection, with a driveway for The Church of Jesus Christ of Latter-day Saints lining up with the southbound approach of Roseville Drive. Bobcat Boulevard is the through street and Roseville Drive is stop-controlled. Bobcat Boulevard is a four-lane undivided roadway. Roseville Drive is a two-lane undivided roadway. The posted speed limit is 30 mph for both roadways. Peak hour traffic from Roseville Drive is minimal, with 56 vehicles in the AM peak hour and 68 vehicles in the PM peak hour, the overwhelming majority of which turn right onto Bobcat Boulevard. Vehicles turning left from Roseville Drive during the peak hours must contend with traffic queuing from the southbound approach of Trophy Club Drive at Bobcat Boulevard. Figure 1: Site Location N 3 2 Trophy Club Dr Byron Nelson High School Medlin Middle School Samuel Beck Elementary School Marshall Creek Rd 1 4 131 Intersection Traffic Study Project No. TRO 22006 Page | 9 Traffic Count Data Turning movement traffic volumes on the study streets were collected by CJ Hensch & Associates, Inc. on Thursday, September 8, 2022 (see Appendix A). The AM peak hours of the study intersections were found to be 7:30 – 8:30 AM for all intersections except Roseville Drive at Bobcat Boulevard, which had an AM peak hour of 7:45 – 8:45 AM. The PM peak hour of all study intersections was found to be 5:00 – 6:00 PM. For purposes of the LOS analyses in this study, all peak hours were assumed to occur at the same time. Traffic Signal/Roundabout Warrant Analysis There is no warrant study specifically for the consideration of a roundabout as a traffic control measure for an intersection. Per Appendix E – Alternative Intersections and Interchanges, Section 2 – Roundabouts, of the Roadway Design Manual (May 2022), by the Texas Department of Transportation, “Locations that meet or nearly meet a signal warrant(s) should be given consideration for roundabout installation.” For the purposes of this study, it is assumed that if an intersection satisfies a traffic signal warrant(s), a roundabout is also warranted. Chapter 4C, Traffic Control Signal Needs Studies, of the Texas Manual on Uniform Traffic Control Devices (TMUTCD) was used as a guide for conducting this study. This report details the cursory investigation of traffic conditions and physical characteristics of the study locations that are required to determine if signalization is warranted. The investigation of the need for a traffic control signal includes an analysis of factors related to the existing operation and safety at the study location and the potential to improve these conditions. Signal Warrant Analyses were performed utilizing 2009 Manual on Uniform Traffic Control Devices (MUTCD) methodologies in Warrants 10, a warrant analysis software by Trafficware. The applicable factors are evaluated in the following traffic signal warrants: Warrant 1, Eight-Hour Vehicular Volume Warrant 2, Four-Hour Vehicular Volume Warrant 3, Peak Hour Warrant 4, Pedestrian Volume Warrant 5, School Crossing Warrant 8, Roadway Network The satisfaction of a traffic signal warrant or warrants shall not in itself require the installation of a traffic control signal. The TMUTCD provides the following guidance regarding warrants for traffic signal installation: · A traffic control signal should not be installed unless one or more of the factors described in Chapter 4C are met. · A traffic control signal should not be installed unless an engineering study indicates that installing a traffic control signal will improve the overall safety and/or operation of the intersection. · A traffic control signal should not be installed if it will seriously disrupt progressive traffic flow. Warrant 1 – Eight-Hour Vehicular Volume The need for a traffic control signal shall be considered if an engineering study finds that one of the following conditions exist for each of any 8 hours of an average day: A. The vehicles per hour given in both the 100 percent columns of Condition A in Table 4C-1 exist on the major- street and the higher-volume minor-street approaches, respectively, to the intersection. B. The vehicles per hour given in both the 100 percent columns of Condition B in Table 4C-1 exist on the major- street and the higher-volume minor-street approaches, respectively, to the intersection. 132 Intersection Traffic Study Project No. TRO 22006 Page | 10 The Minimum Vehicular Volume, Condition A, is intended for application at locations where a large volume of intersecting traffic is the principal reason to consider installing a traffic control signal. The Interruption of Continuous Traffic, Condition B, is intended for application at locations where Condition A is not satisfied and where the traffic volume on a major street is so heavy that traffic on a minor intersecting street suffers excessive delay or conflict in entering or crossing the major street. It is intended that Warrant 1 be treated as a single warrant. If Condition A is satisfied, then the criterion for Warrant 1 is satisfied. Similarly, if Condition B is satisfied, then the criterion for Warrant 1 is satisfied. In applying each condition, the major-street and minor-street volumes shall be for the same 8 hours. On the minor street, the higher volume shall not be required to be on the same approach during each of these 8 hours. A minimum of any 8 hours of the day needs to match or exceed the preset benchmark for the condition to be met. The analysis shows that for Condition A, only seven hours of traffic volumes for all three intersections meet the minimum criteria set in this warrant. As a result, none of the intersections satisfy the requirements for at least eight hours for Condition A. The analysis also shows that for Condition B, six hours of traffic volumes for both Trophy Club Dr. at Bobcat Blvd. and Bobcat Blvd. at Marshall Creek Rd., and seven hours of traffic volumes for Bobcat Blvd. at Parkview Dr., meet the minimum criteria set in this warrant. Table 1 shows a summary of the Warrant 1 analysis. Table 1: Warrant 1 Analysis Results Condition A Condition B Intersection Hours Met Hours Required Hours Met Hours Required Trophy Club Dr at Bobcat Blvd 7 8 6 8 Bobcat Blvd at Parkview Dr 7 8 7 8 Bobcat Blvd at Marshall Creek Rd 7 8 6 8 133 Intersection Traffic Study Project No. TRO 22006 Page | 11 Thus, none of the intersections satisfy the requirements for at least eight hours for Condition B. Therefore, warrant 1 is NOT SATISFIED FOR ANY OF THE INTERSECTIONS. A detailed Warrants 10 analysis summary is included in Appendix B. Warrant 2 – Four-Hour Vehicular Volume The Four-Hour Vehicular Volume signal warrant conditions are intended to be applied where the volume of intersecting traffic is the principal reason to consider installing a traffic control signal. This warrant compares the existing hourly vehicular volume points with one of three predefined Vehicular Volume curves shown in Figure 4C-1. The greater hourly volume of the Minor Street approaches is plotted versus the combined hourly volume of both approaches of the Major Street. The appropriate curve to use depends on the existing number of lanes on the major street approaches and on the higher volume minor street approach. If the location of the point falls above the predefined curve that specific hour is warranted. Any 4 hours of the day are needed to match for this warrant to be met. Table 2 presents a summary of the Warrant 2 analysis. The analysis indicates that for Bobcat Blvd. at Parkview Dr. and Bobcat Blvd. at Marshall Creek Rd. six hours of volumes fall above the applicable curve in figure 4C-1. For Trophy Club Dr. at Bobcat Blvd., seven hours of volumes fall above the applicable curve. Therefore, this warrant is SATISFIED FOR ALL THREE INTERSECTIONS. A detailed Warrants 10 analysis summary is included in Appendix B. Table 2: Warrant 2 Analysis Results Intersection Hours Met Hours Required Trophy Club Dr at Bobcat Blvd 7 4 Bobcat Blvd at Parkview Dr 6 4 Bobcat Blvd at Marshall Creek Rd 6 4 134 Intersection Traffic Study Project No. TRO 22006 Page | 12 Warrant 3 – Peak Hour The Peak Hour signal warrant is intended for use at a location where traffic conditions are such that for a minimum of 1 hour of an average day, the minor-street traffic suffers undue delay when entering or crossing the major street. According to TMUTCD, this signal warrant shall be applied only in unusual cases, such as office complexes, manufacturing plants, industrial complexes, or high-occupancy vehicle facilities that attract or discharge large numbers of vehicles over a short time. Since schools would attract and/or discharge a large volume of vehicles over a short period, this warrant is applicable. The need for a traffic control signal shall be considered if an engineering study finds that the criteria in either of the following two categories are met: A. If all three of the following conditions exist for the same 1 hour (any four consecutive 15-minute periods) of an average day: 1. The total stopped time delay experienced by the traffic on one minor street approach (one direction only) controlled by a STOP sign equals or exceeds 4 vehicle-hours for a one lane approach; 5 vehicle-hours for a two lane approach, and 2. The volume on the same minor-street approach (one direction only) equals or exceeds 100 vehicles per hour for one moving lane of traffic or 150 vehicles per hour for two moving lanes, and 3. The total entering volume serviced during the hour equals or exceeds 650 vehicles per hour for intersections with three approaches or 800 vehicles per hour for intersections with four or more approaches. B. The plotted point representing the vehicles per hour on the major street (total of both approaches) and the corresponding vehicles per hour on the higher-volume minor-street approach (one direction only) for 1 hour (any consecutive 15-minute periods) of an average day falls above the applicable curve in Figure 4C-3 for the existing combination of approach lanes. Table 3 presents a summary of the Warrant 3 analysis. The analysis shows that four hours of volumes fall above the applicable curve (in red in Figure 4C-3) for Trophy Club Dr. at Bobcat Blvd., five hours of volume fall above the 135 Intersection Traffic Study Project No. TRO 22006 Page | 13 applicable curve for Bobcat Blvd. at Parkview Dr., and three hours of volumes fall above the applicable curve for Bobcat Blvd. at Marshall Creek Rd., exceeding the 1 hour required minimum threshold volume. Therefore, this warrant is SATISFIED FOR ALL THREE INTERSECTIONS. A detailed Warrants 10 analysis summary is included in Appendix B. Table 3: Warrant 3 Analysis Results Condition A Condition B Intersection Hours Met Hours Required Hours Met Hours Required Trophy Club Dr at Bobcat Blvd 0 1 4 1 Bobcat Blvd at Parkview Dr 0 1 5 1 Bobcat Blvd at Marshall Creek Rd 0 1 3 1 Warrant 4 – Pedestrian Volume The pedestrian volume warrant is intended for application where the traffic volume on a major street is so heavy that pedestrians experience excessive delay in crossing the major street. It contains two levels of usage and conditions. For this warrant to be met both conditions must be met. Condition A requires that a minimum of 100 pedestrian cross the intersection for any 4 hours during the day or 190 pedestrians during any 1 hour. Condition B requires a minimum of 60 gaps per hour in the traffic stream to provide adequate length for pedestrians to cross. Based on the pedestrian counts performed at the intersections, this signal warrant is NOT SATISFIED FOR ANY OF THE INTERSECTIONS. Warrant 5 – School Crossing The School Crossing warrant is intended for application where the crossing of the major street by school children is the principal reason to consider installing a traffic control signal. The need for a traffic control signal shall be considered when an engineering study of the frequency and adequacy of gaps in the vehicular traffic stream as related to the number and size of groups of school children at an established school crossing across the major street shows that the number of adequate gaps in the traffic stream during the period when the children are using the crossing is less than the number of minutes in the same period and there are a minimum of 20 pedestrians during the highest crossing hour. Based on field reviews, students crossing the streets utilize the marked crosswalk with a crossing guard at each location. It was observed that the number of students crossing the street at Trophy Club Dr. at Bobcat Blvd. did not meet the 20 pedestrians per hour requirement. Therefore, this signal warrant is NOT SATISFIED FOR THIS INTERSECTION. The Bobcat Blvd. at Parkview Dr. and Bobcat Blvd. at Marshall Creek Rd. intersections did meet the 20 pedestrians per hour requirement. In addition, using empirical methods, the estimated total number of acceptable gaps was found to be 11 for Bobcat Blvd. at Parkview Dr. and 14 for Bobcat Blvd. at Marshall Creek Rd. The number of acceptable gaps did meet the requirements for a school crossing warrant since the total number was less than the minutes in the study period (30 minutes for both intersections). Therefore, this warrant is SATISFIED FOR THE BOBCAT BLVD. AT PARKVIEW DR. AND BOBCAT BLVD. AT MARSHALL CREEK RD. INTERSECTIONS. Warrant 8 – Roadway Network Installing a traffic control signal at some intersections might be justified to encourage concentration and organization of traffic flow on a roadway network. The need for a traffic control signal shall be considered if an engineering study finds that the common intersection of two or more major routes meets one or both of the following criteria: 136 Intersection Traffic Study Project No. TRO 22006 Page | 14 A. The intersection has a total existing, or immediately projected, entering volume of at least 1,000 vehicles per hour during the peak hour of a typical weekday and has 5-year projected traffic volumes, based on an engineering study, that meet one or more of Warrants 1, 2, and 3 during an average weekday; or B. The intersection has a total existing or immediately projected entering volume of at least 1,000 vehicles per hour for each of any 5 hours of a non-normal business day (Saturday or Sunday), A major route as applied in this signal warrant shall have one or more of the following characteristics: A. It is part of the street or highway system that serves as the principal roadway network for through traffic flow; or B. It includes rural or suburban highways outside, entering, or traversing a city; or C. It appears as a major route on an official plan, such as a major street plan in an urban area traffic and transportation study; D. It connects areas of principal traffic generation; or E. It has surface street freeway or expressway ramp terminals. According to the Town’s Comprehensive Land Use Plan (Updated 1997), Bobcat Blvd. and Trophy Club Dr. are classified as Major Collector routes. Thus, this warrant is applicable. All three intersections have a total entering volume greater than 1000 and met Warrants 2 and/or 3; therefore, Condition A is met and this warrant is SATISFIED FOR ALL THREE INTERSECTIONS. A detailed Warrants 10 analysis summary is included in Appendix B. Signal/Roundabout Warrant Summary The information gathered from study intersections was analyzed with Warrants 10 software. Table 4 shows a summary of warrant analysis results. The results show that Trophy Club Dr. at Bobcat Blvd. met three warrants and both Bobcat Blvd. at Parkview Dr. and Bobcat Blvd. at Marshall Creek Rd. met four warrants; therefore, installation of traffic signals or roundabouts at these intersections is warranted. Table 4: Warrant Analysis Summary Warrant Trophy Club Dr at Bobcat Blvd Bobcat Blvd at Parkview Dr Bobcat Blvd at Marshall Creek Rd Warrant 1 (Eight-Hour Vehicular Volume) No No No Warrant 2 (Four-Hour Vehicular Volume) Yes Yes Yes Warrant 3 (Peak Hour) Yes Yes Yes Warrant 4 (Pedestrian Volume) No No No Warrant 5 (School Crossing) Not Applicable Yes Yes Warrant 8 (Roadway Network) Yes Yes Yes 137 Intersection Traffic Study Project No. TRO 22006 Page | 15 Intersection Capacity Analysis Level of Service (LOS) is a qualitative measure of the operating conditions experienced at an intersection or along a roadway when it is subject to varying traffic volumes. It is directly related to vehicle delay. There are six Levels of Service: LOS A, representing relatively short delays, through LOS F, which represents very long delays, or when volume exceeds capacity (V/C > 1.0). The standard target minimum LOS for intersections in the City of Kilgore is identified as LOS D. Table 5 summarizes the LOS criteria for signalized and unsignalized intersections, per the Highway Capacity Manual (HCM) 6th Edition, by the Transportation Research Board, 2016. Table 5: HCM Level of Service Criteria for Intersections The intersection capacity analyses were conducted using the network simulation methodologies in Synchro 11, a traffic analysis and optimization software application, to evaluate the effects on the entire corridor of improvements to select intersections. The capacity analyses were conducted for the study intersections for the various scenarios outlined in this report. Reports from Synchro 11 relating to the intersection capacity analyses are included as Appendix C. Study Scenarios Intersection capacity analyses were conducted for the study intersections. The following scenarios were used for the analyses: · Existing (2022) Traffic Conditions with existing intersection configurations · Existing (2022) Traffic Conditions with proposed roundabouts at Trophy Club Drive at Bobcat Boulevard, Bobcat Boulevard at Parkview Drive, and Bobcat Boulevard at Marshall Creek Road Signalized Intersection Unsignalized Intersection A ≤10 ≤10 B >10-20 >10-15 C >20-35 >15-25 D >35-55 >25-35 E >55-80 >35-50 F >80 or V/C >1.0 >50 or V/C >1.0 LOS Control Delay (Seconds per Vehicle) 138 Ex-TRO.syn 2022 AM EXIST TNP 10/26/2022 MARSHALL 149342BOBCAT38676 207366TROPHY CLUB47110560437 T R O P H Y C L U B 236253PARKVIEW154205BOBCAT534199 217 423 1801BOBCAT 56548 7 2 678 84052FIGURE 2 139 Ex-TRO.syn 2022 PM EXIST TNP 10/26/2022 MARSHALL 78376BOBCAT33562 321663TROPHY CLUB79323632478 T R O P H Y C L U B 177140PARKVIEW12085BOBCAT574160 85 853 000BOBCAT 15542615 8 903 157061FIGURE 3 140 Prop-TRO-3RB.syn 2022 AM PROP TNP 10/31/2022 MARSHALL 149342BOBCAT38676207366TROPHY CLUB47110560437 T R O P H Y C L U B 236253PARKVIEW154205BOBCAT534199 217 423 1801BOBCAT 56548 7 2 678 84052FIGURE 4 141 Prop-TRO-3RB.syn 2022 PM PROP TNP 10/31/2022 MARSHALL 78376BOBCAT33562321663TROPHY CLUB79323632478 T R O P H Y C L U B 177140PARKVIEW12085BOBCAT574160 85 853 000BOBCAT 15542615 8 903 157061FIGURE 5 142 Intersection Traffic Study Project No. TRO 22006 Page | 20 Existing Traffic Conditions (2022) with Existing Intersection Configurations The existing intersection configurations and the existing AM and PM peak hour traffic volumes shown in Figure 2 and Figure 3 were modeled in Synchro 11 for these analyses. The first two columns in Table 6 present the results for the study intersections under existing traffic volume conditions for the AM and PM peak hours. The results of these analyses indicate that most traffic movements at the study intersections operate at an acceptable LOS (D or better) during the AM and PM peak hours. The northbound left turn from Marshall Creek Rd. onto Bobcat Blvd. operates at LOS E during both peak hours. The eastbound left turn from Bobcat Blvd. onto Trophy Club Dr. operates at LOS F during both peak hours. The northbound left turn from Parkview Dr. onto Bobcat Blvd. operates at LOS F during both peak hours. The southbound left turn from Roseville Dr. onto Bobcat Blvd. operates at LOS E during the PM peak hour. Existing Traffic Conditions (2022) with Proposed Roundabouts The proposed roundabout configurations and the existing AM and PM peak hour traffic volumes shown in Figure 4 and Figure 5 were modeled in Synchro 11 for these analyses. The third and fourth columns in Table 6 present the results for the study intersections under existing traffic volume conditions with proposed roundabouts for the AM and PM peak hours. The results of these analyses indicate that the traffic movements for Trophy Club Dr. at Bobcat Blvd., Bobcat Blvd. at Parkview Dr., and Bobcat Blvd. at Marshall Creek Rd. all operate at an acceptable LOS (D or better) with those intersections configured as roundabouts. Operation of the southbound left turn from Roseville Dr. onto Bobcat Blvd. degrades from LOS E to LOS F during the PM peak hour if the other intersections are converted to roundabouts. 143 Intersection Traffic Study Project No. TRO 22006 Page | 21 Table 6: Intersection Capacity Analysis Results EBT A (0.9) A (0.8) A (4.2) A (4.2) EBR A (0.8) A (0.7) A (2.8) A (3.0) WBL A (5.9) A (6.5) A (3.3) A (3.6) WBT A (0.4) A (0.4) A (3.8) A (3.6) NBL E (36.7) E (49.5)A (6.0) A (4.5) NBR A (6.9) A (6.9) A (3.9) A (4.0) Overall A (6.3) A (4.9) A (4.0) A (3.8) EBL F (61.6) F (236.7)A (2.6) A (2.9) EBR A (4.8) A (5.2) A (2.5) A (2.7) NBL A (6.2) A (8.6) A (4.6) D (33.9) NBT A (0.3) A (0.6) A (4.6) C (15.8) SBT A (0.7) A (0.9) A (6.2) A (6.6) SBR A (1.2) A (0.9) A (2.5) A (2.6) Overall A (5.7) A (9.1) A (3.8) C (18.2) EBT A (1.4) A (1.1) A (4.1) A (3.9) EBR A (1.3) A (1.0) A (3.0) A (2.9) WBL B (13.2) A (9.0) A (4.5) A (3.9) WBT A (0.6) A (0.8) A (3.4) A (4.0) NBL F (289.0) F (65.3)A (6.0) A (6.0) NBR C (15.8) A (4.5) A (4.2) A (3.6) Overall D (28.0) A (5.3) A (4.0) A (4.0) EBL A (5.7) A (8.8) A (5.8) B (11.9) EBT A (1.0) A (1.0) A (0.9) A (1.0) EBR A (1.0) A (0.7) A (0.5) A (0.5) WBL A (4.6) A (4.5) A (4.0) A (4.5) WBT A (0.6) A (0.7) A (0.5) A (1.6) WBR A (0.4) A (0.6) A (0.3) A (1.6) NBL C (15.1) n/a C (17.9) n/a NBR A (5.4) n/a A (4.6) n/a SBL B (14.2)E (46.1)C (19.6)F (82.5) SBR A (4.7) A (9.2) A (4.0) B (12.9) Overall A (1.3) A (2.1) A (1.2) A (3.0) 103 Bobcat Blvd at Parkview Dr Stop Controlled for Parkview Dr (Roundabout in Prop Configuration) 104 Bobcat Blvd at Dwy/Roseville Dr Two-way Stop Controlled for Dwy/Roseville Dr AM Peak PM Peak Existing Traffic 2022 w/ Prop Roundabouts AM Peak PM Peak Synchro Int. ID.Intersection Control Type Approach Existing Traffic 2022 w/ Existing Intersections Level of Service (Delay in Seconds) 101 Bobcat Blvd at Marshall Creek Rd Stop Controlled for Marshall Creek Rd (Roundabout in Prop Configuration) 102 Trophy Club Dr at Bobcat Blvd Stop Controlled for Bobcat Blvd (Roundabout in Prop Configuration) 144 Intersection Traffic Study Project No. TRO 22006 Page | 22 Evaluation of Improvements Options Based on the traffic signal/roundabout warrant analyses and the intersection capacity analyses, TNP evaluated the no-build, roundabout, and traffic signal improvements options for Trophy Club Dr. at Bobcat Blvd., Bobcat Blvd. at Parkview Dr., and Bobcat Blvd. at Marshall Creek Rd. Pros and cons were developed for each option. Trophy Club Dr. at Bobcat Blvd. No Improvements Pros · Continuous traffic flow for Trophy Club Dr. · No maintenance costs or installation costs Cons · Long delays for Bobcat Blvd. · Increased likelihood of right-angle crashes · Difficult for pedestrians to cross without a school crossing-guard Roundabout Improvements Pros · Provides continuous flow of traffic for both roadways · Reduction in delay for traffic on Marshall Creek Rd. · Provides traffic calming (reduces speed) · Reduces overall number of crashes and crash severity Cons · Installation costs · Requires acquisition of additional right-of-way at intersections · Marginalizes pedestrian (esp. handicapped people) and bicycle traffic Traffic Signal Improvements Pros · Increases traffic capacity of the intersection · Improves safety and efficiency of both pedestrian and vehicular traffic · Reduces the frequency and severity of right-angle collisions · Provides for orderly movement of traffic · Interrupts heavy traffic at intervals to permit other vehicles or pedestrians to cross Cons · Increased installation and maintenance costs · Potential for increased rear-end collisions · Potential for disobedience of the signal indications 145 Intersection Traffic Study Project No. TRO 22006 Page | 23 Bobcat Blvd. at Parkview Dr. No Improvements Pros · Continuous traffic flow for Bobcat Boulevard · No maintenance costs or installation costs Cons · Long delays for Parkview Dr., especially left turns · Increased likelihood of right-angle crashes · Difficult for pedestrians to cross without a school crossing-guard Roundabout Improvements Pros · Provides continuous flow of traffic for both roadways · Reduction in delay for traffic on Parkview Dr. · Provides traffic calming (reduces speed) · Reduces overall number of crashes and crash severity Cons · Installation costs · Requires acquisition of additional right-of-way at intersections · Marginalizes pedestrian (esp. handicapped people) and bicycle traffic Traffic Signal Improvements Pros · Increases traffic capacity of the intersection · Improves safety and efficiency of both pedestrian and vehicular traffic · Reduces the frequency and severity of right-angle collisions · Provides for orderly movement of traffic · Interrupts heavy traffic at intervals to permit other vehicles or pedestrians to cross Cons · Increased installation and maintenance costs · Potential for increased rear-end collisions · Potential for disobedience of the signal indications Bobcat Blvd. at Marshall Creek Rd. No Improvements Pros · Continuous traffic flow for Bobcat Boulevard · No maintenance costs or installation costs Cons · Long delays for Marshall Creek Rd., especially left turns 146 Intersection Traffic Study Project No. TRO 22006 Page | 24 · Increased likelihood of right-angle crashes · Difficult for pedestrians to cross without a school crossing-guard Roundabout Improvements Pros · Provides continuous flow of traffic for both roadways · Reduction in delay for traffic on Marshall Creek Rd. · Provides traffic calming (reduces speed) · Reduces overall number of crashes and crash severity Cons · Installation costs · Requires acquisition of additional right-of-way at intersections · Marginalizes pedestrian (esp. handicapped people) and bicycle traffic Traffic Signal Improvements Pros · Increases traffic capacity of the intersection · Improves safety and efficiency of both pedestrian and vehicular traffic · Reduces the frequency and severity of right-angle collisions · Provides for orderly movement of traffic · Interrupts heavy traffic at intervals to permit other vehicles or pedestrians to cross Cons · Increased installation and maintenance costs · Potential for increased rear-end collisions · Potential for disobedience of the signal indications 147 Appendix A Traffic Count Raw Data 148 Leg Direction Start Time Thru Right U-Turn App Total Peds CW Peds CCW Left Thru U-Turn App Total Peds CW Peds CCW Left Right U-Turn App Total Peds CW Peds CCW Int Total 2022-09-08 06:00:00 9 7 0 16 0 2 21 1 0 22 0 0 1 13 0 14 0 0 52 2022-09-08 06:15:00 10 12 0 22 1 1 52 5 0 57 0 0 3 47 0 50 0 0 129 2022-09-08 06:30:00 28 12 0 40 0 0 42 5 0 47 0 0 8 66 0 74 0 0 161 2022-09-08 06:45:00 45 15 0 60 0 1 36 8 0 44 0 0 6 55 0 61 0 0 165 2022-09-08 07:00:00 65 35 0 100 0 0 56 11 0 67 0 0 8 64 0 72 0 0 239 2022-09-08 07:15:00 94 95 0 189 0 0 61 18 0 79 0 0 7 75 0 82 0 3 350 2022-09-08 07:30:00 63 52 0 115 0 1 95 26 0 121 0 0 10 121 0 131 1 0 367 2022-09-08 07:45:00 62 47 0 109 1 2 101 34 0 135 0 0 10 91 0 101 0 0 345 2022-09-08 08:00:00 53 64 0 117 0 4 116 22 0 138 0 0 17 103 0 120 0 1 375 2022-09-08 08:15:00 58 90 0 148 0 1 159 23 0 182 1 0 23 122 0 145 0 2 475 2022-09-08 08:30:00 58 33 0 91 2 3 59 28 0 87 0 0 24 123 0 147 1 0 325 2022-09-08 08:45:00 44 15 0 59 0 0 35 23 0 58 0 0 15 81 0 96 0 0 213 2022-09-08 09:00:00 52 21 0 73 0 0 47 21 0 68 0 0 6 52 0 58 0 1 199 2022-09-08 09:15:00 41 13 1 55 0 1 43 22 0 65 0 0 16 53 0 69 0 0 189 2022-09-08 09:30:00 29 12 1 42 1 0 36 19 1 56 0 0 7 54 0 61 0 0 159 2022-09-08 09:45:00 33 16 0 49 0 0 33 21 0 54 0 0 11 46 0 57 0 0 160 2022-09-08 10:00:00 42 13 0 55 0 0 25 21 0 46 0 0 13 48 0 61 0 0 162 2022-09-08 10:15:00 26 16 0 42 2 0 39 26 0 65 0 0 7 46 0 53 2 0 160 2022-09-08 10:30:00 33 10 0 43 0 0 29 18 0 47 0 0 11 36 0 47 0 0 137 2022-09-08 10:45:00 28 10 0 38 0 0 31 23 0 54 0 0 11 43 0 54 0 0 146 2022-09-08 11:00:00 34 13 0 47 0 0 36 15 0 51 0 0 7 48 0 55 0 0 153 2022-09-08 11:15:00 16 13 0 29 0 0 34 27 0 61 0 0 11 46 0 57 0 0 147 2022-09-08 11:30:00 31 19 0 50 0 0 45 25 1 71 0 0 8 31 0 39 0 0 160 2022-09-08 11:45:00 28 16 0 44 0 0 54 27 0 81 0 0 8 62 0 70 0 0 195 2022-09-08 12:00:00 33 19 0 52 0 0 49 31 0 80 0 0 9 60 0 69 0 0 201 2022-09-08 12:15:00 35 14 0 49 0 0 44 36 0 80 0 0 15 60 0 75 0 0 204 2022-09-08 12:30:00 43 16 1 60 0 0 32 18 0 50 0 0 17 55 0 72 0 0 182 2022-09-08 12:45:00 30 9 0 39 0 0 42 26 0 68 0 0 14 58 0 72 0 0 179 2022-09-08 13:00:00 22 15 0 37 0 0 57 34 0 91 0 0 11 52 0 63 0 0 191 2022-09-08 13:15:00 33 8 0 41 1 0 44 19 1 64 0 0 14 60 0 74 0 0 179 2022-09-08 13:30:00 20 13 0 33 0 0 43 28 0 71 0 0 12 56 0 68 0 0 172 2022-09-08 13:45:00 34 9 0 43 0 0 46 24 0 70 0 0 11 35 0 46 0 0 159 2022-09-08 14:00:00 35 19 0 54 0 0 44 31 0 75 0 0 11 48 0 59 0 0 188 2022-09-08 14:15:00 42 20 0 62 0 0 52 31 0 83 0 0 9 62 0 71 0 0 216 2022-09-08 14:30:00 27 26 0 53 0 0 61 26 0 87 0 0 18 50 0 68 0 0 208 2022-09-08 14:45:00 31 39 0 70 0 0 63 34 0 97 0 0 5 57 0 62 0 1 229 2022-09-08 15:00:00 34 16 0 50 0 0 82 57 0 139 0 0 10 63 0 73 3 0 262 2022-09-08 15:15:00 27 19 0 46 0 0 81 37 0 118 0 0 12 117 0 129 0 1 293 2022-09-08 15:30:00 45 22 0 67 0 0 84 36 0 120 0 0 16 84 0 100 0 0 287 2022-09-08 15:45:00 33 39 0 72 0 1 121 45 0 166 0 0 11 59 0 70 0 0 308 2022-09-08 16:00:00 44 34 0 78 5 1 114 44 0 158 0 0 14 151 0 165 0 0 401 2022-09-08 16:15:00 46 21 0 67 4 0 120 45 0 165 0 1 36 189 0 225 0 0 457 2022-09-08 16:30:00 53 24 0 77 1 0 139 44 0 183 0 0 7 121 0 128 0 0 388 2022-09-08 16:45:00 45 37 0 82 1 0 173 36 0 209 0 0 9 112 0 121 0 0 412 2022-09-08 17:00:00 45 31 0 76 1 0 185 59 0 244 0 0 14 127 0 141 0 0 461 2022-09-08 17:15:00 48 48 0 96 0 0 216 57 2 275 0 0 5 111 0 116 0 0 487 2022-09-08 17:30:00 43 37 0 80 0 0 211 65 0 276 0 0 6 105 0 111 0 0 467 2022-09-08 17:45:00 41 24 0 65 1 0 179 55 0 234 0 0 7 135 0 142 0 0 441 2022-09-08 18:00:00 45 22 1 68 1 0 146 66 0 212 0 0 16 100 0 116 0 0 396 2022-09-08 18:15:00 52 22 0 74 0 0 118 54 1 173 0 0 14 85 0 99 0 0 346 2022-09-08 18:30:00 49 29 0 78 0 0 135 45 0 180 0 0 16 79 0 95 0 0 353 2022-09-08 18:45:00 37 21 0 58 0 0 113 60 0 173 0 0 11 81 0 92 0 0 323 2022-09-08 19:00:00 22 18 0 40 0 0 83 44 0 127 0 0 22 76 0 98 0 0 265 2022-09-08 19:15:00 31 13 0 44 0 0 83 35 0 118 0 0 24 87 0 111 0 0 273 Trophy Club Drive Trophy Club Drive Bobcat Boulevard Southbound Northbound Eastbound 149 2022-09-08 19:30:00 24 10 0 34 1 0 50 45 0 95 0 0 20 75 0 95 0 0 224 2022-09-08 19:45:00 20 12 0 32 1 0 52 38 0 90 0 0 22 65 0 87 0 0 209 2022-09-08 20:00:00 21 13 0 34 0 0 39 41 0 80 0 0 22 46 0 68 0 0 182 2022-09-08 20:15:00 21 9 0 30 0 1 25 44 0 69 0 0 19 43 0 62 0 0 161 2022-09-08 20:30:00 12 11 0 23 0 0 27 35 0 62 0 0 16 42 0 58 0 0 143 2022-09-08 20:45:00 18 8 0 26 0 0 20 29 0 49 0 0 17 59 0 76 0 0 151 2022-09-08 21:00:00 11 6 0 17 0 0 28 21 0 49 0 0 12 49 0 61 0 0 127 2022-09-08 21:15:00 10 9 0 19 0 0 27 23 0 50 0 0 9 47 0 56 0 0 125 2022-09-08 21:30:00 6 3 0 9 0 0 21 15 0 36 0 0 11 39 0 50 0 0 95 2022-09-08 21:45:00 8 5 0 13 0 0 15 18 0 33 0 0 15 58 0 73 0 0 119 Grand Total 2258 1419 4 3681 24 19 4549 2000 6 6555 1 1 807 4584 0 5391 7 9 15627 % Approach 61.3% 38.5% 0.1%69.4% 30.5% 0.1%15.0% 85.0% 0.0% % Total 14.4% 9.1% 0.0%23.6%29.1% 12.8% 0.0%41.9%5.2% 29.3% 0.0%34.5% Lights 2233 1399 4 3636 4524 1977 6 6507 799 4549 0 5348 15491 % Lights 98.9% 98.6% 100.0%98.8%99.5% 98.9% 100.0%99.3%99.0% 99.2% 0.0%99.2%99.1% Articulated Trucks 0 0 0 0 0 1 0 1 0 2 0 2 3 % Articulated Trucks 0.0% 0.0% 0.0%0.0%0.0% 0.1% 0.0%0.0%0.0% 0.0% 0.0%0.0%0.0% Buses and Single-Unit Trucks 25 20 0 45 25 22 0 47 8 33 0 41 133 % Buses and Single-Unit Trucks 1.1% 1.4% 0.0%1.2%0.5% 1.1% 0.0%0.7%1.0% 0.7% 0.0%0.8%0.9% Pedestrians 14 8 1 1 3 3 % Pedestrians 58.3% 42.1%100.0% 100.0%42.9% 33.3% Bicycles on Crosswalk 10 11 0 0 4 6 % Bicycles on Crosswalk 41.7% 57.9%0.0% 0.0%57.1% 66.7% 150 Leg Direction Start Time Left Thru U-Turn App Total Peds CW Peds CCW Left Right U-Turn App Total Peds CW Peds CCW Thru Right U-Turn App Total Peds CW Peds CCW Int Total 2022-09-08 06:00:00 0 21 0 21 0 0 3 2 0 5 0 2 23 2 0 25 0 0 51 2022-09-08 06:15:00 2 34 0 36 0 0 4 6 0 10 0 0 62 5 0 67 0 0 113 2022-09-08 06:30:00 4 44 0 48 1 1 5 3 0 8 0 0 51 5 0 56 0 0 112 2022-09-08 06:45:00 8 48 0 56 3 5 9 4 0 13 0 2 75 26 0 101 1 4 170 2022-09-08 09:00:00 5 61 0 66 0 0 8 5 0 13 0 0 63 6 0 69 0 0 148 2022-09-08 09:15:00 10 40 0 50 0 0 11 11 0 22 0 0 73 11 0 84 0 1 156 2022-09-08 09:30:00 3 51 0 54 0 0 7 2 0 9 0 0 60 8 1 69 0 0 132 2022-09-08 09:45:00 8 43 0 51 0 0 7 6 0 13 0 0 63 7 2 72 0 2 136 2022-09-08 10:00:00 4 32 0 36 0 0 12 5 0 17 0 0 57 15 0 72 0 0 125 2022-09-08 10:15:00 2 50 0 52 0 0 12 2 0 14 0 0 54 9 1 64 0 0 130 2022-09-08 10:30:00 3 37 0 40 0 0 10 4 0 14 0 0 49 14 0 63 0 0 117 2022-09-08 10:45:00 4 36 0 40 0 0 9 7 0 16 2 0 56 4 1 61 3 0 117 2022-09-08 11:00:00 7 44 0 51 0 0 10 3 0 13 0 0 48 6 0 54 0 0 118 2022-09-08 11:15:00 2 45 0 47 0 0 9 1 0 10 0 0 60 15 0 75 0 0 132 2022-09-08 11:30:00 8 56 0 64 0 0 11 9 0 20 0 0 44 10 2 56 0 0 140 2022-09-08 11:45:00 6 61 0 67 0 0 16 2 0 18 0 0 72 14 0 86 0 0 171 2022-09-08 12:00:00 6 72 0 78 0 0 11 0 0 11 0 0 64 19 2 85 0 0 174 2022-09-08 12:15:00 2 58 0 60 0 0 8 5 0 13 0 0 73 16 0 89 0 0 162 2022-09-08 12:30:00 2 54 0 56 0 0 5 4 0 9 0 0 71 8 0 79 0 0 144 2022-09-08 12:45:00 8 49 0 57 0 0 12 5 0 17 0 1 80 16 0 96 1 1 170 2022-09-08 13:00:00 2 64 0 66 0 0 10 5 0 15 0 1 67 10 0 77 0 0 158 2022-09-08 13:15:00 3 53 0 56 0 0 8 3 0 11 0 0 66 19 1 86 0 0 153 2022-09-08 13:30:00 6 63 0 69 0 0 11 5 0 16 0 0 61 17 1 79 0 0 164 2022-09-08 13:45:00 6 49 0 55 0 0 8 1 0 9 0 0 56 6 0 62 0 0 126 2022-09-08 14:00:00 7 52 0 59 0 0 8 4 0 12 0 1 54 9 2 65 0 1 136 2022-09-08 14:15:00 7 63 0 70 0 0 15 3 0 18 0 0 76 23 0 99 0 0 187 2022-09-08 14:30:00 35 62 0 97 0 0 7 6 0 13 0 0 62 21 0 83 0 0 193 2022-09-08 14:45:00 64 63 0 127 0 0 5 8 0 13 0 0 69 26 0 95 0 0 235 2022-09-08 18:00:00 9 155 0 164 0 0 25 11 0 36 0 0 122 33 0 155 0 0 355 2022-09-08 18:15:00 18 107 0 125 0 0 18 13 0 31 0 0 98 26 0 124 0 0 280 2022-09-08 18:30:00 15 156 0 171 0 0 35 25 0 60 0 3 116 25 0 141 0 0 372 2022-09-08 18:45:00 9 126 0 135 0 0 18 11 0 29 2 0 107 16 0 123 0 0 287 2022-09-08 19:00:00 9 99 0 108 0 0 37 14 0 51 0 1 118 23 1 142 1 0 301 2022-09-08 19:15:00 9 90 0 99 3 0 38 24 0 62 0 0 78 13 0 91 10 0 252 2022-09-08 19:30:00 7 57 0 64 0 0 23 13 0 36 0 0 89 25 0 114 0 0 214 2022-09-08 19:45:00 2 66 0 68 0 0 6 5 0 11 1 0 79 13 0 92 0 0 171 2022-09-08 20:00:00 2 56 0 58 0 0 12 4 0 16 3 0 75 13 0 88 3 0 162 2022-09-08 20:15:00 2 43 0 45 0 0 6 4 0 10 1 0 69 7 0 76 0 0 131 2022-09-08 20:30:00 3 55 0 58 0 0 25 12 0 37 0 0 37 5 0 42 0 0 137 2022-09-08 20:45:00 3 52 1 56 0 0 10 4 0 14 0 0 66 5 0 71 0 0 141 2022-09-08 21:00:00 4 61 0 65 0 0 0 0 0 0 0 0 55 3 1 59 0 1 124 2022-09-08 21:15:00 2 44 0 46 0 0 2 0 0 2 0 0 47 3 0 50 0 0 98 2022-09-08 21:30:00 4 33 0 37 0 0 3 1 0 4 0 0 36 3 0 39 0 0 80 2022-09-08 21:45:00 0 31 0 31 0 0 2 0 0 2 0 0 62 2 0 64 0 0 97 Grand Total 322 2636 1 2959 7 6 511 262 0 773 9 11 2963 562 15 3540 19 10 7272 % Approach 10.9% 89.1% 0.0%66.1% 33.9% 0.0%83.7% 15.9% 0.4% % Total 4.4% 36.2% 0.0%40.7%7.0% 3.6% 0.0%10.6%40.7% 7.7% 0.2%48.7% Lights 319 2617 1 2937 504 259 0 763 2945 549 15 3509 7209 % Lights 99.1% 99.3% 100.0%99.3%98.6% 98.9% 0.0%98.7%99.4% 97.7% 100.0%99.1%99.1% Articulated Trucks 0 1 0 1 0 0 0 0 0 0 0 0 1 % Articulated Trucks 0.0% 0.0% 0.0%0.0%0.0% 0.0% 0.0%0.0%0.0% 0.0% 0.0%0.0%0.0% Buses and Single-Unit Trucks 3 18 0 21 7 3 0 10 18 13 0 31 62 % Buses and Single-Unit Trucks 0.9% 0.7% 0.0%0.7%1.4% 1.1% 0.0%1.3%0.6% 2.3% 0.0%0.9%0.9% Pedestrians 7 6 6 8 18 7 % Pedestrians 100.0% 100.0%66.7% 72.7%94.7% 70.0% Bicycles on Crosswalk 0 0 3 3 1 3 % Bicycles on Crosswalk 0.0% 0.0%33.3% 27.3%5.3% 30.0% Bobcat Boulevard Parkview Drive Bobcat Boulevard Westbound Northbound Eastbound 151 Leg Direction Start Time Left Thru U-Turn App Total Peds CW Peds CCW Left Right U-Turn App Total Peds CW Peds CCW Thru Right U-Turn App Total Peds CW Peds CCW Int Total 2022-09-08 07:00:00 40 57 0 97 0 0 6 6 0 12 5 3 79 30 0 109 6 13 218 2022-09-08 07:15:00 104 66 0 170 0 0 26 49 0 75 1 0 91 39 1 131 1 17 376 2022-09-08 07:30:00 59 100 0 159 0 0 34 84 0 118 0 0 133 44 1 178 0 1 455 2022-09-08 07:45:00 31 87 0 118 0 0 22 29 0 51 0 0 126 47 0 173 0 0 342 2022-09-08 08:00:00 58 115 0 173 0 0 34 28 0 62 1 1 129 49 0 178 4 3 413 2022-09-08 08:15:00 69 121 0 190 0 0 64 64 0 128 1 1 146 59 0 205 4 7 523 2022-09-08 08:30:00 36 57 0 93 0 0 37 32 0 69 1 0 100 35 0 135 0 1 297 2022-09-08 08:45:00 7 47 0 54 0 0 11 7 0 18 0 0 96 6 0 102 0 0 174 2022-09-08 15:00:00 15 80 0 95 0 0 40 71 0 111 0 0 70 17 0 87 14 0 293 2022-09-08 15:15:00 25 90 0 115 0 0 14 21 0 35 0 3 110 20 0 130 5 0 280 2022-09-08 15:30:00 8 95 0 103 0 0 13 19 0 32 1 0 86 12 0 98 4 0 233 2022-09-08 15:45:00 29 97 0 126 0 0 15 20 0 35 0 0 93 38 0 131 7 0 292 2022-09-08 16:00:00 