HomeMy WebLinkAboutCDC-EDCpkt2020-05-07ATnna AnnTCIa
*CDC *FnC
MEETING AGENDA
ANNA COMMUNITY DEVELOPMENT CORPORATION
AND
ANNA ECONOMIC DEVELOPMENT CORPORATION
Thursday, May 7, 2020 at 6:00 p.m.
PERSONS CAN VIRTUALLY OBSERVE THE OPEN SESSION PORTIONS OF THIS
MEETING ONLINE AT THE DATE AND TIME STATED ON THE CITY OF ANNA'S
FACEBOOK PAGE: h�tt s_Ifwww.facebook.conVCity-of-Anna-2813321186393731
The Anna Community Development Corporation and the Anna Economic Development
Corporation will conduct its regular meeting online at 6:00 p.m. on Thursday, May 7,
2020. The Anna Community Development Corporation and the Economic Development
Corporation will participate in this meeting remotely in compliance with the Texas Open
Meetings Act as suspended or modified under the pending Declaration of Disaster and
associated executive orders and proclamations of the Governor of Texas.
1. Call to Order, Roll Call and Establishment of Quorum.
2. Invocation and Pledge.
3. Citizen Comments. Persons may address the Board of Directors on items not
on the agenda; please observe the time limit of three (3) minutes. Members of
the Board cannot comment on or deliberate statements of the public except
as authorized by Section 551.042 of the Texas Government Code.
4. Consider/DiscuWAct on approving minutes from the April 9, 2929 CDC Special
Called Meeting. (CDC)
5. Consider/DiscusslAct on approving minutes from the April 9, 2029 EDC Special
Called Meeting. (EDC)
6. Consider/DiscuWAct on approving a resolution expending an amount not to
exceed $77,803 for the Downtown Master Plan.
7. Director's Report
A. Report on current corporate financial status —Discussion Only
B. ED Strategic Plan Update
IMPORTANT LEGAL NOTICE: The Corporation may vote and1or act upon each of the items listed in this agenda The
Corporation reserves the rightto retire into executive session concerning an y of ih a items listed o n ih is agenda, wh en evrr
it is considered necessary and I egally j ustified under the Open MeetingsAct. Disabled persons who want to attend this
meeting and who may need assistance should contact the City Secretary at 972 -924-332 5 two working days priorb the
meetin g so th at ap propriate arrangements can he mad e.
C. Intemational Economic Development Council 2020 National #EconDevWeek
Official Celebration Dates: May 4- 9, 2020
8. CLOSED SESSION (exceptions):
A. Deliberate regarding the purchase, exchange, lease or value of real
property. (Tex. Gov't Code §551.072) possible property acquisition;
possible land saleipurchase; Anna Business Park.
B. Consult with legal counsel on matters in which the duty of the attorney
to the governmental body under the Texas Disciplinary Rules of
Professional Conduct of the State Bar of Texas clearly conflicts with
Chapter 551 of the Government Code (Tex. Gov't Code §551.071);
Potential grants program.
C. Discuss or deliberate Economic Development Negotiations-
(1) To discuss or deliberate regarding commercial or financial information
that the Board of Directors has received from a business prospect that the
Board of Directors seeks to have locate, stay, or expand in or near the
territory of the City of Anna and with which the Board is conducting
economic development negotiations; or,
(2) To deliberate the offer of a financial or other incentive to a business
prospect described by subdivision (1). (Tex. Gov't Code §551.087) Anna
Business Park Property; potential retail and medical projects.
9. Reconvene into open session and take any action on closed session items.
10. Receive reports from staff or Board Members about items of community interest.
Items of community interest include: expressions of thanks, congratulations, or
condolence; information regarding holiday schedules; an honorary or salutary
recognition of a public official, public employee, or other citizen (but not including a
change in status of a person's public office or public employment); a reminder about
an upcoming event organized or sponsored by the governing body; information
regarding a social, ceremonial, or community event organized or sponsored by an
entity other than the governing body that was attended or is scheduled to be
attended by a member of the governing body or an official or employee of the
municipality; and announcements involving an imminent threat to the public health
and safety of people in the municipality that has arisen after posting of the agenda.
11. Adjourn.
This is to certifythat i, Joey Grisham, Economic Development Director, posted this agenda
at a place readily accessible to the public at the ► ►nna City Hai' -and on the City Hall bulletin
board and online at www,annatexas.gov on or before �:0. on May 4, 2020.
, Economic Development Director
IMPORTANT LEGAL NOTICE: The Corporation may vote and,for act upon each of the items fisted in this agenda The
Corporation reserves the right to retire into executive session concerning any of the items listed on this agenda, whenever
it is considered necessary and legally justified underthe Open Meetings Act. Disabled persons who want to attend this
meeting and who may need assistance should contact the City Secretary at 972-924.3325 two worldng days prior In the
meeting so that appropriate arrangements can be made.
A:iILILKIa ATrina
�* CDC *EDC
Item No. 4 and 5
CDC/EDC Agenda
Staff Report
Meeting Date: 5.07.2020
Staff Contact: Joey Grisham
AGENDA ITEM:
4. Consider/Discuss/Act on approving minutes from the April 9, 2020 CDC
Special Called Meeting. (CDC)
5. Consider/Discuss/Act on approving minutes from the April 9, 2020 EDC
Special Called Meeting. (EDC)
SUMMARY:
Minutes from the CDC and EDC's Joint Special Called meeting that occurred
virtually on April 9t" are attached for review.
STAFF RECOMMENDATION:
ATTACHMENTS:
1. April 9 2020 CDC EDC Joint Special Called Meeting Minutes
Officers: Staff:
Anthony Richardson, President Joey Grisham, Economic Development Director
Stan Carver, Vice -President Taylor Lough, Economic Development Manager
Rocio Gonzalez, Secretary
.1rii�a A6tria
*CDC *
Anna Community Development Corporation and Anna Economic Development
Corporation Special Called Meeting Minutes
Thursday, April 9, 2020 at 6:00 pm
The Anna Community Development Corporation and the Anna Economic Development Corporation
conducted a special -called online meeting at 6:00 p.m. on Thursday, April 9, 2020. The Anna
Community Development Corporation and the Economic Development Corporation participated in
this meeting remotely in compliance with the Texas Open Meetings Act as suspended or modified
under the pending Declaration of Disaster and associated executive orders and proclamations of
the Governor of Texas.
The public observed the open session portions of the meeting online at the City of Anna's Facebook
page: https://www.facebook.com/City-of-Anna-281332118639373/
CDC and EDC Board Members Present: Anthony Richardson, Rocio Gonzalez, Michelle
Hawkins, and Doris Pierce, and Bruce Norwood. Board Members Absent: Stan Carver and Terry
Farrell. Others present: Lee Miller, Joey Grisham (Economic Development Director), Taylor
Lough (Economic Development Manager), Clark McCoy (CDC/EDC Legal Counsel), and Kevin
Johnson (IT Manager).
1. Call to Order. Roll Call and Establishment of Quorum.
The meeting was called to order by Anthony Richardson, Board President, at 6:06 p.m.
2. Invocation and Pledge.
Invocation was given by Anthony Richardson. Pledge of Allegiance was led by Anthony
Richardson.
3. Citizen Comments.
There were no citizen comments.
4. Consider/Discuss/Act on approving minutes from the March 5, 2020 CDC Meeting.
(CDC)
5. Consider/Discuss/Act on approving minutes from the March 5, 2020 EDC Meeting.
(EDC)
Officers: Staff:
Anthony Richardson, President Joey Grisham, Economic Development Director
Stan Carver, Vice -President Taylor Lough, Economic Development Manager
Rocio Gonzalez, Secretary
6. Consider/Discuss/Act on approving minutes from the March 12, 2020 Special Called
CDC Meeting. (CDC)
7. Consider/Discuss/Act on approving minutes from the March 12, 2020 Special Called
EDC Meeting. (EDC)
Doris Pierce made a motion to approve the minutes on behalf of the CDC and EDC for both
the March 5 Joint Meeting and the March 12 Special Called Joint Meeting. Michelle Hawkins
seconded the motion. All were in favor. Motion passed.
8. Discuss COVID-19 response and resources available to the business community.
Joey Grisham shared that while Economic Development has slowed, staff is doing all they
can to help local businesses. Staff is working with the Greater Anna Chamber of Commerce,
staying up to date with information, trends and local business needs. A webpage dedicated
to COVID-19 information and resources was created: opportunityannatx.com/covid-19.
Following the passage of CARES Act, the Small Business Administration is offering loan
programs. Taylor Lough shared that local lenders, Independent Financial, Bancorp South,
RBFCU, and CapTex Bank are offering these loans. Currently, applications by existing
customers will be reviewed first. Staff has also encouraged landlords to be flexible on rent
and they have stated that they are. Staff will continue to review best practices and are open
to discussing future programs that may assist local businesses in need.
Anthony Richardson thanked the staff for their hard work in quickly disseminating
information and agreed with continuing to review local programs should we need to take
further action locally.
9. Consider/Discuss/Act on approving a Resolution amending a contract with Carey Cox
Real Estate for real estate representation. (CDC)
Joey Grisham explained that items 9 and 10 are to extend the contract with Carey Cox Real
Estate for an additional year to represent the Anna Business Park as the listing broker. Last
year the board interviewed different firms and chose Carey Cox Real Estate based on their
approach and experience in Collin County. Joey Grisham shared that Carey Cox and the
EDC have been actively working multiple leads and are close on several. He also stated
that industrial and manufacturing enterprises could thrive after COVID-19 passes.
Anthony Richardson asked Clark McCoy if the amendment should reference an execution
date. Clark McCoy stated that the signature page references April 22"d as the execution
date.
Bruce Norwood made a motion on behalf of the CDC to approve the resolution. Rocio
Gonzalez seconded the motion. All were in favor. Motion passed.
10. Consider/Discuss/Act on approving a Resolution amending a contract with Carey Cox
Real Estate for real estate representation. (EDC)
Bruce Norwood made a motion on behalf of the EDC to approve the resolution. Rocio
Gonzalez seconded the motion. All were in favor. Motion passed.
11. CLOSED SESSION (exceptions):
A. Deliberate regarding the purchase, exchange, lease or value of real property. (Tex.
Gov't Code §551.072) possible property acquisition; possible land sale/purchase;
Officers: Staff:
Anthony Richardson, President Joey Grisham, Economic Development Director
Stan Carver, Vice -President Taylor Lough, Economic Development Manager
Rocio Gonzalez, Secretary
B. Consult with legal counsel on matters in which the duty of the attorney to the
governmental body under the Texas Disciplinary Rules of Professional Conduct of
the State Bar of Texas clearly conflicts with Chapter 551 of the Government Code
(Tex. Gov't Code §551.071); Discuss contract concerning Revolving Loan Fund;
promotional contract.
C. Discuss or deliberate Economic Development Negotiations:
(1) To discuss or deliberate regarding commercial or financial information that the
Board of Directors has received from a business prospect that the Board of
Directors seeks to have locate, stay, or expand in or near the territory of the City
of Anna and with which the Board is conducting economic development
negotiations; or,
(2) To deliberate the offer of a financial or other incentive to a business prospect
described by subdivision (1). (Tex. Gov't Code §551.087) Anna Business Park
Property; potential retail and medical projects.
The Board did not enter closed session.
12. Reconvene into open session and take any action on closed session items.
The Board did not enter closed session.
13. Receive reports from staff or Board Members about items of community interest.
Items of community interest include: expressions of thanks, congratulations, or condolence;
information regarding holiday schedules; an honorary or salutary recognition of a public
official, public employee, or other citizen (but not including a change in status of a person's
public office or public employment); a reminder about an upcoming event organized or
sponsored by the governing body, information regarding a social, ceremonial, or community
event organized or sponsored by an entity other than the governing body that was attended
or is scheduled to be attended by a member of the governing body or an official or employee
of the municipality, and announcements involving an imminent threat to the public health
and safety of people in the municipality that has arisen after the posting of the agenda.
• The Greater Anna Chamber of Commerce Golf Tournament that was scheduled for
May 4t" has been postponed.
• Whataburger and Salsa Tex Mex have opened.
• Chick-fil-A is opening next week on Thursday, April 16.
• Lee Miller asked if any businesses have reached out to staff sharing that they will
not make it. Joey Grisham shared he had not heard of any businesses closing due
to the pandemic.
• Thanks to Kevin Johnson, IT Manager for his assistance in the setup and meeting
logistics.
14. Adjourn.
Anthony Richardson made a motion to adjourn the meeting at 6:32 pm. Rocio Gonzalez
seconded the motion. All were in favor. Motion passed.
Officers:
Anthony Richardson, President
Stan Carver, Vice -President
Rocio Gonzalez, Secretary
APPROVED:
Anthony Richardson
President of CDC/EDC
Staff:
Joey Grisham, Economic Development Director
Taylor Lough, Economic Development Manager
ATTESTED:
Rocio Gonzalez
Secretary of CDC/EDC
A:iILILKIa ATriria
* CDC *EDC
Item No. 6
CDC/EDC Agenda
Staff Report
Meeting Date: 5.07.2020
Staff Contact: Joey Grisham
AGENDA ITEM:
Consider/Discuss/Act on approving a resolution expending an amount not to
exceed $77,803 for the Downtown Master Plan.
SUMMARY:
Last year, the CDC Board expressed its desire to pursue a Downtown Master Plan.
Since the City Council identified a Comprehensive Plan, Downtown Master Plan,
and Parks, Trails, and Open Space Master Plan as priorities, city staff
recommended advertising a Statement of Qualifications (SFQ) for all three plans
to cut down on costs (mostly public outreach). Staff received 14 responses and
interviewed three finalists. After talking with references and interviewing firms, the
panel recommended Kimley-Horn. The panel included the City Manager Jim
Proce, Assistant City Manager Ryan Henderson, Economic Development Director
Joey Grisham, Director of Development Services Ross Altobelli, and Managing
Director of Community Services Ashley Stathatos. Economic Development
Manager Taylor Lough and Lauren Mecke (Planner II) were also involved in the
process.
The City Council approved the contract with Kimley-Horn at their April 14t" Meeting
and work should begin within the next week. The Downtown Master Plan portion
of the cost is $77,803—costs came in higher than the $60,000 adopted in the FY
2020 Budget. Those working on the Downtown Master Plan are Kimley-Horn team
members and subcontractors including but not limited to: Mark Bowers, Brad
Lonberger, Jason Claunch, Ignacio Mejia, Daniel Acevedo, Monica Heid, and
Karen Walz.
STAFF RECOMMENDATION:
On behalf of the CDC, approve a resolution expending an amount not to exceed
$77,803 on a Downtown Master Plan.
ATTACHMENTS:
1. Resolution
2. Scope of Work/Fees
3. Kimley-Horn Proposal
ANNA COMMUNITY DEVELOPMENT CORPORATION
RESOLUTION NO.