40 121 0 161 3 0 9 4 0 13 1 14 168 41 0 209 2 11 383 2022-09-08 16:15:00 41 136 0 177 1 0 64 71 0 135 1 11 160 51 0 211 9 12 523 2022-09-08 16:30:00 20 167 0 187 0 0 30 13 0 43 4 0 112 35 1 148 4 0 378 2022-09-08 16:45:00 26 200 0 226 0 0 30 22 0 52 0 2 126 14 0 140 0 0 418 2022-09-08 17:00:00 17 190 0 207 0 0 28 13 0 41 0 0 156 33 1 190 0 0 438 2022-09-08 17:15:00 27 246 0 273 0 0 16 21 0 37 0 0 149 54 2 205 0 0 515 2022-09-08 17:30:00 29 221 0 250 0 0 33 22 0 55 0 0 118 41 1 160 0 0 465 2022-09-08 17:45:00 12 196 0 208 0 0 43 29 0 72 0 0 151 32 0 183 0 0 463 Grand Total 693 2489 0 3182 4 0 569 625 0 1194 16 35 2399 697 7 3103 60 65 7479 % Approach 21.8% 78.2% 0.0%47.7% 52.3% 0.0%77.3% 22.5% 0.2% % Total 9.3% 33.3% 0.0%42.5%7.6% 8.4% 0.0%16.0%32.1% 9.3% 0.1%41.5% Lights 690 2462 0 3152 566 621 0 1187 2370 694 7 3071 7410 % Lights 99.6% 98.9% 0.0%99.1%99.5% 99.4% 0.0%99.4%98.8% 99.6% 100.0%99.0%99.1% Articulated Trucks 0 0 0 0 0 0 0 0 0 0 0 0 0 % Articulated Trucks 0.0% 0.0% 0.0%0.0%0.0% 0.0% 0.0%0.0%0.0% 0.0% 0.0%0.0%0.0% Buses and Single-Unit Trucks 3 27 0 30 3 4 0 7 29 3 0 32 69 % Buses and Single-Unit Trucks 0.4% 1.1% 0.0%0.9%0.5% 0.6% 0.0%0.6%1.2% 0.4% 0.0%1.0%0.9% Pedestrians 4 0 14 29 24 26 % Pedestrians 100.0% 0.0%87.5% 82.9%40.0% 40.0% Bicycles on Crosswalk 0 0 2 6 36 39 % Bicycles on Crosswalk 0.0% 0.0%12.5% 17.1%60.0% 60.0% Bobcat Boulevard Parkview Drive Bobcat Boulevard Westbound Northbound Eastbound 152 Leg Direction Start Time Left Thru U-Turn App Total Peds CW Peds CCW Left Right U-Turn App Total Peds CW Peds CCW Thru Right U-Turn App Total Peds CW Peds CCW Int Total 2022-09-08 06:00:00 5 16 0 21 0 0 3 9 0 12 0 0 11 1 0 12 0 0 45 2022-09-08 06:15:00 22 14 0 36 0 0 6 48 0 54 0 0 18 4 0 22 1 0 112 2022-09-08 06:30:00 33 17 0 50 0 1 10 34 0 44 0 0 26 9 0 35 0 0 129 2022-09-08 06:45:00 42 15 0 57 1 0 2 60 0 62 0 0 46 0 0 46 0 0 165 2022-09-08 07:00:00 27 30 0 57 0 1 11 74 0 85 0 0 38 5 0 43 0 0 185 2022-09-08 07:15:00 44 46 0 90 0 0 22 69 0 91 0 0 79 14 0 93 0 0 274 2022-09-08 07:30:00 56 79 2 137 0 2 13 72 0 85 0 0 92 11 0 103 0 0 325 2022-09-08 07:45:00 33 82 1 116 1 1 22 83 0 105 0 0 89 15 0 104 1 0 325 2022-09-08 08:00:00 52 100 0 152 2 6 46 96 0 142 0 0 95 21 0 116 1 0 410 2022-09-08 08:15:00 63 105 0 168 1 4 68 91 0 159 0 0 110 29 0 139 2 0 466 2022-09-08 08:30:00 64 50 0 114 0 3 19 49 0 68 0 0 90 27 0 117 0 1 299 2022-09-08 08:45:00 32 23 0 55 0 0 3 45 0 48 0 0 61 5 0 66 0 0 169 2022-09-08 09:00:00 32 33 1 66 0 0 7 26 0 33 0 0 37 1 0 38 0 0 137 2022-09-08 09:15:00 31 23 0 54 0 0 3 54 0 57 0 0 36 4 0 40 0 0 151 2022-09-08 09:30:00 26 30 0 56 0 0 2 41 0 43 0 0 19 2 0 21 0 0 120 2022-09-08 09:45:00 37 19 0 56 0 0 1 51 0 52 0 0 23 1 0 24 0 0 132 2022-09-08 10:00:00 24 19 0 43 1 0 0 45 0 45 0 0 26 0 0 26 0 0 114 2022-09-08 10:15:00 34 32 0 66 0 0 3 37 0 40 0 0 26 2 0 28 0 0 134 2022-09-08 10:30:00 28 19 0 47 0 0 0 46 0 46 0 0 22 2 0 24 0 0 117 2022-09-08 10:45:00 27 16 0 43 0 0 0 37 0 37 0 0 22 0 0 22 0 0 102 2022-09-08 11:00:00 34 20 1 55 0 0 2 44 0 46 0 0 15 1 0 16 0 0 117 2022-09-08 11:15:00 37 24 0 61 0 0 5 43 0 48 0 0 28 1 0 29 0 0 138 2022-09-08 11:30:00 37 25 0 62 0 0 3 43 0 46 0 0 16 1 0 17 0 0 125 2022-09-08 11:45:00 60 21 0 81 0 0 3 50 0 53 0 0 34 7 0 41 0 0 175 2022-09-08 12:00:00 51 34 0 85 0 0 5 57 0 62 0 0 28 6 0 34 0 0 181 2022-09-08 12:15:00 42 27 0 69 0 0 3 57 0 60 0 0 27 0 0 27 0 0 156 2022-09-08 12:30:00 40 21 0 61 0 0 3 57 0 60 0 0 26 3 0 29 0 0 150 2022-09-08 12:45:00 36 20 0 56 0 0 1 52 0 53 0 0 46 6 0 52 0 0 161 2022-09-08 13:00:00 47 30 0 77 0 0 1 54 0 55 0 0 21 1 0 22 0 0 154 2022-09-08 13:15:00 39 24 1 64 0 0 1 57 0 58 0 0 31 2 0 33 0 0 155 2022-09-08 13:30:00 49 29 0 78 1 0 6 46 0 52 0 0 32 15 0 47 0 0 177 2022-09-08 13:45:00 29 26 0 55 0 0 3 40 0 43 0 0 24 4 0 28 0 0 126 2022-09-08 14:00:00 35 29 0 64 1 0 2 37 0 39 0 0 25 4 0 29 0 0 132 2022-09-08 14:15:00 39 37 0 76 0 0 3 55 0 58 0 0 44 7 0 51 0 0 185 2022-09-08 14:30:00 39 31 0 70 0 0 2 46 0 48 0 0 38 3 0 41 0 0 159 2022-09-08 14:45:00 34 33 0 67 0 0 9 59 0 68 0 0 36 1 0 37 0 0 172 2022-09-08 15:00:00 60 58 0 118 0 0 9 46 0 55 0 0 34 8 0 42 0 0 215 2022-09-08 15:15:00 51 51 0 102 1 0 12 51 0 63 0 0 77 34 0 111 1 0 276 2022-09-08 15:30:00 38 68 0 106 0 0 18 58 0 76 0 0 50 2 0 52 0 0 234 2022-09-08 15:45:00 42 76 0 118 2 0 20 75 0 95 0 0 53 2 0 55 0 2 268 2022-09-08 16:00:00 55 63 1 119 27 1 12 66 0 78 0 0 153 54 0 207 0 10 404 2022-09-08 16:15:00 108 103 0 211 6 2 11 72 0 83 1 0 128 34 0 162 0 9 456 2022-09-08 16:30:00 72 112 0 184 1 0 10 76 0 86 0 0 68 11 0 79 0 0 349 2022-09-08 16:45:00 90 132 0 222 2 0 15 79 0 94 0 1 60 8 0 68 0 0 384 2022-09-08 17:00:00 67 159 0 226 2 0 17 95 0 112 0 0 89 17 0 106 0 1 444 2022-09-08 17:15:00 77 177 1 255 0 2 24 111 0 135 0 0 81 13 0 94 0 0 484 2022-09-08 17:30:00 86 175 0 261 1 0 24 84 0 108 0 0 71 20 0 91 0 0 460 2022-09-08 17:45:00 90 152 0 242 1 4 13 86 0 99 0 0 94 12 0 106 1 0 447 2022-09-08 18:00:00 84 100 0 184 0 0 5 70 0 75 0 0 80 4 0 84 0 0 343 2022-09-08 18:15:00 45 78 0 123 0 0 8 73 0 81 0 0 47 8 0 55 0 0 259 2022-09-08 18:30:00 91 98 0 189 0 1 15 80 0 95 0 0 58 5 0 63 0 0 347 2022-09-08 18:45:00 54 89 0 143 0 0 16 72 0 88 0 0 49 2 0 51 0 0 282 2022-09-08 19:00:00 65 81 0 146 0 0 9 57 0 66 0 0 74 19 0 93 0 0 305 2022-09-08 19:15:00 72 52 0 124 0 0 3 39 0 42 0 0 46 7 0 53 0 0 219 Bobcat Boulevard Marshall Creek Road Bobcat Boulevard Westbound Northbound Eastbound 153 2022-09-08 19:30:00 51 36 0 87 0 0 4 57 0 61 0 0 52 7 0 59 0 0 207 2022-09-08 19:45:00 41 30 0 71 0 1 2 49 0 51 0 0 34 17 1 52 0 0 174 2022-09-08 20:00:00 32 39 0 71 0 0 8 36 0 44 0 0 53 11 0 64 0 0 179 2022-09-08 20:15:00 35 12 0 47 0 0 0 50 0 50 0 0 23 4 0 27 0 0 124 2022-09-08 20:30:00 54 23 0 77 0 0 4 29 0 33 0 0 16 4 0 20 0 0 130 2022-09-08 20:45:00 38 26 0 64 0 0 2 30 0 32 0 0 37 14 0 51 0 0 147 2022-09-08 21:00:00 40 23 0 63 0 0 2 37 0 39 0 0 26 8 0 34 0 0 136 2022-09-08 21:15:00 26 23 0 49 0 0 3 19 0 22 0 0 31 5 0 36 0 0 107 2022-09-08 21:30:00 22 12 0 34 0 0 2 17 0 19 0 0 17 10 0 27 0 0 80 2022-09-08 21:45:00 22 14 0 36 0 0 2 29 0 31 0 0 42 30 1 73 0 0 140 Grand Total 2968 3261 8 6237 51 29 563 3507 0 4070 1 1 3080 585 2 3667 7 23 13974 % Approach 47.6% 52.3% 0.1%13.8% 86.2% 0.0%84.0% 16.0% 0.1% % Total 21.2% 23.3% 0.1%44.6%4.0% 25.1% 0.0%29.1%22.0% 4.2% 0.0%26.2% Lights 2942 3232 8 6182 555 3469 0 4024 3050 576 2 3628 13834 % Lights 99.1% 99.1% 100.0%99.1%98.6% 98.9% 0.0%98.9%99.0% 98.5% 100.0%98.9%99.0% Articulated Trucks 1 0 0 1 0 0 0 0 0 0 0 0 1 % Articulated Trucks 0.0% 0.0% 0.0%0.0%0.0% 0.0% 0.0%0.0%0.0% 0.0% 0.0%0.0%0.0% Buses and Single-Unit Trucks 25 29 0 54 8 38 0 46 30 9 0 39 139 % Buses and Single-Unit Trucks 0.8% 0.9% 0.0%0.9%1.4% 1.1% 0.0%1.1%1.0% 1.5% 0.0%1.1%1.0% Pedestrians 48 23 1 1 5 22 % Pedestrians 94.1% 79.3%100.0% 100.0%71.4% 95.7% Bicycles on Crosswalk 3 6 0 0 2 1 % Bicycles on Crosswalk 5.9% 20.7%0.0% 0.0%28.6% 4.3% 154 1. Bobcat Boulevard at Marshall Creek Road - TMC1. Bobcat Boulevard at Marshall Creek Road - TMC Thu Sep 8, 2022 AM Peak (7:30 AM - 8:30 AM) All Classes (Lights, Articulated Trucks, Buses and Single-Unit Trucks, Pedestrians, Bicycles on Crosswalk) All Movements ID: 984733, Location: 33.015526, -97.205643 Provided by: C. J. Hensch & Associates Inc. 5215 Sycamore Ave., Pasadena, TX, 77503, US [E] Bobcat Boulevard[S] Marshall Creek Road[W] Bobcat BoulevardTotal: 1304Total: 977Total: 771 Out: 731Out: 515Out: 280 In: 573In: 462In: 491 366 386 3 204 342 149 76 1344155 1. Bobcat Boulevard at Marshall Creek Road - TMC1. Bobcat Boulevard at Marshall Creek Road - TMC Thu Sep 8, 2022 PM Peak (5 PM - 6 PM) - Overall Peak Hour All Classes (Lights, Articulated Trucks, Buses and Single-Unit Trucks, Pedestrians, Bicycles on Crosswalk) All Movements ID: 984733, Location: 33.015526, -97.205643 Provided by: C. J. Hensch & Associates Inc. 5215 Sycamore Ave., Pasadena, TX, 77503, US [E] Bobcat Boulevard[S] Marshall Creek Road[W] Bobcat BoulevardTotal: 1696Total: 1138Total: 836 Out: 712Out: 741Out: 382 In: 984In: 397In: 454 663 335 1 320 376 78 62 6411156 2. Trophy Club Drive at Bobcat Boulevard - TMC2. Trophy Club Drive at Bobcat Boulevard - TMC Thu Sep 8, 2022 AM Peak (7:30 AM - 8:30 AM) All Classes (Lights, Articulated Trucks, Buses and Single-Unit Trucks, Pedestrians, Bicycles on Crosswalk) All Movements ID: 984734, Location: 33.013569, -97.200541 Provided by: C. J. Hensch & Associates Inc. 5215 Sycamore Ave., Pasadena, TX, 77503, US [N] Trophy Club Drive [S] Trophy Club Drive[W] Bobcat BoulevardTotal: 654 Total: 1249Total: 1221Out: 165 Out: 673Out: 724In: 489 In: 576In: 497 236 105 253 471 60 437 8 1 131 157 2. Trophy Club Drive at Bobcat Boulevard - TMC2. Trophy Club Drive at Bobcat Boulevard - TMC Thu Sep 8, 2022 PM Peak (5 PM - 6 PM) - Overall Peak Hour All Classes (Lights, Articulated Trucks, Buses and Single-Unit Trucks, Pedestrians, Bicycles on Crosswalk) All Movements ID: 984734, Location: 33.013569, -97.200541 Provided by: C. J. Hensch & Associates Inc. 5215 Sycamore Ave., Pasadena, TX, 77503, US [N] Trophy Club Drive [S] Trophy Club Drive[W] Bobcat BoulevardTotal: 585 Total: 1686Total: 1441Out: 268 Out: 657Out: 931In: 317 In: 1029In: 510 177 236 140 2 791 32 478 2 158 3. Bobcat Boulevard at Parkview Drive - TMC3. Bobcat Boulevard at Parkview Drive - TMC Thu Sep 8, 2022 AM Peak (7:30 AM - 8:30 AM) All Classes (Lights, Articulated Trucks, Buses and Single-Unit Trucks, Pedestrians, Bicycles on Crosswalk) All Movements ID: 984731, Location: 33.014878, -97.204322 Provided by: C. J. Hensch & Associates Inc. 5215 Sycamore Ave., Pasadena, TX, 77503, US [E] Bobcat Boulevard[S] Parkview Drive[W] Bobcat BoulevardTotal: 1379Total: 1312Total: 775 Out: 739Out: 578Out: 416 In: 640In: 734In: 359 423 534 217 205 154 199 1 22118 159 3. Bobcat Boulevard at Parkview Drive - TMC3. Bobcat Boulevard at Parkview Drive - TMC Thu Sep 8, 2022 PM Peak (5 PM - 6 PM) - Overall Peak Hour All Classes (Lights, Articulated Trucks, Buses and Single-Unit Trucks, Pedestrians, Bicycles on Crosswalk) All Movements ID: 984731, Location: 33.014878, -97.204322 Provided by: C. J. Hensch & Associates Inc. 5215 Sycamore Ave., Pasadena, TX, 77503, US [E] Bobcat Boulevard[S] Parkview Drive[W] Bobcat BoulevardTotal: 1597Total: 1715Total: 450 Out: 659Out: 977Out: 245 In: 938In: 738In: 205 853 574 85 85 120 160 4 160 4. Bobcat Boulevard at Roseville Drive - TMC4. Bobcat Boulevard at Roseville Drive - TMC Tue Sep 13, 2022 AM Peak (7:45 AM - 8:45 AM) All Classes (Lights, Articulated Trucks, Buses and Single-Unit Trucks, Pedestrians, Bicycles on Crosswalk) All Movements ID: 984732, Location: 33.01416, -97.201373 Provided by: C. J. Hensch & Associates Inc. 5215 Sycamore Ave., Pasadena, TX, 77503, US [N] Roseville Drive [E] Bobcat Boulevard[S] Driveway[W] Bobcat BoulevardTotal: 1241Total: 1360Total: 119 Total: 28 Out: 553Out: 749Out: 63 Out: 9 In: 688In: 611In: 56 In: 19 678 548 4 52 8 2 1 18 55 7 1 5 2 113 161 4. Bobcat Boulevard at Roseville Drive - TMC4. Bobcat Boulevard at Roseville Drive - TMC Tue Sep 13, 2022 PM Peak (5 PM - 6 PM) - Overall Peak Hour All Classes (Lights, Articulated Trucks, Buses and Single-Unit Trucks, Pedestrians, Bicycles on Crosswalk) All Movements ID: 984732, Location: 33.01416, -97.201373 Provided by: C. J. Hensch & Associates Inc. 5215 Sycamore Ave., Pasadena, TX, 77503, US [N] Roseville Drive [E] Bobcat Boulevard[S] Driveway[W] Bobcat BoulevardTotal: 1359Total: 1560Total: 238 Total: 23 Out: 433Out: 964Out: 170 Out: 23 In: 926In: 596In: 68 In: 0 903 426 7 61 15 8 155 15 1 3 2 162 Appendix B Warrants 10 Traffic Signal Warrant Analysis Results 163 Warrants Summary Report 1: TCBOB Intersection Information Street Name Direction Number of Lanes Major Street Minor Street Approach Speed - NB/SB 2 30 - EB 2 30 Met?NotesWarrant Warrant 1, Eight-Hour Vehicular Volume No Condition A or B Met?No 7 Hours met (8 required) Condition A and B Met?No 6 Hours met (8 required) Warrant 2, Four-Hour Vehicular Volume Yes 7 Hours met (4 required) Warrant 3, Peak Hour Yes Condition A Met?No 0 Hours met (1 required) Condition B Met?Yes 4 Hours met (1 required) Warrant 8, Roadway Network Yes AWSC Warrant, Multiway Stop Application Yes Condition A Met?Yes Condition B Met?No Condition C Met?No 1 10/25/2022Federal 2003 164 1: TCBOB Warrant 1: Eight-hour Vehicular Volume Intersection Information Major Street Name: Major Street Direction: Minor Street Direction: WARRANT 1 MET? - NB/SB EB No Details: Condition A Met? Condition B Met? No 7 Hours met (8 required) No 6 Hours met (8 required) Hour Major Street Vehicles (Total of Both Approaches) High Volume Minor Approach Vehicles 100% Standard Met? Cond. A OR Cond. B 80% Standard Met? Cond. A AND Cond. B Condition A 100% Column Condition B 100% Column Condition A 80% Column Condition B 80% Column 06:00 to 07:00 308 No No 199 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 06:15 to 07:15 437 No No 257 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 06:30 to 07:30 626 Yes Yes 289 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No Yes*No Yes No 06:45 to 07:45 775 Yes Yes 346 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo Yes Yes No Yes*Yes* 3Federal 2009 165 07:00 to 08:00 915 Yes Yes 386 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes Yes*Yes Yes 07:15 to 08:15 1,003 Yes Yes 434 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes Yes Yes Yes 07:30 to 08:30 1,065 Yes Yes 497 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes*Yes Yes Yes 07:45 to 08:45 1,007 Yes Yes 513 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes Yes Yes*Yes* 08:00 to 09:00 880 Yes Yes 508 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo Yes Yes No Yes Yes 08:15 to 09:15 766 Yes Yes 446 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo Yes Yes No Yes Yes 4Federal 2009 166 08:30 to 09:30 556 No Yes 370 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No Yes No 08:45 to 09:45 476 No No 284 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 09:00 to 10:00 462 No No 245 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 09:15 to 10:15 422 No No 248 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 09:30 to 10:30 409 No No 232 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 09:45 to 10:45 401 No No 218 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 5Federal 2009 167 10:00 to 11:00 390 No No 215 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 10:15 to 11:15 387 No No 209 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 10:30 to 11:30 370 No No 213 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 10:45 to 11:45 401 No No 205 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 11:00 to 12:00 434 No No 221 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 11:15 to 12:15 468 No No 235 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 6Federal 2009 168 11:30 to 12:30 507 No Yes 253 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No Yes No 11:45 to 12:45 496 No Yes 286 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No Yes No 12:00 to 13:00 478 No No 288 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 12:15 to 13:15 474 No No 282 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 12:30 to 13:30 450 No No 281 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 12:45 to 13:45 444 No No 277 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 7Federal 2009 169 13:00 to 14:00 450 No No 251 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 13:15 to 14:15 451 No No 247 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 13:30 to 14:30 491 No Yes 244 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No Yes No 13:45 to 14:45 527 No Yes 244 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No Yes No 14:00 to 15:00 581 No Yes 260 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No Yes No 14:15 to 15:15 641 Yes Yes 274 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No Yes*No Yes No 8Federal 2009 170 14:30 to 15:30 660 Yes Yes 332 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No Yes No Yes No 14:45 to 15:45 707 Yes Yes 364 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No Yes No Yes No 15:00 to 16:00 778 Yes Yes 372 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo Yes Yes No Yes*Yes* 15:15 to 16:15 825 Yes Yes 464 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo Yes Yes*No Yes Yes 15:30 to 16:30 893 Yes Yes 560 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo Yes Yes No Yes Yes 15:45 to 16:45 966 Yes Yes 588 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes Yes*Yes Yes 9Federal 2009 171 16:00 to 17:00 1,019 Yes Yes 639 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes Yes Yes*Yes* 16:15 to 17:15 1,103 Yes Yes 615 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes*Yes Yes Yes 16:30 to 17:30 1,242 Yes Yes 506 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes Yes Yes Yes 16:45 to 17:45 1,338 Yes Yes 489 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes Yes*Yes Yes 17:00 to 18:00 1,346 Yes Yes 510 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes Yes Yes*Yes* 17:15 to 18:15 1,306 Yes Yes 485 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes*Yes Yes Yes 10Federal 2009 172 17:30 to 18:30 1,182 Yes Yes 468 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes Yes Yes Yes 17:45 to 18:45 1,084 Yes Yes 452 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes Yes*Yes Yes 18:00 to 19:00 1,016 Yes Yes 402 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes Yes Yes*Yes* 18:15 to 19:15 903 Yes Yes 384 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes*Yes Yes Yes 18:30 to 19:30 818 Yes Yes 396 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo Yes Yes No Yes Yes 18:45 to 19:45 689 Yes Yes 396 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No Yes No Yes No 11Federal 2009 173 19:00 to 20:00 580 No Yes 391 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No Yes No 19:15 to 20:15 527 No Yes 361 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No Yes No 19:30 to 20:30 464 No No 312 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 19:45 to 20:45 420 No No 275 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 20:00 to 21:00 373 No No 264 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 20:15 to 21:15 325 No No 257 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 12Federal 2009 174 20:30 to 21:30 295 No No 251 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 20:45 to 21:45 255 No No 243 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 21:00 to 22:00 226 No No 240 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 21:15 to 22:15 160 No No 179 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 21:30 to 22:30 91 No No 123 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 21:45 to 22:45 46 No No 73 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?No NoNo No No No No No 13Federal 2009 175 1: TCBOB Warrant 2: Four-hour Vehicular Volume Intersection Information Street Name Direction Number of Lanes Major Street Minor Street Approch Speed - NB/SB 2 30 - EB 2 30 YesWarrant 2 Met? Details: Notes Low population No 7 Hours met (4 required) 14Federal 2009 176 Hourly Volumes Hour Major Street Total All Approaches (vph) Minor Street Highest Volume Approach (vph) 00:00:00 - 01:00:00 0.00 0.00 01:00:00 - 02:00:00 0.00 0.00 02:00:00 - 03:00:00 0.00 0.00 03:00:00 - 04:00:00 0.00 0.00 04:00:00 - 05:00:00 0.00 0.00 05:00:00 - 06:00:00 0.00 0.00 06:00:00 - 07:00:00 308.00 199.00 07:00:00 - 08:00:00 915.00 386.00 08:00:00 - 09:00:00 880.00 508.00 09:00:00 - 10:00:00 462.00 245.00 10:00:00 - 11:00:00 390.00 215.00 11:00:00 - 12:00:00 434.00 221.00 12:00:00 - 13:00:00 478.00 288.00 13:00:00 - 14:00:00 450.00 251.00 14:00:00 - 15:00:00 581.00 260.00 15:00:00 - 16:00:00 778.00 372.00 16:00:00 - 17:00:00 1,019.00 639.00 17:00:00 - 18:00:00 1,346.00 510.00 18:00:00 - 19:00:00 1,016.00 402.00 19:00:00 - 20:00:00 580.00 391.00 20:00:00 - 21:00:00 373.00 264.00 21:00:00 - 22:00:00 226.00 240.00 22:00:00 - 23:00:00 0.00 0.00 23:00:00 - 00:00:00 0.00 0.00 15Federal 2009 177 Hour Warranted Volumes Major Street Total All Approaches (vph) Minor Street Highest Volume Approach (vph) 06:45:00 - 07:45:00 775.00 346.00 07:45:00 - 08:45:00 1,007.00 513.00 14:45:00 - 15:45:00 707.00 364.00 15:45:00 - 16:45:00 966.00 588.00 16:45:00 - 17:45:00 1,338.00 489.00 17:45:00 - 18:45:00 1,084.00 452.00 18:45:00 - 19:45:00 689.00 396.00 16Federal 2009 178 1: TCBOB Warrant 3: Peak Hour Intersection Information Street Name Direction Number of Lanes Major Street Minor Street Approch Speed Warrant 3 Met? - NB/SB 2 30 - EB 2 30 Yes Details Low Population? Condition A Met? Notes Condition B Met? Notes Minor Approach Time Delay Condition Met ? Minor Approach Volume Condition Met ? Total Entering Intersection Volume Condition Met ? No 0 Hours met (1 required) Yes 4 Hours met (1 required) Not Met Not Met Met No 17Federal 2009 179 Major Street Total All Approaches (vph) Minor Street Highest Volume Approach (vph) Hour 6:00 308 199 7:00 915 386 7:15 1,003 434 8:15 766 446 9:15 422 248 10:15 387 209 11:15 468 235 12:15 474 282 13:15 451 247 14:15 641 274 15:15 825 464 15:30 893 560 16:30 1,242 506 17:30 1,182 468 18:30 818 396 19:30 464 312 20:30 295 251 21:30 91 123 18Federal 2009 180 1: TCBOB Warrant 8: Roadway Network Intersection Information Major Street Name Major Street Direction WARRANT 8 MET? ( A or B) Minor Street Direction - NB/SB EB Yes Details: Growth Rates % (per year) NB SB EB L T R 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Condition B, Non-normal Business DayCondition A, Total Entering Volume Existing Peak Hour Years Future Peak Hour Warrant 1 in 5 Years? Warrant 2 in 5 Years? Warrant 3 in 5 Years? No Yes Yes 1,856 1,856 0.00 Existing Future Highest Hour Second Highest Hour Third Highest Hour Fourth Highest Hour Fifth Highest Hour Yearly Growth Rate (%) Years 0 0 0 0 0 0.00 0 0 0 0 0 0.00 Yes NoCondition A Met?Condition B Met? 28Federal 2009 181 1: TCBOB All-Way Stop Control Warrant: Multiway Stop Applications Intersection Information Major Street Name: Major Street Direction: Minor Street Direction: - NB/SB EB AWSC WARRANT MET?Yes Details: Condition A Met? Condition B Met? Condition C Met? Yes No No Notes:Delay for highest hour < 30 sec/veh Qualifying Crashes Major Street 85th %-tile Speed Major Street Speed Limit 0 0.00 30 Hour Traffic Volumes Bicycle Volumes Ped Volumes Condition C Major Street Minor Street Major Street Minor Street Veh Volume > 300 Avg(Veh + Ped + Bicycle) > 200 Delay > 30 North Bound Bicycle Volumes East Bound Bicycle Volumes East Bound Ped Volumes North Bound Ped Volumes 06:15 to 07:15 437 257 0 0 0 0 False No No 07:15 to 08:15 1,003 434 0 0 0 0 False No No 08:15 to 09:15 766 446 0 0 0 0 False No No 09:15 to 10:15 422 248 0 0 0 0 False No No 10:15 to 11:15 387 209 0 0 0 0 False No No 11:15 to 12:15 468 235 0 0 0 0 False No No 12:15 to 13:15 474 282 0 0 0 0 False No No 13:15 to 14:15 451 247 0 0 0 0 False No No 14:15 to 15:15 641 274 0 0 0 0 False No No 15:15 to 16:15 825 464 0 0 0 0 False No No 16:15 to 17:15 1,103 615 0 0 0 0 False No No 17:15 to 18:15 1,306 485 0 0 0 0 False No No 18:15 to 19:15 903 384 0 0 0 0 False No No 19:15 to 20:15 527 361 0 0 0 0 False No No 20:15 to 21:15 325 257 0 0 0 0 False No No 30Federal 2009 182 1: BobPark Warrants Summary Report Intersection Information Street Name Direction Number of Lanes Major Street Minor Street Approch Speed BOBCAT EB/WB 2 30 PARKVIEW NB 1 30 Met?NotesWarrant Warrant 1, Eight-Hour Vehicular Volume No Condition A or B Met?No 7 Hours met (8 required) Condition A and B Met?No 7 Hours met (8 required) Warrant 2, Four-Hour Vehicular Volume Yes 6 Hours met (4 required) Warrant 3, Peak Hour Yes Condition A Met?No 0 Hours met (1 required) Condition B Met?Yes 5 Hours met (1 required) Warrant 4, Pedestrian Volume No Condition A Met?No 0 Hours met (4 required) Condition B Met?No 0 Hours met (1 required) Warrant 5, School Crossing Yes 1Federal 2009 183 Warrant 8, Roadway Network Yes AWSC Warrant, Multiway Stop Application Yes Condition A Met?Yes Condition B Met?No Condition C Met?No 2Federal 2009 184 1: BobPark Warrant 1: Eight-hour Vehicular Volume Intersection Information Major Street Name: Major Street Direction: Minor Street Direction: WARRANT 1 MET? BOBCAT EB/WB NB No Details: Condition A Met? Condition B Met? No 7 Hours met (8 required) No 7 Hours met (8 required) Hour Major Street Vehicles (Total of Both Approaches) High Volume Minor Approach Vehicles 100% Standard Met? Cond. A OR Cond. B 80% Standard Met? Cond. A AND Cond. B Condition A 100% Column Condition B 100% Column Condition A 80% Column Condition B 80% Column 06:00 to 07:00 410 No No 36 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?No NoNo No No No No No 06:15 to 07:15 570 No Yes 43 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?No NoNo No No No No No 06:30 to 07:30 768 Yes Yes 108 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesNo Yes No No No Yes 06:45 to 07:45 1,001 Yes Yes 218 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesYes Yes Yes*Yes*Yes*Yes* 3Federal 2009 185 07:00 to 08:00 1,135 Yes Yes 256 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesYes Yes Yes Yes Yes Yes 07:15 to 08:15 1,280 Yes Yes 306 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesYes Yes Yes Yes Yes Yes 07:30 to 08:30 1,374 Yes Yes 359 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesYes Yes Yes Yes Yes Yes 07:45 to 08:45 1,265 Yes Yes 310 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesYes Yes Yes*Yes*Yes*Yes* 08:00 to 09:00 1,130 Yes Yes 277 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesYes Yes Yes Yes Yes Yes 08:15 to 09:15 914 Yes Yes 228 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesYes Yes Yes Yes Yes Yes 4Federal 2009 186 08:30 to 09:30 653 Yes Yes 122 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesNo No No No Yes No 08:45 to 09:45 548 No Yes 62 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes NoNo No No No No No 09:00 to 10:00 515 No Yes 57 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?No NoNo No No No No No 09:15 to 10:15 488 No Yes 61 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes NoNo No No No No No 09:30 to 10:30 470 No No 53 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?No NoNo No No No No No 09:45 to 10:45 450 No No 58 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?No NoNo No No No No No 5Federal 2009 187 10:00 to 11:00 428 No No 61 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes NoNo No No No No No 10:15 to 11:15 425 No No 57 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?No NoNo No No No No No 10:30 to 11:30 431 No No 53 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?No NoNo No No No No No 10:45 to 11:45 448 No No 59 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?No NoNo No No No No No 11:00 to 12:00 500 No Yes 61 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes NoNo No No No No No 11:15 to 12:15 558 No Yes 59 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?No NoNo No No No No No 6Federal 2009 188 11:30 to 12:30 585 No Yes 62 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes NoNo No No No No No 11:45 to 12:45 600 Yes Yes 51 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?No NoNo No No No No No 12:00 to 13:00 600 Yes Yes 50 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?No NoNo No No No No No 12:15 to 13:15 580 No Yes 54 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?No NoNo No No No No No 12:30 to 13:30 573 No Yes 52 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?No NoNo No No No No No 12:45 to 13:45 586 No Yes 59 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?No NoNo No No No No No 7Federal 2009 189 13:00 to 14:00 550 No Yes 51 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?No NoNo No No No No No 13:15 to 14:15 531 No Yes 48 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?No NoNo No No No No No 13:30 to 14:30 558 No Yes 55 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?No NoNo No No No No No 13:45 to 14:45 590 No Yes 52 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?No NoNo No No No No No 14:00 to 15:00 695 Yes Yes 56 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?No NoNo No No No No No 14:15 to 15:15 753 Yes Yes 155 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesNo Yes Yes*No Yes*Yes* 8Federal 2009 190 14:30 to 15:30 829 Yes Yes 172 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesNo Yes Yes No Yes Yes 14:45 to 15:45 850 Yes Yes 191 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesNo Yes Yes No Yes Yes 15:00 to 16:00 885 Yes Yes 213 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesNo Yes Yes No Yes Yes 15:15 to 16:15 1,073 Yes Yes 115 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesYes Yes No Yes*No Yes 15:30 to 16:30 1,216 Yes Yes 215 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesYes Yes Yes*Yes Yes*Yes* 15:45 to 16:45 1,350 Yes Yes 226 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesYes Yes Yes Yes Yes Yes 9Federal 2009 191 16:00 to 17:00 1,459 Yes Yes 243 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesYes Yes Yes Yes Yes Yes 16:15 to 17:15 1,486 Yes Yes 271 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesYes Yes Yes Yes*Yes Yes 16:30 to 17:30 1,576 Yes Yes 173 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesYes Yes Yes*Yes Yes*Yes* 16:45 to 17:45 1,651 Yes Yes 185 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesYes Yes Yes Yes Yes Yes 17:00 to 18:00 1,676 Yes Yes 205 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesYes Yes Yes Yes Yes Yes 17:15 to 18:15 1,598 Yes Yes 200 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesYes Yes Yes Yes*Yes Yes 10Federal 2009 192 17:30 to 18:30 1,369 Yes Yes 194 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesYes Yes Yes*Yes Yes*Yes* 17:45 to 18:45 1,271 Yes Yes 199 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesYes Yes Yes Yes Yes Yes 18:00 to 19:00 1,138 Yes Yes 156 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesYes Yes Yes Yes Yes Yes 18:15 to 19:15 1,069 Yes Yes 171 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesYes Yes Yes Yes*Yes Yes 18:30 to 19:30 1,010 Yes Yes 202 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesYes Yes Yes*Yes Yes*Yes* 18:45 to 19:45 876 Yes Yes 178 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesNo Yes Yes No Yes Yes 11Federal 2009 193 19:00 to 20:00 778 Yes Yes 160 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesNo Yes Yes No Yes Yes 19:15 to 20:15 674 Yes Yes 125 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesNo No No No Yes No 19:30 to 20:30 605 Yes Yes 73 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes NoNo No No No No No 19:45 to 20:45 527 No Yes 74 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes NoNo No No No No No 20:00 to 21:00 494 No Yes 77 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes YesNo No No No No No 20:15 to 21:15 472 No No 61 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?Yes NoNo No No No No No 12Federal 2009 194 20:30 to 21:30 447 No No 53 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?No NoNo No No No No No 20:45 to 21:45 423 No No 20 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?No NoNo No No No No No 21:00 to 22:00 391 No No 8 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?No NoNo No No No No No 21:15 to 22:15 267 No No 8 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?No NoNo No No No No No 21:30 to 22:30 171 No No 6 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?No NoNo No No No No No 21:45 to 22:45 95 No No 2 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (75)? Volume >= 80% column (60)?No NoNo No No No No No 13Federal 2009 195 1: BobPark Warrant 2: Four-hour Vehicular Volume Intersection Information Street Name Direction Number of Lanes Major Street Minor Street Approch Speed BOBCAT EB/WB 2 30 PARKVIEW NB 1 30 YesWarrant 2 Met? Details: Notes Low population No 6 Hours met (4 required) 14Federal 2009 196 Hourly Volumes Hour Major Street Total All Approaches (vph) Minor Street Highest Volume Approach (vph) 00:00:00 - 01:00:00 0.00 0.00 01:00:00 - 02:00:00 0.00 0.00 02:00:00 - 03:00:00 0.00 0.00 03:00:00 - 04:00:00 0.00 0.00 04:00:00 - 05:00:00 0.00 0.00 05:00:00 - 06:00:00 0.00 0.00 06:00:00 - 07:00:00 410.00 36.00 07:00:00 - 08:00:00 1,135.00 256.00 08:00:00 - 09:00:00 1,130.00 277.00 09:00:00 - 10:00:00 515.00 57.00 10:00:00 - 11:00:00 428.00 61.00 11:00:00 - 12:00:00 500.00 61.00 12:00:00 - 13:00:00 600.00 50.00 13:00:00 - 14:00:00 550.00 51.00 14:00:00 - 15:00:00 695.00 56.00 15:00:00 - 16:00:00 885.00 213.00 16:00:00 - 17:00:00 1,459.00 243.00 17:00:00 - 18:00:00 1,676.00 205.00 18:00:00 - 19:00:00 1,138.00 156.00 19:00:00 - 20:00:00 778.00 160.00 20:00:00 - 21:00:00 494.00 77.00 21:00:00 - 22:00:00 391.00 8.00 22:00:00 - 23:00:00 0.00 0.00 23:00:00 - 00:00:00 0.00 0.00 15Federal 2009 197 Hour Warranted Volumes Major Street Total All Approaches (vph) Minor Street Highest Volume Approach (vph) 06:45:00 - 07:45:00 1,001.00 218.00 07:45:00 - 08:45:00 1,265.00 310.00 14:45:00 - 15:45:00 850.00 191.00 15:45:00 - 16:45:00 1,350.00 226.00 16:45:00 - 17:45:00 1,651.00 185.00 17:45:00 - 18:45:00 1,271.00 199.00 16Federal 2009 198 1: BobPark Warrant 3: Peak Hour Intersection Information Street Name Direction Number of Lanes Major Street Minor Street Approch Speed Warrant 3 Met? BOBCAT EB/WB 2 30 PARKVIEW NB 1 30 Yes Details Low Population? Condition A Met? Notes Condition B Met? Notes Minor Approach Time Delay Condition Met ? Minor Approach Volume Condition Met ? Total Entering Intersection Volume Condition Met ? No 0 Hours met (1 required) Yes 5 Hours met (1 required) Not Met Not Met Met No 17Federal 2009 199 Major Street Total All Approaches (vph) Minor Street Highest Volume Approach (vph) Hour 6:00 410 36 7:00 1,135 256 8:00 1,130 277 9:00 515 57 10:00 428 61 11:00 500 61 12:00 600 50 13:00 550 51 14:00 695 56 15:00 885 213 15:30 1,216 215 16:30 1,576 173 17:30 1,369 194 18:30 1,010 202 19:30 605 73 20:30 447 53 21:30 171 6 18Federal 2009 200 1: BobPark Warrant 4: Pedestrian Volume Intersection Information Street Name Direction Number of Lanes Major Street Minor Street Approch Speed BOBCAT EB/WB 2 30 PARKVIEW NB 1 30 WARRANT 4 MET ?No Details Pedestrian Four Hour Volume Warrant Met ? Pedestrian Peak Hour Warrant Met ?Notes Speed Limit or 85th Percentile Speed on Major Street > 35mph, or Intersection lies within an Isolated Community with Population < 10,000? No No 0 Hours met (4 required) No 19Federal 2009 201 20Federal 2009 202 1: BobPark Warrant 5: School Crossing Intersection Information Major Street Name Major Street Direction WARRANT 5 MET?Yes BOBCAT EB/WB Details: Time Period Interval for Students Crossing (min) Number of Students Crossing in Time Period Number of Adequate Gaps in Time Period 30 34 0 Other Remedial Measures Attempted ?Yes Adjacent Signal on EB approach?No Distance to signal on EB Approach (ft)- Adjacent Signal on WB approach? Distance to signal on WB Approach (ft) No - Will New Signal Restrict Progressive Traffic ?No 21Federal 2009 203 1: BobPark Warrant 8: Roadway Network Intersection Information Major Street Name Major Street Direction WARRANT 8 MET? ( A or B) Minor Street Direction BOBCAT EB/WB NB Yes Details: Growth Rates % (per year) NB EB WB L T R 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Condition B, Non-normal Business DayCondition A, Total Entering Volume Existing Peak Hour Years Future Peak Hour Warrant 1 in 5 Years? Warrant 2 in 5 Years? Warrant 3 in 5 Years? No Yes Yes 1,881 1,881 0.00 Existing Future Highest Hour Second Highest Hour Third Highest Hour Fourth Highest Hour Fifth Highest Hour Yearly Growth Rate (%) Years 0 0 0 0 0 0.00 0 0 0 0 0 0.00 Yes NoCondition A Met?Condition B Met? 28Federal 2009 204 1: BobPark All-Way Stop Control Warrant: Multiway Stop Applications Intersection Information Major Street Name: Major Street Direction: Minor Street Direction: BOBCAT EB/WB NB AWSC WARRANT MET?Yes Details: Condition A Met? Condition B Met? Condition C Met? Yes No No Notes:6 Hours Met (8 Required) Qualifying Crashes Major Street 85th %-tile Speed Major Street Speed Limit 0 0.00 30 Hour Traffic Volumes Bicycle Volumes Ped Volumes Condition C Major Street Minor Street Major Street Minor Street Veh Volume > 300 Avg(Veh + Ped + Bicycle) > 200 Delay > 30 East Bound Bicycle Volumes North Bound Bicycle Volumes North Bound Ped Volumes East Bound Ped Volumes 06:45 to 07:45 1,001 218 0 0 0 0 False No No 07:45 to 08:45 1,265 310 0 0 0 0 False No No 14:45 to 15:45 850 191 0 0 0 0 False No No 15:45 to 16:45 1,350 226 0 0 0 0 False No No 17:00 to 18:00 1,676 205 0 0 0 0 False No No 18:30 to 19:30 1,010 202 0 0 0 0 False No No 30Federal 2009 205 1: test Warrants Summary Report Intersection Information Street Name Direction Number of Lanes Major Street Minor Street Approch Speed - EB/WB 2 30 - NB 2 30 Met?NotesWarrant Warrant 1, Eight-Hour Vehicular Volume No Condition A or B Met?No 7 Hours met (8 required) Condition A and B Met?No 6 Hours met (8 required) Warrant 2, Four-Hour Vehicular Volume Yes 6 Hours met (4 required) Warrant 3, Peak Hour Yes Condition A Met?No 0 Hours met (1 required) Condition B Met?Yes 3 Hours met (1 required) Warrant 4, Pedestrian