A RESOLUTION OF THE ANNA COMMUNITY DEVELOPMENT CORPORATION
APPROVING AND AUTHORIZING THE EXPENDITURE OF FUNDS FOR A
DOWNTOWN MASTER PLAN
WHEREAS, the Anna Community Development Corporation (the "CDC") wishes to
expend funds for a Downtown Master Plan to promote and develop new and expanded
business enterprises and development in the Downtown area; and
WHEREAS, the Anna Community Development Corporation Board included funds for
such a plan in the Fiscal Year 2020 CDC Budget; and
WHEREAS, the Anna City Council selected Kimley-Horn to develop a Comprehensive
Plan, Downtown Master Plan, and Parks/Trails Master Plan based on their experience
and recommendation from city staff;
NOW THEREFORE, BE IT RESOLVED BY THE ANNA COMMUNITY
DEVELOPMENT CORPORATION, THAT:
Section 1. Recitals Incorporated
The recitals set forth above are incorporated herein for all purposes as if set forth in full.
Section 2. Approval of Funding
The CDC hereby approves and authorizes the expenditure of funds for a Downtown
Master Plan not to exceed $77,803 without further Board approval.
PASSED AND APPROVED by the Anna Community Development Corporation this 7t"
day of May 2020.
APPROVED: ATTEST:
Anthony Richardson, CDC President Rocio Gonzalez, CDC Secretary
ANNA COMPREHENSIVE PLAN
Scope of Services
Exhibit A - Final 4-15-2020
PHASE I — PROJECT MANAGEMENT/COMMUNITY ENGAGEMENT
Task 1 - Project Initiation and Management
1.1 — Project Initiation Meeting (1 Meeting) - The Kimley-Horn Team will conduct a kick-off
meeting to discuss our understanding of the project, the project schedule, scope, City and
consultant team communication methods, and to receive data from the City of Anna as detailed
under Task 4. Recommended attendees include City Staff that will ultimately guide the progress,
findings, and recommendations in the Plans. The City will provide a meeting location and notify
attending City Staff of the location and time for the meeting.
1.2 — Tour — Immediately following the kick-off meeting, the Kimley-Horn Team will tour key
areas and locations in the City of Anna with City Staff to gain a deeper understanding of the
character, culture, opportunities, and challenges facing the City.
1.3 — Progress Meetings (Every 3-4 weeks - up to 12 meetings) —The Kimley-Horn Team will meet
via WebEx (an internet application that allows virtual meetings) with key City Staff to discuss
project progress, key action items and responsibilities, and project schedule. Kimley-Horn will
prepare an agenda and a checklist with action items, responsibilities, and due dates for
appropriate team members and will schedule and notify attendees of the meetings via Microsoft
Outlook.
Task 2 — Community Engagement Planning
Residents, property owners, business leaders, and other stakeholders in Anna must be
contributors to the update of the Comprehensive Plan if they are to support its vision and the
many projects, programs, and investments that will carry it out. The Kimley-Horn Team believes
it is essential to establish a message architecture and communications strategy for the project,
and to structure a package of public engagement techniques that achieves four objectives: gives
stakeholders multiple choices for participation; engages potential participants through timely
and engaging communications; assures stakeholders that their input has been heard and
considered; and produces results that are useful to the City as the plan is created. The initial
step in achieving these objectives is the formulation of a communications / public involvement
plan:
2.1 — Communications/Community Engagement Plan - The Kimley-Horn Team will develop a
detailed plan for overall communications and for the public involvement process for staff review
and approval. The Plan will identify methods for stakeholder identification, pre- and post -
meeting communication techniques and tools, a schedule of stakeholder and public involvement
meetings, necessary activities in preparation for meetings, and tools and techniques to be
utilized during stakeholder and public meetings to facilitate engagement and feedback. As a
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part of the Public Involvement Plan, Kimley-Horn Team will work with the City to identify
potential external project partners (such as the Anna Area Chamber of Commerce, the Anna EDC,
the Anna CDC) that may be able to assist in external communication regarding the
Comprehensive Plan, public meetings, or other ways to engage citizens and stakeholders in the
process. Members of these groups could become a portion of the Comprehensive Plan Advisory
Committee (CPAC) described in Task 3. The Public Involvement Plan will specify the level of
resources to be provided for these activities by the Kimley-Horn Team and by the City staff.
Task 3 — Ongoing Engagement
3.1— Comprehensive Plan Advisory Committee Meetings (3 Meetings) —The Comprehensive Plan
Advisory Committee (CPAC) (to be identified by the City with assistance from Kimley-Horn) will
serve as a review, input, and advisory body for the Comprehensive Plan, Downtown Plan and
Parks and Open Space Master Plan throughout the planning process. The Kimley-Horn Team will
meet with the CPAC at key points during the planning process to present topical materials for
committee background, discuss critical issues related to the development of the Plans, and
obtain feedback and recommendations from the Committee. The City will be responsible for
providing a venue for the committee meetings and notifying committee members of meeting
dates and times. The Kimley-Horn Team will provide agendas and materials for facilitated
discussion at each meeting.
3.2 — Web -Based Engagement —The web and other online tools are increasingly important forms
of communication. For this project, web -based engagement will be designed and hosted by the
Kimley-Horn Team to make information available more broadly (to anyone who chooses to go
online), more conveniently (whenever someone is online or connected), and with more flexibility
(by using a variety of online and social networking tools). The Kimley-Horn Team will design the
tools in a manner that assists City Staff in making the tools a part of the day-to-day management
of the project. The final Elements of the web strategy will be determined in consultation with
the City and included in the public/stakeholder involvement plan. These tools and techniques
could include:
■ Website. A dedicated page on the City's website could convey general project information
such as meeting dates, background information, and contact information. It will also provide
a means for obtaining public input and serve as the main portal for videos, presentations,
workshop information, and downloadable reports.
■ Facebook (www.facebook.com) and Linkedin (www.linkedin.com). People who follow
updates on social networking sites are more involved in the project's process and can also
share information with their social networks. A project Facebook page and Linkedln
presence could consist of updates about the progress of the plan, exhibits, polling questions,
videos, and comments. The community will have an open venue to discuss the project and
share insights on its progress. The project team will be able to gauge the public's responses
to various issues and address concerns promptly.
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■ SurveyMonkey (www.surveymonkey.com). SurveyMonkey provides the capability to invite
participants to share their views through an online survey (or series of surveys) they can
access whenever they choose. These surveys supplement meeting discussions because they
allow input from people who either can't participate in the larger meeting sessions or choose
not to. Surveys can also be used to secure follow-up input and feedback about the results
of community meetings. They could be accessed through a link on a website (for input by
the general public) or through a link in an email (when the survey is designed for a particular
group, like the Comprehensive Plan Advisory Committee). The Kimley-Horn Team may also
use SurveyMonkey for online input on the issues for which keypad polling is used in the
community charrette. The SurveyMonkey results could be presented as part of the memos
on the Open House and charrette.
■ Twitter (www.twitter.com) provides an avenue for brief, immediate communication.
Twitter is most useful for up-to-the-minute communication, such as messages to invite
friends to join in an event that is underway or for quick feedback on a particular idea or
concept.
3.3 — Engagement through Community Events — The Comprehensive Plan should be informed by
the perspectives and ideas of people who aren't typically involved in planning projects. The
Kimley-Horn Team and City staff will identify opportunities to reach these people through
outreach at the events and festivals, and the regular meetings of partner organizations. These
opportunities will include one event that will be attended by the Kimley-Horn Team. The specific
events and type of engagement activities to be initiated at each one will be detailed in the
Communications/Community Engagement Plan.
PHASE II — DATA COLLECTION/ANALYSIS
Task 4 — Data Collection/Mapping
4.1— Data Collection - The Kimley-Horn Team will assemble existing data sets from our previous
efforts in Anna, from Collin Central Appraisal District and NCTCOG, and review existing
background data and previous studies for the land within the City Limits and the ETJ of Anna.
This review is intended to provide the Kimley-Horn Team a high-level understanding of existing
conditions, opportunities, and constraints in Anna. A more in-depth understanding of all of these
elements will be developed during the State of the City meeting when the Kimley-Horn Team will
work closely with City Staff to determine the importance of several data sets and background
materials to the overall scope and focus of the Comprehensive Plan. Included in those
discussions will be an assessment of the relevance of previous planning studies and reports,
policy documents, development proposals, and data sets to this planning effort. The following
are materials that will be requested by the Kimley-Horn Team:
■ Aerial photographs
■ Recent population, employment and demographic information
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■ GIS data — may include building footprints, curb lines, street centerlines, parcel data
(including tax assessor information), land cover, land use and zoning, transportation,
environmental, water bodies, boundaries (city, county, school districts, special districts, etc.),
and historic assets (sites, structures, districts, etc.)
■ Relevant land use and development data
■ Information regarding planned future development
■ Existing and planned utility/infrastructure improvements
■ Existing and planned transportation improvements, including the most recent traffic counts
available, the most recent Transportation/Capital Improvement Program, any relevant
transportation plans and studies, and any previous parking studies or current plan elements
addressing parking
■ Existing city plans, studies and ordinances — Previous Comprehensive Plan, Thoroughfare
Plan, Water and Wastewater Plans, zoning ordinance, and other relevant documents
■ Existing Special District Information (such as TIF and PID)
4.2 — Base Mapping — The Kimley-Horn Team will prepare a project base map that will be used
to create future presentations, existing conditions maps and scenarios for future growth in Anna.
4.3 — Existing Conditions Review/Analysis/Mapping — Based upon existing, readily available GIS
data (to be provided and maintained by the City), the Kimley-Horn Team will prepare existing
conditions exhibits for use in public meetings and presentations of the following elements:
■ Existing Vacant Land (Kimley-Horn's existing Database — Flood Study)
■ Existing Land Use
■ Existing Transportation Systems
■ Existing Utility Infrastructure (Water and Wastewater)
■ Existing Tree Coverage
■ Existing Topography/Slopes (LIDAR)
■ Existing Floodplain Areas (Kimley-Horn's existing Database — Flood Study)
■ Existing and Planned Parks and Open Space
■ Existing and Planned Public Facilities
■ Existing Parcel Sizes (Collin Central Appraisal District)
■ Existing Parcel Ownership (Collin Central Appraisal District)
4.4 — Existing Downtown Property Analysis — The Downtown Master Planning process will begin
with understanding the existing physical conditions of the site. This assessment will be
supplemented by interviews with key stakeholders including property owners, business owners,
city staff, community representatives, elected/appointed officials, and others as identified by the
City. This will include a SWOT Analysis around specific attributes including land uses, public
amenities, livability, commercial activity and other characteristics to help frame existing
conditions and opportunities to advance redevelopment of Downtown Anna.
In addition, a series of mapping exercises will highlight the current conditions. Mapping will
include the following:
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■ Existing vacant lot, building inventory, and frontage analysis
■ Existing street and open space network
■ Pedestrian/bike facilities
■ Public/civic amenities
■ Historic resources
■ Housing conditions based upon quality, age, typology
■ Existing land use including potential conflicting uses and synergies
■ Economic analysis of real estate to identify underutilized and productive assets
■ Imminent development and capital projects in and around Downtown
■ Potential catalyst areas for new types of development and redevelopment within and in
proximity to Downtown Anna
■ Integration with park and recreation system
Task 5 — Demographic/Market Analysis & Projections
5.1 — Socioeconomic/Psychographic Information - The Kimley-Horn Team will identify market
opportunities for the Anna market (this market includes not just Anna, but also portions of
McKinney, Fairview, and Farmersville) that allow for consideration of the 'place' Anna has in the
local sub -regional market, while providing the client team with a technical and analytical base of
information from which to direct plan decisions and advance strategic initiatives. Specifically,
we will build upon the City's existing demographic data and any other studies prepared for the
City and/or Anna Economic Development Corporation and will collect psychographic and market
data related to: population, household, age, ethnicity and income characteristics; consumer
spending; taxable revenue; visitor and convention information; and, select economic
values. Trends, both historical and future, will be identified and inputs used to inform
stakeholder decisions, as well as model the impacts of various growth scenarios.
5.2 — Market Profile — The Kimley-Horn Team will prepare a market profile of the Study Area
explaining historic trends in the indicators identified above. Using conclusions drawn from
completion of Task 4.1 (Data Collection/Mapping), the Team will review the data in light of what
is meaningful to various investor audiences, including lenders, developers, business and land
owners and community promoters.
5.3 — Supply and Demand Analysis — Building upon studies prepared for the City and the Anna
Economic Development Corporation, the Kimley-Horn Team will analyze:
■ Development activity by land use (supply and demand)
■ Delivery system characteristics (e.g., property owner, developer, investor expectations)
■ Anticipated trends in product types; and,
■ Financing and investment markets which support development of specific residential product
types, inform opportunities for building on existing retail/service strengths and commercial
clusters, influence traffic -generating anchor districts, and make the best use of land, buildings,
and public services.
5
Task 6 — Parks Inventory, Benchmarking and Needs Assessment
6.1 — Parks Inventory of Areas, Programs, Facilities and Benchmarking — The Kimley-Horn Team
will prepare an inventory of existing Park Areas, Programs and Facilities. To complete this task,
the team will:
■ Visit and assess each park, recreation, trial, open space area, and facility currently within the
City's system, including schools and private recreational facilities that are open to the public
■ Create a photo log of each facility
■ Prepare an inventory of physical conditions, features, opportunities, constraints, and valued site
elements
■ Evaluate and inventory current recreational programming offerings of the department
■ Provide a summary table of inventory for all parks and facilities broken out by each park,
including acreage, miles of trails, types of facilities, and number of facilities
■ Compare the current supply of park land, trails, recreation, and open space areas and facilities
with current City acreage standards, City goals, and other benchmarked Parks and Recreation
Systems, including assessment of the distance to parks from properties citywide and trail access
and connectivity.
■ Determine what, if any, deficiencies and/or oversupply exist by quantitative value, identify
opportunities and constraints regarding potential new park sites, indoor facilities, improvements
to existing facilities, joint City -school uses, public —private partnerships, community service group
partnerships and other creative opportunities for increasing recreational opportunities for the
community
■ Evaluate a select list of comparable communities developed with City Staff including:
— Researching current service levels and proposed goals of these communities
— Gathering data, including but not be limited to, park acreage, open space acreage, indoor
facilities, other physical facilities, recreational services, and use levels
6.2 — Parks Needs Assessment and Identification — The Kimley-Horn Team will develop a Needs
Assessment Report as follows:
■ Clearly identify park areas, facilities, trails and programs needs and explain the methodology for
determining them, considering both outdoor and indoor recreation needs
■ Participate in Downtown planning workshops and integrate the need for parks and recreation
uses within and adjacent to downtown
■ Study of transportation corridors to identify needs for identifiable gateways and improvements
to the entries of the city Meet with City Staff to review progress to date and provide feedback
about following three approaches in determining parks and recreation needs:
■ The demand -based approach:
— Relies on information gathered from participation rates, surveys, and other information that
indicates how much of the population wants certain types of facilities
— Utilizes Focus Groups with distinct user groups and special interest groups identified by the
City, such as seniors, youth, sports leagues, cultural organizations, or other unique
stakeholders, in a process designed by the City and the Kimley-Horn Team
■ The standard -based approach, which uses established standards, which may be based on
demand studies, the professional judgment of park and recreation planners and designers, etc.,
to determine facilities and park areas needed to meet the needs of a given population size
0
■ The resource -based approach, which examines the assets and resources of the area for open
space, parks and recreation facilities, and defines how these resources can be utilized.
— Uses Recreation Trends Analysis information as available
— Includes a discussion of recreation trends
— Examines specific Anna geographic resources to determine opportunities for park and
recreation
— Examines specific Anna demographic trends shall be examined and used to ensure that the
trends analysis accurately reflects the local community.
Task 7 - State of the City Input Sessions
7.1—State of the City Work -Session — City Staff — Using the synthesis of knowledge gained during
completion of previous tasks, the Kimley-Horn Team will conduct a facilitated session with City
Staff to develop a set of criteria by which key community assets will be classified as those that
will remain, those that will be enhanced, and those that will be subject to detailed review as
strategic opportunity areas. The Team will also work with City Staff to identify a preliminary set
of strategic issues and preliminary development directions for strategic opportunity areas within
the City based upon the analyses conducted in the previous tasks. The information developed
in this meeting will form the basis for initial engagement of the community and key stakeholders.
The City Staff Work -Session will be held in a facility arranged by the City, and City Staff will be
responsible for notifying City participants. The Kimley-Horn Team will develop the agenda for
the meeting, prepare necessary materials and facilitate the discussions with meeting
participants.
7.2 - Key Individual Interviews (Up to 10 Interviews) — The Kimley-Horn Team will prepare for and
conduct interviews and small group discussions with key individuals (to be identified by the City).
The interview team will use a set of questions as a starting point and then use follow-up
questions to probe for more detailed responses. The team will develop the interview questions
and distribute them to City Staff for review and comment. The City will contact interviewees to
confirm meeting times and provide private meeting rooms for the interviews, if needed.
Task 8 —Community Engagement Event #1
8.1—Community Open House Preparation —The Kimley-Horn Team will plan the specific agenda,
format and activities related to the community open house, prepare background presentations
and meeting exhibits, and prepare the tools to be used during the event, including keypad polling
and visual image preferences. All materials and activities will be closely coordinated with City
Staff prior to public presentation.
8.2 — Community Open House - A community open house will be scheduled following the State
of the City Input Sessions. The City would also be responsible for securing a venue for the event
and the Kimley-Horn Team would be responsible for all meeting content. Outreach, invitations
7
and announcements about the open house will be distributed according to the roles defined in
the public involvement plan.
8.3 — Community Open House Results — Results from the community open house will be
documented in presentation materials and incorporated into web -based applications that will
allow the public to weigh-in on the future vision for Anna.
8.4 — Joint CPAC, Parks Board, CDC, EDC, P&Z, and City Council Workshop #1 — Following the
Community Workshop, the Kimley-Horn Team will facilitate a workshop with the CPAC, Parks
Board, CDC, EDC, the Planning & Zoning Commission, and City Council to build upon the feedback
received at the Community Open House. The participants will be engaged in the planning
process through a number of techniques, including table discussions to develop team consensus
for alternative vision statements related to Anna's future, utilizing chips or stickers to allocate
development types to areas of the City, colored markers to discuss future development densities,
image boards to examine future building types and urban design characteristics, and keypad
polling to determine preferences on a range of concepts. Specific activities will be designed to
obtain feedback from participants related to the community wide vision, downtown vision and
the future vision for Parks, Open Spaces and Trails in the community.
Task 9 — Alternative Future Scenarios
9.1 — Alternative Scenarios Development — Based on the overall trends identified in the table
maps at the Joint CPAC, Parks Board, CDC, EDC, P&Z and City Council Workshop #1, the Kimley-
Horn Team will utilize Urban Footprint, a GIS Based Mapping and Scenario Building Tool, to
develop three distinct scenarios exploring alternative futures for Anna. While the three
scenarios will be developed for the entire City, differing approaches to the provision and
distribution of Parks, Open Spaces and Trails, as well as differing approaches to the
revitalization/redevelopment of Downtown Anna will be explored.
9.2 — Alternative Scenarios Implications — As a way of measuring the implications of each
scenario, the Team will develop a series of indicators for City Staff approval that align with the
preliminary community priorities as identified during the State of the City phase and Community
Workshop. Utilizing Urban Footprint, the implications related to each of the three alternative
scenarios will be documented in a format suitable for CPAC and community review and input.
PHASE III —VISION FRAMEWORK (PLAN DRAFTS AND RECOMMENDATIONS)
Task 10 —Comprehensive Plan Elements (Draft)
The Kimley-Horn team intends to work with the City to develop a comprehensive document that
includes each of the following elements but will present them in such a manner where the results
of each component is presented in an integrated fashion. The City may wish to consider each of
these Elements in the context of 'assets' of the City of Anna and 'services' that they provide the
W
community. The Kimley-Horn Team will prepare a draft plan outline and draft individual sections
for Advisory Committee input and staff review and comments.
10.1 — Future Land Use Strategy — The Kimley-Horn Team will develop the Land Use Strategy to
align with the preferred vision scenario as identified in Task 10.4. The Team will develop a Future
Land Use Plan, document any changes or additions to land use categories to accommodate the
vision, update the anticipated population growth and capacity, and develop land use policies.
10.2 — Housing Strategy — Catalyst will support the Kimley-Horn Team in understanding growth
trends by neighborhood, including pricing, velocity and typology of housing in Anna in context of
adjacent cities and the DFW Region. This analysis will consider future demands of housing in
context of age and affordability to ensure the future housing policies are aligned with local
context. The results will include projections for future single family detached, multi -family units,
condos, townhomes, and infill residential. The City shall prepare baseline data in GIS format at
the parcel level which includes ownership, existing land use, improvement and parcel size, land
value, improvement value, year built, and existing vacant parcels.
10.3— Mobility Strategy -The Mobility component will build upon the existing Thoroughfare Plan
and review the analysis completed during the City's Roadway Impact Fee Study and will add
detail related to the specific transportation elements such as thoroughfare planning, multi -
modal street design, pedestrian and bicycle integration. The Kimley-Horn Team will refine
existing policies and determine new guiding principles through public involvement to help guide
the transportation plan through the Comprehensive Planning Update. The Kimley-Horn Team
will delineate the Thoroughfare Plan with desired changes including:
■ Evaluate Collin County's mobility plan projects within, adjacent to, and connecting to Anna
■ Conduct a planning level feasibility evaluation of the City's MTP, including recommended
alignments and connectivity to serve future growth
■ Incorporate potential changes to street typologies
■ Identify safety concerns
■ Coordinate with appropriate City staff to incorporate any modifications to the thoroughfare
plan
■ Comments and changes made to new alignments, modifications to existing alignments and
other planned roadway alternatives as describes by the City Staff
The Team will identify potential multi -modal street corridors that follow context -sensitive design
to integrate multiple modes.
10.4 — Downtown Master Plan — Utilizing information gathered in the previous tasks, including
the existing conditions assessment, the vision statement, and the market analysis, the Team will
create a visionary master plan for Downtown Anna. For this task, the Kimley-Horn Team will
conduct a three-day design Downtown workshop process with a series of intensive, creative
0
brainstorming sessions. The development of an Illustrative Master Plan for Downtown Anna will
begin with an iterative process exploring multiple options that incorporate/respond to the
elements of the vision statement and market analysis. In this way, the community will have an
opportunity to provide contemporaneous input on the concepts as they develop.
Upon completion of the three-day Downtown design workshop, there will be a collectively
agreed upon vision and Illustrative Master Plan for Downtown Anna. The work will be refined
post -workshop after obtaining final comments from the public and stakeholders. The final
Illustrative Master Plan document will include:
■ A detailed Master Plan that identifies key components of the urban design strategy for
Downtown that balances public and private opportunities
■ Catalytic projects that could have immediate impact or potential, especially in the context of
creating a memorable public place that allows incremental redevelopment
■ Examples of small-scale, pedestrian -oriented development that is in keeping with the scale of
Anna with a range of quality retail, restaurant, civic, office, and residential uses
■ Initial recommendations on enhancing the physical appearance of the Downtown, both for
new and existing buildings
■ Recommendations on where and how to allocate public investment (for streetscapes,
drainage, parking, trails, open space, etc.) to maximize private investment
■ Recommendations on regulatory tools that can be used to produce outcomes in line with the
vision and plan, including future land use designations and zoning tools.
■ Strategies for financing and funding public and private projects
■ A Complete Streets strategy for Downtown that can be phased in conjunction with market
activity
■ Potential gateway locations to/from Downtown to create identity and a sense of place for
Downtown
■ Recommendations for potential parks and recreation opportunities in or adjacent to
downtown
10.5 — Placemaking/Urban Design Strategy — The Kimley-Horn Team will develop the
placemaking/urban design strategy in a manner that identifies existing or currently planned
"addresses", or special, distinct districts in the community, and also identifies new development
areas and potential "themes" or "brands" that can contribute to future success. Additionally,
policies that address community gateways, community image, integration of major roadway
corridors, and the preservation of community attributes will be developed. In this process, our
team will establish a basic vision that could utilized in the future by the City to prepare aesthetic
design guidelines, sign standards and wayfinding programs, urban form and lot coverage
standards, and open space and neighborhood conservancy recommendations. We will provide
a higher level of focus along the US75 corridor, SH5 Corridor, Downtown and in other special
study areas to prepare urban design concepts for branding these "addresses" in the City.
10
10.6 — Parks, Trails and Open Space Master Plan — The Kimley-Horn Team will prepare a Parks,
Trails and Open Space Master Plan that includes:
■ A summary of the Needs Assessment Report on parks, recreation and open space
■ Goals and objectives to provide the framework for orderly and consistent planning and
development of parkland and open space
■ Maps/Graphics and narrative that identify the major issues and conclusions of the
planning effort, prepared in a graphic format to ensure that it is easy to use and
understand by the public and City officials
■ A plan for land acquisition for future parkland and open space
■ Capital Improvements Plan that will provide guidance to City Staff
■ Plan and recommendations on parks funding and potential parkland dedication
requirements to assist the City in implementing the proposed plan
10.7— Economic Strategy —The Economic Strategy will focus on the range of policies and actions
that serve to strengthen the community's business and visitor climate. It will integrate the City
Council's Strategic Goals and recent Economic Development Strategic Plan to ensure that the
Comprehensive Plan incorporates the land use and economic development priorities of the City.
This includes an integration of all aspects of the community that serve to advance or deter the
City's economic development objectives, and speak to both greenfield conditions, emerging
projects and redevelopment.
Economic strategies will address opportunities related to non-residential land uses, such as
improving retail quality and health, creating context for corporate attraction, supporting future
industrial and primary employment opportunities, harnessing visitor opportunities including
capturing associated hotel/lodging and exploring strategies to increase entertainment, and
overall quality of life for Anna residents. Housing will also be referenced within this strategy
since the future housing mix needs to be consistent with catering to future psychographic
residential demands and aligning with future corporate needs.
Additionally, a high-level fiscal analysis will be performed for the preferred land use scenario to
evaluate the fiscal implications of the future vision, projected build -out population, and increase
in workforce to establish recommendations in the final land use scenario.
Task 11—Draft Comprehensive Plan Elements Input & Preferred Plan
11.1 — Community Open House Preparation — The Kimley-Horn Team will plan the specific
agenda, format and activities related to the Community Open House, prepare background
presentations and meeting exhibits, and prepare the tools to be used during the Open House,
including keypad polling, visual image preferences and Open House stations. All materials and
activities will be closely coordinated with City Staff prior to public presentation.
11
11.2 — Community Open House (one (1) meeting) — Draft Comprehensive Plan Elements —
The Kimley-Horn Team will facilitate a Community Open House to present and receive feedback
related to the Comprehensive Plan, Downtown Master Plan and Parks, Open Space and Trails
Master Plan. Outreach, invitations and announcements about the charrette will be distributed
according to the roles defined in the public involvement plan. The City would be responsible for
identifying and securing a venue for the Open House events.
The Kimley-Horn Team will be responsible for all meeting content and will facilitate and manage
the sessions. The meetings will be conducted in an open house format to obtain the maximum
amount of input from participants. Information will be gathered through interactive small group
discussions, written comment forms, topical/map "stations", and general workshop discussion.
To further facilitate the discussion, the Kimley-Horn Team will develop, execute and analyze the
results of electronic keypad polling sessions that will be conducted to gauge community support
for the recommendations of each Comprehensive Plan component.
11.3 — Open House Results — Results from the Community Open Houses will be documented in
presentation materials and incorporated into web -based applications in a manner that will allow
interested individuals to weigh-in on the future vision for Anna. The results materials will
include:
■ Feedback from specific questions asked at each station related to the specific Comprehensive
Plan Elements
■ Results of keypad polling conducted during the Open House
■ Overall conclusions drawn from the Open House discussions related to next steps
11.4 —Joint CPAC, Parks Board, CDC, EDC, P&Z, and City Council Workshop #2 — Following the
Community Open House, the Kimley-Horn Team will brief a joint session of the CPAC, Parks
Board, CDC, EDC, the Planning & Zoning Commission, and City Council on key findings from the
Community Open House, recommended next steps in the planning process, and receive input
for incorporation into the Preferred Comprehensive Plan Elements.
11.5 — Preferred Plan Elements — Based on feedback from the Community Open House and final
direction received from the Joint CPAC, Parks Board, CDC, EDC, P&Z, and City Council Workshop
#3, the Kimley-Horn Team will prepare final Comprehensive Plan Elements that reflect the
consensus of the community and its leadership for CPAC review and comment. These Elements,
together with comments received from the CPAC, will guide the development of implementation
strategies.
12
PHASE IV — IMPLEMENTATION PLAN/FINAL PLAN DOCUMENTATION
Task 12 — Implementation
12.1 — Comprehensive Plan Implementation Strategies — Based on feedback from the Draft
Comprehensive Plan Elements and final direction received from the Joint Workshop #3, the
Kimley-Horn Team will prepare a matrix organized around Plan Goals and identifying specific
short-, medium-, and long-term implementation actions and strategies, responsible parties,
timeframes, relative public sector costs and potential funding sources for the goals associated
with each Vision Plan element, along with recommendations related to additional studies that
should be undertaken by the City. Implementation items will be prioritized relative to local
resources (time, money, manpower) and desired outcomes. Certain actions will need to be put
in motion early since they take longer to come to fruition (i.e., legislative reform). In addition,
certain items may need to be advanced during a specific timeframe in order to avoid missing a
market opportunity. Finally, the implementation items will need to be flexible enough to
respond to certain strategic initiatives that might present themselves (i.e., private investment in
a catalyst area).
12.2 — Parks, Open Space and Trails Master Plan Implementation Framework — The plan
implementation framework will focus on the following:
■ The plan will suggest goals, policies, ordinances and standards to support the Parks, Open
Space and Trails Master Plan. Each area addressed in the plan will have guiding goals and
responsive objectives to define the need.
■ Creation of a priority list of needs ranked in order from highest to lowest priority and state a
timeline when the needs shall be met. Priorities shall not be focused on short-term needs or
actions but shall plan for the future.
■ Separate priority lists may be provided for indoor and outdoor needs including proposed
improvements to existing parks, trails, open space, and indoor facilities, along with any
proposed development of new parks and other facilities
— Lists shall be area and/or facility specific and be ranked according to priority order
— Priorities shall be compiled by recreational elements and separated by indoor and outdoor
priorities
■ Identify specific areas intended for open space acquisition and preservation on a map,
identified as a need, discussed, and prioritized in the plan
■ Where appropriate, discuss and rank renovation/redevelopment needs as a priority.