Volume No Condition A Met?No 0 Hours met (4 required) Condition B Met?No 0 Hours met (1 required) Warrant 5, School Crossing Yes 1Federal 2009 206 Warrant 8, Roadway Network Yes AWSC Warrant, Multiway Stop Application Yes Condition A Met?Yes Condition B Met?No Condition C Met?No 2Federal 2009 207 1: test Warrant 1: Eight-hour Vehicular Volume Intersection Information Major Street Name: Major Street Direction: Minor Street Direction: WARRANT 1 MET? - EB/WB NB No Details: Condition A Met? Condition B Met? No 7 Hours met (8 required) No 6 Hours met (8 required) Hour Major Street Vehicles (Total of Both Approaches) High Volume Minor Approach Vehicles 100% Standard Met? Cond. A OR Cond. B 80% Standard Met? Cond. A AND Cond. B Condition A 100% Column Condition B 100% Column Condition A 80% Column Condition B 80% Column 06:00 to 07:00 279 No No 172 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 06:15 to 07:15 346 No No 245 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 06:30 to 07:30 471 No No 282 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 06:45 to 07:45 626 Yes Yes 323 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No Yes*No Yes No 3Federal 2009 208 07:00 to 08:00 743 Yes Yes 366 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo Yes Yes No Yes*Yes* 07:15 to 08:15 911 Yes Yes 423 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes Yes*Yes Yes 07:30 to 08:30 1,035 Yes Yes 491 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes Yes Yes Yes 07:45 to 08:45 1,026 Yes Yes 474 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes*Yes Yes Yes 08:00 to 09:00 927 Yes Yes 417 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes Yes Yes*Yes* 08:15 to 09:15 763 Yes Yes 308 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo Yes Yes No Yes Yes 4Federal 2009 209 08:30 to 09:30 550 No Yes 206 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No Yes No 08:45 to 09:45 396 No No 181 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 09:00 to 10:00 355 No No 185 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 09:15 to 10:15 320 No No 197 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 09:30 to 10:30 320 No No 180 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 09:45 to 10:45 314 No No 183 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 5Federal 2009 210 10:00 to 11:00 299 No No 168 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 10:15 to 11:15 301 No No 169 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 10:30 to 11:30 297 No No 177 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 10:45 to 11:45 305 No No 177 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 11:00 to 12:00 362 No No 193 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 11:15 to 12:15 410 No No 209 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 6Federal 2009 211 11:30 to 12:30 416 No No 221 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 11:45 to 12:45 427 No No 235 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 12:00 to 13:00 413 No No 235 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 12:15 to 13:15 393 No No 228 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 12:30 to 13:30 394 No No 226 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 12:45 to 13:45 429 No No 218 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 7Federal 2009 212 13:00 to 14:00 404 No No 208 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 13:15 to 14:15 398 No No 192 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 13:30 to 14:30 428 No No 192 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 13:45 to 14:45 414 No No 188 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 14:00 to 15:00 435 No No 213 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 14:15 to 15:15 502 No Yes 229 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No Yes No 8Federal 2009 213 14:30 to 15:30 588 No Yes 234 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No Yes No 14:45 to 15:45 635 Yes Yes 262 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No Yes*No Yes No 15:00 to 16:00 704 Yes Yes 289 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No Yes No Yes No 15:15 to 16:15 870 Yes Yes 312 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo Yes Yes No Yes*Yes* 15:30 to 16:30 1,030 Yes Yes 332 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes Yes*Yes Yes 15:45 to 16:45 1,135 Yes Yes 342 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes*Yes Yes Yes 9Federal 2009 214 16:00 to 17:00 1,252 Yes Yes 341 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes Yes Yes Yes 16:15 to 17:15 1,258 Yes Yes 375 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes Yes Yes*Yes* 16:30 to 17:30 1,234 Yes Yes 427 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes Yes*Yes Yes 16:45 to 17:45 1,323 Yes Yes 449 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes*Yes Yes Yes 17:00 to 18:00 1,381 Yes Yes 454 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes Yes Yes Yes 17:15 to 18:15 1,317 Yes Yes 417 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes Yes Yes*Yes* 10Federal 2009 215 17:30 to 18:30 1,146 Yes Yes 363 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes Yes*Yes Yes 17:45 to 18:45 1,046 Yes Yes 350 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesYes Yes Yes*Yes Yes Yes 18:00 to 19:00 892 Yes Yes 339 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo Yes Yes No Yes Yes 18:15 to 19:15 863 Yes Yes 330 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo Yes Yes No Yes*Yes* 18:30 to 19:30 862 Yes Yes 291 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo Yes Yes No Yes Yes 18:45 to 19:45 756 Yes Yes 257 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo Yes Yes*No Yes Yes 11Federal 2009 216 19:00 to 20:00 685 Yes Yes 220 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No Yes No Yes No 19:15 to 20:15 581 No Yes 198 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No Yes No 19:30 to 20:30 478 No No 206 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? Yes Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 19:45 to 20:45 429 No No 178 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No Yes Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 20:00 to 21:00 421 No No 159 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 20:15 to 21:15 383 No No 154 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 12Federal 2009 217 20:30 to 21:30 394 No No 126 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 20:45 to 21:45 358 No No 112 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 21:00 to 22:00 352 No No 111 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?Yes YesNo No No No No No 21:15 to 22:15 255 No No 72 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?No NoNo No No No No No 21:30 to 22:30 170 No No 50 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?No NoNo No No No No No 21:45 to 22:45 109 No No 31 Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (600)? Condition A Condition B Volume >= 80% column (480)? No No Volume >= 100% column (900)? Volume >= 80% column (720)? Volume >= 100% column (100)? Volume >= 80% column (80)?No NoNo No No No No No 13Federal 2009 218 1: test Warrant 2: Four-hour Vehicular Volume Intersection Information Street Name Direction Number of Lanes Major Street Minor Street Approch Speed - EB/WB 2 30 - NB 2 30 YesWarrant 2 Met? Details: Notes Low population No 6 Hours met (4 required) 14Federal 2009 219 Hourly Volumes Hour Major Street Total All Approaches (vph) Minor Street Highest Volume Approach (vph) 00:00:00 - 01:00:00 0.00 0.00 01:00:00 - 02:00:00 0.00 0.00 02:00:00 - 03:00:00 0.00 0.00 03:00:00 - 04:00:00 0.00 0.00 04:00:00 - 05:00:00 0.00 0.00 05:00:00 - 06:00:00 0.00 0.00 06:00:00 - 07:00:00 279.00 172.00 07:00:00 - 08:00:00 743.00 366.00 08:00:00 - 09:00:00 927.00 417.00 09:00:00 - 10:00:00 355.00 185.00 10:00:00 - 11:00:00 299.00 168.00 11:00:00 - 12:00:00 362.00 193.00 12:00:00 - 13:00:00 413.00 235.00 13:00:00 - 14:00:00 404.00 208.00 14:00:00 - 15:00:00 435.00 213.00 15:00:00 - 16:00:00 704.00 289.00 16:00:00 - 17:00:00 1,252.00 341.00 17:00:00 - 18:00:00 1,381.00 454.00 18:00:00 - 19:00:00 892.00 339.00 19:00:00 - 20:00:00 685.00 220.00 20:00:00 - 21:00:00 421.00 159.00 21:00:00 - 22:00:00 352.00 111.00 22:00:00 - 23:00:00 0.00 0.00 23:00:00 - 00:00:00 0.00 0.00 15Federal 2009 220 Hour Warranted Volumes Major Street Total All Approaches (vph) Minor Street Highest Volume Approach (vph) 07:00:00 - 08:00:00 743.00 366.00 08:00:00 - 09:00:00 927.00 417.00 15:15:00 - 16:15:00 870.00 312.00 16:15:00 - 17:15:00 1,258.00 375.00 17:15:00 - 18:15:00 1,317.00 417.00 18:15:00 - 19:15:00 863.00 330.00 16Federal 2009 221 1: test Warrant 3: Peak Hour Intersection Information Street Name Direction Number of Lanes Major Street Minor Street Approch Speed Warrant 3 Met? - EB/WB 2 30 - NB 2 30 Yes Details Low Population? Condition A Met? Notes Condition B Met? Notes Minor Approach Time Delay Condition Met ? Minor Approach Volume Condition Met ? Total Entering Intersection Volume Condition Met ? No 0 Hours met (1 required) Yes 3 Hours met (1 required) Not Met Not Met Met No 17Federal 2009 222 Major Street Total All Approaches (vph) Minor Street Highest Volume Approach (vph) Hour 6:00 279 172 7:00 743 366 7:15 911 423 8:15 763 308 9:15 320 197 10:15 301 169 11:15 410 209 12:15 393 228 13:15 398 192 14:15 502 229 15:15 870 312 15:45 1,135 342 16:45 1,323 449 17:45 1,046 350 18:45 756 257 19:45 429 178 20:45 358 112 21:45 109 31 18Federal 2009 223 1: test Warrant 4: Pedestrian Volume Intersection Information Street Name Direction Number of Lanes Major Street Minor Street Approch Speed - EB/WB 2 30 - NB 2 30 WARRANT 4 MET ?No Details Pedestrian Four Hour Volume Warrant Met ? Pedestrian Peak Hour Warrant Met ?Notes Speed Limit or 85th Percentile Speed on Major Street > 35mph, or Intersection lies within an Isolated Community with Population < 10,000? No No 0 Hours met (4 required) No 19Federal 2009 224 20Federal 2009 225 Warrant 5: School Crossing 1: test Intersection Information Major Street Name Major Street Direction WARRANT 5 MET?Yes - EB/WB Details: Time Period Interval for Students Crossing (min) Number of Students Crossing in Time Period Number of Adequate Gaps in Time Period 30 56 14 Other Remedial Measures Attempted ?Yes Adjacent Signal on EB approach?No Distance to signal on EB Approach (ft)- Adjacent Signal on WB approach? Distance to signal on WB Approach (ft) No - Will New Signal Restrict Progressive Traffic ?No 1 10/26/2022Federal 2009 226 1: test Warrant 8: Roadway Network Intersection Information Major Street Name Major Street Direction WARRANT 8 MET? ( A or B) Minor Street Direction - EB/WB NB Yes Details: Growth Rates % (per year) NB EB WB L T R 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Condition B, Non-normal Business DayCondition A, Total Entering Volume Existing Peak Hour Years Future Peak Hour Warrant 1 in 5 Years? Warrant 2 in 5 Years? Warrant 3 in 5 Years? No Yes Yes 1,835 1,835 0.00 Existing Future Highest Hour Second Highest Hour Third Highest Hour Fourth Highest Hour Fifth Highest Hour Yearly Growth Rate (%) Years 0 0 0 0 0 0.00 0 0 0 0 0 0.00 Yes NoCondition A Met?Condition B Met? 28Federal 2009 227 1: test All-Way Stop Control Warrant: Multiway Stop Applications Intersection Information Major Street Name: Major Street Direction: Minor Street Direction: - EB/WB NB AWSC WARRANT MET?Yes Details: Condition A Met? Condition B Met? Condition C Met? Yes No No Notes:Delay for highest hour < 30 sec/veh Qualifying Crashes Major Street 85th %-tile Speed Major Street Speed Limit 0 0.00 30 Hour Traffic Volumes Bicycle Volumes Ped Volumes Condition C Major Street Minor Street Major Street Minor Street Veh Volume > 300 Avg(Veh + Ped + Bicycle) > 200 Delay > 30 East Bound Bicycle Volumes North Bound Bicycle Volumes North Bound Ped Volumes East Bound Ped Volumes 06:15 to 07:15 346 245 0 0 0 0 False No No 07:15 to 08:15 911 423 0 0 0 0 False No No 08:15 to 09:15 763 308 0 0 0 0 False No No 11:15 to 12:15 410 209 0 0 0 0 False No No 12:15 to 13:15 393 228 0 0 0 0 False No No 14:00 to 15:00 435 213 0 0 0 0 False No No 15:00 to 16:00 704 289 0 0 0 0 False No No 16:00 to 17:00 1,252 341 0 0 0 0 False No No 17:00 to 18:00 1,381 454 0 0 0 0 False No No 18:00 to 19:00 892 339 0 0 0 0 False No No 19:00 to 20:00 685 220 0 0 0 0 False No No 30Federal 2009 228 Appendix C Synchro 11 Intersection Analysis Results 229 SimTraffic Simulation Summary Baseline 10/31/2022 2022 AM EXIST SimTraffic Report Page 1 Summary of All Intervals Run Number 1 2 3 4 5 6 7 Start Time 6:55 6:55 6:55 6:55 6:55 6:55 6:55 End Time 8:00 8:00 8:00 8:00 8:00 8:00 8:00 Total Time (min) 65 65 65 65 65 65 65 Time Recorded (min) 60 60 60 60 60 60 60 # of Intervals 2 2 2 2 2 2 2 # of Recorded Intervals 1 1 1 1 1 1 1 Vehs Entered 2437 2469 2379 2399 2447 2396 2474 Vehs Exited 2430 2456 2379 2376 2414 2382 2466 Starting Vehs 48 56 49 49 40 32 55 Ending Vehs 55 69 49 72 73 46 63 Travel Distance (mi) 975 990 952 955 989 948 985 Travel Time (hr) 57.3 120.6 63.2 91.1 51.4 49.4 61.5 Total Delay (hr) 20.3 83.1 27.1 54.9 13.9 13.5 24.1 Total Stops 2016 1986 1834 1872 1967 1860 1943 Fuel Used (gal) 40.3 55.1 40.9 47.6 38.9 37.7 41.5 Summary of All Intervals Run Number 8 9 10 Avg Start Time 6:55 6:55 6:55 6:55 End Time 8:00 8:00 8:00 8:00 Total Time (min) 65 65 65 65 Time Recorded (min) 60 60 60 60 # of Intervals 2 2 2 2 # of Recorded Intervals 1 1 1 1 Vehs Entered 2422 2385 2443 2426 Vehs Exited 2403 2390 2413 2411 Starting Vehs 44 65 41 46 Ending Vehs 63 60 71 64 Travel Distance (mi) 957 949 974 967 Travel Time (hr) 53.4 54.7 65.8 66.9 Total Delay (hr) 17.1 18.7 28.9 30.1 Total Stops 1858 1879 1920 1914 Fuel Used (gal) 38.5 38.7 42.0 42.1 Interval #0 Information Seeding Start Time 6:55 End Time 7:00 Total Time (min) 5 Volumes adjusted by Growth Factors. No data recorded this interval. 230 SimTraffic Simulation Summary Baseline 10/31/2022 2022 AM EXIST SimTraffic Report Page 2 Interval #1 Information Recording Start Time 7:00 End Time 8:00 Total Time (min) 60 Volumes adjusted by Growth Factors. Run Number 1 2 3 4 5 6 7 Vehs Entered 2437 2469 2379 2399 2447 2396 2474 Vehs Exited 2430 2456 2379 2376 2414 2382 2466 Starting Vehs 48 56 49 49 40 32 55 Ending Vehs 55 69 49 72 73 46 63 Travel Distance (mi) 975 990 952 955 989 948 985 Travel Time (hr) 57.3 120.6 63.2 91.1 51.4 49.4 61.5 Total Delay (hr) 20.3 83.1 27.1 54.9 13.9 13.5 24.1 Total Stops 2016 1986 1834 1872 1967 1860 1943 Fuel Used (gal) 40.3 55.1 40.9 47.6 38.9 37.7 41.5 Interval #1 Information Recording Start Time 7:00 End Time 8:00 Total Time (min) 60 Volumes adjusted by Growth Factors. Run Number 8 9 10 Avg Vehs Entered 2422 2385 2443 2426 Vehs Exited 2403 2390 2413 2411 Starting Vehs 44 65 41 46 Ending Vehs 63 60 71 64 Travel Distance (mi) 957 949 974 967 Travel Time (hr) 53.4 54.7 65.8 66.9 Total Delay (hr) 17.1 18.7 28.9 30.1 Total Stops 1858 1879 1920 1914 Fuel Used (gal) 38.5 38.7 42.0 42.1 231 SimTraffic Performance Report Baseline 10/31/2022 2022 AM EXIST SimTraffic Report Page 3 101: MARSHALL & BOBCAT Performance by movement Movement EBT EBR WBL WBT NBL NBR All Denied Del/Veh (s) 0.1 0.2 0.0 0.0 0.2 0.3 0.1 Total Del/Veh (s) 0.9 0.8 5.9 0.4 36.7 6.9 6.3 102: TROPHY CLUB & BOBCAT Performance by movement Movement EBL EBT EBR NBL NBT SBT SBR All Denied Del/Veh (s) 0.0 0.0 0.0 3.3 0.3 0.1 0.2 1.1 Total Del/Veh (s) 61.6 1.4 4.8 6.2 0.3 0.7 1.2 5.7 103: PARKVIEW & BOBCAT Performance by movement Movement EBT EBR WBL WBT NBL NBR All Denied Del/Veh (s) 0.0 0.0 0.0 0.0 85.8 102.5 18.4 Total Del/Veh (s) 1.4 1.3 13.2 0.6 289.0 18.5 28.0 104: CHURCH DWY/ROSEVILLE & BOBCAT Performance by movement Movement EBL EBT EBR WBL WBT WBR NBL NBR SBL SBR All Denied Del/Veh (s) 0.0 0.0 0.0 0.0 0.0 0.0 0.1 0.2 0.1 0.1 0.0 Total Del/Veh (s) 5.7 1.0 1.0 4.6 0.6 0.4 15.1 5.4 14.2 4.7 1.3 Total Network Performance Denied Del/Veh (s) 14.5 Total Del/Veh (s) 29.5 232 Queuing and Blocking Report Baseline 10/31/2022 2022 AM EXIST SimTraffic Report Page 4 Intersection: 101: MARSHALL & BOBCAT Movement EB EB WB NB NB Directions Served T TR L L R Maximum Queue (ft) 2 23 95 185 138 Average Queue (ft) 0 2 45 79 68 95th Queue (ft) 2 14 80 147 111 Link Distance (ft) 746 746 436 436 Upstream Blk Time (%) Queuing Penalty (veh) Storage Bay Dist (ft) 200 Storage Blk Time (%) Queuing Penalty (veh) Intersection: 102: TROPHY CLUB & BOBCAT Movement EB EB NB NB SB SB Directions Served L R L T T TR Maximum Queue (ft) 150 107 177 27 9 46 Average Queue (ft) 51 61 73 1 0 4 95th Queue (ft) 117 88 134 27 5 24 Link Distance (ft) 249 249 606 806 806 Upstream Blk Time (%) 0 Queuing Penalty (veh) 0 Storage Bay Dist (ft) 200 Storage Blk Time (%) 0 Queuing Penalty (veh) 0 Intersection: 103: PARKVIEW & BOBCAT Movement EB EB WB WB NB NB Directions Served T TR L T L R Maximum Queue (ft) 2 60 155 23 478 376 Average Queue (ft) 0 14 68 1 314 181 95th Queue (ft) 2 42 123 23 566 505 Link Distance (ft) 405 405 893 462 462 Upstream Blk Time (%)30 26 Queuing Penalty (veh)0 0 Storage Bay Dist (ft) 200 Storage Blk Time (%) 0 Queuing Penalty (veh) 0 233 Queuing and Blocking Report Baseline 10/31/2022 2022 AM EXIST SimTraffic Report Page 5 Intersection: 104: CHURCH DWY/ROSEVILLE & BOBCAT Movement EB EB WB WB NB SB Directions Served LT TR LT TR LTR LTR Maximum Queue (ft) 63 13 28 17 45 61 Average Queue (ft) 23 0 1 1 17 27 95th Queue (ft) 55 8 13 10 43 51 Link Distance (ft) 893 893 249 249 122 285 Upstream Blk Time (%) Queuing Penalty (veh) Storage Bay Dist (ft) Storage Blk Time (%) Queuing Penalty (veh) Network Summary Network wide Queuing Penalty: 1 234 SimTraffic Simulation Summary 10/31/2022 2022 PM EXIST SimTraffic Report Page 1 Summary of All Intervals Run Number 1 2 3 4 5 6 7 Start Time 6:55 6:55 6:55 6:55 6:55 6:55 6:55 End Time 8:00 8:00 8:00 8:00 8:00 8:00 8:00 Total Time (min) 65 65 65 65 65 65 65 Time Recorded (min) 60 60 60 60 60 60 60 # of Intervals 2 2 2 2 2 2 2 # of Recorded Intervals 1 1 1 1 1 1 1 Vehs Entered 2550 2572 2504 2550 2575 2480 2556 Vehs Exited 2545 2541 2491 2549 2558 2462 2544 Starting Vehs 46 38 39 41 56 39 47 Ending Vehs 51 69 52 42 73 57 59 Travel Distance (mi) 1108 1103 1063 1108 1114 1065 1100 Travel Time (hr) 53.2 52.5 49.7 52.8 57.9 50.8 55.0 Total Delay (hr) 11.7 11.3 10.0 11.3 16.2 10.9 13.7 Total Stops 1900 1858 1839 1832 2049 1863 1990 Fuel Used (gal) 41.9 42.0 40.0 42.1 43.1 40.4 42.2 Summary of All Intervals Run Number 8 9 10 Avg Start Time 6:55 6:55 6:55 6:55 End Time 8:00 8:00 8:00 8:00 Total Time (min) 65 65 65 65 Time Recorded (min) 60 60 60 60 # of Intervals 2 2 2 2 # of Recorded Intervals 1 1 1 1 Vehs Entered 2617 2582 2610 2562 Vehs Exited 2604 2576 2618 2548 Starting Vehs 47 51 62 45 Ending Vehs 60 57 54 58 Travel Distance (mi) 1121 1100 1142 1102 Travel Time (hr) 53.5 51.5 55.5 53.2 Total Delay (hr) 11.6 10.4 12.8 12.0 Total Stops 1979 1871 1880 1906 Fuel Used (gal) 42.6 41.7 42.8 41.9 Interval #0 Information Seeding Start Time 6:55 End Time 7:00 Total Time (min) 5 Volumes adjusted by Growth Factors. No data recorded this interval. 235 SimTraffic Simulation Summary 10/31/2022 2022 PM EXIST SimTraffic Report Page 2 Interval #1 Information Recording Start Time 7:00 End Time 8:00 Total Time (min) 60 Volumes adjusted by Growth Factors. Run Number 1 2 3 4 5 6 7 Vehs Entered 2550 2572 2504 2550 2575 2480 2556 Vehs Exited 2545 2541 2491 2549 2558 2462 2544 Starting Vehs 46 38 39 41 56 39 47 Ending Vehs 51 69 52 42 73 57 59 Travel Distance (mi) 1108 1103 1063 1108 1114 1065 1100 Travel Time (hr) 53.2 52.5 49.7 52.8 57.9 50.8 55.0 Total Delay (hr) 11.7 11.3 10.0 11.3 16.2 10.9 13.7 Total Stops 1900 1858 1839 1832 2049 1863 1990 Fuel Used (gal) 41.9 42.0 40.0 42.1 43.1 40.4 42.2 Interval #1 Information Recording Start Time 7:00 End Time 8:00 Total Time (min) 60 Volumes adjusted by Growth Factors. Run Number 8 9 10 Avg Vehs Entered 2617 2582 2610 2562 Vehs Exited 2604 2576 2618 2548 Starting Vehs 47 51 62 45 Ending Vehs 60 57 54 58 Travel Distance (mi) 1121 1100 1142 1102 Travel Time (hr) 53.5 51.5 55.5 53.2 Total Delay (hr) 11.6 10.4 12.8 12.0 Total Stops 1979 1871 1880 1906 Fuel Used (gal) 42.6 41.7 42.8 41.9 236 SimTraffic Performance Report 10/31/2022 2022 PM EXIST SimTraffic Report Page 3 101: MARSHALL & BOBCAT Performance by movement Movement EBT EBR WBL WBT NBL NBR All Denied Del/Veh (s) 0.1 0.2 0.1 0.0 0.2 0.3 0.1 Total Del/Veh (s) 0.8 0.7 6.5 0.4 49.5 6.9 4.9 102: TROPHY CLUB & BOBCAT Performance by movement Movement EBL EBR NBL NBT SBT SBR All Denied Del/Veh (s) 1.5 0.1 3.1 0.6 0.1 0.2 1.5 Total Del/Veh (s) 236.7 5.2 8.6 0.6 0.9 0.9 9.1 103: PARKVIEW & BOBCAT Performance by movement Movement EBT EBR WBL WBT NBL NBR All Denied Del/Veh (s) 0.0 0.0 0.0 0.0 0.2 0.1 0.0 Total Del/Veh (s) 1.1 1.0 9.0 0.8 65.3 4.5 5.3 104: CHURCH DWY/ROSEVILLE & BOBCAT Performance by movement Movement EBL EBT EBR WBL WBT WBR SBL SBR All Denied Del/Veh (s) 0.0 0.0 0.0 0.0 0.0 0.0 0.1 0.1 0.0 Total Del/Veh (s) 8.8 1.0 0.7 4.5 0.7 0.6 46.1 9.2 2.1 Total Network Performance Denied Del/Veh (s) 1.2 Total Del/Veh (s) 15.4 237 Queuing and Blocking Report 10/31/2022 2022 PM EXIST SimTraffic Report Page 4 Intersection: 101: MARSHALL & BOBCAT Movement EB EB WB NB NB Directions Served T TR L L R Maximum Queue (ft) 4 38 149 148 142 Average Queue (ft) 0 4 62 53 71 95th Queue (ft) 3 20 111 113 115 Link Distance (ft) 746 746 436 436 Upstream Blk Time (%) Queuing Penalty (veh) Storage Bay Dist (ft) 200 Storage Blk Time (%) 0 Queuing Penalty (veh) 0 Intersection: 102: TROPHY CLUB & BOBCAT Movement EB EB NB NB SB SB Directions Served L R L T T TR Maximum Queue (ft) 146 146 223 294 4 48 Average Queue (ft) 61 70 109 19 0 7 95th Queue (ft) 151 110 198 145 4 32 Link Distance (ft) 249 249 606 806 806 Upstream Blk Time (%) 1 Queuing Penalty (veh) 1 Storage Bay Dist (ft) 200 Storage Blk Time (%) 2 0 Queuing Penalty (veh) 3 0 Intersection: 103: PARKVIEW & BOBCAT Movement EB WB NB NB Directions Served TR L L R Maximum Queue (ft) 31 83 197 72 Average Queue (ft) 4 32 87 35 95th Queue (ft) 19 64 173 59 Link Distance (ft) 405 462 462 Upstream Blk Time (%) Queuing Penalty (veh) Storage Bay Dist (ft) 200 Storage Blk Time (%) Queuing Penalty (veh) 238 Queuing and Blocking Report 10/31/2022 2022 PM EXIST SimTraffic Report Page 5 Intersection: 104: CHURCH DWY/ROSEVILLE & BOBCAT Movement EB WB WB SB Directions Served LT LT TR LTR Maximum Queue (ft) 113 58 18 92 Average Queue (ft) 50 5 1 34 95th Queue (ft) 87 30 9 69 Link Distance (ft) 893 249 249 285 Upstream Blk Time (%) Queuing Penalty (veh) Storage Bay Dist (ft) Storage Blk Time (%) Queuing Penalty (veh) Network Summary Network wide Queuing Penalty: 4 239 SimTraffic Simulation Summary Baseline 10/31/2022 2022 AM PROP SimTraffic Report Page 1 Summary of All Intervals Run Number 1 2 3 4 5 6 7 Start Time 6:55 6:55 6:55 6:55 6:55 6:55 6:55 End Time 8:00 8:00 8:00 8:00 8:00 8:00 8:00 Total Time (min) 65 65 65 65 65 65 65 Time Recorded (min) 60 60 60 60 60 60 60 # of Intervals 2 2 2 2 2 2 2 # of Recorded Intervals 1 1 1 1 1 1 1 Vehs Entered 2404 2498 2433 2463 2418 2423 2454 Vehs Exited 2388 2502 2435 2468 2414 2418 2455 Starting Vehs 36 53 45 54 41 38 51 Ending Vehs 52 49 43 49 45 43 50 Travel Distance (mi) 984 1023 993 1019 983 988 1001 Travel Time (hr) 45.8 47.7 45.9 47.3 45.8 45.9 46.6 Total Delay (hr) 6.1 6.6 6.1 6.3 6.1 6.1 6.3 Total Stops 830 910 792 813 845 812 813 Fuel Used (gal) 39.5 41.2 39.5 40.8 39.1 39.6 40.1 Summary of All Intervals Run Number 8 9 10 Avg Start Time 6:55 6:55 6:55 6:55 End Time 8:00 8:00 8:00 8:00 Total Time (min) 65 65 65 65 Time Recorded (min) 60 60 60 60 # of Intervals 2 2 2 2 # of Recorded Intervals 1 1 1 1 Vehs Entered 2466 2499 2545 2459 Vehs Exited 2470 2497 2543 2459 Starting Vehs 49 56 51 47 Ending Vehs 45 58 53 46 Travel Distance (mi) 1002 1018 1048 1006 Travel Time (hr) 46.5 47.7 49.0 46.8 Total Delay (hr) 6.2 6.7 6.8 6.3 Total Stops 875 901 913 847 Fuel Used (gal) 39.8 40.9 41.7 40.2 Interval #0 Information Seeding Start Time 6:55 End Time 7:00 Total Time (min) 5 Volumes adjusted by Growth Factors. No data recorded this interval. 240 SimTraffic Simulation Summary Baseline 10/31/2022 2022 AM PROP SimTraffic Report Page 2 Interval #1 Information Recording Start Time 7:00 End Time 8:00 Total Time (min) 60 Volumes adjusted by Growth Factors. Run Number 1 2 3 4 5 6 7 Vehs Entered 2404 2498 2433 2463 2418 2423 2454 Vehs Exited 2388 2502 2435 2468 2414 2418 2455 Starting Vehs 36 53 45 54 41 38 51 Ending Vehs 52 49 43 49 45 43 50 Travel Distance (mi) 984 1023 993 1019 983 988 1001 Travel Time (hr) 45.8 47.7 45.9 47.3 45.8 45.9 46.6 Total Delay (hr) 6.1 6.6 6.1 6.3 6.1 6.1 6.3 Total Stops 830 910 792 813 845 812 813 Fuel Used (gal) 39.5 41.2 39.5 40.8 39.1 39.6 40.1 Interval #1 Information Recording Start Time 7:00 End Time 8:00 Total Time (min) 60 Volumes adjusted by Growth Factors. Run Number 8 9 10 Avg Vehs Entered 2466 2499 2545 2459 Vehs Exited 2470 2497 2543 2459 Starting Vehs 49 56 51 47 Ending Vehs 45 58 53 46 Travel Distance (mi) 1002 1018 1048 1006 Travel Time (hr) 46.5 47.7 49.0 46.8 Total Delay (hr) 6.2 6.7 6.8 6.3 Total Stops 875 901 913 847 Fuel Used (gal) 39.8 40.9 41.7 40.2 241 SimTraffic Performance Report Baseline 10/31/2022 2022 AM PROP SimTraffic Report Page 3 101: MARSHALL & BOBCAT Performance by movement Movement EBT EBR WBL WBT NBL NBR All Denied Del/Veh (s) 0.1 0.2 0.0 0.0 0.2 0.3 0.1 Total Del/Veh (s) 4.2 2.8 3.3 3.8 6.0 3.9 4.0 102: TROPHY CLUB & BOBCAT Performance by movement Movement EBL EBT EBR NBL NBT SBT SBR All Denied Del/Veh (s) 0.0 0.0 0.0 0.4 0.1 0.1 0.2 0.2 Total Del/Veh (s) 2.6 0.6 2.5 4.6 4.6 6.2 2.5 3.8 103: PARKVIEW & BOBCAT Performance by movement Movement EBT EBR WBL WBT NBL NBR All Denied Del/Veh (s) 0.0 0.0 0.0 0.0 0.2 0.2 0.0 Total Del/Veh (s) 4.1 3.0 4.5 3.4 6.0 4.2 4.0 104: CHURCH DWY/ROSEVILLE & BOBCAT Performance by movement Movement EBL EBT EBR WBL WBT WBR NBL NBR SBL SBR All Denied Del/Veh (s) 0.0 0.0 0.0 0.0 0.0 0.0 0.1 0.2 0.1 0.1 0.0 Total Del/Veh (s) 5.8 0.9 0.5 4.0 0.5 0.3 17.9 4.6 19.6 4.0 1.2 Total Network Performance Denied Del/Veh (s) 0.2 Total Del/Veh (s) 8.9 242 Queuing and Blocking Report Baseline 10/31/2022 2022 AM PROP SimTraffic Report Page 4 Intersection: 101: MARSHALL & BOBCAT Movement EB EB WB WB NB NB Directions Served T TR LT T L R Maximum Queue (ft) 60 45 68 8 97 90 Average Queue (ft) 23 4 27 0 39 38 95th Queue (ft) 55 25 60 8 77 78 Link Distance (ft) 700 700 330 330 412 412 Upstream Blk Time (%) Queuing Penalty (veh) Storage Bay Dist (ft) Storage Blk Time (%) Queuing Penalty (veh) Intersection: 102: TROPHY CLUB & BOBCAT Movement EB EB NB NB SB Directions Served L R LT T T Maximum Queue (ft) 46 70 148 24 80 Average Queue (ft) 9 13 40 1 40 95th Queue (ft) 33 47 105 17 70 Link Distance (ft) 219 219 568 568 775 Upstream Blk Time (%) Queuing Penalty (veh) Storage Bay Dist (ft) Storage Blk Time (%) Queuing Penalty (veh) Intersection: 103: PARKVIEW & BOBCAT Movement EB EB WB WB NB NB Directions Served T TR LT T L R Maximum Queue (ft) 65 44 105 9 82 87 Average Queue (ft) 25 6 37 0 36 34 95th Queue (ft) 57 27 81 5 70 69 Link Distance (ft) 330 330 850 850 428 428 Upstream Blk Time (%) Queuing Penalty (veh) Storage Bay Dist (ft) Storage Blk Time (%) Queuing Penalty (veh) 243 Queuing and Blocking Report Baseline 10/31/2022 2022 AM PROP SimTraffic Report Page 5 Intersection: 104: CHURCH DWY/ROSEVILLE & BOBCAT Movement EB WB WB NB SB Directions Served LT LT TR LTR LTR Maximum Queue (ft) 61 11 4 43 60 Average Queue (ft) 24 0 0 14 28 95th Queue (ft) 54 7 3 40 53 Link Distance (ft) 850 219 219 128 289 Upstream Blk Time (%) Queuing Penalty (veh) Storage Bay Dist (ft) Storage Blk Time (%) Queuing Penalty (veh) Network Summary Network wide Queuing Penalty: 0 244 SimTraffic Simulation Summary 10/31/2022 2022 PM PROP SimTraffic Report Page 1 Summary of All Intervals Run Number 1 2 3 4 5 6 7 Start Time 6:55 6:55 6:55 6:55 6:55 6:55 6:55 End Time 8:00 8:00 8:00 8:00 8:00 8:00 8:00 Total Time (min) 65 65 65 65 65 65 65 Time Recorded (min) 60 60 60 60 60 60 60 # of Intervals 2 2 2 2 2 2 2 # of Recorded Intervals 1 1 1 1 1 1 1 Vehs Entered 2493 2597 2546 2526 2502 2509 2652 Vehs Exited 2482 2606 2546 2528 2510 2494 2646 Starting Vehs 54 63 51 57 60 47 67 Ending Vehs 65 54 51 55 52 62 73 Travel Distance (mi) 1106 1165 1123 1131 1122 1114 1181 Travel Time (hr) 57.2 61.0 57.4 57.9 56.2 55.0 66.8 Total Delay (hr) 14.4 15.8 14.0 14.0 12.6 11.9 20.9 Total Stops 1425 1606 1350 1455 1340 1370 1542 Fuel Used (gal) 45.9 48.5 46.2 46.6 45.5 45.7 50.7 Summary of All Intervals Run Number 8 9 10 Avg Start Time 6:55 6:55 6:55 6:55 End Time 8:00 8:00 8:00 8:00 Total Time (min) 65 65 65 65 Time Recorded (min) 60 60 60 60 # of Intervals 2 2 2 2 # of Recorded Intervals 1 1 1 1 Vehs Entered 2618 2632 2654 2572 Vehs Exited 2616 2645 2670 2574 Starting Vehs 47 78 63 55 Ending Vehs 49 65 47 53 Travel Distance (mi) 1164 1171 1188 1146 Travel Time (hr) 60.0 65.1 63.6 60.0 Total Delay (hr) 14.7 19.6 17.5 15.5 Total Stops 1668 1485 1502 1476 Fuel Used (gal) 47.9 50.0 49.6 47.7 Interval #0 Information Seeding Start Time 6:55 End Time 7:00 Total Time (min) 5 Volumes adjusted by Growth Factors. No data recorded this interval. 245 SimTraffic Simulation Summary 10/31/2022 2022 PM PROP SimTraffic Report Page 2 Interval #1 Information Recording Start Time 7:00 End Time 8:00 Total Time (min) 60 Volumes adjusted by Growth Factors. Run Number 1 2 3 4 5 6 7 Vehs Entered 2493 2597 2546 2526 2502 2509 2652 Vehs Exited 2482 2606 2546 2528 2510 2494 2646 Starting Vehs 54 63 51 57 60 47 67 Ending Vehs 65 54 51 55 52 62 73 Travel Distance (mi) 1106 1165 1123 1131 1122 1114 1181 Travel Time (hr) 57.2 61.0 57.4 57.9 56.2 55.0 66.8 Total Delay (hr) 14.4 15.8 14.0 14.0 12.6 11.9 20.9 Total Stops 1425 1606 1350 1455 1340 1370 1542 Fuel Used (gal) 45.9 48.5 46.2 46.6 45.5 45.7 50.7 Interval #1 Information Recording Start Time 7:00 End Time 8:00 Total Time (min) 60 Volumes adjusted by Growth Factors. Run Number 8 9 10 Avg Vehs Entered 2618 2632 2654 2572 Vehs Exited 2616 2645 2670 2574 Starting Vehs 47 78 63 55 Ending Vehs 49 65 47 53 Travel Distance (mi) 1164 1171 1188 1146 Travel Time (hr) 60.0 65.1 63.6 60.0 Total Delay (hr) 14.7 19.6 17.5 15.5 Total Stops 1668 1485 1502 1476 Fuel Used (gal) 47.9 50.0 49.6 47.7 246 SimTraffic Performance Report 10/31/2022 2022 PM PROP SimTraffic Report Page 3 101: MARSHALL & BOBCAT Performance by movement Movement EBT EBR WBL WBT NBL NBR All Denied Del/Veh (s) 0.1 0.2 0.0 0.0 0.2 0.3 0.1 Total Del/Veh (s) 4.2 3.0 3.6 3.6 4.5 4.0 3.8 102: TROPHY CLUB & BOBCAT Performance by movement Movement EBL EBR NBL NBT SBT SBR All Denied Del/Veh (s) 0.0 0.1 1.0 0.7 0.1 0.2 0.6 Total Del/Veh (s) 2.9 2.7 33.9 15.8 6.6 2.6 18.2 103: PARKVIEW & BOBCAT Performance by movement Movement EBT EBR WBL WBT NBL NBR All Denied Del/Veh (s) 0.0 0.0 0.0 0.0 0.1 0.1 0.0 Total Del/Veh (s) 3.9 2.9 3.9 4.0 6.0 3.6 4.0 104: CHURCH DWY/ROSEVILLE & BOBCAT Performance by movement Movement EBL EBT EBR WBL WBT WBR SBL SBR All Denied Del/Veh (s) 0.0 0.0 0.0 0.0 0.0 0.0 0.1 0.1 0.0 Total Del/Veh (s) 11.9 1.0 0.5 4.5 1.6 1.6 82.5 12.9 3.0 Total Network Performance Denied Del/Veh (s) 0.5 Total Del/Veh (s) 20.8 247 Queuing and Blocking Report 10/31/2022 2022 PM PROP SimTraffic Report Page 4 Intersection: 101: MARSHALL & BOBCAT Movement EB EB WB WB NB NB Directions Served T TR LT T L R Maximum Queue (ft) 64 31 75 8 53 96 Average Queue (ft) 27 2 30 0 20 36 95th Queue (ft) 56 16 64 8 50 75 Link Distance (ft) 700 700 330 330 412 412 Upstream Blk Time (%) Queuing Penalty (veh) Storage Bay Dist (ft) Storage Blk Time (%) Queuing Penalty (veh) Intersection: 102: TROPHY CLUB & BOBCAT Movement EB EB NB NB SB SB Directions Served L R LT T T TR Maximum Queue (ft) 26 70 573 524 78 13 Average Queue (ft) 2 9 314 185 38 0 95th Queue (ft) 16 40 597 496 64 13 Link Distance (ft) 219 219 568 568 775 775 Upstream Blk Time (%) 7 2 Queuing Penalty (veh) 0 0 Storage Bay Dist (ft) Storage Blk Time (%) Queuing Penalty (veh) Intersection: 103: PARKVIEW & BOBCAT Movement EB EB WB WB NB NB Directions Served T TR LT T L R Maximum Queue (ft) 59 29 70 14 72 61 Average Queue (ft) 14 3 30 1 32 19 95th Queue (ft) 45 17 64 11 62 51 Link Distance (ft) 330 330 850 850 428 428 Upstream Blk Time (%) Queuing Penalty (veh) Storage Bay Dist (ft) Storage Blk Time (%) Queuing Penalty (veh) 248 Queuing and Blocking Report 10/31/2022 2022 PM PROP SimTraffic Report Page 5 Intersection: 104: CHURCH DWY/ROSEVILLE & BOBCAT Movement EB WB WB SB Directions Served LT LT TR LTR Maximum Queue (ft) 156 47 15 119 Average Queue (ft) 57 4 1 36 95th Queue (ft) 111 24 9 82 Link Distance (ft) 850 219 219 289 Upstream Blk Time (%) Queuing Penalty (veh) Storage Bay Dist (ft) Storage Blk Time (%) Queuing Penalty (veh) Network Summary Network wide Queuing Penalty: 0 249 Page 1 of 6 To: Mayor and Town Council From: Jill Lind, Director of Communications & Marketing CC: Wade Carroll, Town Manager Anita Otterson, Town Secretary Re: Consider and take appropriate action to approve the Visit Trophy Club program Agenda Item: Consider and take appropriate action to approve the Visit Trophy Club program . (J. Lind) Strategic Link: This item relates primarily to the following strategic priorities and goals of the Town’s strategy map. Administrative & Financial Services – Deliver programs and services that increase citizens' quality of life. Infrastructure & Development – Foster a business-friendly environment. Background and Explanation: As leaders and representatives are entrusted with strengthening Trophy Club’s economic future, it is time to put deliberate and strategic efforts into marketing the community by aligning dollars and resources towards bringing a new focus with a “Visit Trophy Club” program. Trophy Club is a destination capable of attracting visitors. We are excited to share our unique dining, hotels, and adventures with visitors. In addition, as a town, we have countless compelling stories to share. We are looking to create a program that can help us transform our stories into sophisticated marketing strategies, inspiring target audiences to choose Trophy Club as the location for their next destination experience. We are interested in investing in a program specializing in innovative marketing strategies by providing tourism marketing services for the community. Staff endeavors to elevate the community brand and position itself as a welcoming and safe destination with a rich history and abundant fun to explore. This work is defined in the Texas Tax Code Chapter 351 Section 351.101, which shall include but not be limited to tourism promotion and tourism development services significan tly used by transient tourists and which are reasonably likely to generate paid overnight stays in Trophy Club hotels. The Town of Trophy Club hotel occupancy tax fund would fund this work . Staff has dynamic plans to attract tourism coupled with strategic, targeted marketing initiatives which would secure overnight stays at our hotels. Staff would accomplish this by highlighting 250 Page 2 of 6 experiences in messaging targeted for visitors, such as the new public art sculpture installations, community events, Trophy Club Park offerings, and featuring the excellent restaurants in town. The critical areas of focus in launching this initiative include: 1- Establish Trophy Club’s place in Texas and the region’s tourism industry : Trophy Club could become a premier travel destination in the DFW Metroplex. Our goal is to remain the preferred travel location of current visitors and gain measurable market share by attracting new audiences. 2- Blend social and natural assets: Trophy Club is a place for people to come together in the area and get out and experience nature. Marketing events, activities, and businesses alongside Trophy Club’s incredible natural assets will tell a complete story of what Trophy Club offers. 3- Share compelling stories: Trophy Club has many great stories to share. It is imperative that we expand our content asset library to include copy, images, and videos featuring all neighborhoods and niche areas of interest. 4- Beyond ‘heads in beds’: It will be important to establish KPIs that measure quality of experiences of any duration – including day trips - not just the quantity of visitors or revenue generated. Memories created can translate to future repeat visits. Launching an initiative like this would include some costs and partnerships to be defined. While this will be in partnership with town businesses and hotels, the following are initiatives s taff is looking to dedicate efforts to if the program is approved: 1- Cooperative Partnerships. Cooperative networking and marketing opportunities with Trophy Club hoteliers are an important facet of this initiative. Getting buy-in and finding opportunities where the hotel community can perform as a united team to showcase the community. While the Town may subsidize the majority of costs identified, each property would pay into a cooperative agreement to have their interests represented. Estimated Costs: TBD • Hotel Agreement. To work together cohesively, the hoteliers in Trophy Club will need to agree to a joint effort in which they would enter into a Town marketing agreement. This agreement would specify expectations of the Visit program, including a small fee collected from each property in exchange for the partnership. Additionally, the hoteliers would be required to follow set deliverables inclusive of a bookings report quarterly. • Events / Memberships. Once an agreement is signed to represent Trophy Club proactively, the participating group would meet and discuss various event opportunities in which the community could be represented as a collaborative effort, along with potential lead-generating memberships to different organizations and associations that would benefit the whole. 