■ Prepare a preliminary cost analysis in a rough order -of -magnitude for the listed
improvements. These shall be based on a per -acre, per -square foot, per -mile, and per -each
basis.
■ Identify resources for meeting the Master Plan's needs as well as on -going operations and
maintenance costs (e.g., city funds, in-house labor, development impact fees, general
obligation bonds, certificates of participation, state and federal grants, gifts, donations,
bequests, user fees, etc.)
13
— Provide a financing matrix that shall summarize where each mechanism might be
appropriate.
— Develop a basic Operations and Maintenance understanding for the Parks system. Quantify
anticipated staffing levels and other costs associated with the new improvements. Each park
will be evaluated and given a maintenance prioritization, so the City can plan resources
accordingly.
— Include a proposed timeline for accomplishing the plan's priorities.
■ The team will develop a detailed parks and recreation system operational analysis that will
include:
— Staffing needs
— Equipment needs
Spatial needs
■ The team will assess the current offerings of recreation programs and services within the
department and will develop recommendations for future roles and expectations.
— Review and document programming trends
— Inventory and review of existing programs and services
— Determine overall program strengths and weaknesses
— Identify existing core program areas
— Benchmark with other Dallas Metroplex communities of similar size (up to 4) as well as
nationally.
■ Determine the current role of other providers and organizations in the area
— Public
— Private
— Non-profit
■ Review public input information gathered during the master plan process as it relates to
programs and services
— Establish the demand for future recreation programs
■ Propose recommendations for future recreation services
■ Determine future core, secondary and support program classifications
— Role of other providers and organizations for the future
— Prioritization of programs and services for the future
■ Assist in developing standards for recreation programs and facilities
■ The team will examine the specific roles of the various youth sports organizations in Anna in
providing youth sports programming now and in the future
— Review and document sports field trends
— Development
— Allocations
— Maintenance
■ Inventory and review of existing sports fields
■ Conceptual study for future sports complex
— Needs assessment for field and use types
— Facility spatial needs
— Potential locations for facility
■ Conceptual study for future Recreation Center
14
— Needs assessment for field and use types
— Facility spatial needs
— Potential locations for facility
■ Conduct up to 3 focus group meetings with existing youth sports organizations.
— Determine anticipated future field needs
■ Determine future roles and expectations for providing youth sports
— Sports
— Seasons
— Field use
■ Establish a methodology to address the requests to provide fields for select/travel teams
■ Area and Facility Standards
— Assess and identify needs through establishing local and facility standards and concepts
— Local standards shall be influenced by preferences and available economic and natural
resources
— The National Recreation & Park Association's Park, Recreation, Open Space & Greenway
Guidelines shall be followed as applicable to the City
— Adjustments to those standards may be necessary to reflect the City's desires, needs and
resources
— Evaluation of the 2019 NRPA Agency Performance Review — Park and Recreation Agency
Performance Benchmark
12.3 — Comprehensive Plan Documentation - The Kimley-Horn Team will create a Draft
Comprehensive Plan document incorporating staff and Advisory Committee input. The document
will be prepared as a single plan document, but with the flexibility to pull out individual districts or
plan elements as desired by City Staff. The plan will be prepared utilizing Adobe InDesign and GIS
shape files. InDesign, and pdf files will be provided to the City as final deliverables.
Task 13 - Plan Adoption
13.1— Park Board Recommendation (one (1) meeting) — The Kimley-Horn Team will present the
Parks, Open Space and Trails Master Plan to the Anna Parks Board in a public hearing for
community and Board comment. The Kimley-Horn Team will incorporate any additional Board
comments into the Final Parks, Open Space and Trails Master Plan prior to presentation to the
City Council.
13.2— Planning & Zoning Commission Recommendation (one (1) meeting) — The Kimley-Horn
Team will present the draft Comprehensive and Downtown Plans to the Anna Planning & Zoning
Commission in a public hearing for community and Commission comment. The Kimley-Horn
Team will incorporate any additional Commission comments into the final Plans prior to
presentation to the City Council.
15
13.3— City Council Adoption (one (1) meeting) — The Kimley-Horn Team will present the Final
Comprehensive Plan, Park, Open Space and Trails Master Plan and Downtown Plan to the Anna
City Council at a public hearing for community and Council input and adoption. Any subsequent
changes by the Anna City Council will be incorporated into the Final Plan document(s).
16
Anna Comprehensive Plan, Downtown Master Plan and Parks, Open Space and Trails
Master Plan - The Kimley-Horn Team
Exhibit 'B' Fee Schedule -4.23.2020
Staff Categories
Kimley-Horn and Associates
Project
Manager if
Planner
(MLB)
Senior
Planner
(IM)
Transportation/
Infrastrtucture
Engineer
(JW/TS)
Planner
(BB)
Senior
Urban
Designer
(BL)
Admin
Labor
Expenses
KHA
units
Hours
Hours
Hours
Hours
Hours
Hours
Fee Dollars
Items Total
PHASE I - PROJECT INITIATION
Task 1- Project Initiation and Management
1.1 - Project Initiation Meeting (1)
2
3
$ 1,110
$ 56
$ 1,166
1.2- Tour
3
3
$ 1,380
$ 69
$ 1,449
1.3 - Progress Meetings (Up to 12 Meetings)
12
51
5
$ 6,800
1 $ 340
1 $ 7,140
Task 2 - Community Engagement Planning
2.1 - Communications / Community Engagement Plan
1 $ 270 $ 14 $ 284
Task 3 - Ongoing Engagement
3.1 - Comprehensive Plan Advisory Committee Meetings (3)
18
6
18
$ 9,540
$ 477
$ 10,017
3.2- Web -based Engagement
1 12
$ 1,200
$ 7,500
$ 8,700
3.3 - Engagement Through Community Events (1 Event)
2
12
$ 1,940
1 $ 97
1 $ 2,037
PHASE 11- DATA COLLECTION/ANALYSIS
Task 4 - Data Collection/Mapping
4.1 - Data Collection
1
1
4
$ 920
$ 46
$ 966
4.2 - Base Mapping
1
9
$ 1,360
$ 68
$ 1,428
4.3 - Existing Conditions Review/Analysis/Mapping
4
4
40
$ 6,800
$ 340
$ 7,140
4.4 - Downtown Property Analysis
1
6
10
$ 2,950
$ 148
$ 3,098
Task 5 - Demographic/Market Analysis & Projections
5.1 - Socioeconomic/Psychographic Information
1
$ 270
$ 14
$ 284
5.2 - Market Profile
1
$ 270
$ 14
$ 284
5.3 - Supply and Demand Analysis
1
$ 270
$ 14
$ 284
Task 6 - Parks Inventory, Benchmarkingand Needs Assessment
6.1 - Parks Inventory of Areas, Programs, Facilities and Benchmarking
1
$ 270
$ 14
$ 284
6.2 - Parks Needs Assessment and Identification
1
$ 270
$ 14
$ 284
Task 7 - State of the City Input Sessions
7.1 - State of the City Worksession - City Staff
81
1 121
121
4
$ 7,000
1 $ 350
$ 7,350
7.2 - Key Individual Interviews (Up to 10)
151
1
1
1
1 4
$ 4,450
1 $ 223
1 $ 4,673
Task 8 - Community Engagement Event #1
8.1 Community Open House Preparation
6
12
8
40
$ 10,780
$ 539
$ 11,319
8.2 Community Open House
8
8
8
8
$ 6,880
$ 344
$ 7,224
8.3 Community Open House Results
1
4
8
8
$ 2,870
$ 144
$ 3,014
8.4 Joint CPAC, Parks Board, CDC, EDC, P&Z and City Council Workshop #1
6
10
20
$ 6,120
$ 306
$ 6,426
Task 9 - Alternative Future Scenarios
9.1 - Alternative Scenarios Development
1 161
1 60
$ 10,840
1 $ 542
1 $ 11,382
9.2 - Alternative Scenarios Implications
1 21
1 16
$ 2,460
1 $ 123
1 $ 2,583
PHASE III - VISION FRAMEWORK (PLAN DRAFTS AND RECOMMENDATIONS)
Task 10 - Comprehensive Plan Elements (Draft)
10.1 - Future Land Use Strategy
16
24
60
$ 16,680
$ 834
$ 17,514
10.2 - Housing Strategy
1
12
$ 2,550
$ 128
$ 2,678
10.3 - Mobility Strategy
1
80
24
$ 20,510
$ 1,026
$ 21,536
10.4- Downtown Master Plan
1
12
56
56
$ 20,710
$ 1,036
$ 21,746
10.5 - Placemaking/Urban Design Strategy
1
12
20
12
$ 7,430
$ 372
$ 7,802
10.6 - Parks, Trails and Open Space Master Plan
10
$ 2,700
$ 135
$ 2,835
10.7 - Economic Strategy
1
8
$ 1,790
$ 90
$ 1,880
Task 11- Draft Comprehensive Plan Elements Input & Preferred Plan
11.1 Community Open House Preparation
2
12
8
40
$ 9,700
$ 485
$ 10,185
11.2 Community Open House
8
8
8
8
$ 6,880
$ 344
$ 7,224
11.3 Community Open House Results
1
4
8
8
$ 2,870
$ 144
$ 3,014
11.4 Joint CPAC, Parks Board, CDC, EDC, P&Z and City Council Workshop #2
6
10
20
$ 6,120
$ 306
$ 6,426
11.5 - Preferred Plan Elements
1
8
6
32
6
$ 8,350
$ 418
$ 8,768
PHASE IV - IMPLEMENTATION PLAN/FINAL PLAN DOCUMENTATION
Task 12 - Implementation
12.1 - Comprehensive Plan Implementation Strategies
2
8
4
$ 2,820
$ 141
$ 2,961
12.2 - Parks, Open Space and Trails Implementation Framework
2
$ 540
$ 27
$ 567
12.3 - Comprehensive Plan Documentation
2
61
8
80
32
$ 19,840
$ 992
$ 20,832
PHASE VI - ADOPTION
Task 13 - Comprehensive Plan Adoption
13.1 - Park Board Recommendation (1 Meeting)
$ -
$ -
$
13.2 - Planning and Zoning Commission Recommendation (1 Meeting)
6
2
$ 1,880
$ 94
$ 1,974
13.3 - City Council Adoption (1 Meeting)
6
4
$ 2,140
1 $ 107
$ 2,247
Strategic Community Solutions
Principal
Associate
Labor
Expenses
PPS
Hours
Hours
Fee Dollars
Items Total
2
$ 400
$ 400
3
$ 600
$ 600
12
$ 2,400
$ 2,400
10 $ 2,000 1 1 $ 2,000
18
$ 3,600
$ 3,600
30
$ 6,000
$ 6,000
10
$ 2,000
$ 2,000
2
$ 400
$ 400
$
$
$
$
$
$
12
$ 2,400
1
1 $ 2,400
15
$ 3,000
1
1 $ 3,000
8
$ 1,600
$ 1,600
8
$ 1,600
$ 1,600
8
$ 1,600
$ 1,600
8
$ 1,600
$ 1,600
8
$ 1,600
$ 1,600
4
$ 800
$ 800
2
$ 400
$ 400
2
$ 400
$ 400
8
$ 1,600
$ 1,600
$
$
8
$ 1,600
$ 1,600
8
$ 1,600
$ 1,600
8
$ 1,600
$ 1,600
8
$ 1,600
$ 1,600
2
$ 400
$ 400
2
$ 400
$ 400
2
$ 400
$ 400
6
$ 1,200
$
$ 1,200
]15,2006
$
Prologue Planning Services
Principal
Associate
Labor
Expenses
PPS
Hours
Hours
Fee Dollars
Items Total
2
$ 350
$ 350
3
$ 525
$ 525
5
$ 875
1
1 $ 875
$ $
12
$ 2,100
$ 2,100
$
$
$
$
2
$ 350
$ 350
$
$
$
$
$
$
$
$
12
$ 2,100
1
1 $ 2,100
$
$
8
$ 1,400
$ 1,400
$
$
8
$ 1,400
$ 1,400
36
$ 6,300
$ 6,300
40
$ 7,000
$ 7,000
$
$
6
$ 1,050
$ 1,050
6
$ 1,050
1
$ 1,050
Catalyst
Principal
Associate
Labor
Expenses
Catalyst
Hours
Hours
Fee Dollars
Items Total
2
$ 600
$ 600
3
$ 900
$ 900
9
$ 2,700
$ 2,700
$ - $
12
$ 3,600
$ 3,600
$
$
10
14
$ 5,450
$ 5,450
5
15
$ 4,125
$ 4,125
12
40
$ 10,600
$ 10,600
5
20
$ 5,000
$ 5,000
$
$
$
$
8
$ 2,400
$ 2,400
$
$
6
$ 1,800
$ 1,800
2
$ 600
$ 600
8
$ 2,400
$ 2,400
4
$ 1,200
$ 1,200
8
15
$ 5,025
$ 5,025
8
6
$ 3,450
$ 3,450
8
6
$ 3,450
$ 3,450
6
$ 1,800
$ 1,800
2
$ 600
$ 600
8
$ 2,400
$ 2,400
6
$ 1,800
$ 1,800
$ -
$
10
22
$ 6,850
$ 6,850
6
$ 1,800
$ 1,800
6
$ 1,800
$ 1,800
1,277 151 232 118 561 183 32 220 0 140 0 154 138
TOTAL FEES I = $ 220,530 $ 18,467 $ 238,99711$ 44,000 $ - $ 44,000 $ 24,500 $ - $ 24,500 1 $ 70,350 $ - $ 70,350
Page 1
Anna Comprehensive Plan, Downtown Master Plan and Parks, Open Space and Trails
Master Plan - The Kimley-Horn Team
Exhibit'B' Fee Schedule - 4.23.2020
Staff Categories
La Terra Studios
Principal
Project
Manager
Intern
Landscape
Architect
Labor
Expenses
TLS
units
Hours
Hours
Hours
Fee Dollars
Items Total
PHASE I - PROJECT INITIATION
Task 1- Project Initiation and Management
1.1 - Project Initiation Meeting (1)
2
2
$ 590
$ 590
1.2 - Tour
3
3
$ 885
$ 885
1.3 - Progress Meetings (Up to 12 Meetings)
12
$ 1,440
$ 1,440
Task 2 - Community Engagement Planning
2.1 - Communications / Community Engagement Plan
$ - $
Task 3 - Ongoing Engagement
3.1 - Comprehensive Plan Advisory Committee Meetings (3)
18
$ 3,150
$ 3,150
3.2 - Web -based Engagement
$
$
3.3 - Engagement Through Community Events (1 Event)
$
$
PHASE II - DATA COLLECTION/ANALYSIS
Task 4 - Data Collection/Mapping
4.1 - Data Collection
8
15
30
$ 5,450
$ 5,450
4.2 - Base Mapping
8
15
30
$ 5,450
$ 5,450
4.3 - Existing Conditions Review/Analysis/Mapping
8
25
40
$ 7,400
$ 7,400
4.4 - Downtown Property Analysis
$
$
Task 5 - Demographic/Market Analysis & Projections
5.1 - Socioeconomic/Psychographic Information
$
$
5.2 - Market Profile
$
$
5.3 - Supply and Demand Analysis
$
$ -
Task 6 - Parks Inventory, Benchmarkingand Needs Assessment
6.1 - Parks Inventory of Areas, Programs, Facilities and Benchmarking
20
25
60
$ 11,000
1 $ 11,000
6.2 - Parks Needs Assessment and Identification
401
60
90
$ 20,950
1
1 $ 20,950
Task 7 - State of the City Input Sessions
7.1 - State of the City Worksession - City Staff
8
$ 1,400
$ 1,400
7.2 - Key Individual Interviews (Up to 10)
15
$ 2,625
1
1 $ 2,625
Task 8 - Community Engagement Event #1
8.1 Community Open House Preparation
8
25
35
$ 7,025
$ 7,025
8.2 Community Open House
8
8
8
$ 2,960
$ 2,960
8.3 Community Open House Results
2
8
15
$ 2,435
$ 2,435
8.4 Joint CPAC, Parks Board, CDC, EDC, P&Z and City Council Workshop #1
8
4
$ 1,880
$ 1,880
Task 9 - Alternative Future Scenarios
9.1 - Alternative Scenarios Development
5
$ 875
$ 875
9.2 - Alternative Scenarios Implications
5
$ 875
$ 875
PHASE III - VISION FRAMEWORK (PLAN DRAFTS AND RECOMMENDATIONS)
Task 10 - Comprehensive Plan Elements (Draft)
10.1 - Future Land Use Strategy
$
$
10.2 - Housing Strategy
$
$
10.3 - Mobility Strategy
$
$
10.4 - Downtown Master Plan
15
15
15
$ 5,550
$ 5,550
10.5 - Placemaking/Urban Design Strategy
15
15
15
$ 5,550
$ 5,550
10.6 - Parks, Trails and Open Space Master Plan
25
55
60
$ 15,475
$ 15,475
10.7 - Economic Strategy
$ -
$
Task 11- Draft Comprehensive Plan Elements Input & Preferred Plan
11.1 Community Open House Preparation
10
20
40
$ 7,150
$ 7,150
11.2 Community Open House
10
10
8
$ 3,550
$ 3,550
11.3 Community Open House Results
4
10
8
$ 2,500
$ 2,500
11.4 Joint CPAC, Parks Board, CDC, EDC, P&Z and City Council Workshop #2
2
8
$ 1,310
$ 1,310
11.5 - Preferred Plan Elements
15
25
10
$ 6,375
$ 6,375
PHASE IV - IMPLEMENTATION PLAN/FINAL PLAN DOCUMENTATION
Task 12 - Implementation
12.1 - Comprehensive Plan Implementation Strategies
$ -
$
12.2 - Parks, Open Space and Trails Implementation Framework
65
80
90
$ 27,725
$ 27,725
12.3 - Comprehensive Plan Documentation
40
50
60
$ 17,500
$ 17,500
PHASE VI - ADOPTION
Task 13 - Comprehensive Plan Adoption
13.1 - Park Board Recommendation (1 Meeting)
8
4
$ 1,880
$ 1,880
13.2 - Planning and Zoning Commission Recommendation (1 Meeting)
1
$
$
13.3 - City Council Adoption (1 Meeting)
6
$ 1,050
$ 1,050
$ 3,050
$ 56
$ 3,106
$ 4,290
$ 69
$ 4,359
$ 14,215
$ 340
$ 14,555
$ 2,270 1 $ 14 $ 2,284
$ 21,990
$ 477
$ 22,467
$ 7,200
$ 7,500
$ 14,700
$ 3,940
$ 97
$ 4,037
$ 7,120
$ 46
$ 7,166
$ 6,810
$ 68
$ 6,878
$ 14,200
$ 340
$ 14,540
$ 8,400
$ 148
$ 8,548
$ 4,395
$ 14
$ 4,409
$ 10,870
$ 14
$ 10,884
$ 5,270
$ 14
$ 5,284
$ 11,270 $ 14 $ 11,284
$ 21,220 $ 14 $ 21,234
$ 15,300 $ 350 $ 15,650
$ 10,075 $ 223 $ 10,298
$ 19,405
$ 539
$ 19,944
$ 13,240
$ 344
$ 13,584
$ 6,905
$ 144
$ 7,049
$ 11,600
$ 306
$ 11,906
$ 15,715 $ 542 $ 16,257
$ 5,335 $ 123 $ 5,458
$ 17,080
$ 834
$ 17,914
$ 7,975
$ 128
$ 8,103
$ 20,510
$ 1,026
$ 21,536
$ 31,310
$ 1,036
$ 32,346
$ 12,980
$ 372
$ 13,352
$ 18,175
$ 135
$ 18,310
$ 5,240
$ 90
$ 5,330
$ 18,450
$ 485
$ 18,935
$ 13,830
$ 344
$ 14,174
$ 6,970
$ 144
$ 7,114
$ 9,630
$ 306
$ 9,936
$ 18,925
$ 418
$ 19,343
$ 11,320
$ 141
$ 11,461
$ 28,265
$ 27
$ 28,292
$ 51,590
$ 992
$ 52,582
$ 1,880
$ -
$ 1,880
$ 5,930
$ 94
$ 6,024
$ 7,240
$ 107
$ 7,347
1,277 381 494 614
TOTAL FEES 1 $ 172,005 $ - $ 172,005 $ 531,385 $ 18,467 $ 549,852
Page 2
Kimley))) Horn
Expect More. Experience Better.
DECEMBER
2019
/5iS EFtf EV.i�BRv� ..
THE CITY OF
Anna
Consultant Description
Kimley-Horn and Associates, Inc.
Ki m I ey >>> H o rn Kimley-Horn and Associates, Inc. was founded in 1967 by transportation planners
and traffic engineers in Raleigh, NC. Today, Kimley-Horn is a full -service planning,
engineering, and environmental consulting firm with more than 4,100 employees nationwide. We have over 90 offices grouped
into six regions, and each region is managed by a regional team that provides production, business, marketing, and practice
support. The Texas Region has 15 offices including our local office in Dallas, which will manage this project.
Kimley-Horn's clients have access to a versatile staff of professional planners; landscape architects; civil, transportation,
and structural engineers; and environmental scientists. Kimley-Horn has partnered with municipalities across the country to
craft growth and development plans that balance economic, environmental, and social values. Our team of planners, urban
designers, and engineers excel in facilitating stakeholder engagement and evaluating competing development alternatives.
We are committed to multidisciplinary efforts that set high expectations and are focused on implementation.
Subconsultants
Strategic Community Solutions, LLC
Strategic Community Solutions, LLC provides clients with creative, practical products that help build successful
kQAand sustainable communities. They focus on projects that shape the future, engage the public, and enhance
) sustainability. Established in Dallas in 1993, the firm has provided analysis, policy development, plan
preparation, facilitation, community involvement, and planning process design for many communities. Areas of
STRATEGIC
COMMUNITY expertise include long-range and strategic planning, public involvement, community outreach (using traditional
SOLUTIONS and innovative techniques), and consensus -building. The firm, managed by Karen Walz, assists clients in
designing and conducting visioning sessions and strategic planning workshops. They often collaborates with other consulting
firms to provide a team approach for major comprehensive planning and plan implementation projects. It also works with
clients to develop programs and priorities for implementing long-range and strategic plans.
Catalyst Commercial
Catalyst is a Dallas -based consultancy focused on innovative solutions for public and private entities.
4 President Jason Claunch's comprehensive development, brokerage, and acquisition background
Bata I y s t
allows the company to deliver actionable results. Services include retail market analysis, market
research, office demand analysis, workforce analysis, economic impacts, healthcare market optimization, medical recruitment,
and residential market analysis, multi -family demand, housing policy, and sustainability.
Prologue Planning Services, LLC
Prologue Planning Services, LLC was founded to provide city planning assistance to
PROLOGUE local governments. Specializations include comprehensive planning; zoning ordinance
PLAN N ING
S E R V I C E S review/revision; special projects and studies (downtown plans, corridor plans, area plans,
redevelopment studies); review of zoning applications from the city perspective; public involvement; advisory work; and related
services. Monica Heid, owner and manager, spent more than 30 years in municipal planning and has been in the private
sector for approximately four years. The firm typically partners with other consulting agencies, but also offers professional
advisory services as a single entity to cities in need of short-term assistance or help with special projects.
THE CITY OF
Anna
Organizational Chart
Karen Walz, FAICP'
THE CITY OF
Anna
Mark Bowers, PLA, AICP, LEED AP
STATE OF THE CITY (DATA COLLECTION/ANALYSIS)
Ignacio Mejia, LEED AP
Drew Brawner, AICP Jason Claunch z
Brandi Backus Brad Lonberger, LEED AP,CNU-A
John Fielder, PLA I Katherine Utecht, PLA, L.I. I Austin Powers, P.E.
Mark Bowers, PLA, AICP, LEED AP
Farzine Hakimi
Ignacio Mejia, LEED AP
Brad Lonberger, LEED AP, CNU-A
Jason Claunch 2
Mark Bowers, PLA, AICP, LEED AP
Karen Walz, FAICP'
Ignacio Mejia, LEED AP
Brad Lonberger, LEED AP, CNU-A
Farzine Hakimi
John Fielder, PLA
Katherine Utecht, PLA, L.I.
Austin Powers, P.E.
Mark Hatchel, P.E.
Karen Walz, FAICP'
Mark Bowers, PLA, AICP, LEED AP
Jason Claunch 2
Brad Lonberger, LEED AP, CNU-A
Jason Claunch 2
Jeff Whitacre, P.E., AICP, PTP
Drew Brawner, AICP
Jay VonAhsen, P.E.
Jason Claunch 2
Brad Lonberger, LEED AP, CNU-A
Jeff Whitacre, P.E., AICP, PTP
Karen Walz, FAICPJay VonAhsen, P.E.
Mark Bowers, PLA, AICP, LEED AP John Fielder, PLA
Jason Claunch 2 Monica Heid, AICP DOWNTOWN
Jeff Whitacre, P.E., AICP, PTP
Ignacio Mejia, LEED AP
Monica Heid, AICP 3 Brad Lonberger, LEED AP, CNU-A
Mark Bowers, PLA, AICP, LEED AP Monica Heid, AICP s
Karen Walz, FAICP'
1 Strategic Community Solutions 2 Catalyst Commercial 3 Prologue Planning Services
THE CITY OF
Anna
Project Team Resumes
Professional Credentials
• Master of Landscape Architecture,
University of Colorado at Denver
• Bachelor of Science, Landscape
Architecture, University of Texas
at Arlington
• Professional Landscape Architect
in Texas
• Registered AICP
• LEED Accredited Professional
• American Planning Association,
Member
• American Society of Landscape
Architects, Member
Recent Awards
• 2019 Planning Excellence
Award, OneMcKinney 2040
Comprehensive Plan, Texas
Chapter APA
• 2018 Planning Excellence Award,
Weatherford General Plan, Texas
APA
• The Driehaus Form -Based
Codes Award, 2015 Honorable
Mention, The City of Rowlett Form
Based Code, Form -Based Codes
Institute
• 2015 Urban Design Award, City of
Richardson's Main Street/Central
Expressway Form Based Code,
Greater Dallas Planning Council
Mark Bowers, PLA, AICP, LEED AP
Project Manager
Mark brings 31 years of planning and urban design experience and has extensive
experience in the project management and planning of comprehensive plans, corridor
plans, downtown plans, comprehensive parks and open space plans, area plans,
zoning ordinances, and streetscape projects. His extensive background and skill set
is sought after by clients, and his portfolio of work includes numerous repeat clients.
Relevant Experience
• Princeton Comprehensive Plan, Princeton, TX
• OneMcKinney 2040 Comprehensive Plan, McKinney, TX
• Weatherford General Plan, Weatherford, TX
• Kerrville 2050 Comprehensive Plan, Kerrville, TX
• Prosper Old Town Open Space Plan, Prosper, TX
• Prosper Old Town Architectural Standards, Prosper, TX
• Princeton Downtown Vision Framework Plan, Princeton, TX
• Princeton Downtown Form -Based Code, Princeton, TX
• Princeton Parks and Open Space Master Plan, Princeton, TX
• Prosper Old Town Open Space Plan, Prosper, TX
• Prosper Old Town Area Assessment, Prosper, TX
• Farmers Branch West Side Trail Master Plan and Phase I Design, Farmers
Branch, TX
• Frisco Comprehensive Plan Update, Frisco, TX
• Lewisville Zoning and Subdivision Ordinance Overhaul, Lewisville, TX
• Kerrville Zoning and Subdivision Ordinance Updates, Kerrville, TX
• Addison Special Area Study — Addison Circle, Addison, TX
• Realize Rowlett 2020 Comprehensive Plan, Rowlett, TX*
• Mesquite Downtown Urban Design Plan and CIP, Mesquite, TX
• Lewisville Small Area Plans, Lewisville, TX
• Bulverde Land Use Plan, Official Zoning Map and Citywide Zoning Ordinance,
Bulverde, TX
• Lancaster Comprehensive Plan Update, Lancaster, TX
• Garland Downtown Streets / Urban Design, Garland, TX
• Downtown Bulverde Village Vision Plan, Bulverde, TX
• Main Street / Central Corridor, Richardson, TX
• Revitalization Strategy*
• Rezoning Initiative (Phases 2 and 3)
• Main Street CIP
DART Property Land Use Study
• Flower Mound Comprehensive Plan, Flower Mound, TX*
• McKinney Comprehensive Master Plan, McKinney, TX*
*Project completed prior to joining Kimley-Horn.
THE CITY OF
Anna
Professional Credentials
• Bachelor of Architecture,
University of Miami
• Master of Architecture, Suburb
and Town Design (Urban Design/
Planning), University of Miami
• Congress for the New Urbanism,
CNU Accredited
• LEED Accredited Professional,
US Green Building Council
• American Planning Association,
AICP Candidate
• NCARB, Registered Architect
Candidate
Professional Credentials
• Bachelor of Landscape
Architecture, Texas A&M
University
• Professional Landscape Architect
in Texas and Louisiana
• American Society of Landscape
Architects, Member
Brad Lonberger, LEED AP, CNU-A
Brad is a seasoned urban designer specializing in Downtown revitalization,
placemaking, corridor redevelopment, and context -sensitive design approaches.
Brad believes there is an inextricable link between market feasibility, fiscal impact,
transportation, and development where the design of places, how they respond to
the market, and how public and private development come together to create the
positive externalities that we desire in our communities. His focus on development and
its economic impact will focus critical decisions on design implications to real -world
fiscal impacts and return on investment. Brad joined Kimley-Horn to work directly on
strategy -specific projects requiring out -of -the -box thinking to support walkable and
mixed -use communities.
Relevant Experience
• Downtown Master Plan, Mansfield, TX*
• Downtown Bastrop Development Plan, Bastrop, TX*
• Downtown Plaza Plan, Burleson, TX*
• Downtown Master Plan, Odessa, TX*
• Downtown Development Plan, Schertz, TX*
• Fort Smith Downtown Plan, Fort Smith, AR*
• Mayflower Downtown Plan and Code, Mayflower, AR*
• Vilonia Downtown Plan and Code, Vilonia, AR*
• Downtown Master Plan and Development Code, Rogers, AR*
*Project completed prior to joining Kimley-Horn.