2- Website Presence. Providing a visitor-friendly component to the website by adding a portal page and department header package. By adding these components to the website, the business community will be better represented with more compelling access and information for residents & visitors. The pages will speak to visitors looking for information, access, location, events, and more. 251 Page 3 of 6 Estimated Costs: $9,293 One-time cost / $1,103 annual cost. • Creation of a Portal Website Page . This landing page offers people a centralized online hub. It can enable community members to connect to third-party services or create a one-stop, frictionless online experience. The price is a one-time $2,100 set-up fee with no additional annual cost. • Addition of a custom Department Header Page. This is a homepage within the confines of the Town website with a message -specific design and content. All DHPs are required to inherit the layout of the Town website but can have varying levels of customization depending on the cho sen package. The price includes a one -time $7,193 setup, design , and layout fee and a $1,103 annual service and maintenance fee. 3- Digital Advertising. Creation of a strategically crafted advertising campaign in which the town would work with a partner agency to carefully cultivate a digital advertising campaign for visitors to Trophy Club. The campaign aims to guide online users to the experiences that await them, with the negotiated ad buys running as the primary motivator in these efforts. Staff sent out an RFQ for qualified vendors specializing in strategic digital advertising and audience evaluation. The RFQ request ed estimated costs and an estimated ad purchasing budget to coordinate the effort. Staff would like to enter into an agreement with Octagon Media to accomplish this task. Octagon Media has proudly assisted multiple travel and tourism agencies and municipalities. Their team has demonstrated th e necessary experience and creativity too. Octagon Media will develop a strategy to establish Trophy Club’s place in Texas and the region’s tourism industry by capturing current and new visitors. Octagon Media’s foundation is through education and technology, which is why they invest in the same industry software as the top worldwide advertising agencies to evaluate, plan, negotiate, and purchase both traditional and non-traditional media, resulting in the most effective and efficient campaigns. Estimated Costs: This initiative costs $160,000 for a 24 -month contract period, which covers the overall contract management, coordination, and digital ad buy purchases supporting the Visit Trophy Club program. • Strategic Planning and Management: $96,000 first-year cost / $64,000 second-year cost. o Marketing and Advertising Planning: $18,000 first-year cost. Agency to develop recommendations for a Marketing and Advertising Plan that supports the strategies within the RFQ. This includes strategic direction, creative strategy, asset development and stewardship, media planning, and cooperative planning. The second-year cost would be $6,000. o Creative Services: $27,000 first-year cost. The creative component requires the development of unique creative assets to support integrated marketing campaigns as described. The RFQ stipulates that the consultant must demonstrate a proven history of strategic and effective travel and tourism-related 252 Page 4 of 6 marketing service experience. The second-year cost would be $9,000. o Media Planning and Purchase Coordination. $7,000 first-year cost. The selected agency will develop media plans for a Visit Trophy Club program to promote overnight stays and day trips, review and analyze media opportunities , and select, negotiate, and purchase designated digital media. The second-year cost for media planning and buying would be $5,000. • Advertising Budget: The total advertising purchases would total $88,000 for the entire 24-month contract. The ad purchases would equal approximately $44,000 for the first-year / $44,000 for the second-year. o At the completion of the strategic planning and creative setup, Staff will work with the selected vendor to review the suggested ad purchases in relation to the budget, as well as receive monthly statements detailing the performance of the purchases to make adjustments if necessary. 4- Dedicated Staff. To manage an effort like this, a substantial amount of staff time would be required to coordinate a measure of this magnitude. Reallocating the Director of Communications & Marketing salary partially from the HOT fund and using the General Fund salary savings to bring on the Communications & Marketing Support Specialist full-time would be necessary. Estimated Costs: $61,944.63 additional Annual Cost • Director of Communications & Marketing. With the experience the current Director of Communications & Marketing has within the Tourism and Hospitality industry, it makes sense to put the position in charge of this effort. In doing so, the position would meet the A ttorney General’s Expense Eligibility Test for Hotel Occupancy Tax use as it meets the additional statute requirements for the administration of the HOT tax. By offsetting the Director's salary from the Hotel Occupancy Tax Fund, the General Fund savings would be reallocated to the Communication & Marketing Support Specialist position. • Communication & Marketing Support Specialist. Currently, the Communications & Marketing Support Specialist is a part -time position. With the Director taking on the majority of the Visit Trophy Club initiative , making this position full-time and offsetting a variety of tasks from the Director would be paramount to executing the proposed program successfully. A tentative cost analysis for the full-time specialist position is attached. In summary, taking the part-time position to full-time would be an added $61,944.63. In making this change, the comprehensive full-time cost for this position would be approximately $91,576.93. The time to better support the business community is now. By establishing an initiative such as this, Staff is confident it will help boost the economic success of those who choose to make Trophy Club the home of their business. Financial Considerations: 253 Page 5 of 6 The Town of Trophy Club levies a tax rate of seven percent (7%) on the cost of occupancy of any sleeping room furnished by any hotel (stays of 30 days or longer are exempt from HOT). The total HOT Fund Balance as of 12/5/22 is $ 2,252,981.64. Below is the revenue vs. expenditures for the HOT Fund since it began in Trophy Club in 2011: Hotel tax revenue may be used for expenses directly enhancing and promoting tourism and the convention and hotel industry and must fit into one of nine statutorily provided categories: • Convention & visitor informa tion centers* • Convention furnishings and registration* • Advertising* • Public Art* • Historical preservation* • Promotion of sporting events* • The enhancement of existing sports facilities* • Transportation systems* • Directional signage* HOT revenue may be spent for day-to-day operations, supplies, salaries, office rental, travel expenses, and other administrative costs only if such charges are directly related to the promotion and servicing of authorized expenditures . Funds may be used ONLY to promote tourism, conventions, and the hotel industry. Revenue may NOT be used for general revenue purposes or general governmental operations of a municipality . Funding this program from the Hotel Occupancy Tax Fund is a justifiable and legal use of tax collection. Legal Review: This item is ready for Council . Board/Commission/ or Committee Recommendation: Not applicable 254 Page 6 of 6 Staff Recommendation: Staff recommends approval of a Visit Trophy Club program which includes approx. $167,237.63 first-year costs and approx. $127,047.63 in ongoing/second year costs. Attachments: • What Cities Need to Know to Administer Municipal Hotel Occupancy Tax – Texas Hotel & Lodging Association • The Hotel Tax “Two Step” – TML Legislative Counsel • Request for Qualifications – Marketing / Creative / Media Buying / Public Relations • Request for Qualifications Submittal – Octagon Media • Request for Qualifications Submittal – Octagon Media Budget Breakdown by Year • Communications & Marketing Specialist Full-time Cost Analysis Town Council Approval: ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ _________________________________________ Alicia Fleury or designee 255 What Cities Need to Know to Administer Municipal Hotel Occupancy Taxes Abridged Version Texas Hotel & Lodging Association REVISED 2018 256 What Cities Need to Know to Administer Municipal Hotel Occupancy Taxes – Abridged Version 2 Texas Hotel & Lodging Association, 2018 Table of Contents EDITOR’S NOTE 3 AUTHORIZED ENTITIES 3 COLLECTING THE TAX 3 EXEMPTIONS FROM THE LOCAL TAX 5 PENALTIES FOR FAILURE TO REPORT OR COLLECT THE TAX 6 USE OF LOCAL HOTEL OCCUPANCY TAX REVENUES 7 Criteria #1: First, every expenditure must DIRECTLY enhance and promote tourism AND the convention and hotel industry. 7 Criteria #2: Every expenditure of the hotel occupancy tax must clearly fit into one of nine statutorily provided categories for expenditure of local hotel occupancy tax revenues. 9 1) Funding the establishment, improvement, or maintenance of a convention center or visitor information center. 9 2) Paying the administrative costs for facilitating convention registration. 9 3) Paying for advertising, solicitations, and promotions that attract tourists and con vention delegates to the city or its vicinity. 10 4) Expenditures that promote the arts. 10 5) Funding historical restoration or preservation programs. 11 6) Funding certain expenses, including promotional expen ses, directly related to a sporting event within counties with a population of under 1 million. 11 7) Funding the enhancement or upgrading of existing sports facilities or sports fields for certain municipalities. 12 8) Funding transportation systems for tourists 12 9) Signage directing tourists to sights and attractions that are visited frequently by hotel guests in the municipality. 13 ADMINISTERING HOTEL OCCUPANCY TAX REVENUE EXPENDITURES 14 Duty of funded entities to provide a list of activities. 14 Delegating management of funded activities. 14 Use of hotel occupancy tax revenues to cover administrative expenses. 15 SPECIAL RULES FOR SELECTED MUNICIPALITIES 16 ADDITIONAL INFORMATION 16 257 What Cities Need to Know to Administer Municipal Hotel Occupancy Taxes – Abridged Version 3 Texas Hotel & Lodging Association, 2018 Editor’s Note This is the abridged version of THLA’s What Cities Need to Know to Administer Municipal Hotel Occupancy Taxes. A full version of this article, with information including expanded information on hotel tax collection, tax exemptions, and city-specific rules, is available by contacting THLA at 512-474-2996 or emailing us at news@texaslodging.com. Authorized Entities All incorporated Texas municipalities, including general law and home rule cities, may enact a hotel occupancy tax within the city limits.1 A city with a population of under 35,000 may also adopt the hotel occupancy tax within that city’s extraterritorial jurisdiction (ETJ).2 Most cities are eligible to adopt a hotel occupancy tax at a rate of up to 7 percent of the price paid for the use of a hotel room.3 Additionally, a city or county may not propose a hotel occupancy tax rate that would result in a combined hotel occupancy tax rate imposed from all sources that would exceed 17 percent of the price paid for the room.4 If a city adopts the hotel occupancy tax within its ETJ, the combined state, county, and municipal hotel occupancy tax rate may not exceed 15 percent.5 Texas has among the highest combined hotel occupancy tax rates of any major metropolitan areas in the nation, with El Paso at 17 ½ percent, Houston at 17 percent, and San Antonio at 16 ¾ percent.6 In addition to local hotel occupancy taxes, all lodging properties operating in Texas are subject to a six percent state hotel occupancy tax.7 Governed under Chapter 156 of the Texas Tax Code, the state hotel occupancy tax is administered by the Texas Comptroller. Funds from the state six percent hotel occupancy tax flow directly to the Texas Comptroller’s office and are largely used for the general governmental operations of the State. A portion of the state hotel occupancy tax revenue also goes toward funding tourism promotion through Texas’s ad campaign. Most Texans know this successful ad campaign by its famous tagline, “Texas, it’s like a whole other country.” Collecting the Tax Under the Texas Tax Code, the following businesses are considered “hotels” and are required to collect hotel occupancy taxes from their guests: “Any building or buildings in which members of the public obtain sleeping accommodations for consideration” for less than 30 days, including a hotel, motel, tourist home, tourist house, tourist court, lodging house, inn, rooming house, or bed and breakfast facilities.8 Additionally, a “short-term rental,” defined as the rental of all or part of a residential property to a person 1 Tex. Tax Code Ann. § 351.002(a) (Vernon 2017). 2 § 351.0025(a). 3 § 351.003(a). 4 Tex. Loc. Gov’t Code § 334.254(d). Note that the 17 percent cap does not apply to a city that approved a higher hotel tax through a venue ballot proposition prior to September 1, 2013, such as El Paso. 5 § 351.0025(b). 6 Source: National Business Travel Association 2009 Survey. 7 Tex. Tax Code § 156.051. 8 Tex. Tax Code § 156.001(a); 34 Tex. Admin. Code Ann. § 3.161(a)(3) (Vernon 2017). 258 What Cities Need to Know to Administer Municipal Hotel Occupancy Taxes – Abridged Version 4 Texas Hotel & Lodging Association, 2018 who is not a permanent resident, is subject to hotel occupancy taxes.9 The Texas Administrative Code also includes “manufactured homes, skid mounted bunk houses, residency inns, condominiums, cabins, and cottages within the definition of a “hotel” if the facility is rented for periods of under 30 days.10 Hospitals, sanitariums, nursing homes, dormitories or other non-hotel housing facilities owned by institutions of higher education, and oilfield portable units do not collect the tax.11 Subject to various exemptions, the hotel tax is imposed on any “person” who pays for the use of a room in a hotel, including corporations, organizations, and other legal entities. The hotel room must cost $2 or more per day for the local hotel tax to apply, and $15 or more per day for the state hotel tax to apply.12 Meeting rooms versus sleeping rooms: The rental of sleeping rooms in hotels is subject to both state and local hotel taxes. However, there is a difference in how state and local hotel taxes apply to the rental of hotel meeting rooms. While the rental of sleeping rooms in hotels are subject to both state and local hotel taxes, meeting room rentals are not subject to local hotel occupancy taxes.13 The rental of a meeting room or meeting space in a hotel is subject to the state 6 percent hotel occupancy tax, provided the room or space is physically located in a structure that also contains sleeping rooms.14 For meeting rooms and banquet halls located in a structure that is physically separated from a structure that contains sleeping rooms, neither state nor local hotel occupancy taxes apply to that rental of those meeting rooms or banquet halls, provided rental costs or charges are separately stated from any lodging costs or charges on the guest’s invoice or receipt.15 However, it must be noted that sales tax may apply to the costs associated with the rental of meeting rooms or banquet halls located in a structure that is physically separated from a structure that contains sleeping rooms, if the lodging facility provides food or beverage service that is subject to sales tax.16 Such sales tax would apply to the meeting room or banquet hall rental costs or charges regardless of whether the food or beverage charges are separately stated on the guest’s invoice or receipt.17 Food and beverage and other hotel charges: Certain charges assessed by a hotel to a guest are subject to hotel occupancy taxes, while other added charges are subject to state and local sales tax. Common hotel charges usually subject to sales taxes (but generally not subject to hotel occupancy taxes) are banquet service fees, food and beverage fees, movie rentals, dry cleaning/laundry services, internet connection, parking, and portage or bellhop fees. Hotel charges related to occupancy of a sleeping room or readying a sleeping room for occupancy are usually subject to hotel occupancy taxes only. Common hotel charges subject to hotel occupancy tax are rollaway bed charges, pet charges, smoking fees, room damage fees, room safe charges, and late or early checkout fees.18 It is important to note that if a hotel offers services as part of a package rate included with lodging, and the price of a specific good or service is not separately stated on a guest’s invoice, bill, or folio, the entire package is subject to hotel occupancy taxes.19 9 Tex. Tax Code § 156.001(c). 10 Tex. Tax Code § 156.001(a); 34 Tex. Admin. Code Ann. § 3.161(a)(3) (Vernon 2017). 11 Tex. Tax Code § 156.001. 12 Tex. Tax Code § 156.051(a); § 351.002(a). 13 Id. 14 Tex. Tax Code § 156.051(a); Tex. Comptroller Opinion Letter No. 200103106L, Mar. 9, 2001. 15 Id. 16 34 Tex. Admin. Code Ann. § 3.161(a)(3) (Vernon 2017); Tex. Comptroller Opinion Letter No. 201010556L, Oct, 2010. 17 Id. 18 THLA maintains a list of most hotel charges and which tax, if any is assessed on a particular charge. This list is available upon request to THLA members. 19 Tex. Comptroller Opinion Letter No. 200102031L, Feb. 7, 2001. 259 What Cities Need to Know to Administer Municipal Hotel Occupancy Taxes – Abridged Version 5 Texas Hotel & Lodging Association, 2018 Additionally, a special rule applies to whether hotel occupancy taxes are imposed on a hotel room rental cancellation fee. A 1989 Texas Comptroller’s hearing concluded that hotel taxes are not due on charges to guests who 1) cancel more than 30 days before the schedule stay begins, or 2) when the charge to the guest is less than the reserved room rate.20 This rule applies both to individual reservations and also to group contracts.21 Application of local hotel tax rate increases on pre-existing contracts If a municipality increases its hotel tax rate, the increased tax rate does not apply to a hotel room under a contract that was executed before the date the increased rate takes effect and if the contract provides for payment of the tax at the rate in effect when the contract was executed. 22 This statute does not apply if the contract’s terms state that the contract is subject to change or modification from a tax rate increase.23 Exemptions from the Local Tax Texas law provides certain hotel tax exemptions based on the length of a guest’s stay or the guest’s affiliation with an exempt organization. Texas law is more permissive for exemptions from the state 6% hotel occupancy tax than it is for local hotel tax exemptions. The state hotel occupancy tax allows for an exemption for the following entities: educational, charitable, and religious entities are often exempt from the state hotel occupancy tax. These entities are not exempt from local hotel occupancy taxes.24 Focusing specifically on the local hotel occupancy taxes, there are primarily four categories of exemptions permitted from municipal and county hotel occupancy taxes: 1) Federal Employees: Federal employees traveling on official business; 2) Diplomats: Foreign diplomats with a tax exempt card issued by the U.S. Department of State; 3) High Ranking State Officials: A very limited number of state officials with a hotel tax exemption card (e.g. heads of state agencies, state legislators and legislative staff, members of state boards and commissions, and state judges); and 4) Permanent Resident/Over 30 Day Stay: Persons or businesses who have agreed in advance to use a hotel room for more than 30 consecutive days (i.e. the “permanent resident” hotel tax exemption).25 5) A full version of this article with information including expanded information on tax exemptions is available by contacting THLA. 20 Texas Comptroller's Hearing Decision No. 24,654 (1989). 21 Id. 22Tex. Tax Code § 351.007. 23 Id. 24 Tex. Tax Code § 156.102. 25 Tex. Tax Code § 156.104. 260 What Cities Need to Know to Administer Municipal Hotel Occupancy Taxes – Abridged Version 6 Texas Hotel & Lodging Association, 2018 Penalties for Failure to Report or Collect the Tax The local hotel occupancy tax statutes provide for specific penalties a city may assess against hotel operators who fail to file the hotel tax collections report, file late or without full payment, or produce false tax returns.26 A full version of this article with information including expanded information on hotel tax penalties is available by contacting THLA. 26 § 351.004. 261 What Cities Need to Know to Administer Municipal Hotel Occupancy Taxes – Abridged Version 7 Texas Hotel & Lodging Association, 2018 Use of Local Hotel Occupancy Tax Revenues There is a two-part test for every expenditure of local hotel occupancy tax.27 Criteria #1: First, every expenditure must DIRECTLY enhance and promote tourism AND the convention and hotel industry.28 Under the Tax Code, every event, program, or facility funded with hotel occupancy tax revenues must be likely to do two things: 1) directly promote tourism; and 2) directly promote the convention and hotel industry.29 “Tourism” is defined under Texas law as guiding or managing individuals who are traveling to a different, city, county, state, or country.30 A “direct” promotion of the convention and hotel industry has been consistently interpreted by the Texas Attorney General as a program, event, or facility likely to cause increased hotel or convention activity.31 This activity may result from hotel or convention guests that are already in town and choose to attend the hotel tax funded facility or arts or historical event, or it may result from individuals who come from another city or county to stay in an area lodging property at least in part to attend the hotel tax funded event or facility. If the funded event or facility is not reasonably likely to directly enhance tourism and the hotel and convention industry, local hotel occupancy tax revenues cannot legally fund it.32 However, it is important to note that events and facilities that do not qualify for hotel occupancy tax funding are often still legally eligible for city funding from most of the other funding sources available to the city (general property tax revenues, general sales tax revenues, franchise fee revenues, etc.). State law is stricter in terms of how the local hotel occupancy tax revenues can be spent. There is no statutory formula for determining the level of impact an event must have to satisfy the requirement to directly promote tourism and hotel and convention activity.33 However, communities with successful tourism promotion programs generally award the amount of the hotel occupancy tax by the proportionate impact on tourism and hotel activity incident to the funding request. Entities applying for hotel occupancy tax revenue funding should indicate how they will market the event to attract tourists and hotel guests. If an entity does not adequately market its events to tourists and hotel guests, it is difficult to produce an event or facility that will effectively promote tourism and hotel activity. A city or delegated entity should also consider whether a funded event will be held in a venue that will likely attract tourists and hotel guests. For example, if an event is held in a local school or community center, it may be less likely to attract tourists than if it is held at a local performing arts venue, museum or civic center. Each community will need to assess whether the facility hosting the function is likely to attract tourists and hotel guests. Similarly, if an event is a community picnic, local parade, educational class, or other similar type of event, it is often not likely to attract tourists and hotel guests, and would likely not be eligible for hotel occupancy tax funding. 27 §§ 351.101(a), (b). 28 §§ 351.101(b). 29 Id. 30 § 351.001(6). 31 See Op. Tex. Att’y Gen. Nos. GA-0124 (2003), JM-690 (1987). 32 Id. 33 See generally Tex. Tax Code §§ 351.101(a), (b). 262 What Cities Need to Know to Administer Municipal Hotel Occupancy Taxes – Abridged Version 8 Texas Hotel & Lodging Association, 2018 Finally, it is a good practice to utilize a hotel tax application form. THLA has a sample hotel occupancy tax application form and a “post event” form that are already in use by many city governments throughout Texas. For a copy of these two forms, simply call THLA at (512) 474 -2996, or email THLA at news@texaslodging.com. These forms pose questions of funding applicants such as “Do you have a hotel room block for your events?,” and “What do you expect to be the number of room nights sold for this event?” Additionally, the application asks if the entity has negotiated a special hotel price for attendees of their funded event. If the entity does not find the need to reserve a hotel block or negotiate a special hotel rate, it is not likely that they anticipate their event/s will have a meaningful impact on hotel activity. Funded entities can also visit with area hoteliers who, in many cases, can provide feedback on whether any of their hotel guests expressed an interest in attending such events or facilities in the past. Hotel front desk and management staff usually know what local events and facilities were of interest to their guests by notes in their reservation systems, requests for directions, information and transportation to such venues by hotel patrons. After an applicant’s event or program is offered for several years, the applicant should have a reasonable idea as to whether their event or program’s attendance includes a number of tourists and hotel guests. For example, some entities track whether guests are staying at local hotels via their guest registry. Other entities measure potential out-of-town attendance from their ticket sales records or other survey information. It is important to note that Texas law also provides that the hotel occupancy tax may not be used for general revenue purposes or general governmental operations of a municipality.34 It also may not be used to pay for governmental expenses that are not directly related to increasing tourism and hotel and convention activity.35 For example, consider a request to use the hotel occupancy tax to pay for construction of additional lighting, restrooms, roads, sidewalks, or landscaping in a downtown area. These are expenditures for which the city would traditionally use its general revenues. Therefore, such an expenditure would violate the prohibition against using the hotel tax for “general governmental operations of a municipality.”36 It is difficult to argue that such improvements to a non-tourism facility would “directly” promote tourism and hotel activity. At best, one could argue the improvements would “indirectly” enhance tourism and hotel activity—which is not sufficient under the clear language of the Tax Code to qualify for funding from the hotel occupancy tax. 34 Tex. Tax Code § 351.101(b); see also Op. Tex. Att’y Gen. Nos. JM-184 (1984), JM-965(1988). 35 Id. 36 Id. 263 What Cities Need to Know to Administer Municipal Hotel Occupancy Taxes – Abridged Version 9 Texas Hotel & Lodging Association, 2018 Criteria #2: Every expenditure of the hotel occupancy tax must clearly fit into one of nine statutorily provided categories for expenditure of local hotel occupancy tax revenues.37 The nine categories for expenditure of the hotel occupancy tax are as follows: 1) Funding the establishment, improvement, or maintenance of a convention center or visitor information center. This category allows expenditures of the hotel tax for the creation, improvement, or upkeep of a convention center or a visitor information center.38 The term “convention center” is defined to include civic centers, auditoriums, exhibition halls, and coliseums that are owned by the city or another governmental entity or that are managed in whole or in part by the city.39 It also includes parking areas in the immediate vicinity of a convention center facility, and certain hotels that are owned by the city or another governmental entity, or that are managed in whole or in part by the city.40 It does not include facilities that are not of the same general characteristics as the structures listed above. Texas law specifies that for a facility to be funded as a convention center, it must be a facility primarily used to host conventions and meetings.41 “Primarily used” in this context would arguably mean that more than 50 percent of the bookings for the facility are to host conventions or meetings that directly promote tourism and the hotel and convention industry.42 In other words, holding local resident meetings in a facility would not count toward qualifying the facility as a convention center, but meetings of individuals from out-of-town who in part stay at hotels would qualify. Simply naming a facility a convention center or visitor information center does not automatically qualify the facility as a “convention center.” The authority to use the hotel occupancy tax for facilities is limited and any such facility must meet the above noted “primary usage” test. For example, general civic buildings such as the city hall, local senior citizen centers or activity centers would not qualify as convention centers that could be funded by hotel tax. 2) Paying the administrative costs for facilitating convention registration. This provision allows expenditures for administrative costs that are actually incurred for assisting in the registration of convention delegates or attendees.43 This is generally an expenditure for larger cities that hold large conventions, and includes covering the personnel costs and costs of materials for the registration of convention delegates or attendees. 37 Tex. Tax Code § 351.101(a). 38 § 351.101(a)(1). 39 § 351.001(2). 40 Id. 41 Id. 42 Id.; see generally Tex. Tax Code §§ 351.101(a), (b). 43 Tex. Tax Code § 351.101(a)(2). 264 What Cities Need to Know to Administer Municipal Hotel Occupancy Taxes – Abridged Version 10 Texas Hotel & Lodging Association, 2018 3) Paying for advertising, solicitations, and promotions that attract tourists and convention delegates to the city or its vicinity. This provision allows expenditures for solicitations or promotional programs/advertising directly related to attracting tourists and convention delegates to the city or its vicinity.44 Such expenditures are traditionally in the form of internet, newspaper, mail, television, or radio ads; or solicitations to promote an event or facility. The advertising or promotion must directly promote the hotel and convention industry.45 For example, the Texas Attorney General ruled that the local hotel occupancy tax may not be used for advertising or other economic development initiatives or improvements to attract new businesses or permanent residents to a city.46 In certain cases, a city may be able to use the advertising and promotion category to justify covering the costs of advertising an event that will attract tourists and hotel guests, even though the administrative or facility costs for the underlying event would not qualify for hotel tax funding.47 4) Expenditures that promote the arts. This section authorizes the expenditure of local hotel occupancy tax for a variety of art-related programs that also promote tourism and local hotel and convention activity.48 Specifically, it allows funding the encouragement, promotion, improvement, and application of the arts including instrumental and vocal music, dance, drama, folk art, creative writing, architecture, design and allied fields, painting, sculpture, photography, graphic and craft arts, motion pictures, radio, television, tape and sound recording, and other arts related to the presentation, performance, execution and exhibition of these major art forms.49 However, it is not enough that a facility or event promotes the arts; Texas law requires that the arts related expenditure also directly promote tourism and the hotel and convention industry.50 Section 351.101(a) of the Tax Code specifically states that “the municipal hotel occupancy tax may be used only to promote tourism and the convention and hotel industry.” The Texas Attorney General reaffirmed this standard when it held in Opinion GA-0124: “Under section 351.101 of the Tax Code, a municipality may expend its municipal hotel occupancy tax revenue only to promote tourism and the convention and hotel industry, and only for the specific uses listed in the statute.” Additionally, the amount of funding a city allocates to the arts category may be limited by statute. See the “Special Rules” section of this guide Attorney General opinion on arts facilities In 2017, the Texas Attorney General issued opinion number KP-0131 regarding whether a city can expend hotel tax revenues for an arts-related facility under the arts category of the Tax Code. This opinion was requested by the City of Lakeway regarding funding the construction of a new performing arts center (referred to as "PAC"), to be owned by the City. The City of Lakeway requested an Attorney General 44 § 351.101(a)(3). 45 § 351.101(b). 46 Op. Tex. Att’y Gen. No. JM-690 (1987). 47 See generally Tex. Tax Code § 351.101(a)(3). 48 Tex. Tax Code § 351.101(a)(4). 49 Id. 50 § 351.101(b). 265 What Cities Need to Know to Administer Municipal Hotel Occupancy Taxes – Abridged Version 11 Texas Hotel & Lodging Association, 2018 opinion on whether the City may legally use hotel occupancy tax revenue to pay for 1) a feasibility study for the PAC, and 2) the construction, operation, and maintenance of the PAC. In Opinion KP-0131, the Attorney General took a strict position on using local hotel tax revenue for an arts facility. The opinion states that the phrase, "promotion of the arts," in the state statute does not expressly authorize the use of municipal hotel tax revenues for the construction of arts facilities. The opinion continues, "construction costs of theater facilities, considered alone, are not within the scope" of the arts category of hotel occupancy tax expenditures.51 Based on this reasoning, it seems that the Texas Attorney General holds that funding of a physical structure with local hotel tax revenue must be coupled with some other authorized category of hotel tax expenditures aside from “promotion of the arts” alone. 5) Funding historical restoration or preservation programs. A city may spend a portion of its hotel occupancy tax revenues to enhance historical restoration and preservation projects or activities, or advertising and conducting solicitations and promotional programs to encourage tourists and convention delegates to visit preserved historic sites or museums that are likely to attract tourists and hotel guests.52 Texas law does not limit such funding to structures that are owned by a public or nonprofit entity, or to whether the project is listed on a historic registry, but the city may choose to impose such limitations. It is not enough that a project or activity event merely be historical in nature; Texas law requires that the historical related expenditure also directly promote tourism and the hotel and convention industry.53 Section 351.101(a) of the Tax Code specifically states that “the municipal hotel occupancy tax may be used only to promote tourism and the convention and hotel industry.” The Attorney General in Opinion GA- 0124 (2003) reaffirmed this standard when it held: “Under section 351.101 of the Tax Code, a municipality may expend its municipal hotel occupancy tax revenue "only to promote tourism and the convention and hotel industry" and only for the specific uses listed in the statute.” Additionally, the amount of funding a city allocates to the historical programs category may be limited by statute. See the “Special Rules” section of this guide, starting on page 24. 6) Funding certain expenses, including promotional expenses, directly related to a sporting event within counties with a population of under 1 million. This section authorizes a municipality located in a county with a population of under 1 million to use local hotel occupancy tax revenue to fund certain expenses, including promotional expenses, directly related to a sporting event.54 To qualify under this authorization, the sporting event must be one that would “substantially increase economic activity at hotels and motels within the city or its vicinity.”55 The statutory authorization also requires that a majority of the participants in the sporting event also be tourists to the area.56 51 Op. Tex. Att’y Gen. No. KP-0131 (2017). 52 § 351.101(a)(5). 53 § 351.101(b). 54 § 351.101(a)(6). 55 Id. 56 Id. 266 What Cities Need to Know to Administer Municipal Hotel Occupancy Taxes – Abridged Version 12 Texas Hotel & Lodging Association, 2018 This category is intended to allow communities to fund the event costs for sporting tournaments that result in substantial hotel activity. For example, if a city had to pay an application fee to seek a particular sporting event or tournament, if could use hotel tax for such an expenditure if the sporting event would substantially increase economic activity at hotels and the city was within a county of under one million population. The requirement that a majority of the participants must be “tourists” is included in the statuary authority to prohibit the use of local hotel tax for sporting related facilities or events that are purely local (e.g.; local recreation centers, local little league and parks events, intramural sports, etc.). 7) Funding the enhancement or upgrading of existing sports facilities or sports fields for certain municipalities. Certain statutorily bracketed cities may use local hotel occupancy tax to enhance and upgrade existing sports facilities owned by the municipality.57 The municipality must own the sporting facility, and the municipality must meet applicable population requirements. A full version of this article, with information including which cities are eligible for this category, is available by contacting THLA. Texas law further requires that before local hotel tax to be used for this purpose, the sports facilities and fields must have been used a combined total of more than 10 times for district, state, regional, or national sports tournaments in the preceding calendar year.58 If hotel tax revenues are spent on enhancing or upgrading a sports facility, the municipality must also determine the amount of “area hotel revenue” generated by hotel activity from sports events held at the hotel tax funded facility for five years after the upgrades to the sport facility are completed.59 The area hotel revenues that were generated from sports events at the hotel tax funded facility over that five year period must at least equal the amount of hotel tax that was spent to upgrade the sports facility.60 If the amount of hotel tax that was spent on the facility upgrades exceeds hotel revenue attributable to events held at that facility over that five year period, the municipality must reimburse the hotel occupancy tax revenue fund any such difference from the municipality’s general fund.61 For example, if a city spent $400,000 on improvements to its soccer fields, it would have to show at least $400,000 in area hotel revenue directly attributable to events held at that soccer field over the five year period after the soccer field improvements were completed. If the city could only show $300,000 in hotel industry revenue due to events held at that soccer field, the city would have to reimburse the city hotel tax with the $100,000 difference from the city’s general fund. 8) Funding transportation systems for tourists Often with conventions and large meetings, there is a need to transport the attendees to different tourism venues. In 2007, the Texas Legislature authorized the use of city hotel tax for any sized city to cover the costs for transporting tourists from hotels to and near the city to any of the following destinations: 57 § 351.101(a)(7). 58 Tex. Tax Code §§ 351.101(a)(7), 351.1076. 59 Id. 60 Id. 61 Id. 267 What Cities Need to Know to Administer Municipal Hotel Occupancy Taxes – Abridged Version 13 Texas Hotel & Lodging Association, 2018 ➢ the commercial center of the city; ➢ a convention center in the city; ➢ other hotels in or near the city; and ➢ tourist attractions in or near the city.62 The reimbursed transportation system must be owned and operated by the city, or privately owned and operated but financed in part by the city.63 For example, this authority could be used to cover the costs of a city to finance certain private shuttles to operate between the convention center and area hotels and attractions for a large city-wide convention. The law specifically prohibits the use of the local hotel tax to cover the costs for a transportation system that serves the general public.64 9) Signage directing tourists to sights and attractions that are visited frequently by hotel guests in the municipality. In 2009, the Texas Legislature added a statutory category that allows cities to use municipal hotel occupancy tax revenue to pay for signage directing tourists to sights and attractions frequently visited by hotel guests in the municipality.65 Arguably, this type of expenditure was permissible as “advertising and promotion” prior to this 2009 legislation. However, the Legislature codified this understanding to officially include signage directing tourists to sights and attractions that are frequently visited by hotel guests.66 62 § 351.110(a). 63 § 351.110(b). 64 § 351.110(c). 65 § 351.101(a)(9). 66 Id. 268 What Cities Need to Know to Administer Municipal Hotel Occupancy Taxes – Abridged Version 14 Texas Hotel & Lodging Association, 2018 Administering Hotel Occupancy Tax Revenue Expenditures City reporting of information to the Texas Comptroller In 2017, the Texas Legislature passed a statute to require Texas cities to annually report hotel tax rate and spending information the State Comptroller. Specifically, the statute requires the city to report: 1) its municipal hotel tax rate, 2) any applicable venue tax rate, 3) the amount of hotel tax revenue collected for the preceding fiscal year, and 4) the amount and percentage of funds spent on each major category under state law. The Comptroller will adopt rules to administer this new statute in the second half of 2017. These new rules will include a form for cities to complete when providing the information to the State. Duty of funded entities to provide a list of activities. All entities (including the city itself) that are directly or indirectly funded by the local hotel occupancy tax are annually required to provide a list of the scheduled activities, programs, or events that will directly enhance and promote tourism and the convention and hotel industry.67 This list is to be provided annually to the city secretary or his/her designee prior to the expenditure of the hotel occupancy tax funding by the funded entity.68 An entity may add items to this list at any time, and each city decides the format for providing this information. This documentation requirement does not apply if the entity already provides written information to the city indicating which scheduled activities or events that it offers that directly enhance and promote tourism and the convention and hotel industry. For example, cities that require quarterly or annual reports on the use of hotel tax by hotel tax funded entities would satisfy this requirement if their report addresses the extent to which their events directly promote tourism and hotel activity.69 It is important to remember that if an entity does not have any such events or programs reasonably expected to directly promote tourism and the hotel and convention industry, it is not eligible for local hotel occupancy tax funding.70 If only a portion of an entity’s programs fit these criteria, then only a proportionate amount of that entity’s costs should be covered by the local hotel occupancy tax.71 Delegating management of funded activities. The governing body of a city may delegate the management or supervision of programs funded by the hotel occupancy tax by written contract.72 This delegation may be made to a person, another governmental entity, or to a private organization.73 This delegation is often made to a local arts council, a chamber of commerce, or to the convention and visitors bureau. The municipality shall approve the entity’s annual budget prior to delegating the management or supervision of hotel tax funded programs.74 Furthermore, the municipality shall require the delegated entity to make periodic reports, at least 67 § 351.108(b). 68 Id.; § 351.108(d). 69 § 351.108(g). 70 § 351.101(b). 71 § 351.101(e). 72 § 351.101(c). 73 Id. 74 Id. 269 What Cities Need to Know to Administer Municipal Hotel Occupancy Taxes – Abridged Version 15 Texas Hotel & Lodging Association, 2018 quarterly, listing the hotel occupancy tax expenditures made by the delegated entity.75 Additionally, the Code requires that the contracted entity maintain complete and accurate financial records for every expenditure of hotel occupancy tax revenue, and upon the request of the municipality or another person, make the records available for inspection and review.76 An entity with delegated authority to manage hotel tax funded programs undertakes a fiduciary duty with respect to the use of the tax revenue.77 Such entities are also required to maintain the city hotel occupancy tax revenue in a separate bank account that may not be commingled with any other account or funds.78 The Tax Code does not contain similar prohibitions against commingling the funds for individual organizations, such as an arts or historical group that receives hotel tax funding for their individual program, but do not themselves oversee hotel tax funding to other entities. Use of hotel occupancy tax revenues to cover administrative expenses. Texas law allows proceeds of the municipal hotel occupancy tax to be used to cover the portion of administrative costs that are directly attributable to work on activities that may be funded by the tax.79 For example, entities that manage activities funded by the hotel occupancy tax may spend some of the tax for certain day-to-day operational expenses.80 These expenses may include supplies, salaries, office rental, travel expenses, and other administrative costs.81 However, these costs may be reimbursed only if the expenses are incurred in the promotion and servicing of expenditures authorized under the hotel occupancy tax laws.82 The portion of the administrative costs that are covered should not exceed the percentage of the cost that is attributable to the activity funded by the hotel occupancy tax.83 For example, administrators who spend 33 percent of their time overseeing hotel occupancy tax funded programs should seek funding for no more than 33 percent of their salary or 33 percent of other related overhead costs. Additionally, hotel occupancy tax revenues may be spent on travel that is directly related to the performance of the person’s job in an efficient and professional manner.84 This travel should facilitate the acquisition of skills and knowledge that will promote tourism and the convention and hotel industry.85 75 Id. 76 § 351.101(d). 77 § 351.101(c). 78 Id. 79 § 351.101(e). 80 Id. 81 Id. 82 Id. 83 Id. 84 § 351.101(f). 85 Id. 270 What Cities Need to Know to Administer Municipal Hotel Occupancy Taxes – Abridged Version 16 Texas Hotel & Lodging Association, 2018 Special Rules for Selected Municipalities The Texas Tax Code provides additional rules for certain Texas cities based on the city’s population bracket. The Texas Tax Code provides additional rules for certain Texas cities based on the city’s population brackets. A full version of this article with information on city-specific rules is available by contacting THLA. Additional Information If a city or funded entity has additional questions about the administration or use of the hotel occupancy tax, it is welcome to contact the Texas Hotel & Lodging Association for assistance by phone at (512) 474- 2996 or by email at news@texaslodging.com. THLA has sample documents available to assist in administering hotel taxes, such as funding grant application forms, post event forms, and tax collection guidelines. Texas city officials can also make inquiries to the legal staff of the Texas Municipal League at (512) 231- 7400. 271 TEXAS TOWN & CITY • 26M A R C H 2 0 1 8 THE HOTEL TAX “TWO-STEP” By Bill Longley, TML Legislative Counsel TEXAS TOWN & CITY • 26 • MARCH 2018 272 TEXAS TOWN & CITY • 27M A R C H 2 0 1 8 In the grand scheme of things, city hotel occupancy taxes account for just a small amount of city revenue. Property taxes and sales taxes are far more important to most cities. Why does it seem, then, that hotel taxes generate so much confusion and controversy? The answer is this: Hotel taxes, unlike most other taxes, are levied on a specific category of businesses—hotels. As a result, these businesses tend to pay close attention to how cities expend these funds. Spend city sales taxes in a controversial way, and no particular category of business feels singled out enough to raise a fuss. Perceived misuses of hotel taxes, on the other hand, are a different story. Fortunately, it’s very easy for a city official to remember how to legally spend hotel taxes. A city simply needs to remind itself to always follow the “two-part test.” The key element of a two-part test is – surprise – that it has two parts! Cities frequently remember to meet one element of the test, but then entirely forget the other part. This article will succinctly describe the two-part test, and then describe some common situations to which we can apply the test. Part 1: Heads in Beds The first element of the two-part test is this: Every expenditure of hotel taxes must put “heads in beds.” What this means is that every funded project must attract overnight tourists to the city’s hotels and motels, thus promoting the city’s hotel industry. For example, how about a weekend-long arts and crafts show? There’s a very good chance that out-of-town guests might come to visit such an event, so expenditure of hotel tax money on that event would likely qualify. On the other hand, how about a quilting bee at a local nursing home? While a worthy cause, the quilting bee is unlikely to attract overnight tourists and, therefore, probably wouldn’t qualify to receive hotel tax funds. Part 2: The Nine Categories Once a project has cleared the first part of the test, it’s time for – you guessed it – the second part of the test. Here it is: Every expenditure of hotel taxes must also fit into one of nine statutorily authorized categories. These are the nine categories: (1) convention and visitor centers; (2) convention registration; (3) advertising the city; (4) promotion of the arts; (5) historical restoration and preservation; (6) sporting events in a county under one million in population; (7) enhancing or upgrading existing sports facilities or sports fields (only in certain cities); (8) tourist transportation systems; and (9) signage directing the public to sights and attractions that are visited frequently by hotel guests in the city. Thus, even if an event puts heads in beds, it cannot receive hotel tax money unless it also fits into one of the nine categories. For instance, what about a livestock auction that will attract attendees from surrounding counties? While that event is likely to attract overnight tourists, it doesn’t fit neatly into one of the nine categories. Therefore, it’s likely not a valid recipient of hotel tax money. It’s not enough to meet one of the two prongs of the two- part test. A city must meet both! The following are some real-life examples that have been the focus of inquiries received by the Texas Municipal League (TML) Legal Department. Fireworks, Anyone? The prototype hotel tax controversy is an event like a fireworks show or a parade. Cities frequently ask if they can fund a fireworks show with hotel tax money. Let’s subject a fireworks show to the two-part test. Does a fireworks show put heads in beds? The answer is “probably not,” unless it is a truly spectacular event. But let’s give it the benefit of the doubt. Suppose the Town of Pyrotechnic, Texas, truly does put on a fireworks extravaganza that attracts tourists from around the state. So far, so good. But what about the second part of the test – the nine categories? Do fireworks shows fit neatly into any of the nine? Not really. Some may argue that such shows “advertise” the city, but this is likely not what that category means. Advertising the city literally means some sort of print or other media that explicitly promote the city. Otherwise, a city could simply say that any popular event “advertises” the city that holds it. Direct funding of fireworks displays and the like are, usually, not a very good fit. Signs of the Times? Another frequent question concerns highway signs promoting the city. May a city fund a billboard touting the city’s attractions, restaurants, and hotels? Let’s put it to the two-part test. Heads in beds? Well, why not? If a billboard encourages motorists to stop in town, those motorists might stay the night, whereas without the sign they would have driven on to the next city. This is exactly what the statute intends. The nine categories? How about advertising? Prior to 2009, a convincing argument could be made that because a billboard literally advertises the city it refers to, that it would fit within the advertising category. All doubt was erased in 2009, when the Texas Legislature added the ninth category – signage directing the public to 273 TEXAS TOWN & CITY • 28M A R C H 2 0 1 8 sights and attractions. Travel signs are a perfect fit for hotel occupancy tax expenditures. Chambers of Commerce? Cities frequently wonder if they can fund the local chamber of commerce using hotel tax money. Do chambers put heads in beds? Maybe, maybe not. Chambers of commerce are typically charged with promoting economic development, not tourism. Even assuming a chamber does promote tourism though, how about the nine categories? Funding a chamber doesn’t, in itself, fall into any of the nine categories. Fortunately, there is an easy solution. The laws governing hotel tax expenditures permit the city to delegate expenditure of hotel tax money to another entity, typically a chamber or convention and visitor bureau. As long as the chamber spends the money on projects that otherwise meet the two-part test mentioned above, it’s fine to delegate some funds to them. There must be a written contract laying out the duties of the chamber, though. Also, the chamber must keep the hotel funds in an account separate from its general operating fund. Arts Organizations City arts organizations are a common trouble area. It seems that every arts council in the state knows that promotion of the arts is one of the nine categories on which city hotel taxes may be expended. Cities know this because these arts groups frequently come asking for the money. The thing to remember about arts groups is this: Direct funding of the organization’s operations does nothing in and of itself to put “heads in beds.” Put another way, funding the operating budget of an arts council meets the second part of the test (promotion of the arts) but not necessarily the first. The solution? The city should encourage the group to seek funding only for its festivals and shows that do, in fact, attract tourists to the city. By limiting the expenditure to such events, the city meets both parts of the test. Don’t Forget to Report Legislation passed in 2017 that requires cities to annually report hotel occupancy tax information to the comptroller, including information on how the funds are spent. Not later than February 20 of each year, a city that imposes a hotel occupancy tax must submit to the comptroller information that includes the city’s hotel occupancy tax rate, the amount of revenue generated by the tax, and the amount and percentage of the revenue spent for each of the following purposes: • Convention or information centers • Convention delegates registration • Advertising to attract tourists • Arts promotion and improvement • Historical restoration and preservation projects • Signage directing the public to sights and attractions Cities must comply with the annual reporting requirements by either submitting the report to the comptroller on a form prescribed by the comptroller, or alternatively providing the comptroller a direct link to, or a clear statement describing the location of, the information required to be reported that is posted on the city’s website. What Else? There are numerous other technical details about how to legally expend hotel tax funds. In truth, by simply learning and remembering the two-part test, city officials are 99 percent of the way toward full compliance with hotel tax laws. City officials with questions about the hotel occupancy tax should call the TML Legal Department at 512-231-7400. H 274 VISIT TROPHY CLUB TEXAS REQUEST FOR QUALIFICATIONS MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES To: Interested Agencies Attached is a request for qualifications (RFQ) to provide marketing / creative / media buying / public relations services for Visit Trophy Club. The contract term for the services will commence on January 2023, for a period of twenty‐four months, with two one‐year extensions possible. This RFQ is being sent to all interested firms who can demonstrate the necessary experience and the capability to handle a program of the size, scope , and complexity of the marketing / creative / media buying / public relations services of Visit Trophy Club. Request for Qualification submittals must be received at the Communication & Marketing Department’s office no later than November 28, 2022, 3 PM Central Time. Late submissions will not be considered. Please submit response to: Jill Lind, Director of Communications & Marketing Town of Trophy Club 1 Trophy Wood Drive, Trophy Club, TX 76262 jlind@trophyclub.org 275 INTRODUCTION As leaders and representatives entrusted with strengthening Trophy Club’s economic future, we’re seeking marketing partners to help bring our new vision for Visit Trophy Club to life. Trophy Club, Texas, is a destination attracting visitors from all over. The Town of Trophy Club (Town) is excited to share our unique dining, hotels, and adventures with visitors and is seeking responses from organizations with proven expertise in tourism marketing. As a town, we have countless compelling stories to share. We are looking for partners that can help us transform our stories into sophisticated marketing strategies, inspiring target audiences to choose Trophy Club as the location for their next destination experience. BACKGROUND The Town of Trophy Club is interested in seeking a partner who specializes in innovating marketing strategies to provide tourism marketing services for TC. The Town endeavors to elevate the community brand and position itself as a welcoming and safe destination with a rich history and an abundance of fun to explore. This work is defined in the Texas Tax Code Chapter 351 Section 351.101 , which shall include but not be limited to tourism promotion and to urism development services significantly used by transient tourists and which are reasonably likely to generate paid overnight stays in Trophy Club hotels. This work is funded by the Town of Trophy Club room taxes and economic development tax fund. The Town of Trophy Club currently has five hotels; • Aloft Hotel with 132 rooms • Hampton Inn & Suites with 94 rooms • Holiday Inn with 123 rooms • Homewood Suites with 110 rooms • Wood Springs Suites with 121 rooms Trophy Club, a population of approximately 13 ,000, is the hub of what’s happening right now. Trophy Club is central to the DFW Metroplex region. Trophy Club’s unique history has helped to shape the community into the beautiful, safe, well-maintained community oasis that it is today. Over the years, Trophy Club has developed from a small, golf-centric, rural getaway for Dallas executives and retirees into a premier North Texas residential community. As the first master -planned community in Texas, Trophy Club features over 1,000 acres of parks, 36 hole s of golf winding through neighborhoods and environmentally secure woodlands, an efficient local government , and so much more. Much of the town’s appeal is the wide range of home choices and resident participation in community activities, schools, churche s, clubs, organizations, and town advisory groups. Trophy Club has dynamic plans to attract tourism and needs to couple this with strategic and targeted marketing initiatives, in addition to securing business stays and conferences at our hotels. We are implementing public art sculpture installations in the entryways of town in 2023 and 2024. We are also home to: • Community events such as Touch A Truck, EGGstravaganza, Taste of Trophy Club, Fourth of July Celebration (5K & Fun Run, Parade and Fireworks Show) and PetFest • Third-party community events such as Art & Garden Festival and Torn Racing • Trophy Club Park (ATV & Motocross trails, hiking, biking, boating, disc golf, etc .) • Trophy Club Country Club • Excellent restaurants 276 SCOPE OF WORK 1. Comprehensive Marketing Planning - Develop comprehensive annual marketing, advertising, and communications plans complete with recommended key performance indicators and other metrics that track the engagement of target audiences and accurately measure the return on the Town’s financial investment in all marketing-related activities. 2. Audience Intelligence Mapping - Develop expanded target audience profiles , including demographics, psychographics, personas, and media habits. Recommend new /existing target audiences for the Town to consider. 3. Creative Campaign Development - Develop modern and alluring creative campaign assets to increase target audience engagement across traditional, digital, and social media channels. 4. Earned Media - Develop, manage, and update a comprehensive list of targeted media outlets. Connect frequently with media targets to pitch captivating stories to secure earned media opportunit ies. 5. Social Media - Develop a comprehensive social media calendar and plan for organic and paid social media posts. Assist with social media content development, posting, community management, campaign metrics, and reporting. 6. Website Development – Provide assistance, if needed, with a specialized tourism website for the Town via Civic Plus. Assist and guide implementation strategies with SEO throughout website content to strengthen Trophy Club’s online presence. 7. Art, Culture, and Historic Features - Create a comprehensive plan to capture and market the unique art, culture, and historic features of Trophy Club. 8. Community Events - Develop a comprehensive marketing strategy to increase the visibility of events and Town event venues. 9. Data, Analytics, and Reporting - Assist with capturing data from multiple sources, including advertising platforms, public relations efforts, social media, events, and other resources. Identify key data points, monitor success in real-time, and prepare performance reports monthly or as requested. KEY AREAS OF FOCUS 1. Establish Trophy Club’s place in Texas and the region’s tourism industry : Trophy Club could become a premier travel destination in the DFW Metroplex. Our goal is to remain the preferred travel location o f current visitors and gain measurable market share by attracting new audiences. 2. Blend social and natural assets: Trophy Club is a place for people to come together in the area and get out and experience nature. Marketing events, activities, and busines ses alongside Trophy Club’s incredible natural assets will tell a complete story of what Trophy Club offers. 3. Share compelling stories – Trophy Club has a plethora of incredible stories to share. It is imperative that we expand our content asset library to include copy, images, and videos featuring all neighborhoods and niche areas of interest. 5. Beyond ‘heads in beds’ – It will be important to establish KPIs that measure quality of experiences of any duration – including day trips - not just the quantity of visitors or revenue generated. Memories created can translate to future repeat visits. 277 BUDGET Please include a proposed fee for services as well as suggested advertising spend dollar amount to accomplish said goals. Other agency services for needs across the Town will be negotiated on a case- by-case basis in alignment with the pricing and contract terms included in the final awarded agreement. All proposed services should be based on a realistic ability to deliver these services within budget. EVALUATION The Director of Communications & Marketing, along with a select group of Trophy Club managers , shall be responsible for the review and analysis of the submitted RFQ responses and selection of the Consultant. Evaluation factors to be considered for evaluation include, but are not limited to , the following: • 30% Project Understanding: This criterion will evaluate how well the agency’s proposal demonstrates its understanding of the project. The consultant should be able to explain how they will accomplish each task identified in this RFQ. Also, the agency should be able to identify how the overall project objectives are related to the current situation and discuss possible pitfalls with the project. • 30% Project Approach: This criterion will evaluate the project approach or methodology. The project approach should discuss issues and challenges for each task and demonstrate alternative ways that would be practical and cost-effective. Complete, clearly articulated approach to meeting or exceeding stated goals of service. • 20% Qualifications and Personnel: This criterion will be used to evaluate the capability and availability of the project team based on the qualification of staff or project team members, provided in the “Company Background and Qualifications” and “Project Team” sections. It is important to note how a particular staff’s expertise is related to the skills or tasks that would be required to provide the best solution and project deliverables. • 20% Cost Effectiveness: This criterion will be used to evaluate the cost -effectiveness of the proposal. GOAL Following are the currently anticipated goals for this Project. Additional recommendations or revisions from the Consultant as part of the RFQ sub mittal are encouraged. A. Marketing and Advertising Planning: Develop recommendations for a Marketing and Advertising Plan that supports the strategies set within this RFQ. This must include strategic direction, creative strategy, asset development and stewardship, media plan , and cooperative plan. B. Creative Services: The creative component requires the development of unique creative assets to support integrated marketing campaigns described herein. Candidates must demonstrate a proven history of strategic and effective travel and tourism-related marketing services. a. Elements include: i. Strategic, research-based creative recommendations ii. Development and production of results-driven creative (online, mobile, etc.) iii. Management of the production of various creative concepts and delivery to media outlets as required iv. Integration of analytic tools to measure and report on the impact of executed media strategies and tactics 278 C. Media Planning / Purchase Coordination: The selected agency will primarily develop media plans for a Visit Trophy Club program to promote overnight stays and day trips, review and analyze media opportunities and select and purchase designated digital media . The plan will be developed annually, and the selected agency will coordinate with the Town of Trophy Club to buy and execute the plan following Town approval. Candidates must demonstrate a proven track record for leveraging media buy negotiations to garner added value, extending the media dollar as much as possible. a. Elements include: i. Strategic, research-based integrated marketing, media planning, and media buying recommendations. ii. Evaluate new media opportunities as needed . iii. Determine an efficient and effective media mix, recommending appropriate media channels to adhere to campaign goals . iv. Create a performance-based, evolving mixed media annual plan; implement and manage. v. Negotiations across all media channels. vi. Monthly digital reporting, analysis, and optimization recommendations. vii. Monthly budget reviews. viii. Regular post-buy reporting and analysis. ix. Implementation of programs with proven results and ROI. RFQ RESPONSE REQUIREMENTS The Consultant’s response to the RFQ should include the following items at a mini mum: A. Cover Letter B. Summary Abstract (300 words): In this section, provide a brief abstract of the proposal by summarizing the background, objectives, proposed methodologies, and expected outputs. C. Company Background and Qualifications: a. Provide a description of the consultant’s services and activities. b. Provide the year in which your company was formed. c. Note your company’s history and expertise in travel and tourism advertising. d. Describe three recent and relevant projects in detail that the agency i s/was engaged in and specify the agency’s role. e. List the address from which the primary work on the contract would be performed and the size of the agency by headcount. f. List the number of full and part-time employees. Do not list any sub -contractors in this section. g. List all tourism-related clients for whom you have acted in the United States during the past 12 months. If there may be any conflicts of interest, please include a statement on how you will resolve any potential conflict. D. Project Team: a. Identify those individuals on the consultant’s account team who will manage the contract work. Identify specific individuals who will be conducting the day -to -day activities. Identify all personnel assigned to this account by position title. Include a description of the duties of each position title. b. Note who will be the contract manager and primary contact. c. For all individuals, please document their overall experience on tourism and hospitality accounts and include current resumes and/or biographies. Provide educa tion, experience, and expertise with pertinent information demonstrating qualifications for this RFQ. Include the length of time with the agency and the length of time in any previous related positions. 