John Fielder, PLA
John's focus is landscape architecture design and park planning, and he has served
numerous municipalities throughout Texas for over 15 years. His project experience
includes park design, trails, recreation facilities, streetscapes, and site development.
His current experience in streetscapes include high -end landscape and monument
design, as well as streetscapes with reduced budgets. John strives to combine
sustainable principles, design experience, and local site knowledge to create
impactful and manageable landscapes.
Relevant Experience
• Princeton Parks and Trail Master Plan, Princeton, TX
• Bailey Lake Park Master Plan, Burleson, TX
• Rosemont Park and McLeland Tennis Center, Fort Worth, TX
• Jack Carter Park Master Plan, Plano, TX
• Legacy Trail / Bluebonnet Trail Concept Planning, Plano, TX
• Little Elm Parks Master Plan, Little Elm, TX
• Lake Worth Parks Master Plan and Parks Concepts, Lake Worth, TX
• Legacy Trail Extension and Pedestrian Bridge, Plano, TX
THE CITY OF
Anna
Professional Credentials
• Bachelor of Landscape
Architecture, Oklahoma State
University
• Bachelor of Landscape
Contracting, Oklahoma State
University
• LEED Accredited Professional
• American Society of Landscape
Architects, Member
Professional Credentials
• Master of Public Administration,
University of Texas at Arlington
• Master of Science, Traffic
Engineering, Texas A&M
University
• Bachelor of Science, Civil
Engineering, Texas A&M
University
• Professional Engineer in Texas
• Professional Transportation
Planner
• American Institute of Certified
Planners
Ignacio Mejia, LEED AP
Ignacio's work experience supports a variety of urban design and landscape
architectural assignments. Over the last eight years, he has provided large-scale
master planning, land use planning, park planning and design and detailed design
of streetscape projects for communities throughout Texas. In addition to being a
talented planner and designer, Ignacio is proficient in GIS, Adobe Suite, Revit,
Sketch -Up, which is especially valuable in the public process.
Relevant Experience
• Kerrville 2050 Comprehensive Plan, Kerrville, TX
• OneMcKinney 2040 Comprehensive Plan, McKinney, TX
• Weatherford General Plan, Weatherford, TX
• Realize Rowlett 2020 Comprehensive Plan, Rowlett, TX*
• Lewisville Small Area Plans, Lewisville, TX
• Addison Special Area Study — Addison Circle, Addison, TX
• Frisco Comprehensive Plan Update, Frisco, TX
• Decatur Comprehensive Plan, Decatur, TX
• Prosper Old Town Area Assessment, Prosper, TX
Jeff Whitacre, P.E., AICP, PTP
Jeff has 14 years of project experience with traffic operations analysis, master
thoroughfare planning, bicycle master plans and infrastructure designs, signal
design and warrant studies, and other transportation studies. Jeff is unique in that
he is extremely talented at both developing innovative plans and then leading their
design and implementation. He focuses on creating alignments that consider natural,
man-made, and fiscal constraints. These evaluations include developing "right -sized"
transportation plans and prioritizing transportation projects to allow the biggest impact
for the dollars spent.
Relevant Experience
• ONEMcKinney 2040 Comprehensive Plan, McKinney, TX
• Kerrville 2050 Comprehensive Plan, Kerrville, TX
• Frisco Comprehensive Plan, Frisco, TX
• Fort Worth Active Transportation Plan, Fort Worth, TX
• Forest Hill Comprehensive Plan, Forest Hill, TX
• College Station Comprehensive Plan Update, College Station, TX
• Lubbock Master Thoroughfare Plan Update, Lubbock, TX
• Lancaster Master Thoroughfare Plan, Lancaster, TX
• Denton Mobility Plan, Denton, TX
• Burleson Master Mobility Plan, Burleson, TX
• Mansfield Master Thoroughfare Plan, Mansfield, TX
• McKinney Impact Fees, McKinney, TX
THE CITY OF
Anna
Karen Walz, FIACP
701
Karen Walz is the Principal in Strategic Community Solutions LLC, a professional
consulting firm that helps clients build successful and sustainable communities. She
has 40 years of experience in strategic planning, public engagement, comprehensive
STRATEGIC
planning and plan implementation. Her work experience includes East and West
COMMUNITY
coast communities, as well as Texas, the Midwest, and western U.S. clients include
SOLUTIONS
cities, counties, metropolitan regions and nonprofit organizations. Client communities
Professional Credentials
range from towns of a few thousand people to cities with over one million residents
• Master of City and Regional
and counties covering 13,000 square miles. From 2004 through 2011, Karen served
Planning, John F. Kennedy School
as the Project Manager for as North Texas", a coalition of private, public and
of Government, Harvard University
non-profit organizations carrying out a regional visioning initiative for the Dallas -Fort
• Bachelor of Science,
Worth Metroplex.
Environmental Earth Sciences,
Relevant Experience
Stanford University
• Fellow of the American Institute of
• ONEMcKinney 2040 Comprehensive Plan, McKinney, TX
Certified Planners
• Weatherford General Plan, Weatherford, TX
• Frisco Comprehensive Plan, Frisco, TX
Monica Heid, AICP
PROLOGUE
to
Monica has more than 30 years in local government and six years in private
PLANNING
sector planning. She has 11 years as Director of Planning and 12 as Director of
SERVICES
Development Services at the City of Richardson (some years overlapping). Monica
Professional Credentials
was responsible for the three divisions of the Department Planning, Development and
• Bachelor of Arts, Business and
Engineering, and Traffic and Transportation. She was involved in numerous zoning
Public Administration, Oklahoma
and development applications, comprehensive plans, special projects and studies,
State University
code reviews, ordinance amendments, and a variety of policy matters. She left the
• American Institute of Certified
City in 2013 to establish Prologue Planning Services, a woman -owned consulting
Planners
practice specializing in planning -related services for cities
Relevant Experience
• Doyle Community Small Area Plan, Kerrville, TX
• Zoning Code Update, Kerrville, TX
• Kerrville 2050 Comprehensive Plan Update, Kerrville, TX
Jason Claunch
{.
oatalystHEB
Jason is currently working on retail projects that included Panera, Whole Foods,
and Walmart as well as over 100 local and regional tenants. Jason has
consummated over 1,000,000 square feet of leases and closed over 190 raw
Professional Credentials
land transactions. Jason also has experience in healthcare research, hospitality,
residential and commercial analysis. Jason is experienced with the full lifecycle of
• Bachelor of Business
real estate from initial market strategy, planning, entitlements, due diligence, design,
Administration, University of Texas
vertical development and disposition using his extensive relationships with owners,
at Arlington
developers, vendors, end users, and the brokerage community.
THE CITY OF
Anna
Project Approach
The multi -disciplinary team Kimley-Horn brings to the City of Anna for your new Comprehensive Plan, Downtown Master Plan
and Parks, Trail and Open Space Master Plan has a highly successful track record of developing visions and implementation
strategies for multiple communities in the form of Comprehensive Plans, Area Plans, Commercial Corridor Revitalization
Strategies, Downtown Master Plans Trails Master Plans and Parks and Open
Space Master Plans. Through multiple years of collaboration, our team members
have refined an approach that can be directly attributed to our project successes.
Among the key elements of our team's philosophy for developing community
master plans are:
• Every community is unique — our project approach is specifically geared
toward bringing out and focusing on those attributes that make Anna unique.
• The vision for the future should be the community's vision, not the
consultant's.
• An implementable vision must be focused on market and fiscal realities.
Understanding
The Kimley-Horn Team understands that the City of Anna desires to develop a Comprehensive Plan that provides the
community with an accessible, achievable, and adaptable guide for the desired patterns of growth, preservation, and City
services and programs. The final plan will provide clear direction to everyone interested in Anna — the City Council, staff,
neighbors (residents), businesses, and the development community — from a broad vision to appropriate policies and
guidelines and then a fiscally responsible implementation plan. Among the many City-wide plan issues that will be explored
with participation and support from the City's neighbors, business community, developers, and other stakeholders are:
• Methods to continue to build the unique brand for Anna that builds on existing developments and that is further expressed
through a series of unique districts
• Developing strategies to guide the City's expansion through annexation and strategic infrastructure extensions
• Capitalizing on short-term growth opportunities along the US 75 corridor (a major economic engine in the community)
while assisting the City in developing strategies for approaching the corridor as a master developer by maintaining land
for future economic development that provides a higher return in tax base to the City over the long term
• Developing design strategies for the US 75 corridor that create a place where the community comes together, rather than
a divide between east and west Anna
• Identifying key catalysts around the community that could provide future reinvestment opportunities for the EDC
• Creating and maintaining vibrant residential neighborhoods with multiple choices in housing and with strong connections
to schools and parks and other community amenities
• Defining the EDC's role in achieving catalysts that build tax base and leverage investment dollars to provide a high level
of return through private investment
Among the many Downtown issues that will be explored with participation and support from the City's neighbors, business
community, developers, and other stakeholders are:
• Identifying an appropriate future boundary for the downtown area
• Considering and, if appropriate, defining any subdistricts that create sub -brands within Downtown
• Defining policies and approaches to guide adaptive reuse of older buildings, as well as potential funding can assist those
property owners in reinvesting in their properties
THE CITY OF
Anna
• Developing a list of catalytic investments in Downtown (in addition to the new Civic Center) that can generate private
sector investment
• Creating a vision and concepts for the development of major downtown parcels (like the site with the existing Cotton Gin)
that have the potential to be key catalysts that build upon existing downtown assets
• Developing techniques for City Hall to have strong connections to the rest of Downtown
• Identifying residential development types that should be accommodated in Downtown Anna so it contributes unique
housing styles that help Anna meet its overall housing needs
• Identifying a vision for the SH 5 corridor in downtown and strategies with City and TxDOT collaboration on roadway
cross -sections that enhance the downtown area
• Facilitating any decisions that should be made today adjacent to the DART rail line, and identifying implications of future
rail improvements
• Defining institutions or processes that will aid downtown stakeholders in implementing the vision
• Identifying specific infrastructure improvements (roads, water, sanitary sewer, drainage, etc.) required to support the
updated vision for the downtown area
Among the many Parks, Trails and Open Space issues that will be explored with participation and support from the City's
neighbors, business community, developers, and other stakeholders are:
• Identifying parks and open space needs that exist today and, in the future, based on demographics and psychographic
physiographic analysis
• Identifying Anna's peer cities and how they are addressing their needs
• Building upon the great existing, unique parks that exist in Anna
• Evaluating the old Collin County Open Space plan for key open space sites that could be included in the open space
framework and identifying partner organizations that may have funding and resources to help manage those facilities
• Identifying an appropriate balance of neighborhood to regional park facilities in Anna and identifying potential funding
strategies for each. We understand the City has some funds available for Parkland acquisition and improvements, and we
can assist on identifying how can those funds best be leveraged to get the most bang for the buck
• Developing strategies for utilizing natural corridors for off-street trail connections between park facilities and key destinations
• Identifying Anna's desired approach to on -street facilities (physically on -street, parallel in the right-of-way (ROW), or a
combination of both depending on the street classification)
• Developing an implementation strategy that aligns the plan with multiple funding opportunities (both public and private)
Methodology
The Kimley-Horn Team recommends a three -phased, integrated process to facilitate the development of Anna's
Comprehensive Plan, Downtown Master Plan and Parks, Trail, and Open Space Master Plan. The three phases are coupled
with a robust community and stakeholder engagement process that solicits appropriate levels of feedback from the community
based upon each plan's stage of development. The recommended process accommodates the unique technical aspects and
required deliverables of each plan, while ensuring a high level of coordination between all plans. The benefits of this approach
include having the ability to brand the process as a single initiative to avoid confusion in the community that might occur if
each plan was developed on a separate track, allowing the development of a single, overall vision and guiding principles for
the community that flow down into each plan, and providing significant time efficiencies and cost savings by combining public
involvement and management activities related to these efforts. While our team understands that the City of Anna anticipates
three unique plans, our previous experience has shown that there is also value in preparing a unified final document that ties
all the plans together, while maintaining the ability to structure the specific sections related to Downtown and Parks, Trails
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and Open Space in a manner that each can stand on its own. The following pages outline the project approach that we have
developed based upon our team's understanding of the specific issues needing to be addressed by the City of Anna. This
approach is outlined graphically in the Organizational Chart on page 2 of this document.
STATE OF THE CITY (DATA COLLECTION/ANALYSIS)
The Kimley-Horn team will develop an overriding vision and priorities for Anna's Comprehensive Plan with a multi -disciplinary
focus and significant input from community stakeholders, City staff, the appointed Comprehensive Plan Advisory Committee,
and elected officials. Previous project experience has proven that our process, when properly vetted with the community, can
establish a strong cornerstone for building the specific comprehensive plan components and the implementation strategies
essential for successfully implementing the vision. We cannot emphasize enough the importance of achieving both community
consensus and political support for the fundamental vision and priorities at an early stage in the process. This allows the
discussion occurring as each supporting plan component is developed to focus on specific plan details and implementation
choices, rather than continuing to debate the fundamental assumptions underlying the overall plan.
Data Collection/Mapping
The first step in understanding the State of the City is to analyze and evaluate existing conditions in Anna, including the
existing built environment, natural systems, infrastructure, and unique community assets. Additionally, the Kimley-Horn team
will review planned municipal improvements as detailed in multiple City documents (including the City's existing Capital
Improvement Plan (CIP), the Existing Master Thoroughfare Plan, Parks and Open Space Master Plan, and any other existing
plans). This step will culminate in identifying opportunities and constraints to future development in Anna.
Demographic/Market Analysis
In addition to conditions in the physical and built environment, the team will also analyze conditions that inform and influence
the city-wide investment and reinvestment climate. The team will build upon previous market, demographic, psychographic
and trade area analyses to develop a broad -based market profile for the multiple types of uses available in the Anna trade
area (within the planning horizon established at the beginning of the project) that might locate within Anna. Based upon those
uses and anticipated market capture, we will conduct further analysis to identify which could be attracted to Anna's Downtown
to provide reinvestment opportunities in that area. Following the demographic and market analysis Kimley-Horn will develop
a city-wide fiscal analysis for the current development trend (based upon your current built community, planned development
projects and existing zoning) to identify the fiscal ramifications of the current development trend. This current trend will be
utilized as a benchmark to evaluate alternative future development scenarios in the Vision Framework phase of the project.
Within the Downtown Focus Area, the team will conduct a more detailed evaluation of upcoming downtown investments (including
the new Municipal Complex, programmed CIP projects and any private sector investments) to identify potential catalysts that can
be leveraged for additional private sector investments. We will also conduct a detailed downtown parcel analysis that analyzes
ownership patterns, presence of major assemblages, transaction history/tenure, land to improved value ratios and parcel
utilization. This analysis will facilitate the identification of each parcel's ripeness for redevelopment and/or reinvestment.