279 d. Subcontractors: Identify all proposed subcontractors and document which portions of service will be performed by subcontractors and their ability to perform the work. Include current resumes and/or biography E. Scope of Work: Consultant should prove the agency’s capability , describing strategies to be used and quality controls. The scope of work should demonstrate knowledge and understanding of branding and the shifting dynamics of how consumers receive and use information today. a. Strategic planning: Provide an inside look at how the scope of work will be execute d. What goes into the development of a plan? What type of research do you do? b. Advertising campaign and development: Discuss how your agency develops a holistic approach to advertising, integrating interactive and social into the overall strategy. Discuss how your media planning has evolved based on how consumers use information today. c. Production / creative: Do you do production in -house? If not, how do you manage production? Is your creative team located in the office where this account will be managed? Show current and/or past client examples of how your brand development moves across all mediums. d. Media Planning & Buying: Provide us with your process in deciding where, when, and how to purchase media. What tools or analytics do you use? What are the determining elements that make your purchasing decisions? Optimization strategy? Co -op Strategy? Give us an overview of your philosophy as it relates to planning and buying media domestically and internationally. e. Promotional and Strategic Partnerships: Where do strategic partnerships or alliances fit into your overall approach? How have you u sed strategic partnerships to extend a client’s budget and exposure? f. Social Media: Demonstrate how you would integrate social media into a brand strategy. The Town of Trophy Club manages social profiles internally but is interested in how best to promote and manage the Visit Trophy Club brand efficiently, effectively, and successfully. At a minimum, we would look to the winning consultant to provide the overarching social strategy and guidance on implementation. g. Influencer Program: Exhibit how you partner w ith staff to create an effective influencer program for the destination. What is your past experience with influencers , and how would you incorporate that into the marketing plan? h. Research & Analytics: Provide an overview of how you determine success. What are the analytic tools or services you utilize, and the type of information will you be reporting back to the Town as it relates to meeting our objectives? Please define how your analytics can be converted into insights and how the insights will help guid e us in making decisions on how we market in the future. How can we best communicate to our stakeholders the ROI on marketing investments to ensure future support? F. Work Plan / Schedule: Please submit a preliminary work plan or schedule for the completion of the following project tasks based on a contract period of January 01, 2023 – December 31, 2023. The work plan should include a schedule for completion of the following project tasks: a. Strategic planning b. Advertising campaign development c. Production/creative services d. Media planning and buying e. Promotional and strategic partnerships f. Research and Analytics G. Budget: Provide an overview of how you would allocate the Town of Trophy Club’s tourism marketing and advertising budget using percentages. These allocations will be used to demonstrate your firm’s philosophy on resource allocation and compensation. If the commission or other fees are part of the media or production breakdown, consultants must list the percentage 280 rates of those commissions and fees. Please also provide your point of view on compensation – commission, retainer, hourly fees, or any hybrid app roach. Budget Format - The table presented below is the minimum acceptable budget format. Additional detail may be provided if applicable . CATEGORY % of TOTAL BUDGET COMMISSION % or HOURLY RATE Strategic Planning Production / Creative Media Buying / Placement Research & Analytics Travel & Administration Agency Fee Other TOTAL H. Relevant Sample Work: The consultant shall provide a maximum of five samples of items that are pertinent to this proposal. Provide an explanation of what the project was designed to accomplish, budget information, and measurable outcomes. For the samples p rovided, identify the personnel responsible for the publishing project components. I. Your Turn: Use this component to share any additional information about your company that has not been directly covered in the RFQ but is relevant to your ability to service this account. TERMS AND CONDITIONS Delivery of Products and/or Services A. Use of Creative Materials: It will be expected that all creative produced and elements of the campaigns created by the selected contractor for the Town of Trophy Club during the contract period shall become the property of the Town, as will all materials, film, negatives, art, etc., as well as campaign treatments developed but not utilized. The Town maintains the right to use any materials generated by the vendor in other Town materials or programs generated by Town personnel and may do so without the vendor’s consent or approval. The Town acknowledges certain legal constraints and, as such, requires universal releases for materials cost considerations become prohibitive such as model releases, music, photographs, etc. B. Non-Binding: The Town of Trophy Club reserves the right to place certain media on its own behalf and to enter into partnership marketing opportunities with outside companies which may bypass the contracted agency in certa in circumstances. C. Payment Terms: Unless otherwise specified in the Scope of Services or otherwise agreed to in writing by the Town, payment terms for the Town are Net 30 days upon receipt of invoice. D. Warranty of Products and Services: All products furnished under this contract shall be warranted to be merchantable, good quality, and fit for the purposes intended as described in this request, to the satisfaction of the Town and in accordance with the specifications, terms, and conditions of the Scope of Services, and all services performed shall be warranted to be of good and workmanlike quality, in addition to, and not in lieu of, any other express written warranties provided. E. Late Delivery or Performance: If the Consultant fails to deliver acceptable goods or services within the timeframes established in the Project Schedule, the Town shall be authorized to purchase the goods or services from another source and assess any increase in costs to the defaulting Consultant, who agrees to pay such costs within ten days of invoice. 281 F. Title to Goods and Risk of Loss: For goods to be provided by Consultants hereunder , if any, the title and risk of loss of the goods shall not pass to Town until Town receives, takes possession, and accepts the goods and the installation of such goods, has tested the system and determined that it is in good and acceptable working order. G. Terminate for Cause: The occurrence of any one or more of the following events will justify the termination of the contract by the Town of Trophy Club for cause: a. The successful consultant fails to perform in accordance with the provisions of these specifications; or b. The successful consultant violates any of the provisions of these specifications; or c. The successful consultant disregards the laws or regulations of any public body having jurisdiction; or d. The successful consultant transfers , assigns, or conveys any or all of its obligations or duties under the contract to another without the written consent of the Town. e. If one or more of the events identified in Subparagraphs G i) through iv) occurs, the Town of Trophy Club may terminate the contract by giving the successful consultant seven (7) days written notice. In such case, the successful consultant shall only be entitled to receive payment for goods and services provided before the effective date of termination. The successful consultant shall not receive any payment on account of loss of anticipated profits or revenue or other economic loss resulting from such termination. f. When the contract has been so terminated by the Town of Trophy Club, such termination shall not affect any rights or remedies of the Town then existing or which may thereafter accrue. H. Terminate for Convenience: This contract may be canceled or terminated at any time by giving the ve ndor thirty (30) days’ written notice. Vendor may be entitled to payment for services actually performed; to the extent said services are satisfactory. 282 1ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 OCTAGON MEDIA 4626 Sherwood Common Boulevard, Suite 202 Baton Rouge, LA 70816 Telephone: (225) 663-6878 Email: info@octagonmedia8.com SUBMITTED BY: PREPARED FOR: JILL LIND TOWN OF TROPHY CLUB Director of Communications & Marketing 1 Trophy Wood Drive Trophy Club, TX 76262 Email: jlind@trophyclub.org NOVEMBER 28, 2022 ORIGINAL PROPOSAL: Request for Qualifications Marketing / Creative / Media Buying / Public Relations Services 283 2 ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 KATHRYN JUNTTI Multi-Media Assistant BRIANA WILDER Media + Public Relations Specialist MIGUEL CASTANEDA Creative Director + Web Developer GAVIN MICHELLI Senior Graphic Designer + Illustrator CHAD MURRAY Video Producer + Graphic Designer ALVIE CARTER Jr. Graphic Designer MARANDA WHITE Client Service + Media Director BROOKLYN LEJEUNE Account Manager + Business Development DEBRA MARTIN Controller 284 3ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 oc•ta•gon [äk-te-gän], noun 1. Full-service advertising agency and marketing firm. 2. Shape with eight sides and eight angles. 3. Mixed martial art’s infamous eight-sided fighting cage. 4. Representation of resurrection, regeneration, rebirth, transition and new beginnings; ours started in 2012. 285 4 ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 WELCOME TOOctagon Media. hello! No, we are not mixed martial artists. We are a team of experienced advertising and marketing professionals who develop strategic solutions that lead to knockout results. 286 5ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 Table OF CONTENTS 1. COVER LETTER 2. SUMMARY ABSTRACT 3. COMPANY BACKGROUND + QUALIFICATIONS 4. PROJECT TEAM 5. SCOPE OF WORK 6. WORK PLAN / SCHEDULE 8. RELEVANT SAMPLE WORK 7 35 72 10 50 80 14 68 7. BUDGET 287 6 ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 288 7ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 1. COVER LETTER 7 289 8 ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 290 9ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 4626 Sherwood Common Blvd., Suite 202 Baton Rouge, Louisiana 70816 225.663.6878 info@octagonmedia8.com It is with great pleasure that I submit this proposal on behalf of Octagon Media. For many years, our team has worked together to create growth and success for organizations across the Gulf Coast. We are passionate about what we do and have the skillset to implement a comprehensive and strategic plan for Visit Trophy Club. Our team is proud to have assisted multiple tourism initiatives such as the City of Vicksburg, the City of New Orleans, the City of Baton Rouge, Louis Armstrong International Airport, Downtown Development District of New Orleans, Louisiana Tourism, Visit Baton Rouge, New Orleans Convention and Visitors Bureau. Through our past work experience, we have developed a deep and comprehensive understanding of the concepts and services you seek through your unique history, reaching travelers beyond “heads in beds”, shopping, parks, entertainment and dining. The strength of our experiences and lessons learned is compounded by the technological resources used by Octagon Media. We have the same in-house access to the most sophisticated research, creative, planning and buying software as major advertising agencies across the world. This software allows us to develop strategies and executions that lead to actionable insights and meaningful results. Drawing upon our previous experience and in-house resources, we will determine the tactics necessary to create an effective marketing campaign centered around and promoting the Town of Trophy Club. As the author of our fate, we hope to have the opportunity to share our knowledge to assist you in achieving your goals. Our proposition to you is simple: we understand the needs of the Town of Trophy Club and the new vision for Visit Trophy Club. Let us collaborate with you to ensure the right strategy is implemented for a successful outcome, to inspire travel and capture our share of the market to help aid in strengthening Trophy Club’s economic future and the tourism industry. Sincerely, Maranda White, Principal Octagon Media DEAR JILL LIND,MARANDA WHITE, PRINCIPAL OCTAGON MEDIA PHYSICAL ADDRESS 4626 Sherwood Common Suite 202 Baton Rouge, LA 70816 MAILING ADDRESS Post Office Box 41172 Baton Rouge, LA 70835 OFFICE (225) 663-6878 CELL (504) 717-8080 EMAIL info@octagonmedia8.com maranda@octagonmedia8.com WEBSITE www.octagonmedia8.com DISCLAIMER This proposal is valid for 90 days from date of submission. It is our intention to immediately finalize and execute a contract in compliance with the contract terms outlined in the RFP. Octagon Media will hold total responsibility for the entire contract. We do not plan to engage into sub-contractor agreements. 291 10 ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 2. SUMMARY ABSTRACT 10 292 11ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 293 12 SECTION 2 – SUMMARY ABSTRACT – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 Octagon Media will provide marketing, creative, buying, and public relations services for Visit Trophy Club. Our knowledgeable team will demonstrate the necessary experience and the capability to handle a program of the size, scope, and complexity for the above-mentioned scope of services. We ask that the leaders and representatives responsible for strengthening Trophy Club’s economic future, seek our agency as a trusted marketing partner to help bring the new vision for Visit Trophy Club to life; attracting visitors from all over, sharing unique dining, hotels, and adventures while transforming the city’s stories into sophisticated marketing strategies to increase engagement as the public’s choice for their next destination experience. We understand the key focus areas to establish Trophy Club’s place in Texas and the region’s tourism industry as a premier travel destination in the DFW Metroplex while remaining the preferred travel location of current visitors and gaining measurable market share by attracting new audiences. Through our eight-step approach, we will blend social and natural assets to that people come together in the area to experience nature, events, activities, and businesses in Trophy Club. By using social media and public relations platforms we will be able to share compelling stories, content, copy, images, and videos featuring all neighborhoods and niche areas of interest. With our decades of experience in tourism, we know that this campaign will key performance indicator is beyond” heads-in-bed” but incorporate day trips in addition to the number of visitors and revenue generated by reparative visits. Our campaign will focus on attracting new visitors from all over to the Town of Trophy Club. We understand that the town wishes to elevate the community brand and position itself as a welcoming destination. Trophy Club has evolved from a small rural getaway for executives into a premier residential community with an abundance of fun to offer. This campaign aims to attract tourism with strategic initiatives to secure conferences at the five hotels. SUMMARY 294 13 SECTION 2 – SUMMARY ABSTRACT – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 We understand the power of storytelling and want to help Trophy Club reach current and potential visitors by developing compelling content that showcases the community events, parks, restaurants and all Trophy Club has to offer. Our team will connect with media to pitch captivating stories and secure earned media opportunities. Our tasks and deliverables shall include: • Develop comprehensive annual marketing, advertising, and communications plans complete with recommended key performance indicators and other metrics that track the engagement of target audiences and accurately measure the return on the Town’s financial investment in all marketing-related activities. • Develop expanded target audience profiles, including demographics, psychographics, personas, and media habits. Recommend new/existing target audiences for the Town to consider. • Develop modern and alluring creative campaign assets to increase target audience engagement across traditional, digital, and social media channels. • Develop, manage, and update a comprehensive list of targeted media outlets. Connect frequently with media targets to pitch captivating stories to secure earned media opportunities. • Develop a comprehensive social media calendar and plan for organic and paid social media posts. Assist with social media content development, posting, community management, campaign metrics, and reporting. • Provide assistance with a specialized tourism website for the town via Civic Plus. Assist and guide implementation strategies with SEO throughout website content to strengthen Trophy Club’s online presence. • Create a comprehensive plan to capture and market the unique art, culture, and historic features of Trophy Club. • Develop a comprehensive marketing strategy to increase the visibility of events and Town event venues. • Assist with capturing data from multiple sources, including advertising platforms, public relations efforts, social media, events, and other resources. Identify key data points, monitor success in real-time, and prepare performance reports monthly or as requested. 295 14 ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 3. COMPANY BACKGROUND + QUALIFICATIONS 14 296 15ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 297 SECTION 3 – COMPANY BACKGROUND + QUALIFICATIONS – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES 16 ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 Establish Trophy Club’s place in Texas as the region’s tourism industry. Blend social and natural assets to tell a complete story of what Trophy Club has to offer. Share compelling stories and expand content asset library. Establish KPIs that measure quality of experiences that go beyond ‘heads in beds’ to translate to future visits. QUALIFICATIONS HISTORY AND EXPERTISE Octagon Media is proud to have assisted multiple travel and tourism agencies, and municipalities along the Gulf Coast such the Louis Armstrong International Airport, Raising Canes River Center, the City of Baton Rouge, the City of Vicksburg, the City of New Orleans, Downtown Development District of New Orleans, Louisiana Tourism, Visit Baton Rouge, New Orleans Convention and Visitors Bureau. Our team can demonstrate the necessary experience and creativity to. We will develop a strategy to establish Trophy Club’s place in Texas and the region’s tourism industry, by capturing new and current visitors. OBJECTIVE DELIVERABLES Octagon Media will provide an integrated marketing campaign to: • Construct a strategic plan. • Development and execution of advertising campaign. • Design and produce creative campaign assets for traditional, digital and social media channels. • Manage the media planning and buying process. • Coordinate promotional and strategic partnerships. • Conduct research and provide analytics. VISION STATEMENT We achieve client objectives by developing strategic campaigns using research tools and consumer insight to create innovative recommendations. Our goal is to deliver positive results by reaching a specific target audience. MISSION STATEMENT Our foundation is education and technology, which is why we invest in the same industry software as the top worldwide advertising agencies to evaluate, plan, negotiate, and purchase both traditional and non-traditional media; resulting in the most effective and efficient campaigns. We are active members of industry organizations that expand our knowledge and benefit our clients. PHILOSOPHY BACKGROUND working with tourism entities. QUALIFIED team with years of experience. EXPERIENCED personnel and management on projects of similar scope. PAST PERFORMANCE working with municipal agencies. HISTORY and record of satisfactory past performance. 298 SECTION 3 – COMPANY BACKGROUND + QUALIFICATIONS – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES 17ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 OCTAGON MEDIA is a full-service agency and marketing firm with the capability to handle digital marketing, social media, advertising, creative services, web development assistance, strategy, public relations and research, specializing in media planning and buying. COMPANY NAME: White Enterprises of Louisiana, LLC TRADE NAME: Octagon Media PRINCIPAL: Maranda White PRIMARY WORK ADDRESS: 4626 Sherwood Common Blvd., Ste. 202 Baton rouge, la 70816 CERTIFICATIONS: DBE, Minority-Owned, Woman- Owned, LED Hudson, Fair Share, MWBE, SEBD and ACDBE NATURE OF BUSINESS: Full Service Advertising Agency and Marketing Firm YEARS IN BUSINESS: Established 2012 NUMBER OF EMPLOYEES: 6 full-time employees 3 part-time employees FEDERAL TAX ID/ EIN: 47-3223993 TEXAS STATE TAX ID: 32086133777 10 YEARS IN OPERATION $6M+ AVERAGE GROSS BILLINGS PER YEAR 9 STAFF 100+ TOTAL YEARS OF EXPERIENCE 299 SECTION 3 – COMPANY BACKGROUND + QUALIFICATIONS – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES 18 ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 SCOPE OF SERVICES We want you to put your best foot forward. Our team can tell you exactly when and where to put which foot. Let us identify your target audience to create strategic, innovative marketing solutions. Our goal is to deliver positive results using quantitative and qualitative research. The greatest ad in the world is worthless if no one sees it. Our award-winning media team knows how to grab attention locally, regionally and nationally. We pride ourselves in subscribing to leading industry software including Freewheel, Strata, SRDS, SQAD, Scarborough, ComScore and Nielsen to plan, negotiate, place and evaluate the most effective advertising campaigns. We believe in making your brand unique by developing creative concepts using your vision and style to construct visually- appealing designs. Our highly-skilled creative team will promote your company and market your product or service with logos, business cards, flyers, brochures and websites. Branding. Competitive Analysis. Corporate Partnerships. Concept Development. Crisis Communication. Public Relations. Research. Media Relations. Strategic Planning. STRATEGY Art Direction. Commercial Production. Copywriting. Digital Media. Media Buying. Media Planning. Post Buy Analysis. ADVERTISING Content Development. E-Mail Marketing. Event Management. Graphic Design. Metrics/ Reporting. Online Marketing. Promotional Items. Retarget Marketing. Search Engine Marketing (SEM). Search Engine Optimization (SEO). Social Media Management. Website Design. MARKETING 300 SECTION 3 – COMPANY BACKGROUND + QUALIFICATIONS – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES 19ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 OCTAGON MEDIA is a fast-growing advertising agency and marketing firm that handles a variety of accounts. From mom-and-pop businesses to corporate giants... you name it; our team does it all. Creative design produced with purpose. Digital work that dazzles. Media plans that get your message heard. We subscribe to leading advertising software and are powered by sophisticated design, planning and media buying technologies that ensure our work is top-notch. From traditional strategies to innovative magic, we are capable of handling your every need. Clients rely on us to take their thoughts and ideas to the next level. As a team, we develop marketing plans and advertising solutions. By definition, OCTAGON MEDIA is an agency that goes above and beyond for each and every client. Since we opened our doors nine years ago, we have been committed to the needs and interests of our clients. We continue to evolve by exceeding client expectations through implementing state- of-the-art concepts and strategies. Our award- winning team brings passion and enthusiasm to every project, working together to provide a creative approach to all we do. At the end of the day, every decision we make is centered on our desire to see our clients succeed. Our team is composed of a diverse group of individuals. This diversity allows an upper hand when creating conceptual ideas for unique and specialized brands. Our niche is media buying and planning, however, each team member brings a different set of skills and qualifications to the table. Simply put, we enjoy what we do. That becomes obvious the moment you meet us. Call it integration or collaboration, we just call it good, old-fashioned team work. With a combined 80 years of experience, we know that OCTAGON MEDIA is the best fit for you. IS OCTAGONMEDIA? WHO 301 SECTION 3 – COMPANY BACKGROUND + QUALIFICATIONS – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES 20 ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 LAGNIAPPE Who doesn’t love free stuff? When it comes to media, you only pay the cost of the advertising; you do not pay us. It’s that simple. You get our unbiased expertise for free! In addition, our strong negotiation tactics will promise added value to each campaign. TECHNOLOGY In-house technology is our largest investment and the biggest differentiator of our firm. We are one of the few agencies that subscribe to media buying software and ratings data in-house. All media invoices are audited internally to ensure placements air properly. Additionally, we use a variety of other tech platforms to aid in the development of all our artworks, billing, production and project management endeavors to keep us on track and on task. RELATIONSHIPS Marketing is all about people. We have built relationships all across the nation with stakeholders, influencers and the media. These connections will benefit you as well. KNOCKOUT RESULTS We pride ourselves on helping organizations achieve their goals and objectives. This is the promise we make to you, and we are dedicated to keeping that promise. OCTAGON COMMITTED CREATIVES As an agency full of passionate creatives our imagination is the driving force behind everything we do here at Octagon Media. Whether that be designing eye- catching graphics or developing effective campaigns aimed at reaching our client’s goals and objectives. TEAM PLAYERS Each member brings unique experiences and skills, to make an integral part of the whole. Our collaboration extends beyond our team, as we work closely with clients to assure the full execution of their vision. KNOWLEDGEABLE Each member of our team has years of experience that have molded our philosophies to the ways we handle our business. We draw upon our wealth of knowledge to implement changes and strategies that have brought our clients transformational success to ensure the best results possible. READY TO RUMBLE Every day when we come into work, we come in with one main goal: making sure our clients get nothing but the absolute best service and attention we can provide. We are committed not only producing awesome creative designs but getting a return on your investment. MEDIA? WHY 302 SECTION 3 – COMPANY BACKGROUND + QUALIFICATIONS – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES 21ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 AWARDS AND MEMBERSHIPS 2020 FASTEST-GROWING COMPANIES Inc. 5000 2020 GENERAL INSURANCE, ADVERTISING CATEGORY The Telly Awards 2018 DIRECT MARKETING, SPECIALTY ADVERTISING American Advertising Awards 2018 FILM, VIDEO AND SOUND, PUBLIC SERVICE CAMPAIGN American Advertising Awards 2018 OUTSTANDING AMBASSADORSpecial Olympics Louisiana 303 SECTION 3 – COMPANY BACKGROUND + QUALIFICATIONS – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES 22 ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 Playing Card Game DID YOU KNOW? Crawfish walk forward but swim backward. They have eight pairs of legs; four are used for walking and four are used for swimming. CRAWFISH The first Mike the Tiger arrived in 1936. LSU is the only college campus with a live tiger mascot. DID YOU KNOW? TIGER DID YOU KNOW? Our 34-story state capitol, the tallest in America, has a pencil stuck in its ceiling because of a bomb blast in 1970. STATE CAPITOL DID YOU KNOW? Mosquitoes travel up to 2.5 miles per day. MOSQUITO DID YOU KNOW? Gumbo is the official cuisine of the State of Louisiana. GUMBO Alligators have over 2,000 teeth in their lifetime. Most adult humans have 32 teeth. DID YOU KNOW? ALLIGATOR The USS Kidd was nicknamed the “Pirate of the Pacific,” and it is the only naval ship to still have her WWII appearance. 661 DID YOU KNOW? USS KIDD The Louisiana Art and Science Museum has a mummy that is more than 2,000 years old. DID YOU KNOW? MUMMY In 1699, a French explorer found a “red stick” on the bluff at what is now Southern University’s campus. This is where Baton Rouge got its name. DID YOU KNOW? JAGUAR ™ The Mississippi River is 2,320 miles long. It takes 90 days for a drop of water to travel it’s length. DID YOU KNOW? Huey P. Long, the 40th governor of Louisiana, was also known as "The Kingfish." DID YOU KNOW? KINGFISH MAGNOLIAMOUND "You Are My Sunshine" is Louisiana's state song and was popularized by Governor Jimmie Davis. DID YOU KNOW? SUNSHINE Spanish Town is the oldest neighborhood in Baton Rouge, and its Mardi Gras mascot is the pink flamingo. DID YOU KNOW? FLAMINGO LOSE A TURN RELEVANT PROJECTS:CITY OFBATON ROUGE - BICENTENNIAL Marketing, Strategy, Graphic Design, Concept Development + Packaging Design CHALLENGE For the bicentennial of Baton Rouge, the city wanted to create a time capsule to be opened during the tricentennial. Entries had to be creative and unique to the city. Our idea was an informational playing card game that wound up being so successful that it was sold in visitor’s centers across the state and won an Addy from the American Advertising Federation. 304 SECTION 3 – COMPANY BACKGROUND + QUALIFICATIONS – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES 23ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 CHALLENGE STRATEGY After two years of extensive renovations for Gibraltar Management Company Ardendale Oaks reached out to us to help launch their opening day as well as spread awareness and raise their occupancy level. Ardendale Oaks is located directly across North Lobdell Boulevard, Baton Rouge Community College’s new Ardendale campus and just a few minutes from downtown. They knew their challenge was marketing their location to future tenants and changing the way people viewed the area. Our challenge was to influence the way people thought about this location and rebrand this apartment complex to match the new renovations to the buildings. The primary target audience for this campaign were middle class, 20 to 40-year olds who would either be working in the area since it was located near downtown, Towne Center and Bon Carre. In addition, it moved the located across the street from Baton Rouge Community College where students would be attending and need housing. STEP 1: RESEARCH We began with the initial market research with a S.W.O.T analysis. We shopped similar apartment complexes posed as potential renters to see their rates, who they marketed too and what we thought they did well to understand where Ardendale would fit. This information brought into light Ardendale Oaks’ strengths and weaknesses, which helped us create a marketing and advertising plan that would cater to their specific needs. RELEVANT PROJECTS:GIBRALTAR MANAGEMENT Public Relations, Strategy, Graphic Design, Media Planning, Media Buying, Social Media + Commercial Production 305 SECTION 3 – COMPANY BACKGROUND + QUALIFICATIONS – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES 24 ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 STEP 2: CONCEPT We used the data collected from the research phase and put together and extensive integrated marketing plan that utilized radio, billboards, social media and video production. We wanted to associate Ardendale Oaks with being a nice place to live so we created a short tagline, “The Nicest Apartments in Mid-City”. This let prospective tenants know right away that this was a vibrant and pleasant apartment community. STEP 3: APPLICATION In order to showcase the amenities they offered, we created small videos to use for social media advertising and their website. These videos would give you a glimpse into their outside grills, beautiful community center, upgraded finishes and safety features that were located all throughout the property. Billboards were a great way to show off the apartment complex and the renovations to many people. RESULTS The integrated campaign was successful. Their social media presence helped re-brand who they were and was a great place for people to come and see what they offered. Using paid advertisements drove large amounts of traffic to their website where they could click around and learn more about why this community was the perfect place to call home. Using specific zip codes and defined audiences allowed us to reach interested renters who were looking to move to an upgraded apartment or be located in a prime location near their work. People now look at Ardendale Oaks and see a nice apartment complex that stands out among the rest. 306 SECTION 3 – COMPANY BACKGROUND + QUALIFICATIONS – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES 25ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 Social Media Media Coverage 307 SECTION 3 – COMPANY BACKGROUND + QUALIFICATIONS – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES 26 ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 Website Design RELEVANT PROJECTS:NORTH ECONOMIC DEVELOPMENT Public Relations, Branding, Graphic Design, Marketing, Website Design + Development 308 SECTION 3 – COMPANY BACKGROUND + QUALIFICATIONS – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES 27ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 RELEVANT PROJECTS:TANGIPAHOA PARISH GOVERNMENT TRANSIT Media Buying, Branding, Graphic Design + Marketing Direct Mailer 309 SECTION 3 – COMPANY BACKGROUND + QUALIFICATIONS – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES 28 ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 CHALLENGE Since Louisiana culture is so distinctive, we decided to take the concept one step further and create a survival guide to keep tourists from experiencing culture shock in our unique state. STRATEGY We conducted thorough research on the entire state of Louisiana, we apply all relevant findings and insights to our conceptual development process. The process begins with a group brainstorming session where we all offer input and ideas, creating a hybrid approach tailored to tourist’s needs. Our creative process is a truly collaborative effort, from the account managers to the content writers and from the social media coordinators to the graphic designers, everyone on the team had a part in executing the shared vision. In unison we crafted the perfect concept strategy that exceeded Louisiana Survival Guide’s expectations. RESULTS COMPONENTS Handmade survival guide booklet with 15 survival tips Outdoor signage Handmade survival kit including a pocket-size Louisiana Lingo Dictionary Two (2) logos and custom hand stamps Create a light and fun guide to Louisiana to encourage visitors and tourists to engage in Louisiana culture. Born and raised in the boot, we developed a true love for Louisiana and everything that makes it unique. To most people who aren’t originally from here, the way we do things can seem pretty unusual at times. For example how we throw a celebration for nearly everything or the fact that we eat little critters out of the ground called “mud bugs” (aka crawfish). We decided to take some of these things that make Louisiana special and create a humorously enlightening survival guide to the great state of Louisiana for those who just ain’t Cajun enough to survive on their own! RELEVANT PROJECTS:SURVIVAL GUIDE TO LOUISIANA Marketing, Branding, Concept Development + Graphic Design 310 SECTION 3 – COMPANY BACKGROUND + QUALIFICATIONS – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES 29ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 311 SECTION 3 – COMPANY BACKGROUND + QUALIFICATIONS – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES 30 ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 CHALLENGE The City of Vicksburg asked us to develop a marketing campaign for a new piece of legislation that would create funding for the construction of a new, multipurpose sports complex in Vicksburg, Mississippi, which failed to pass on five previous ballots. This legislation would ask the voters of Vicksburg to approve a two percent tax on hotels, motels and restaurants in the Vicksburg area. The City’s goals were to get the vote out and garner voter support for the tax. To accomplish these goals, they requested a single campaign, supplemented by two cohesive, yet different, messages. One was to focus on delivering an emotionally-driven message that would move voters to approve the tax. The other message would focus on facts and information—educating the public about the tax, what it means and why they should vote for it. TARGET AUDIENCE VICKSBURG VOTERS The primary target audience for this campaign was Vicksburg citizens of voting age (18+) who were eligible to vote. We also took into account a secondary audience who could pass the message along to voters—individuals under 18. Direct Mailer RESEARCH AND METHODOLOGY STEP 1: RESEARCH We began with an initial, in-person meeting with our partners in Vicksburg followed by multiple phone conferences throughout the campaign’s development. We looked carefully over all the information they gave us on the legislation so we would have a complete understanding of pre-existing obstacles and what we were asking citizens to vote for. Then, we read information about Vicksburg and it’s history to better our knowledge of the city. STEP 2: DISCOVERY With all of this data rolling about in our heads, we sat down as a team meeting to hammer out a concept. We started by listing all the benefits the sports complex would provide the citizens of Vicksburg in addition to listing out words we associated with the complex, sports and the city. Due to the campaign’s short fight, we also kept in mind that we wanted to develop a singular tagline or theme that would translate to both messages, promoting instant recognition. STEP 3: PLAN Once we decided on a concept, we began formulating strategy, design and copy for the campaign deliverables, which included a marketing plan, press releases, flyers, T-shirts, social media, yard signs, direct mailers, television advertising, outdoor advertising and commercial production. RELEVANT PROJECTS:CITY OF VICKSBURG Creative, Public Relations, Strategy, Branding, Concept Development, Media Planning, Media Buying, Marketing + Commercial Production 312 SECTION 3 – COMPANY BACKGROUND + QUALIFICATIONS – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES 31ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 Collateral Material + Social Media STRATEGY YES TO... The concept we chose for the City of Vicksburg was “Yes to…” We wanted to create a campaign that evoked positivity, health and fun while educating the public about the tax. Our emotional appeal aimed to tap into the nostalgia of childhood and the importance of the community’s youth while the informational message stuck to brief, concise information that was easy to understand and absent of extensive legal jargon. The campaign had to show the people of Vicksburg that saying yes did not just mean saying yes to another tax. It meant saying yes to memories, adventure, jobs, economic development—to the future of Vicksburg and all the possibilities and opportunities this new sports complex could represent for the community and families of the city. RESULTS • RESULT: Referendum passed with 63.08% • MARKET: Vicksburg, MS • TARGET: Adults 18+ • PRODUCT: Political and Advocacy Cam- paign • MEDIA MIX: TV, Social Media, Robocalls, Outdoor • IMPRESSIONS: 309,795 • TRP’S: 388.9 • REACH: 74.7% • FREQUENCY: 5.2 EXECUTION • Collateral Material • Commercial Production • Copywriting • Creative Development • Event Planning • Graphic Design • Media Buying • Media Planning • Public Relations • Social Media • Strategic Planning 313 SECTION 3 – COMPANY BACKGROUND + QUALIFICATIONS – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES 32 ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 Website Design RELEVANT PROJECTS:AMESBURY CORPORATE LIVING Strategy, Branding, Website Design + Development 314 SECTION 3 – COMPANY BACKGROUND + QUALIFICATIONS – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES 33ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 RELEVANT PROJECTS:VISIT BATON ROUGE Marketing, Production, Strategy, Research, Media Planning + Media Buying 315 SECTION 3 – COMPANY BACKGROUND + QUALIFICATIONS – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES 34 ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 TOURISM-RELATED CLIENTS All tourism-related clients with whom we have worked during the last 12 months are listed below. There is no conflict of interest. 