Knowledge gained during the existing conditions analysis combined with an understanding of certain market realities will
allow the community to make fiscally informed decisions about its future. Collectively, our team's commitment is to ensure
that elected officials, citizens, business owners, and other stakeholders have the information to understand their options, the
consequences of key choices, and the range of resources available to advance their strategic objectives. Experience has
shown that this cannot be accomplished without an understanding of market, financial, and fiscal factors, all of which are
anchored by a detailed profile (demographic and psychographic) of the community and region.
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Parks Inventory/Benchmarking and Needs Assessment
The Kimley-Horn team will gather information on the location, size, and features of any existing parks. These facilities will be
compared to National Recreation and Parks Association (NRPA) guidelines, current park and recreation trends, and other
park systems and facilities in nearby DFW area communities. The current population, the projected population in five years,
and long-term growth potential will be analyzed
Community Snapshot/Strategic Direction
At this point in the process, the Kimley-Horn team will embark on a series of vision sessions with City staff and a
Comprehensive Plan Advisory Committee to review and evaluate the current "State of the City." This approach is particularly
effective in communities experiencing high growth rates and with demand for new products, but also with older core areas of
the community that sometimes tend to be forgotten in a comprehensive plan process. Discussions in these meetings will focus
on the community's existing and potential future portfolio of assets, with emphasis on:
• Areas that are stable and simply in need of good policies to maintain their positive attributes
• Areas that are underutilized or with uses that have outlived their ability to enhance the overall community and / or are ripe
for reinvestment
• Areas that have the potential to become key components of the City's economic engine by accommodating new
investment that will foster a more diversified tax base and assist in establishing Anna as "the next big thing"
These discussions and the resultant level of understanding related to Anna's strengths, weaknesses, opportunities and threats
will assist the Kimley-Horn team and the community with a framework for a series of downtown and parks focus group, and
community -wide vision sessions.
During the community -wide vision session, we will facilitate a series of discussions related to the desired future for Anna. The
vision session will begin with a brief overview of Anna's opportunities and constraints, as identified in the State of the City
sessions. Stakeholders will be asked to participate in a series of round table exercises to provide strategic direction for Anna's
future to the consultant team. Following this vision session, the Kimley-Horn team can solicit online feedback on key ideas and
aspects to begin the process of achieving community consensus on key guiding principles and preferred scenario direction.
At a joint workshop with the Comprehensive Plan Advisory Committee, the Anna Parks Board and Planning and Zoning
Commission, and the City Council, we will facilitate discussions regarding a preferred vision framework for the City's future.
The preferred vision framework will be taken back to the community for additional input in a community -wide open house and
will also be made available online for additional feedback.
While the detailed approach for community involvement (the Stakeholder Involvement Plan) will be determined through a
close collaboration between the Kimley-Horn team and the City of Anna, we can confirm at this point in the planning process
that there will be a high level of public participation (utilizing several techniques and media) focused on developing preliminary
concepts and potential priorities. This will heighten the potential for widespread community consensus and trust. The
vision framework will align opportunities related to existing physical conditions (as identified through the existing conditions
analysis), anticipated future real estate / market opportunities (as identified through the market and demographic analysis),
and community desires (as identified through public and stakeholder involvement). The vision framework will inform short-
term opportunities, which could potentially be achieved through minimal investment, and long-term programs requiring public
and / or private sector involvement. Ultimately, it will provide basic direction for development of the land use, economic/fiscal,
placemaking/urban design, mobility, housing, downtown and parks, trails and open space strategies to be developed in the
next phase of the project.
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VISION FRAMEWORK (PLAN DRAFTS AND RECOMMENDATIONS)
While the State of the City will focus primarily on establishing a vision framework through evaluating existing conditions,
prioritizing community needs and desires, and developing alternative scenarios, the Comprehensive Plan components will add
a much higher level of detail to that vision framework. Community stakeholders will continue to be a critical part of this phase
of the project by evaluating each plan component for conformance with the overall vision; however, the specific expertise of
each member of our consultant team will be equally important to verify that each plan
component fully integrates with the others. To achieve this integration, the
Kimley-Horn team will work with City staff and the Comprehensive Plan Advisory
Committee through a series of workshops to establish the strategic direction for
each of the plan components. These will include the specific guiding principles
and policies for each plan component. With that direction, the consultant team
task leaders will work closely together to coordinate and document the specific
recommendations for each plan component. Through this process, the following plan
components will be developed:
Future Land Use Strategy
The Kimley-Horn Team will draft a Future Land Use Strategy that aligns with a preferred vision scenario identified through
community input. The team will define all land use categories according to "preferred place types" as identified by supporting
market data and by stakeholders through keypad and online polling and will establish criteria for determining the location
of these uses within the City. The Future Land Use Strategy will incorporate the residential and commercial development
activity that has occurred since the previous plan was adopted and will provide direction for undeveloped parcels and parcels
identified for potential redevelopment as a part of the preferred vision. It will address the interconnectedness of the built and
natural environments and provide goals, objectives, and policy recommendations that will improve the state of balance and
provide a basis for reviewing future development proposals in the community. The Future Land Use Strategy will also project
development capacity based on recent activity and economic trends, provide a final fiscal analysis for the preferred scenario,
and will be used as the foundation for all other plan elements. Finally, this strategy will provide an overview of all potential
reinvestment / redevelopment areas of the community that can establish a series of addresses that will continue to build upon
the City's existing economic engine.
Economic/Fiscal Strategy
The Economic Strategy will build upon existing City/EDC initiatives and will focus on the policies and actions that strengthen
the community's business and visitor climate. It will assess all aspects of the community that advance or deter the City's
economic development objectives and will address both greenfield conditions and redevelopment. The Strategy will
address opportunities related to non-residential land uses, such as retail/commercial, office, industrial, hotel/lodging, and
entertainment. This component will be closely aligned with the Housing Component since the future housing mix needs
to be consistent with both the existing and future community psychographics and jobs base. The economic/fiscal strategy
will be reviewed with both the Comprehensive Plan Advisory Committee and the Anna EDC Board. Kimley-Horn's team
includes economic strategist Jason Claunch, founder of Catalyst Commercial, so it builds on his understanding of economic
conditions in Anna and provide a thorough analysis of fiscal impacts that will support the scenario recommendations of the
comprehensive plan and add a grounded oversight for the placemaking/urban design strategy.
Placemaking/Urban Design Strategy
The level of market vitality and economic resiliency of communities has a direct correlation to the existence of places that
create a positive memory in the minds of users, and that create a high level of desirability to return. Examples of these types
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of places or addresses are Central Park, the San Antonio Riverwalk, and the French Quarter. In many cases, the urban design
elements (building architecture, landscaping, hardscaping, signage, etc.) play an important role in defining the address.
In Anna, several addresses already exist that have the potential to create the attributes indicated above. The Kimley-Horn
Team will develop the placemaking/urban design strategy in a manner that identifies existing or currently planned addresses
in the community, and also identifies new development areas and potential themes or brands that can contribute to future
success. Additionally, policies that address community gateways, community image, integration of major roadway corridors,
and the preservation of community attributes will be developed. In this process, our team will establish a basic vision that
could lead to aesthetic design guidelines, sign standards and wayfinding programs, urban form and lot coverage standards,
and open space and neighborhood conservancy recommendations (in close coordination with the parks, trails and open space
strategy.) We will provide a higher level of detail along the US 75 corridor, SH 5 Corridor, Downtown and in other special study
areas to prepare urban design concepts for branding these addresses in the City.
Mobility Strategy
In planning the future of Anna's mobility network, the Kimley-Horn Team will ensure that mobility strategy will be fundamentally
linked to the land use, placemaking/urban design and parks, trails and open space strategies. We believe that roadways can
serve not only to move vehicles throughout Anna, but also can provide for non -motorized mobility needs and to portray Anna's
desired urban design character. We understand that one type of street design will certainly not satisfy all the needs within
the City (i.e., a business park destination would have a different design character than in Downtown Anna); therefore, we
recommend that the master mobility plan offers flexibility through a series of context -sensitive street types that allow the street
character to respond to the needs of the surrounding place type.
There is no one size fits all in the framework of mobility, and each roadway needs to be evaluated considering the future
adjacent land uses, desired travel speed, control of ROW. (i.e. City, County, TxDOT), and anticipated volumes. This
connection between land use and roadways is particularly important when looking at undeveloped areas of the City. For these
undeveloped areas, the land use team and mobility team will work through a series of consultant team charrettes to lay -out the
correct sustainable network that most appropriately complements future development. In developed areas, such as Downtown
Anna, the mobility strategy will provide a range of urban street types that can work within available ROW to serve the needs of
existing and infill development in the area. The team can also evaluate design tools, such as compact urban roundabouts, for
use in the City's developed areas. The mobility strategy will also pull together additional multi -modal elements such as trails,
bike routes, and pedestrian mobility. The mobility plan will be a one -stop location for the various elements needed to make a
complete transportation system.
Housing Strategy
When a person or a family decides where to live, this decision is based on many factors. People usually want to live in
communities that are well -managed and affordable. They may want to live close to jobs or in a place with good schools. But
the final decision often comes down to the `feel' of a community and the answer to the question: "Is this a place where I think
I'll feel at home?" All of the statistics about a city will not overcome a sense that the community is really not a good fit for the
person or family making the choice.
The Housing Component will focus on the development of housing choices desired in Anna to support the future vision of
the community. Issues that may influence the Housing Component could include aging in place, creation of housing choices
to support multiple generations, and the potential for available housing to influence attraction of desired employers to the
community. As part of this comprehensive plan process, the Kimley-Horn team will use stakeholder involvement, image
surveys, interactive exercises and other techniques to capture the sense of community shared by current Anna residents.
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The team will use analysis of psychographics and other techniques to identify the potential `market' of future Anna residents.
Of interest will be trends for the `Millennial' generation, for `empty nesters, for families, and for single person households.
Finally, the plan policies and implementation will emphasize steps to make this community appealing to the people who live
here today and to the people who can be attracted to the Anna of the future. We anticipate this will include the description of
neighborhoods that will appeal to these different groups of future residents.
Downtown Strategy
The Kimley-Horn Team will build upon previous planning efforts for Downtown Anna and broaden the input received from
the downtown public meeting and input from public representatives. While downtown stakeholders will play a primary role in
establishing the future vision for Downtown, our previous collective experience in 30+ historic downtowns have shown that
city-wide stakeholders also feel an affinity for the historic core of their community and desire opportunities to participate in
activities in the city center. With that in mind, citywide stakeholders will be engaged to identify the types of events, businesses,
public spaces and housing desired downtown.
The Kimley-Horn team will work with downtown stakeholders to identify the future boundary for the downtown area and will
also identify any subdistricts that are evident due to current and future development patterns that allow the creation of sub -
brands for the Downtown area. Based upon downtown and city-wide stakeholder and citizen input, the market and physical
analysis prepared for downtown, and with added context related to planned public and private reinvestment downtown, we will
develop an overall framework plan with three sub -plans for downtown.
The land use/development framework will identify the unique place types and their proposed locations envisioned for the
downtown area. It will also focus on potential catalyst developments envisioned for downtown, as well as a vision for sites
with a high potential for reinvestment. The mobility framework will identify the unique multi -modal street types envisioned
for downtown (including potential festival streets that can serve as both streets and event spaces), potential strategies for
accommodating parking with the flexibility to evolve as downtown matures in its development cycle, and the potential to
incorporate traffic calming techniques (such as urban roundabouts) in downtown to establish a pedestrian friendly environment
for downtown employees, residents and visitors. The urban design framework will identify the overall desired placemaking
techniques to be employed in downtown with a focus on creating memorable public spaces and a connected overall public
realm. The framework will also identify an overall urban design theme (with potential sub -themes for sub -districts) that for
urban elements including pedestrian paving treatments, street furnishings, lighting, landscaping and wayfinding.
Parks, Trails and Open Space Strategy
The Kimley-Horn Team will utilize the information gathered in the Parks Inventory, Benchmarking, and Needs Assessment
to finalize a Parks, Trails, and Open Space Strategy that is unique to the City of Anna. Over 40 years ago, the City of Plano
developed an outstanding vision of a community where all residents had access to open space and parks and schools via
open and trails. This was accomplished by setting aside riparian corridors, utilizing existing and future park and school sites,
and the joint use of both school and park sites to avoid the duplication of playground, athletic, and parking. With a great vision
and Comprehensive Plan inclusive of Parks, Trails, and Open Space today, the City of Anna can put the pieces in place to
assure an elevated and healthful quality of life of all current and future residents.
IMPLEMENTATION PLAN/FINAL PLAN ADOPTION
Citywide Implementation Strategy
Without an effective way to implement the Comprehensive Plan, the hard work and consensus -building that formed the
document will not result in the greatest benefit to the community. A clear implementation strategy is vital so the plan helps
create the community that the participants envisioned. We will develop an implementation program through the following steps:
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• As the plan's policy direction and strategic priorities are developed, our team will begin tracking possible implementation
measures that could be used to carry out this direction. We have worked with many diverse communities on plan
implementation and bring an in-depth understanding of the tools that should be considered.
• Throughout the public involvement process, community organizations and public agencies will be encouraged to become
partners with the City in implementing this plan. The interests, resources, and expertise of these potential partners will be
noted during the planning process.
• As plan recommendations are developed, an implementation matrix will be drafted. The matrix will show which tools could
be considered for action related to each plan recommendation.
• Discussions with the staff and the Comprehensive Plan Advisory Committee will educate Anna representatives on the
implementation tools, including their advantages and disadvantages.
• The Comprehensive Plan will include explanations and images to provide a basic understanding of the key tools that are
most critical to successfully implementing the plan.
• The implementation strategy will contain a list of specific prioritized projects that should be considered in the development
of the City's CIP.
• A final implementation matrix will be provided as part of the Comprehensive Plan. It will include a brief description of each
implementation or action tool, an indication of where it should be used, and information on the tool's importance, costs,
possible funding sources, partners, and timeline.
• Additional materials will be developed for the City's use to track and report on implementation of the plan after plan adoption.
Parks, Trails and Open Space Implementation Strategy
Implementation recommendations for Parks, Trails, and Open Space will be included in the overall implementation strategy,
but will also be provided as part of this specific plan. Strategies may include upgrades and expansion of existing facilities,
acquisition of additional park property, joint use agreements with the school system, funding mechanisms (bond election,
dedicated sales tax allocations, and grant applications, and regulations that require developers to build park infrastructure as a
part of the entitlement process.
Downtown Implementation Strategy
The downtown implementation strategy will align with the framework of the overall city-wide implementation strategy and will
identify the necessary organizational, market, financial, infrastructure and policy actions necessary to implement the downtown
vision, as well as responsible parties, partners, order of magnitude costs and timing of each action. It will also identify potential
barriers to the types of investment desired in downtown, along with potential tools for addressing each barrier. If desired by the
City of Anna, Kimley-Horn also has experience in helping communities develop a detailed analysis of existing infrastructure in
downtown areas, specific infrastructure improvements needed to support new development, CIP costs for the infrastructure,
as well as assistance in preparing developer RFP's for specific development projects. These and many other specific tools
can be made available to the City of Anna to assist you in making the vision prepared under the Downtown Plan a built reality.
Adoption
The first step in implementing the Comprehensive Plan will be the Anna City Council's adoption of the plan. Our team will
prepare presentation materials and assist City staff in briefing the Anna EDC, Parks Board, Planning and Zoning Commission
and City Council in a series of public hearings.