316 35ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 4. PROJECT TEAM 35 317 36 ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 318 37 SECTION 4 – PROJECT TEAM – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 TASK MATRIX Our team’s development and design process are completely client-centric, focusing on understanding and sometimes helping you determine your needs. We believe in a philosophy whereby project leadership and ownership are appropriately shared with the client in service to the success of the overall mission. We collaborate with the client to define and prioritize requirements and to design solutions that are both cost effective and time sensitive. We work closely with all parties during development, providing incremental updates for review and approval. TEAM MEMBER ROLE RESPONSIBILITIES MARANDA WHITE Client Relations + Media Director • Kickoff Meeting • Planning and consultation • Manage campaign development and execution process of media purchases including researching, recommending, planning, placing, tracking, and reconciling. • Develop a strategy based on campaign objectives and strategic marketing initiatives to reach the target audiences • Consultation BROOKLYN LEJEUNE Account Manager + Business Development • Kickoff Meeting • Planning and consultation • Develop a strategy based on campaign objectives and strategic marketing initiatives to reach the target audiences • Manage campaign development and execution process • Marketing analysis, research, and strategic planning. BRIANA WILDER Media + Public Relations Specialist • Paid advertising planning, purchasing and placement • Media Reconciliation and Billing • Copywriting • Digital and content marketing • Public Relations GAVIN MICHELLI Senior Graphic Designer + Illustrator • Creative development and design for traditional and digital media CHAD MURRAY Graphic Designer + Production Supervisor • Graphic design for digital and print advertising • Creative development and design for traditional and digital media MIGUEL CASTANEDA Creative Director + Web Developer • Provide strategic counsel on marketing tactics and direction • Creative development of designs for traditional and digital media • Concept development • Graphic design for digital and print advertising ALVIE CARTER Junior Graphic Designer • Creative development of designs for traditional and digital media Graphic design for digital and print advertising KATHRYN JUNTTI Multi-Media Assistant • Digital and content marketing DEBRA MARTIN Controller • Monthly media reconciliation • Media billing • AP/AR 319 38 SECTION 4 – PROJECT TEAM – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 MARANDA WHITE CLIENT RELATIONS AND MEDIA DIRECTOR ACCOUNT SERVICE ANALYSIS BUSINESS DEVELOPMENT MEDIA BUYING MEDIA PLANNING PROJECT MANAGEMENT RESEARCH STRATEGY GENERAL ROLE OVERVIEW EDUCATION BA, IN FINE ARTS WITH CONCENTRATION IN MARKETING AND COMMUNICATIONSXavier University of Louisiana EXPERIENCE Director of Communications and MarketingLouisiana State UniversityMarch 2013 - June 2013 Media SupervisorPeter A. Mayer Advertising, Inc.July 2004 - March 2013 Operations Manager, CorporateAl Copeland Investments, Inc.October 2003 - June 2004 Media DirectorThe Montalbano GroupApril 2003 - October 2003 Marketing SpecialistMcCann-Erickson / LCIJuly 2000 - October 2002 Continuity DirectorPaxson Communications / WPXL-TV Channel 49 August 1999 - July 2000 Maranda honed her skills with prominent local and national ad agencies including McCann-Erickson Worldwide and Peter Mayer Advertising. With over 22 years of experience, she is the award-winning fearless leader here at Octagon Media. Her mission is to provide service to accounts of all sizes with the commitment of successfully achieving the client’s goals and objectives. She continues to evolve by exceeding client expectations, generating effective and successful campaigns. Baton Rouge Mayor-President Sharon Weston Broome appointed Maranda to her transition team committee in 2016 to assist in information services, technology, marketing and communication strategies which spanned different Administrative Review Committees and community input focus groups and informational teams. Maranda has a diverse portfolio that has allowed her the opportunity to build solid business partnerships and successfully use her strategic planning skills to benefit clients in industries ranging from state government and tourism to non- profit organizations. With an all-hands-on-deck approach, she brings an extremely strong set of media planning and media buying skills to our team that has been developed with years of experience in the war rooms and trenches of the ad world. QUALIFICATIONS • Certified Arbitron Radio PPM Specialist • Nielsen • Arbitron • Strata • Strata 11 • SmartPlus • SMBS • Scarborough • Media Audit • MRI • Tapscan • Qualitap • Smart Plus • SQAD • Donovan Systems • TV Prebuy • Adviews • Compete • AS400 • IMS • @Plan • comScore • DoubleClick • Google Analytics • Adwords • AdRelevence 23 YEARS OF EXPERIENCE 320 39 SECTION 4 – PROJECT TEAM – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 2020 ADA Lovelace Digital Marketing Finalist 2018 Nominated Mosaic Award RecipientAmerican Advertising Awards 2016 Most Influential Women-Owned in BusinessBaton Rouge Business Report 2014 Most Influential Women-Owned in BusinessBaton Rouge Business Report 2011 Member of the YearWomen in Media of Baton Rouge 2009 Advertising Agency ProfessionalWomen in Media of Baton Rouge AWARDS BOARD MEMBERSHIPS AND RECOGNITIONS Active in local community and serving on the board of multiple organizations. The past two years awarded for her “Stance Against Hatred” on the Wall of Tolerance in Montgomery, AL and recognized for outstanding support given to St. Jude’s Children’s Hospital in 2019. • American Advertising Federation, Baton Rouge Chapter and Past Diversity Chairperson • Baton Rouge Area Chamber • Baton Rouge Events Association • City of Central Chamber of Commerce • Friends of the Capitol Park Museums, Past Marketing Lead and Board Member • Junior League of Baton Rouge, Board Member • New Orleans Chamber • Public Relations Association of Louisiana • Sales and Marketing Executives of Baton Rouge, Past Board Member • Special Olympics of Louisiana, Board Member • Women in Media, Past Board Member and Treasurer 321 40 SECTION 4 – PROJECT TEAM – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 BROOKLYN LEJEUNE ACCOUNT MANAGER + BUSINESS DEVELOPMENT GENERAL ROLE OVERVIEW Not only is Brooklyn LeJeune our go-to person for new business, but she also nurtures the relationships we have with current clients as well. Coming to us from the SJB Group, where she served as the director of marketing, she joins our team as account manager and business development. Here at Octagon, she generates new business and boosts clientele. Not only is her attention to detail and organization a great asset to Octagon, but she also has an impressive work history as well. As the director of marketing at SJB Group, she monitored and tracked the status of all significant sales and marketing initiatives, developed RFP and RFQ responses, designed and produced marketing collateral, and managed the website and social media profiles. EXPERIENCE Director of MarketingSJB Group, LLC June 2021 - August 2022 Event Coordinator, CorporateWalk On’s Sports Bistreaux August 2019 – June 2021 Key Manager Walk On’s Sports Bistreaux March 2016 - August 2019 ACCOUNT SERVICE MANAGEMENT ANALYTICS BUSINESS PARTNERSHIPS CLIENT ASSESSMENT CLIENT INTAKE CLIENT RELATIONS DATA INTERPRETATION EVENT MANAGEMENT PROPOSAL DEVELOPMENT RESEARCH SALES STRATEGIC PLANNING EDUCATION ABS, BUSINESS ASSOCIATE OF SCIENCEBaton Rouge Community College QUALIFICATIONS AND SKILLSET • Adobe Creative Suite • C++ • Constant Contact • Google Analytics • Meta • Microsoft Office • Pipedrive • SQL • Tableau 7 YEARS OF EXPERIENCE AWARDS AND MEMBERSHIPS • Baton Rouge Area Association of Black Journalists (BRAABJ) • Women In Media – Baton Rouge Chapter • Public Relations Association of Louisiana (PRAL) – Baton Rouge Chapter 322 41 SECTION 4 – PROJECT TEAM – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 DEBRA MARTIN CONTROLLER GENERAL ROLE OVERVIEW Debra is the engine that keeps our entire office moving efficiently. With 34 years of experience working with a non-profit organization prior to joining Octagon Media, Debra is a highly experienced bookkeeper with an Executive Master of Public Administration degree with a focus in Public Policy Analysis from Texas Southern University. Debra has strong customer service, leadership and teambuilding skills and is well-versed in Microsoft Office. While the rest of the staff focuses on advertising and marketing, Debra provides support services including accounts payables and receivables to ensure everything always stays on budget for both Octagon Media and our clients. Real Estate AgentKeller Williams Reality, Inc.December 2018 – December 2021 Executive Assistant, MPANew Hope Baptist ChurchDecember 1988 – December 2021 EXPERIENCE ACCOUNTING BOOKKEEPING CUSTOMER RELATIONS HUMAN RESOURCES MEDIA BILLING OFFICE MANAGEMENT SUPPORT SERVICE EDUCATION EXECUTIVE MASTER OF PUBLIC ADMINISTRATION WITH CONCENTRATION IN PUBLIC POLICY ANALYSISTexas Southern University BA, CRIMINAL JUSTICE WITH CONCENTRATION IN BEHAVIORAL SCIENCESouthern University and Agricultural and Mechanical College at Baton Rouge QUALIFICATIONS AND SKILLSET • Mass90 • Mavenlink • Needles • Peachtree • Quickbooks • SMBS • Strata/Freewheel 36 YEARS OF EXPERIENCE 323 42 SECTION 4 – PROJECT TEAM – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 MIGUEL CASTANEDA CREATIVE DIRECTOR AND WEB DEVELOPER GENERAL ROLE OVERVIEW Miguel is our dependable, self-motivated and innovative creative director and web developer. He has worked for many non-profit organizations amounting to over 8 years of experience in conceptualizing and designing logos, websites, videos and social media pages. Miguel is an expert at interdepartmental coordination, communication and can stretch the boundaries of digital storytelling to help our client’s brands stand out. EXPERIENCE Senior Graphic DesignerHarvest World OutreachOctober 2018 - May 2022 Senior Graphic DesignerVIbrant AgencyOctober 2019 - February 2021 Senior Graphic DesignerBeliever’s Life Family ChurchOctober 2018 - May 2020 Creative Team SupervisorOrlando SerranoJuly 2014 - July 2018 ART DIRECTION BRAND IDENTITY CREATIVE CONCEPTING GRAPHIC DESIGN HAND LETTERING PROGRAMMING WEB CODING WEB DEVELOPMENT VISUAL CONTINUITY AWARDS AND MEMBERSHIPS QUALIFICATIONS AND SKILLSET • American Advertising Federation – Baton Rouge Chapter • Adobe Creative Suite • Photoshop • Illustration • Videography • Photography 10 YEARS OF EXPERIENCE 324 43 SECTION 4 – PROJECT TEAM – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 4CHAD MURRAY VIDEO PRODUCER AND GRAPHIC DESIGNER GENERAL ROLE OVERVIEW With a stellar education stemming from Southeastern Louisiana University, Chad is a widely talented creative skilled in multiple areas. Chad draws inspiration from many sources but most are derived from pop culture, as he is constantly staying up to date on the latest design trends so he always knows what consumers respond best to. Chad is a Photoshop wizard, but his skills extend far beyond just graphic design. He is a true creative knowledgeable in logo design, motion graphics, photography, editing, video and audio production. Chad’s work has been internationally recognized and chosen as Adobe Design Achievement Awards Top Talent in 2019. EXPERIENCE Graphic DesignerFlorida Parishes BankMay 2018 - August 2018 Graphic DesignerArts Council of Greater Baton RougeOctober 2015 - May 2016 AUDIO PRODUCTION COMMERCIAL PRODUCTION CREATIVE CONCEPTING VIDEO EDITING IMAGE MANIPULATION GRAPHIC DESIGN MOTION GRAPHICS PHOTOGRAPHY PRE/POST-PRODUCTION WEB DESIGN EDUCATION BA, FINE ARTS WITH CONCENTRATION IN GRAPHIC DESIGNSoutheastern Louisiana University AWARDS AND MEMBERSHIPS • Adobe Design Achievement Awards – Top Talent • American Advertising Federation – Baton Rouge Chapter, Board Member QUALIFICATIONS AND SKILLSET • Acrobat Pro • After Effects • Audition • Bridge • Dreamweaver • InCopy • InDesign • Lightroom • Media Encoder • Photoshop • Premier Pro • XD 8 YEARS OF EXPERIENCE 325 44 SECTION 4 – PROJECT TEAM – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 ALVIE CARTER JUNIOR GRAPHIC DESIGNER EXPERIENCE GENERAL ROLE OVERVIEW Alvie Carter is an attentive and creative individual that aims to leverage creative thinking, teamwork and observational skills in order to support the design team. He joins us at Octagon Media as our junior designer, where he assists the creatives with the production of projects as well as social media management; he helps our design team develop concepts and designs to be posted on social media platforms such as Facebook, Instagram and LinkedIn. He comes to us from Deep Fried Advertising, where he worked as an intern, collaborating with the staff to formulate design ideas for clients. Prior to working for Deep Fried Advertising, he studied photography and graphic design at Nicholls State University where he earned his Bachelor’s of Fine Arts and also worked as a freelance photographer and even volunteered his graphic design skills at the Art Works Fundraiser for four years. Design InternDeep Fried Advertising2021 - 2021 DA & RAResidential Housing Association2018 - 2020 PhotographerFreelance2016 - 2020 EDUCATION BFA, BACHELOR OF FINE ARTSNicholls State University AUDIO PRODUCTION COMMERCIAL PRODUCTION CREATIVE CONCEPTING IMAGE MANIPULATION GRAPHIC DESIGN MOTION GRAPHICS PHOTOGRAPHY PRE/POST-PRODUCTION WEB DESIGN VIDEO EDITING 6 YEARS OF EXPERIENCE QUALIFICATIONS AND SKILLSET • Adobe Dimension • Adobe InDesign • Adobe Illustrator • Adobe Lightroom • Adobe Photoshop • Adobe XD • Blender • Glyphs 3 AWARDS AND MEMBERSHIPS • American Advertising Federation – Baton Rouge Chapter • Crown - Mentor • AIGA - Member 326 45 SECTION 4 – PROJECT TEAM – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 BRIANA WILDER MEDIA AND PUBLIC RELATIONS SPECIALIST EXPERIENCE AWARDS AND MEMBERSHIPS GENERAL ROLE OVERVIEW Sales AssistantiHeart Media, Inc. January 2014 – September 2021 Library AssistantXavier University of LouisianaSeptember 2012 - December 2012 Production AssistantGray TelevisionMay 2011 - September 2011 Administrative AssistantDepartment of Culture, Recreation and Tourism, Louisiana – State Parks July 2010 - August 2010 • Baton Rouge Area Association of Black Journalists (BRAABJ) • Women In Media – Baton Rouge Chapter • Public Relations Association of Louisiana (PRAL) – Baton Rouge Chapter EDUCATION BA, MASS COMMUNICATIONWITH CONCENTRATION IN MEDIA STUDIES AND MINOR IN SPANISHXavier University of Louisiana BILINGUAL + TRANSLATOR COMMUNITY ENGAGEMENT CRISIS COMMUNICATIONS SUPPORT EVENT MANAGEMENT DIGITAL MEDIA MEDIA BUYING MEDIA PLANNING NON-TRADITIONAL MEDIA TRADITIONAL MEDIA PR PLANNING AND EXECUTION PR STRATEGY PRESS RELEASES PROMOTIONS PUBLIC OUTREACH Bri gained a Bachelor’s degree in Mass Communication with a concentration in Media Studies focusing on broadcast journalism and a minor in Spanish from Xavier University of Louisiana. Bri brings a wealth of knowledge to the table with seven years of experience working for the largest radio corporation in the media industry. As our Media and Public Relations Specialist, she coordinates the media buying and planning process with an understanding of marketing goals and target audience preferences in order to execute the actual purchase of the advertisement space across all platforms. She establishes and maintains cooperative relationships within the media and public relations realm including but not limited to: writing press releases and other media communications, event management, media advisories, community relations, PR tool kits and training as well as crisis management. 11 YEARS OF EXPERIENCE 327 46 SECTION 4 – PROJECT TEAM – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 AWARDS AND MEMBERSHIPS • American Advertising Federation – Baton Rouge Chapter KATHRYN JUNTTI MULTI-MEDIA ASSISTANT GENERAL ROLE OVERVIEW Kathryn Juntti is a young talent who joins us from Houston, TX. Kathryn’s experience includes working as the media assistant for the Louisiana State University Tiger Band, where her responsibilities include filming the band before, during and after football games, editing content and creating videos for the band to post during the off-season. Prior to that, she served as the Media Director in the recreation and hospitality industry where she directed a team of photographers and videographers, developed a posting plan for the off-season and responded to and handled all concerns from clients. Kathryn shares her knowledge by assisting our creative and production team as well as contributing to our social media and communications management process. EXPERIENCE Media AssistantLouisiana State University Tiger Band2021 - 2022 Media DirectorThe Pines Catholic Camp Houston, TX2019 – 2020 ANALYTICS AUDIO PRODUCTION COMMERCIAL PRODUCTION CREATIVE CONCEPTING DIGITAL MEDIA MEDIA COORDINATOR PHOTOGRAPHY PRE/POST-PRODUCTION PRODUCTION ASSISTANT SOCIAL MEDIA COORDINATION VIDEO EDITING EDUCATION BA, BACHELOR OF FINE ARTSLouisiana State University QUALIFICATIONS AND SKILLSET • Adobe Photoshop • Adobe Premiere 2 YEARS OF EXPERIENCE 328 47 SECTION 4 – PROJECT TEAM – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 GAVIN MICHELLI SENIOR GRAPHIC DESIGNER AND ILLUSTRATOR GENERAL ROLE OVERVIEW Our own animator, illustrator and cartoonist. Have no fear, Gavin is here! With a supreme level of originality in everything he designs, Gavin brings an unlimited amount of spunk and talent to Octagon Media. He supports client projects and large-scale design planning efforts from the creative aspect. Making a local name for himself as an Illustrator and art instructor, Gavin joined Octagon Media after freelancing for a couple of years. His work has been featured in regional publications and you will often find him at an art show or displaying his creations at comic festivals and Comic-Con. In addition, he served as the Co-Chair of the Communications Committee for the American Advertising Federation for two years. Now you see why we say he can do it all. Gavin’s knowledge and skillset are invaluable assets to our team. EDUCATION EXPERIENCE BFA, WITH CONCENTRATION IN STUDIO ARTLouisiana State University Graphic DesignerTech Advocate GroupMarch 2018 - October 2018 Graphic Artist Composite FXDecember 2016 - March 2018 Senior Graphic DesignerLamar GraphicsSeptember 2008 - September 2016 IllustratorDIG Magazine - Baton RougeAugust 2016 - January 2019 Logo Designer + IllustratorInverse PressSeptember 2012 - Present Social Media CoordinatorCollector’s Comic Con IllustratorBaton Rouge Maker’s Fair ANIMATION CARTOONIST CREATIVE DESIGN CONCEPT DEVELOPMENT GRAPHIC DESIGN ILLUSTRATION STORY BOARDING WEB DESIGN 18 YEARS OF EXPERIENCE 329 48 SECTION 4 – PROJECT TEAM – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 The matrix below highlights the skills referenced in the RFP for each of our proposed team members.Maranda WhiteBrooklyn LeJeuneDebra MarinBriana WilderMiguel CastanedaGavin MichelliAlvie CarterChad MurrayKathryn JunttiAccount Management Advertising Analytics Branding Comprehensive Marketing Plan Community College Content Creation Copywriting Crisis Communications Design Conceptualization Digital Marketing Earned Media Economic Development Equity-Centered Campaigns Event Planning Government Creative Audience Intelligence Mapping Creative Campaign Development Art/Culture/History Marketing Media Billing/Reconciliation Media Buying + Planning Media Relations Media Research Mobile Applications Nation-wide Ad Campaigns Non-Profit Photography Project Management Public Relations Recruitment Social Media Management Strategy Support Services Technical Literacy Tourism Video/Audio Production Web Application Web Development YEARS OF EXPERIENCE 23 7 36 11 10 18 6 8 2 SKILLS MATRIX 330 49 SECTION 4 – PROJECT TEAM – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 ORGANIZATIONAL CHART SUBCONTRACTORS The following chart depicts each department and its relevant functional responsibilities. We pride ourselves on having in-house access to the most current creative tools and media software. 0% of our media services have been outsourced or provided by an outside company. Depending on the scope of production services required to produce a commercial; talent and additional staff may be required and/or outsourced. Client Service + Media Director Account Manager + Business Development Creative Director + Web Development Video Producer + Graphic Designer Senior Graphic Designer + Illustrator Multi-Media Assistent Jr. Graphic Designer Media + Public Relations Specialist Controller Maranda White Brooklyn LeJeune Miguel Castaneda Chad MurrayGavin Michelli Kathryn Juntti Alvie Carter Briana Wilder Debra Martin 331 50 ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 5. SCOPE OF WORK 50 332 51ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 333 52 SECTION 5 – SCOPE OF WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 STRATEGIC PLANNING First and foremost, we believe in the importance of developing a true partnership with our clients to become one cohesive team. Understanding your goals and objectives are crucial to developing a successful campaign. Good ideas and insights can come from anywhere, which is why we always make sure to listen to our clients and what they have to say. Octagon Media has access to the most sophisticated and effective marketing and consumer research software currently available on the market. These in-house resources will be utilized to create the most efficient and comprehensive marketing plan possible to better serve the mission and goals of the organization. Data will be researched and analyzed using Nielson software to gain a full profile of the current visitors and open the doors to new visitors. After analyzing this data, actionable steps will be taken to increase exposure. At Octagon, our team members believe heavily in the power and effectiveness of good research. At the beginning of every project, our process begins with exploring the industry landscape and using that research to develop a solid, knowledgeable foundation. There are five main areas we explore under our approach and methodology: • RESEARCH: Deep dive into preexisting research and studies to gain a better understanding of our target audiences and how they consume media. • DISCOVERY: Conduct in-house research using state of the art software to gain direct information and actionable insights of our targeted demographics. SCOPE OF WORK • STRATEGY: Use the actionable insights data gathered during the research and discovery stages to develop a comprehensive strategy to reach campaign objectives within the budget determined. • PLAN: Draft a full integrated marketing plan and timeline detailing the phases of the campaign with the components that make those stages. • EXECUTION: Implementation of the plan, continued monitoring and amending as needed to ensure the proper functioning of the campaign overall. RESEARCH To kick off the campaign we would start with a S,W.O.T Analysis to a study and identify the internal strengths and weaknesses, as well as its external opportunities and threats. Next, consumer research will be conducted to help understand customer psychology and create detailed behavior profiles. The inclination, motivation and purchase behavior of the targeted customers will be identified through psychographic profiles. The target audiences chosen will be researched and evaluated to determine the most effective ways to reach them throughout the course of the marketing plan. Octagon Media will utilize our state-of-the-art market research software to best target our 334 53 SECTION 5 – SCOPE OF WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 a specific message for each audience, the relatability of our messaging and the impact it has on our target audiences will increase. PRODUCTION / CREATIVE Octagon Media will develop modern and alluring campaign creative campaign assets to increase target audience engagement across traditional, digital and social media channels, starting from the conceptualization of designs to the design and production of the materials. Original copywriting for these materials will be provided, with the guarantee that all content is fully consistent with brand guidelines and policies. Octagon Media handles all production in-house at our primary office where the account will be managed. i. Graphic Design: Development: Implementation and coordination of a wide variety of graphic artwork for public information and promotional materials. ii. Graphic Design Supervision: Coordination, direction and evaluation of graphic design personnel to ensure production and presentation support brand direction; understanding of graphic composition and presentation. iii. Interactive Design: Creation of an overall look and feel of interactive communication products using text, data, graphics, sound, animation and other digital/visual effects. iv. Interactive Design Supervision: Management and supervision of interactive communication projects in compliance with plans and strategy briefs. audiences and optimize campaign performance by identifying areas of success and capitalizing on them while mitigating any weaknesses experienced in the campaign. It is vital to have a thorough understanding of any audience from a cultural and economic standpoint to gain better insight into the causes of previously documented behaviors to help predict how those audiences may behave in the future. ADVERTISING CAMPAIGN AND DEVELOPMENT Through careful evaluation of your organization and goals, we will work to carry that tonality throughout all creative executions. We will also consider the way the average desired customer will receive that message. The information will be advertised across a variety of mediums and placed in locations where the identified target audiences are most likely to see them. In addition to the physical marketing materials available around identified high traffic areas, other formats will be utilized such as direct mailers, robocalls, social media, television, radio and digital advertising. These methods will be useful in reaching our desired audiences further. The campaign is designed to reach people where they are, to make them feel noticed and let them know of the opportunities and impact the Town of Trophy Club has on them. Our team will help build the Town of Trophy Club’s marketing strategy to reach our desired target audiences. This will involve developing and producing marketing and outreach support materials and creating a network of stakeholders to set the foundation for a successful marketing campaign. To quickly reach the highest number of visitors possible, our team will develop a comprehensive integrated communications and marketing strategy which will include a mix of traditional and non-traditional medium to reach the desired objectives of the town. We will focus on each identified target audience using tailored messaging and content to resonate with them and convey relevant information. By creating 335 54 SECTION 5 – SCOPE OF WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 Example Shown: Aetna National Branding Guide BRANDING SAMPLES:AETNA BETTER HEALTH Branding + Graphic Design 336 55 SECTION 5 – SCOPE OF WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 Example Shown: Aetna National Branding Guide 337 56 SECTION 5 – SCOPE OF WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 Example Shown: AARP National Branding Guide BRANDING SAMPLES:AARP Branding + Graphic Design 338 57 SECTION 5 – SCOPE OF WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 BRANDING SAMPLES:SKYHAWK Branding + Graphic Design 339 58 SECTION 5 – SCOPE OF WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 340 59 SECTION 5 – SCOPE OF WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 BRANDING SAMPLES:AUSTIN FIRE SYSTEMS Branding + Graphic Design 341 60 SECTION 5 – SCOPE OF WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 342 61 SECTION 5 – SCOPE OF WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 TRADITIONAL ADVERTISING AND PAID MEDIA Implementing paid media campaigns along with the other assets makes for a winning combination. Traditional advertising includes television, radio, newspapers, magazines and out-of-home (billboards, bust stops, bus wraps). Digital advertising is comprised of social media ads, banner ads and digital online/ mobile marketing. Octagon media will provide all media placement in house for the campaign. With a rich background in media buying and media placement, Octagon Media has connections across the country to ensure the best media placement with added value for our clients. Our negotiation skills are one of our greatest assets, and gives us a competitive advantage over other agencies, many of whom outsource their media buying. The media placement reports are compiled in house and are guaranteed to accurately reflect the true performance of the campaign. The media placements will cover a variety of mediums, included but not limited to TV, radio and out-of- home advertising. MEDIA BUYING PROCESS 1. PLANNING • Compile and analyze market research based on environment, demographic, trends, competitive, economic conditions and habits. • Acquire a media platform (traditional and non-traditional) by determining a combination of the strongest media vehicles for the target audience. • Develop, implement and evaluate strategies to create a solid and comprehensive media campaign. • Recommend budget allocation by market and medium. • Create a detailed annual media plan and flowchart including all media activity from stations or networks that under deliver • Generate results report and maintain contact with vendors to evaluate new opportunities. 2. BUYING • Implement plan. • Request for proposal (RFP), avail and request added value media vendors. • Input avails. Example Shown: Proposed Natchez Convention Promotion Commission - Outdoor Billboard 343 62 SECTION 5 – SCOPE OF WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 • Access ratings and research tools to project and estimate GRP delivery, reach and frequency. • Negotiate best and lowest rates. • Create buy in Strata system using Nielsen ratings data. • Coordinate and execute added value, promotions, sponsorships and partnership opportunities. • Send completed media buy to client for review and approval. • Place buy, receive signed confirmations and maintain hard copies of documentation. • Continuously monitor and evaluate media activity during flight, amending plan if necessary. • Ensure full delivery of proper pacing, rotation and benchmark performance. 3. TRAFFICKING • Coordinate traffic with all stations and media vendors. • Provide media vendors with the correct ad materials, artwork, spots and traffic instructions. • Ensure timely arrival of production within required ad specifications. 4. DELIVERABLES • Hold stations and vendors accountable for commitments. • Manage confirmations and contracts. • Track, measure and evaluate media buys to ensure delivery and effectiveness. • Do post buy analysis to ensure at least 90% delivery of the ordered GRPs for broadcast buys. • Schedule make good and bonus weight is required by stations/networks who under deliver. • Provide report to show overall results market criteria, parameters and evaluate success of each campaign. • Ensure ongoing field calls from all media representatives throughout the year, and evaluate offers, new media and special packages. 5. AUDITING • Audit invoices. • Collect media invoices, manage discrepancies and reconcile billing, taking corrective action if necessary. • Analyze invoices spot by spot to guarantee that placement ran as ordered. • Review tear sheets, air checks and other documentation as proof of performance. • Provide copies for client’s files. REVISED :15 sec spot DATE: April 17, 2019 FROM: Maranda White CLIENT: East Baton Rouge Parish School System EVENT: General – Est. 175 TRAFFIC INSTRUCTIONS TITLE: EBRPSS – Spring 2019 School Year LENGTH: :15 sec ISCI: EBR _Spring_2019_15sec_v2 EXPIRATION: Week of April 15, 2019 – until further notice ROTATION: Run 100% with 30 minute separation SPOT: The above mentioned spot is linked (below). https://jcwproductions.egnyte.com/dl/NzRmN84ZkW Please sign below to acknowledge receipt of these instructions and return to maranda@octagonmedia8.com within 24 hours. Thank you! Station confirmation: _________________________________________ Date: ______________ NEW DATE: November 6, 2018 FROM: Maranda White CLIENT: East Baton Rouge Parish School System EVENT: General – Est. 174 TRAFFIC INSTRUCTIONS TITLE: EBRPSS – Generic – 2018/19 School Year LENGTH: :30 sec ISCI: EBRPSS_30sec_commercial_v1 EXPIRATION: Monday, November 12, 2018 – until further notice ROTATION: Run 100% with 30 minute separation SPOT: The above mentioned spot is linked (below). https://www.dropbox.com/s/jgkeafynkoxmxz8/EBRPSS_30sec_commercial_v1.mp3?dl=0 TITLE: EBRPSS – Generic – 2018/19 School Year LENGTH: :15 sec ISCI: EBRPSS_15sec_commercial_v3 EXPIRATION: Monday, November 12, 2018 – until further notice ROTATION: Run 100% with 30 minute separation SPOT: The above mentioned spot is linked (below). https://www.dropbox.com/s/scqwr8t3arrfd4t/EBRPSS_15sec_commercial_v3.mp3?dl=0 TITLE: EBRPSS – Generic – 2018/19 School Year LENGTH: :05 sec ISCI: EBRPSS_30sec_commercial_v1 EXPIRATION: Monday, November 12, 2018 – until further notice ROTATION: Run 100% with 30 minute separation SPOT: The above mentioned spot is linked (below). https://www.dropbox.com/s/orjmsfdaebsg90z/EBRPSS_5sec_commercial_v3.mp3?dl=0 Please sign below to acknowledge receipt of these instructions and return to maranda@octagonmedia8.com within 24 hours. Thank you! Station confirmation: _________________________________________ Date: ______________ 344 63 SECTION 5 – SCOPE OF WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 IN-HOUSE TECHNOLOGY Our team has worked with the following software, tools and technology to aid our communication and outreach efforts for multiple projects. These programs are used for graphic design, video-editing, media monitoring, mass-email marketing and more. Our team adapts quickly to the most current software applications in the industry to support our clients’ efforts and priorities. PLATFORMS TELEVISION • Broadcast • Cable • Satellite RADIO • Terrestrial • Satellite PRINT • Magazine • Newspaper • Trade Publications OUT-OF-HOME • Outdoor Billboard • Bus Stop • Mall Kiosks • Airport Kiosks OUT-OF-THE-BOX • Wraps • Chalking • Wallscapes • Product Packaging SOCIAL MEDIA • Facebook • Twitter • YouTube • LinkedIn • Pinterest • Instagram • Tumblr • Snapchat • Vimeo • Tik Tok • IGTV GAMING • Twitch • Xbox • PlayStation • Nintendo • PC • Android • iPhone • iPad and Tablet COMMERCIAL VIDEO STREAMING • Pandora • Hulu • iHeart • Spotify • Apple Music • YouTube Music • Soundcloud • Disney+ DIGITAL + ONLINE • Display Ad • Geo-Targeting • Geo-Fencing • In-App RE-TARGET MARKETING • Keyword • Email • Website • Hashtag • Adwords SEARCH MARKETING • Search Engine Marketing (SEM) • Search Engine Optimization (SEO) • Pay Per Click (PPC) E-MAIL MARKETING • Mail Chimp • Constant Contact 345 64 SECTION 5 – SCOPE OF WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 RESEARCH + MEDIA TOOLS STRATA + FREEWHEEL • Media planning and buying software DOUBLE CLICK • Online advertising management system GOOGLE ANALYTICS • Online advertising measurement tool NIELSEN TV + COMSCORE • TV and cable ratings data NIELSEN RADIO • Radio ratings data SRDS • Market profiles SQAD • Cost per point (CPP) tool MRI + SCARBOROUGH • Qualitative and quantitative research PIPEDRIVE • Customer Relations Management Software TAPSCAN • Market Profile and Ratings Data Octagon Media utilizes a variety of media-related software that help strategically plan and execute media buys on several platforms. At the end of our process, we conduct a post-buy analysis to determine the results of the campaign. CREATIVE TOOLS ADOBE CREATIVE CLOUD COMMERCIAL PRODUCTION • Photoshop • Illustrator • InDesign • • Premiere Pro • Dreamweaver • After Effects • • Acrobat Pro • Bridge • Audition • • InCopy • Lightroom • Media Encoder • XD PRE-PRODUCTION • Research • Planning + Coordination • Concept Development • Storyboarding • Scriptwriting • Location + Talent Scouting POST-PRODUCTION • Video Editing • Audio Mix and Sound Editing • Audio Effects • Color Correction • Graphics and Text • Music Production and/or Licensing Fee(s) PRODUCTION • Lighting + Sound • Talent • Video + Filming • Audio Capture To execute our creative projects, we use Adobe Creative Cloud. Adobe offers over twenty apps, and these tools have the ability to create and manipulate images, graphics, videos, build websites, design layouts, edit documents and more... WORDPRESS 346 65 SECTION 5 – SCOPE OF WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 PROMOTIONAL AND STRATEGIC PARTNERSHIPS SOCIAL MEDIA Social media is an incredibly useful and powerful communication tool when used appropriately. In addition to its effectiveness in communicating community events, social media can be a useful monitoring tool to assess the public’s views and opinions on Visit Trophy Club, identify informational needs and share the compelling stories of Trophy Club. Although social media is often used for mass outreach and communication, it also provides a valuable tool to reach individuals on a more personal level. Responding to comments, engaging with community members and potential visitors, and answering messages are all examples of how social media provides direct contact with target audiences. It is important to be mindful that when a comment or message is responded to, it represents a larger function than it may appear to be initially. While the act of replying may be quick, there is additional research and coordination across departments needed to ensure an accurate and helpful engagement. This does not just apply to comments and direct messages, but to phone calls, emails or any other medium they may use. Example Shown: Special Olympics Louisiana - Social Media Strategy and Content DevelopmentExample Shown: Proposed Natchez Convention Promotion Commission - Collateral Material Example Shown: Proposed Natchez Convention Promotion Commission - Collateral Material 347 66 SECTION 5 – SCOPE OF WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 Our Process: 1. Idea/Rough Draft 2. Concept 3. Concept Review 4. Concept Edit 5. Ready for Design 6. Design Review 7. Needs Information 8. Content + Hashtags 9. Proofread 10. Edit Content + Hashtags 11. Needs Approval 12. Approved 13. Export and send to client SEO STRATEGY Octagon Media will provide Search Engine Optimization (SEO) assistance to ensure top placement and effective return on investment (ROI). Competitive analysis will be completed to better understand where industry competitors are succeeding and falling short to capitalize upon those shortcomings and learn from those successes. Octagon media has a successful repertoire of website development and management, and the skills and experience gained from our previous work ensures excellent results. MARKETING MATERIAL Octagon Media will provide marketing creative content, starting from the conceptualization of designs to the design and production of the materials. Original copywriting for these materials will be provided, with the guarantee that all content is fully consistent with brand guidelines and policies. Creative content to be concepted, designed, and produced includes but is not limited to traditional and digital advertising, email templates, brochures, postcards, infographics, outreach toolkits and any other marketing materials requested. During the social media campaigns, running analytics will be monitored to ensure there are no issues with engagement or reach of posts. At the end of each month, analytics reports will be collected to gain a better idea of how the social media campaign is performing on a larger scale. These can then be compiled into quarterly and yearly reports to measure overall campaign performance.Example Shown: Louis Armstrong New Orleans International Airport - Collateral Material 348 67 SECTION 5 – SCOPE OF WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 INFLUENCER PROGRAM Influencer marketing has the potential to reach our desired audiences in a personal way. Over time, the use of influencers on social media has grown into one of the most valuable resources a marketer can have. By identifying key social media personalities, Octagon Media will use these influencers to spread Visit Trophy Club’s message to their respective audiences. These influencers will be chosen based on how closely their followers and fans align with the identified target audiences. Ideal candidates for the influencers would include lifestyle influencers. RESEARCH & ANALYTICS Provide an overview of how you determine success. Please define how your analytics can be converted into insights and how the insights will help guide us in making decisions on how we market in the future. How can we best communicate to our stakeholders the ROI on marketing investments to ensure future support? All measurable deliverables and components of the campaign will have running analytic reports to ensure the campaign is operating as it should, and all benchmarks are being met. Social media analytics will be constantly monitored and reports compiled on a monthly and quarterly basis. This reporting plan applies to all digital ad campaigns as well. The quiet back end of the media process often includes some of our most valuable services. We subscribe to Strata, SMBS, Nielsen and ComScore to run a post-purchase analysis to ensure that all media was delivered as ordered. This analysis also ensures that the client does not pay for any media that ran incorrectly. Radio and TV spot times are entered on invoices individually and checked against the buys. Post- buy analysis of ratings delivery is performed to make sure that the client gets full value from their media buys. We believe in holding stations and vendors accountable for commitments from managing confirmations and contracts to tracking, measuring and evaluating media buys to ensure delivery and effectiveness. Each station must ensure at least 90% delivery of the ordered Gross Rating Points (GRP) for broadcast buys. Otherwise, a make good and bonus weight agreement is required by stations/ networks who underdeliver. Octagon Media will provide reporting to show overall results, market criteria, parameters and evaluate the success of each campaign. Example Shown: Louis Armstrong New Orleans International Airport - Outdoor Billboards 349 68 ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 6. WORK PLAN / SCHEDULE 68 350 69ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 351 SECTION 6 – WORK PLAN / SCHEDULE – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES 70 ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 TIMELINE January 1, 2023 – December 31, 2023 DAY 1-60 DAY 90-365 DAY 60-90 STRATEGIC PLANNING •Research ◊ Primary research ◊ Secondary research • Consultation ◊ Account service ◊ Strategic counsel ◊ Project administration/coordination ◊ Meetings/travel ADVERTISING CAMPAIGN DEVELOPMENT • Strategy ◊ Research-based strategic planning, media planning and buying recommendations ◊ Campaign adjustments as necessary ◊ Identification of promising platforms and methods • Metrics Monitoring ◊ Campaign optimization ◊ Campaign modification MEDIA PLANNING AND BUYING ◊ Negotiations across all media channels ◊ Implementation of programs with proven results and ROI ◊ Evaluate new media opportunities as needed ◊ Social Media Management ◊ Digital Marketing ◊ Traditional Advertising ◊ Auditing ◊ Print Production PROMOTIONAL AND STRATEGIC PARTNERSHIPS PRODUCTION / CREATIVE SERVICES •Creative Concepting ◊ Copywriting ◊ Graphic Design ◊ Design Layout Phase I Phase III Phase II 352 SECTION 6 – WORK PLAN / SCHEDULE – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES 71ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 ONGOING RESEARCH AND ANALYTICS ◊ Integration of analytic tools to measure and report on impact of executed media strategies and tactics ◊ Monthly digital reporting, analysis, and optimization recommendations ◊ Monthly budget reviews ◊ Regular post-buy reporting and analysis 353 72 ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 7. BUDGET 72 354 73ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 355 74 SECTION 7 – BUDGET – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 PROPOSED BUDGET BREAKDOWN Marketing and Advertising Planning $24,000.00 Develop recommendations for a Marketing and Advertising Plan that supports the strategies set within the RFQ. This includes strategic direction, creative strategy, asset development and stewardship, media plan, and cooperative plan. Creative Services $36,000.00 Development of unique creative assets to support an integrated marketing campaign described herein. • Strategic, research-based creative recommendations • Development and production of results-driven creative (online, mobile, etc.) • Management of the production of various creative concepts and delivery to media outlets as required • Integration of analytic tools to measure and report on the impact of executed media strategies and tactics Media Planning / Purchase Coordination $12,000.00 Develop media plans for a Visit Trophy Club program to promote overnight stays and day trips, review and analyze media opportunities and select and purchase designated digital media. The plan will be developed annually, and we will coordinate with the Town of Trophy Club to buy and execute the plan following Town approval. • Strategic, research-based integrated marketing, media planning, and media buying recommendations • Evaluate new media opportunities as needed • Determine an efficient and effective media mix, recommending appropriate media channels to adhere to campaign goals. • Create a performance-based, evolving mixed media annual plan; implement and manage. • Negotiations across all media channels. • Monthly digital reporting, analysis, and optimization recommendations. • Monthly budget reviews. • Regular post-buy reporting and analysis. • Implementation of programs with proven results and ROI. TOTAL FOR SERVICES $72,000.00 TOTAL ADVERTISING BUDGET $88,000.00 TOTAL OVERALL BUDGET FOR 24 MONTHS $160,000.00 January 2023 - January 2025 356 75 SECTION 7 – BUDGET – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 HOURLY RATES - STANDARD SERVICE COST ACCOUNT + SUPPORT SERVICES Account Service / Consultation $135/hour Administration $100/hour Clerical $100/hour Estimating $125/hour Estimate Fastest Possible Response Time for on-site Meetings and Pick-up / Deliveries Within six hours for onsite meetings, immediately for pick- up/deliveries Long Distance Calls $0.35/minute Mailing Charges Price based on USPS/ FedEx/UPS shipping costs Pickup/deliver In-State: $50/hrOut-of-State: $100/hr Project Administration / Coordination $120/hour Research (Tableau, Google, SQAD, Freewheel, Scarborough)$175/hour Strategy $150/hour Technical Assistance (Marketing Strategies for Grants and Reports, Production Assistance, etc.)$150/hour Travel Time / Mileage In-State: $50/hrOut-of-State: $100/hr 357 76 SECTION 7 – BUDGET – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 SERVICE COST CREATIVE + WEBSITE Art Direction $185/hour Art Production $185/hour Brand Identity $200/hour Copywriting $125/hour Creative Planning / Development $225/hour Disk Charges (CD, or Other Electronic Source) $7.50/copy Editing $100/hour E-mail File Charges $15/email Formatting $150/hour Graphic Design / Layout $130/hour Illustration $250/hour Inputting Text $150/hour Photo / Image $135/hour Photo / Image Manipulation $190/hour Proof Copy Charges per 8x11 and 11x17 $0.15/copy Research $125/hour Resource Search (e.g., Models, Props, Locations) $140/hour Scanning $0.15/page Storyboarding, Preparation of Other Presentational Pieces (e.g., Campaign Pieces Mounted on Art Board with Easels), and Other Manual Arts Services $200/hour Web Design / Development $175/hour MEDIA Media Billing $125/hour Media Buying / Reconcilliation $185/hour Media Placement 15% commission Strategy / Plan / Flowchart $105/hour 358 77 SECTION 7 – BUDGET – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 SERVICE COST SOCIAL MEDIA MANAGEMENT Social Media Graphics $130/hour Social Media Planning, Copywriting, Strategy and Scheduling $130/hour Social Media PR Management $130/hour PRODUCTION Broadcast Direction / Production $250/hour Dubbing / Audio Recording $175/hour Music Production / Research $150/hour Photography (3 hour minimum)$150/hour Resource Search $200/hour Talent Search and Coordination $150/hour Video / Audio Production (20 hour minimum)$200/hour MARKETING Marketing Analysis, Planning and Evaluation $175/hour Marketing Needs Consultation With Client $135/hour Marketing Research $175/hour PUBLIC RELATIONS Community Engagement $125/hour Crisis Communication $115/hour Event Management $150/hour Media Outreach $100/hour Press Release $95/hour Program Development $150/hour Public Relations Management $140/hour Strategy $150/hour 359 78 SECTION 7 – BUDGET – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 PAYMENT SCHEDULE Octagon Media can work with the Client to determine a payment plan for selected services. This may include a monthly retainer or billing on an hourly basis. ESTIMATES All fees quoted are estimates only and based on our standard hourly rates. Final costs will be determined before the onset of each project and in accordance with the estimated scope of work. We will send an invoice every 30 days, estimates are valid for 90 days. REVISIONS We include two (2) rounds of revisions to all creative design and two (2) rounds of revisions on copy/text. Once materials are approved, client requested changes will be honored, yet will incur additional fees/revised proposal, and delay the project. Should changes be required at this point, Octagon Media will provide a change order proposal or bill at our hourly rate. ARTWORK, IMAGES AND FONTS Octagon Media offers in-house professional photography and retouching services for your project’s imagery at an hourly or day rate. Client may provide images for their project and accepts responsibility for all copyright restrictions. Stock images and font libraries, purchased by Octagon Media through our subscription stock image services such as Shutterstock, are licensed to Octagon Media and cannot be used by or sent to the client per licensing agreements. For other stock images, such as Getty Images, the cost of the image will be discussed with the client. Octagon will either license image(s) or the client may pay for the image(s) directly and maintain the license. Octagon Media will store images in your folder and these images may be used for your future creative, according to license restrictions. Any fonts under the Octagon Media license used on creative are property of Octagon Media unless they are shareable. Should a custom font be required, Octagon Media will discuss the best options for licensing. LIVE FILES Octagon Media can provide live working files to the client upon client request after final deliverables have been sent and final payment has been received. The cost of live files are 50% of the total project fee. Octagon Media cannot provide any stock images or font libraries under Octagon license to the client. Octagon Media will provide a list of any items used so that the client may purchase these under their own license. All licensed fonts will be transformed to outlines, if possible. MODIFICATIONS Modifications of the approved proposal must be written, except that the invoice may include, and the client shall pay fees or expenses that were orally authorized in order to progress promptly with the work. Client agrees that it shall not hold Octagon Media or its agents liable for any incidental or consequential damages that arise from the failure to perform any aspect of the project in a timely manner, regardless of whether such failure was caused by intentional or negligent acts or omissions of Octagon Media or a third party. Client is fully responsible for acquiring and defending all intellectual property rights associated with all Works created by Octagon Media under this agreement. Client shall indemnify Octagon Media for all liability associated with the Works. Client shall assume responsibility for clearance and copyrighting of any and all verbiage and/or graphics or Works deemed as requiring protection under state and national trademark or patent laws. TERMS AND CONDITIONS 360 79 SECTION 7 – BUDGET – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 MEDIA PLACEMENT Should media placement or purchase be needed, Octagon Media, is vested with authority from Client to purchase, on behalf of Client, certain media and outside services as described in the proposal, and to receive compensation as set forth herein. The Client may request changes or cancellations, or stop work in progress, provided they do not result in a breach of the Octagon Media’s contractual obligations with any media party. Where changes or cancellations are requested on previously authorized work, the Client will reimburse Octagon Media for any unrecoverable charges or expenses. Additionally, any Client directed cancellation shall not result in a loss, reduction, or forfeiture of Octagon Media’s commission, which shall be considered fully earned by Agency. ADDITIONAL FEES The fees and expenses shown are minimum estimates only, including all media costs. Final fees and expenses shall be shown when invoices are periodically submitted. The client will be notified for any increases in fees or expenses that exceed the original proposal by 10% or more prior to billing. Unless otherwise noted, this proposal does not include any stock photography, original photography, original fonts, hosting, hosting setup, ground transportation, airfare, lodging, meals, travel expenses, laser proofs, printer proofs, print production, audio production, expedited shipping, photography session fees, talent fees, sales tax or URL purchases. If any of these items are needed, a separate proposal will be provided. 361 80 ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 8. RELEVANT SAMPLE WORK 80 362 81ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 363 82 SECTION 8 – RELEVANT SAMPLE WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 PAST EXPERIENCE 364 83 SECTION 8 – RELEVANT SAMPLE WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 CHALLENGE Louis Armstrong New Orleans International Airport wished to re-brand their new terminal scheduled to open May 2019. The tasks included a prospective conceptual message and design examples to assist in the re-branding effort. This airport currently serves eighty percent of all passengers in the state of Louisiana, with 14 airlines to over 56 non-stop destinations. STRATEGY Support the launch of the facility with a balanced plan that layers brand activation, brand integration, market awareness and targeted marketing campaigns. RESULTS A clean design to incorporate the culture and history of New Orleans in its brand so that it creates an experience of the culture within itself. Collateral Material Outdoor Billboard PAST SUCCESS:LOUIS ARMSTRONG NEW ORLEANSINTERNATIONAL AIRPORT Strategy,Branding, Concept Development, Graphic Design, Media Buying, Media Placement + Commercial Production 365 84 SECTION 8 – RELEVANT SAMPLE WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 Proposed Outdoor Billboard 366 85 SECTION 8 – RELEVANT SAMPLE WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 PAST SUCCESS:DOWNTOWN DEVELOPMENT DISTRICT OF NEW ORLEANS Strategy + Illustration 367 86 SECTION 8 – RELEVANT SAMPLE WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 Outdoor Billboard WORK EXAMPLES:RAISING CANE’S RIVER CENTER Strategy, Branding, Graphic Design, Media Planning, Media Buying, Commercial Production + Event Management 368 87 SECTION 8 – RELEVANT SAMPLE WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 CHALLENGE For several years, our team has been working with the River Center in planning and coordinating the promotion and execution of a variety of events held in their venues. We work with the venue staff to ensure events are handled smoothly and offer a memorable time for all attendees. EVENTS Broadway Series, Monster Jam, Sesame Street, Cirque du Soleil, Shen Yun Performing Arts, Disney, Seinfield, Anjelah Johnson, R Kelly, K Michele, Scott Discik, K. Michelle, Future, Boosie, Maze featuring Frankie Beverly, Fantasia, Tyrese, ZZ Top, Kem, Tamar, Braxton, WWE, Led Zepplin, Lewis Black, James Taylor, Bring it! Live, The Beach Boys and more... PROMOTERS Live Nation, Feld Entertainment, 35 Concerts, AEG, Affiliate Nation, Atlas Fights, Baton Rouge Ballet Theater, Raising Cane’s River Center (in-house events), Baton Rouge Symphony Orchestra (BRSO), Beaver Productions, Jam Theatricals, Jefferson Performing Arts Society, JS Touring New Era Consulting & Marketing Group, Good Life Productions, Southern USA Falun Dafa Association, TNA Entertainment, Upfront Inc., WWE, VStar Entertainment Group 369 88 SECTION 8 – RELEVANT SAMPLE WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 CHALLENGE Aetna is one of the nation’s leading diversified health care benefits companies, serving an estimated 44.6 million people with information and resources to help them make better-informed decisions about their health care. Octagon Media’s challenge was to increase awareness of Aetna Better Health of Louisiana’s commitment to the communities across the state. There were three main objectives to achieve through advertising and marketing: • Build a closer relationship across the state. • Bring awareness to the brand as another Medicaid option. • Increase customer base by at least by 2.3%.DISCOVERY As a team, Octagon Media diligently brainstormed creative concepts that Louisiana residents could relate to. It was our duty to bring awareness to Aetna Better Health of Louisiana’s readily available healthcare, while creating a campaign that combined positivity, authenticity, health and fun. The creative featured real Aetna healthcare and community members sharing real life experiences to drive home the message of authenticity and connection. STRATEGY After creating a solid campaign foundation, we then developed an analysis on how our target audience consumes media to create integrated marketing strategies that would reach them no matter their location. Octagon Media utilized the following mediums to achieve this campaigns goals: • Television • Radio • Print • Out of Home • Outdoor • Bus Shelter • Bus Benches PAST SUCCESS:AETNA Strategy, Concept Development, Media Planning, Media Buying, Marketing + Commercial Production Social Media Illustration Print Ad 370 89 SECTION 8 – RELEVANT SAMPLE WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 EXECUTION • Content Strategy and Development • Photography • Copywriting • Public Relations • Media Planning • Media Buying • Commercial Production • Graphic Design • Promotional Items RESULTS Within the first three months, we exceeded our goal with a 70% increase in new member enrollment – over 3,000 times more than the client expected. This campaign resulted in Octagon Media winning the 2020 National Bronze Telly Award in the general commercial category. Bus Transit Outdoor Billboard 371 90 SECTION 8 – RELEVANT SAMPLE WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 CHALLENGE First Lady Donna Edwards, the Louisiana Department of Environmental Quality and Keep Louisiana Beautiful sponsored a contest to find the state’s new, official anti-litter slogan. They wanted to find a concept that produced “a very catchy, highly recognizable slogan that [would] also [be] effective at getting the anti- litter message across to the public.” Requests were sent out to the “most creative minds” in the state to find a slogan that would reduce litter in Louisiana. Our goal for Louisiana’s new anti- litter slogan was to create something not only fun and catchy but something representative of the passion and personality of the people of Louisiana. To accomplish that task, we put our resources together and created a slogan that achieved the State’s goals and was ultimately chosen as the winner. In addition, we developed the idea for using #LoveTheBoot on social media as another way for the community to be actively involved in Louisiana’s anti-litter movement. TARGET AUDIENCE LOUISIANANS Our target audience was citizens of the state of Louisiana because littering is not a problem confined to a small, specific group of individuals. Louisianans from all backgrounds are guilty of littering, and in order to motivate people to work towards a cleaner state, we had to appeal to everyone with the potential to litter. RESEARCH AND METHODOLOGY STEP 1: RESEARCH We spent a great deal of time researching anti-litter slogans from all around the world, including Louisiana’s previous slogan “Don’t Trash Louisiana.” Our greatest inspiration came from Texas’s anti- litter slogan “Don’t Mess with Texas.” We were inspired to create something that could extend beyond an antilitter campaign. STEP 2: DISCOVERY Our team read over the brief provided to us by the State more times than we can count, and we compiled a list of key takeaways to keep at the top of our minds. • Fun • Entertaining • Educational • Catchy and quick to read • Communicate Louisiana pride • Promote anti-litter message • Flexibility STEP 3: STRATEGY After conducting our research, we sat down at the white board and started developing potential ideas then reworking those ideas until we developed three slogans and five designs to submit to the State. Our finalized concept for anti-litter was “Love The Boot. Don’t Pollute.” Ultimately, we decided to create a slogan with a positive message to motivate citizens and rhyme to promote memorability. Submitting artwork was optional. So, once the State chose the new slogan, we worked with them to create a design that met their needs. PAST SUCCESS:DEPARTMENT OFENVIRONMENTAL QUALITY Strategy, Graphic Design, Branding + Concept Development 372 91 SECTION 8 – RELEVANT SAMPLE WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 EXECUTION • Collateral Material • Competitive Analysis • Creative Development • Graphic Design • Promotional Items • Research • Strategic Planning. www.KeepLouisianaBeautiful.org RESULTS The “Love The Boot. Don’t Pollute” slogan was printed on bumper stickers that were placed on all 12,000 state vehicles, state agencies, parishes and municipalities as well as environmental organizations received electronic versions of the slogan and incorporated it into their print and digital communications. One strong statewide anti-litter slogan with high visibility throughout the state helps raise awareness of the litter problem, which is the first step to cleaning up our beautiful state. PRELIMINARY ARTWORK 373 92 SECTION 8 – RELEVANT SAMPLE WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 CLIENT The mission of Special Olympics is to provide year-round sports training and athletic competition in a variety of Olympic-type sports for all children and adults with intellectual disabilities, giving them continuing opportunities to develop physical fitness, demonstrate courage, experience joy, and participate in a sharing of gifts, skills and friendship with their families, other Special Olympics athletes and the community. Collateral Material PAST SUCCESS:SPECIAL OLYMPICS Strategy, Graphic Design + Social Media 374 93 SECTION 8 – RELEVANT SAMPLE WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 375 94 SECTION 8 – RELEVANT SAMPLE WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 376 95 SECTION 8 – RELEVANT SAMPLE WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 STRATEGY Special Olympics has a multitude of events put on throughout the year. Our agency was tasked to help create flyers, informational packets and save the dates that helped reinforce and create consistency in their brand. Media CoverageSocial Media Management 377 96 SECTION 8 – RELEVANT SAMPLE WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 CHALLENGE Veron Smoked Sausage is a local sausage brand with rich Louisiana history and flavor. This campaign was created to address three main objectives: • Increase brand awareness among target market • Drive sales by reinforcing positive qualities of Veron Smoked Sausage • Produce a creative message that will break through the cluttered market both in Cajun food products and in advertising due to political season. TARGET AUDIENCE We identified the primary target audience of men aged 25-64. They are primarily white, sports enthusiasts and are online an average of 10-19 hours per week. They usually attend most outdoor sporting events, with the exception of soccer. They are the males in this room. They are our friends. They will learn to buy Veron Smoked Sausage. They won’t regret it. APPROACH AND METHODOLOGY RESEARCH AND DISCOVERY All research shows results gathered at time of campaign creation. All specs listed are in descending order with best choice first. Using Scarborough and STRATA data, we formulated a profile of our target audience to give us a better understand of how, when and where to talk to them. Then, we used that research to develop creative and media strategies that catered to the target’s profile. PAST SUCCESS:RIVER PARISH FOODS -VERON SMOKED SAUSAGE Strategy, Research, Media Planning + Media Buying 378 97 SECTION 8 – RELEVANT SAMPLE WORK – MARKETING / CREATIVE / MEDIA BUYING / PUBLIC RELATIONS SERVICES ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 DEMOGRAPHICS • Men • Caucasian • Homeowners • One to two children under 18 Primary • Ages 25-44 • HH Income of $50k+ Secondary • Ages 45-64 • HH Income of $75k+ PSYCHOGRAPHICS • Sports Fans - attend most outdoor sporting events, except soccer • Grocery stores frequently shopped • Hubben’s, Alexander’s, Reeves, Target, Calvin’s, Ralph’s Market, Fresh Market, Calandro’s, Associated Grocers, Whole Foods EXECUTION • Digital Media • Media Buying • Media Planning • Pay-Per-Click • Search Engine Marketing • Search Engine Optimization • Strategic Planning RESULTS Units sold: 314,926.30 Increase year-Over-Year (YOY): 7.3% 16% of cash spending in added value, promotions, bonus weight • MARKET: Baton Rouge • TARGET: Men 25-54 • PRODUCT: Fall + Spring 2014 • MEDIA MIX: TV, Online, Public Relations • IMPRESSIONS: 1,099,139.5 • TRPs: 889.8 • REACH: 90.5% • FREQUENCY: 9.8 379 98 ALL RIGHTS RESERVED. INTELLECTUAL PROPERTY OF WHITE ENTERPRISES OF LOUISIANA, LLC dba OCTAGON MEDIA. ©2012-2022 THANK YOU! info@octagonmed i a 8 . c o m | www.octagonmed i a 8 . c o m | (225)663-6878 380 City of Trophy - Budget Breakdown Maranda White <maranda@octagonmedia8.com> Tue 12/6/2022 1059 AM To:Jill Lind <jlind@trophyclub.org> Cc:Brooklyn LeJeune <Brooklyn@octagonmedia8.com> Hi Jill,   Below is the two-year breakdown budget by the scope of service.  Let me know if you need anything else. Year 1 = $96,000 annual spend $18,000 = Marketing and Advertising Planning Account Service Strategic Direction Creative Strategy/ Concept Asset Development Stewardship Media Plan Cooperative Plan Comprehensive Marketing Plan Audience Intelligence Mapping Travel/ Administration   $27,000 = Creative Services Strategy Research-based creative recommendations Creative campaign development Production of assets Project management for the production of creative concepts and delivery to media/ traffic Website assistance Basic SEO   $7,000 = Media Planning/ Purchase Coordination Strategy Research-based integrated marketing, media planning and media buying recommendations Evaluation of media opportunities Determine media mix Negotiation with media vendors Implementation and management Monthly reporting, analysis and optimization Monthly budget review Post-buy reporting and analysis Deliverables with proven results and ROI   $44,000 = Advertising Research- based media mix (OOH, social media, digital, Earned Media Organic and Paid Social Media Promotional and Strategic Partnerships   Year 2 = $64,000 annual spend $6,000 = Marketing and Advertising Planning Account Service Travel/ Administration   381 $9,000 = Creative Services Production of assets (resizing, if applicable) Project management for the production of creative concepts and delivery to media/ traffic Website assistance   $5,000 = Media Planning/ Purchase Coordination Strategy Research-based integrated marketing, media planning and media buying recommendations Evaluation of media opportunities Determine media mix Negotiation with media vendors Implementation and management Monthly reporting, analysis and optimization Monthly budget review Post-buy reporting and analysis Deliverables with proven results and ROI   $44,000 = Advertising Research- based media mix (OOH, social media, digital, Earned Media Organic and Paid Social Media Promotional and Strategic Partnerships   MARANDAWHITE 4626 Sherwood Common Blvd., Suite 202 | Baton Rouge, LA  70816 Post Office Box 41172 | Baton Rouge, LA  70835 office 225.663.6878 | direct 225.227.2401 | mobile 504.717.8080 maranda@octagonmedia8.com www.octagonmedia8.com 382 Annual Cost Note Current Cost Salary 61,776.00$ Mid-point 27,300.00$ Social Security Tax 3,830.11$ 1,692.60$ Medicare 918.00$ 459.00$ Unemployment 252.00$ 126.00$ Workers' Compensation 109.00$ 54.50$ Cell Phone 900.00$ -$ Certification Pay 600.00$ -$ Retirement 8,142.00$ -$ Medical 13,197.60$ Max Town Contribution -$ Dental 635.40$ Max Town Contribution -$ Vision 81.36$ Max Town Contribution -$ Life Insurance 459.00$ Max Town Contribution -$ Long-term Disability 148.26$ -$ Gym 528.00$ Total Estimate 91,576.73$ 29,632.10$ Added Cost 61,944.63$ Full-time Cost Analysis Communications and Marketing Specialist 383 1 5 5 1 Future Agenda Items December 13, 2022 Future Agenda Items will be divided into 3 Categories: 1) Current listing of all future agenda items requested by Council that have not been addressed. 2) Items that have been researched and are scheduled for a report to Council (first 2-4 weeks). 3) Items that Council has requested additional research/staff time on and will be brought back for public discussion at a Council Meeting. Council will be provided updates on items that require significant time. The Future Agenda Items list will be placed on the Council Meeting agenda to provide a status on all items. The current list will be reviewed and as items are completed; said items will be removed. The Council may add items as needed to the list. 1) Receive an update regarding Entryway Monumentation/Landscaping for the Town of Trophy Club. Halff has completed 3 intersection renderings including nighttime lighting. Concern was brought up about the need to cut off access to the statues for the purpose of safety. I have asked that renderings include close ups of each intersection with appropriate statues and a list of materials. 2) Develop a Strategic Plan for the Town addressing future goals with budgetary needs for each department. Due to decreased staffing, the strategic plan document has been put on hold due to other pressing items during the budget process. Work will begin again in September. 3) Modifying the Existing Veteran’s Memorial to include “Space Force”. James with Ft. Worth Monument confirmed that the obelisk was in the Port of Houston last week. He anticipates having it completed with all inscriptions by early January. Tony will coordinate installation with James. 4) Promote local businesses through the use of EDC and HOT. Presentation on “Visit Trophy Club” was given to Council on 12-13-22 for consideration and discussion. 5) Traffic Mitigation Plan – TNP completed the traffic study which was given to the Town Manager and Council 11/2/22. A full presentation will be given to Council at the December meeting. 6)Hogans Glen Drainage. A certified letter was sent to the Hogans Glen HOA Board through their HOA Management Company stating that no further action would be taken by Council or staff until the Town receives 1. a formal and specific request from the HOA Board and 2. a letter stating that the settlement with all entities involved in PD30 has been fully executed, with details of the settlement and backup documentation included. 384