Community Involvement (Ongoing Process)
Our team understands that residents, property owners, potential customers, business leaders, and other stakeholders in Anna
must be active contributors to the Comprehensive Plan if they are to support its vision and the many projects, programs, and
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investments necessary to see the project through implementation. Our team's approach has created successful plans and has
actively engaged stakeholders so they become partners with the City in carrying out the plan after its adoption.
The Kimley-Horn team has significant and successful experience with a wide variety of community engagement tools and
techniques, some of which are summarized below. Since there are many choices in designing an effective stakeholder
involvement process, the Kimley-Horn team will work with the City to craft a process that is effective and appropriate.
This process will be defined in a Stakeholder Involvement Plan that will be developed at the onset of the project. During
negotiations to finalize the scope of services, the Kimley-Horn team will discuss the major options for stakeholder involvement
with the City. Then, as one of the first tasks for the project, the Kimley-Horn team will draft a Stakeholder Involvement Plan
that records the decisions made by the City and the Kimley-Horn team regarding which tools and techniques will be used,
what role each involvement tool will play, and the respective consultant team and City responsibilities for each tool. It will
explain how the results from each aspect of stakeholder involvement will be used to shape the Comprehensive Plan.
Community Engagement Strategies, Tools, and Techniques
Our team will use outreach and engagement techniques strategically to gain the greatest benefit from the time and ideas shared
by the community during the process. The toolbox for community engagement includes the techniques summarized below. The
final decisions on the tools for this project will be made through discussion with City Staff once our team has been selected.
The community engagement process uses four major groups of activities to give residents, business owners and other
stakeholders choices for the type and frequency of involvement they prefer.
The Ongoing General Involvement activities take advantage of the internet, electronic
communications, and social media and are structured so that any interested person
with access to the internet can participate. They include websites, email, online
polling, social media (Facebook, Linkedln, Twitter), blogs, and YouTube.
The Targeted Input activities focus on people and organizations with specific relevant
experience and expertise that can help advance the effort. They include stakeholder interviews and meetings, focus groups,
sessions for existing City Boards and Commissions, and stations or booths at
events and festivals.
The Interactive Events bring larger groups together in an engaging and creative
process to envision Anna's future and set priorities for implementation. They are
designed to enable stakeholders with varying levels of experience in planning or
development to contribute their perspectives and comments in an appropriate
and valuable way. They include community workshops, open house sessions,
and charrette sessions.
Finally, the Representational Involvement activities include specific groups of elected, appointed or invited individuals who
participate throughout the process and represent the interests of the broader community. They include steering or advisory
committees, planning and zoning commission, and City Council.
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Experience
McKinney 2040 Comprehensive Plan Update, McKinney, TX
Project Scope: Since the adoption of its current Comprehensive
Plan in 2004, the population of McKinney has grown by 118%,
increasing to a population of 155,142. The City has increased
its land area to approximately 116 square miles (including City
Limits and ETJ). While the City has been successful in attracting
quality residential products, revitalizing its historic downtown, and
capitalizing on its status as the County Seat of Collin County, it is
still seen largely as a bedroom community, supporting employment
centers in Plano, Richardson and Dallas.
In July 2015, a team of consultants, led by Kimley-Horn, was
engaged by the City to facilitate the development of a new
Comprehensive Plan for McKinney. The plan is intended to build
community consensus related to a number of issues facing the
community including: creating strategies for expanding desired
retail, office and industrial development to support a more diversified economy; maintaining the special natural character of
the community while accommodating new growth; attracting a range of housing products to support "aging in place" within the
community and to provide workforce housing to support desired industries; identifying the community's strategic assets and
developing strategies for capitalizing on those assets; and establishing a roadmap for implementing a future plan that is based
on creating a fiscally balanced community. Among the Comprehensive Plan Elements being developed by the team are:
• Land Use Strategy • Town Center Element/Historic • Mobility Strategy
• Development Strategy Preservation • Park Master Plan (Coordination)
• Economic/Fiscal Strategy • Infrastructure/Public Services • Public Health and Safety Strategy
• Aviation Strategy Strategy • Education Strategy
Kimley-Horn prepared a project branding package for the Comprehensive Plan effort including a special project logo and
supporting materials; reviewed existing conditions and established a preliminary strategic direction for the community;
facilitated significant community discussion related to the plan through a specially designed project website, a community
survey, stakeholder interviews, community summits, interaction at community events, including Oktoberfest, engagement of
special groups, including the Leadership McKinney Class of 2016, and a community -wide charrette. The consultant team is
working with the community to finalize the preferred future scenario, detailed plan components, and implementation strategies.
The OneMcKinney 2040 Comprehensive Plan was adopted by the City Council in October 2018.
Services: Land Use Planning, Alternative Scenario Development and Analysis, Mobility Planning, Downtown Strategy,
Market/Economic Analysis, Parks/Open Space Master Plan Coordination, Fiscal Model, Stakeholder Involvement
Key Staff: Mark Bowers — Project Manager; Jeff Whitacre — Project Engineer; Drew Brawner — Project Planner;
Ignacio Mejia — Project Planner; Farzine Hakimi— Project Planner
Firms and Degree of Involvement: Kimley-Horn — Prime firm and all major tasks; Strategic Community Solutions —
Subconsultant and community engagement
Initial Project Schedule: 1 Year (Schedule extended at the request of the City to evaluate SH 380 Corridor Alignment Alternatives)
Final Project Schedule: Completed in October 2018
Reference: City of McKinney I Jennifer Arnold, Director of Planning I jarnold@mckinnneytexas.org 1972.547.7415
THE CITY OF
Anna
Kerrville 2050 Comprehensive Plan, Kerrville, TX
Project Scope: The City of Kerrville was founded in 1889 and is a vibrant, welcoming, and inclusive community nestled on the
banks of the Guadalupe River in the heart of the Texas Hill Country.
In September 2017, Kimley-Horn was selected by the City to facilitate the
update of the current 2008 Comprehensive Plan and establish consensus on
a future vision for the community. The Kerrville205O plan developed a long-
term vision for Kerrville that the community supported, including an economic
development strategy that was appropriate for Kerrville and focused on
"quality of life" assets.
The Kerrville205O plan built community consensus related to a number
of community plan priorities, such as capitalizing on the Guadalupe River
for the benefit of the community; bringing in new jobs to Kerrville to build
and foster a "middle class" that will build on the lack of housing diversity;
building up Downtown Kerrville to create an active, attractive downtown that
will attract new residents, businesses, and visitors, improving the tourism
infrastructure that is a key component of Kerrville's local economy; and
establishing a roadmap for implementing a future plan that is based on
creating a fiscally balanced community.
Kimley-Horn prepared a project branding package for the Comprehensive
KERRVILLE 2050 FUTURE LAND USE PLAN
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Plan effort, including a special project logo and the www.kerrville205O.com
website and supporting materials, such as newsletters and progress posts. We reviewed existing conditions and established a
preliminary strategic direction for the community that relied on resident and stakeholder input. Community discussion related
to the plan was facilitated through a specially designed project website, community surveys, more than 100 stakeholder
interviews, community retreat and open houses, interaction at community events, including the Veterans Parade. We were
successful in developing consensus on a preferred future scenario and strategic catalyst areas, and developed detailed plan
components and implementation strategies that were adopted by City Council in June 2018.
In October 2018 following the adoption of the Kerrville 2050 Comprehensive Plan the City engaged the comprehensive plan
team to update the City of Kerrville's Zoning Ordinance, Zoning Map, Subdivision Ordinance and key Development Standards
to improve overall functionality and practicality of the City's ordinances, and to reflect the vision established in the Kerrville
2050 Comprehensive Plan. The Kimley-Horn team worked with City Staff and the City -appointed Code Review Committee,
to review and revised existing zoning and development -related ordinances to address deficiencies, inconsistencies, and
operational issues, and to align with and support the implementation of the Kerrville 2050 Comprehensive Plan.
Services: Land Use Planning, Alternative Scenario Development and Analysis, Mobility Planning, Downtown Strategy,
Market/Economic Analysis, Fiscal Analysis, Infrastructure Planning, Stakeholder Involvement
Key Staff: Mark Bowers — Project Manager; Jeff Whitacre — Transportation Planner; Drew Brawner — Project Planner;
Ignacio Mejia — Project Planner
Firms and Degree of Involvement: Kimley-Horn — Prime firm and all major tasks; Prologue Planning Services —
Subconsultant and implementation plans
Initial Project Schedule: 10 Months — Completed on Schedule
Final Project Schedule: Completed in June 2018
Reference: City of Kerrville I Mark McDaniel, City Manager I mark.mcdaniel@kerrvilletx.gov 1830.258.1105
THE CITY OF
Anna
Princeton Comprehensive, Downtown, and Parks Master Plan, Princeton, TX
Project Scope: Comprehensive Plan I The City of Princeton has seen recent rapid growth, with a 2018 population of 12,870
and a projected 2050 population of more than 70,000. The City desired a comprehensive plan to guide municipal public policy
and investments in the coming years. In February 2018, the City hired Kimley-Horn to guide the community's development.
We partnered with the community to create a shared vision, overarching goals, and detailed action items. Public support and
engagement was critical to the process, so our team started by creating a detailed community involvement plan. We held
multiple stakeholder interviews, consulted the Mayor's Youth Council, organized multiple open house events, and worked closely
with an advisory committee. Members of our team also attended large community events, such as an Easter Egg Hunt, the
Onion Festival, and the July Spectacular, to gather community feedback. We also gathered comments and feedback digitally
with an online survey, social media, and a website.
Based on community input, our consultant team developed a
Future Land Use Plan to identify and guide the City's future
land use strategy; a review of infrastructure plans, creating a
Development, Infrastructure, and Public Services Strategy;
an educational system overview; economic development
objectives; market opportunities for both residential and
non-residential markets; a thoroughfare plan update to
set new goals for the transportation network; an on -street
bicycle framework plan; identification of strategic investment
I
Legend
1='v re�aNxmn
000�� emu..
'�tit�:
-,
RM spawn
�� Eocai
YQ r i, i
- -�
areas; and an implementation matrix to recommend action times, strategies, partnerships, and financial considerations. The
Comprehensive Plan was adopted in January 2019.
Downtown Plan I As the community was engaged during the Comprehensive Plan visioning phase, it became clear that
Downtown was an important asset that warranted a more detailed study. We worked with downtown stakeholders to identify a
boundary for the downtown study area, prepared a detailed market and parcel analysis, and held additional focus groups. That
analysis and feedback provided the team with the direction needed to prepare a master framework plan and implementation
strategies for Downtown that included land use/development, mobility and urban design/placemaking components.
Parks, Open Space and Trails Master Plan I As the comprehensive plan was under development, the we worked on a parallel
track to perform a parks needs assessment, establish park standards specific to Princeton, and to develop an overall master
plan for Parks, Open Space and Trails in Princeton. Community input was combined with overall comprehensive plan input,
and on and off-street trails were coordinated with the Mobility Plan and Street Cross sections to provide clear cross references
between overall plan components. The final plan was adopted as a stand alone document by City Council.
Services: Land Use Planning, Alternative Scenario Development and Analysis, Parks, Open Space and Trails Master Plan,
Mobility Planning, Downtown Master Plan and Overlay Zoning District, Market/Economic Analysis, Fiscal Analysis, Infrastructure
Planning, Stakeholder Involvement
Key Staff: Mark Bowers — Project Manager; Jeff Whitacre — Transportation Planner; Drew Brawner — Project Planner;
Ignacio Mejia — Project Planner
Firms and Degree of Involvement: Kimley-Horn — Prime firm and all major tasks; Prologue Planning Services — Subconsultant
and implementation plan
Initial Project Schedule: 1 Year Comprehensive Plan, Downtown Master Plan and Parks and Open Space Plan — Completed
on Schedule; 6 Months Downtown Overlay Zoning — Completed on Schedule
Final Project Schedule: Comprehensive Plan: Completed in January 2 19; Downtown Plan: Completed in September 2019
Reference: City of Princeton I Derek Borg, City Manager I dborg@princetontx.us 1972.734.2548
I
f4VNf Ae A UIhJ Comprehensive Plan Update, Downtown Master
Plan, and Parks, Trails, and Open Space Master Plan M � —
I m m _
gnomon
■
I
PROJECT MANAGEMENT/COMMUNITY ENGAGEMENT
Task 1 Project Initiation and Management
Task 2 Community Engagement Planning
Task 3 Community Engagement
1■111111
1■111 1
■■■■■■■■■■■■
■■■NIANI ■ If
■■■■
Comprehensive111111111111111■111111111111111■■1■I1111111111
®Web Based Engagement■■■■■■■■■■����MI��■■■■■■■■■■■■■■■■�A■�■r■r�■�■■■■■■■w■■■r
STATE OFTHE CITY (DATA COLLECTION/ANALYSIS) '
Task 5 Demographic/Market Analysis & Projections
Task 6 Parks Inventory, Benchmarking and Needs
Assessment
Task 7 State of the City
Task 8 Community Workshop
Task 9 Alternative Future Scenarios
Task 10 Community Open House - Alternative Future
Scenarios
VISION FRAMEWORK (PLAN DRAFTSAND RECOMMENDATIONS)
Task 11 Comprehensive Plan Elements (Draft)
Task 12 Community Input - Draft Plan Components
IMPLEMENTATION PLAN/FINAL PLAN DOCUMENTATION
Task 13 Implementation Plan/ CIPAlignment
Task 14 Adoption
EN
Kimley>>)Horn
19
A:iILILKIa ATrina
�* CDC *EDC
Item No. 7
CDC/EDC Agenda
Staff Report
Meeting Date: 5.07.2020
Staff Contact: Joey Grisham
AGENDA ITEM:
Director's Report
A. Report on current corporate financial status —Discussion Only
B. ED Strategic Plan Update
C.International Economic Development Council 2020 National
#EconDevWeek Official Celebration Dates: May 4- 9, 2020
SUMMARY:
STAFF RECOMMENDATION:
ATTACHMENTS:
1. EDC/CDC March Financial Statements
CDC Balance Sheet
3/37/2020
For Period Ending 03/31/20
Beginning
Current Month
Ending
Balance
Activity
YTD Activity
Balance
10/1/2019
3/31/2020
3/31/2020
Assets
89-000-1010
Bank -Operating Funds
736,82782
55,509.19
38,850,41
]15,6]823
89-000-1012
Bank Restricted Funds
19,11843
31.01:
182.60
19,301.03
89 000-1150
Accounts Receivable
-
-
89-OW-1160
Accounts Recevable-Sales Tax
188,45931
(188,459.31)
-
89-000-1202
Receivables- Due From General Fund
-
-
-
89000-1215
Receivables- Local Business Loans
91,31eW
91,310.00
Total Assets
1,035,715.56
65,540,20
(149,426.30)
888,289.26
Liabilities
890042001
Accounts Payable
13,85]4]
(721.14)
(9,933.70)
3,923.71
890062020
Federal WlH Tex Payable
(2.05)
(0.00)
(0.00)
89-000-2021
FICA Payable
-
(105.08)
-
-
89000.2024
Flexible Spending Payable
-
-
89000-2025
Deferred Compensation Payable
-
-
89000.2026
TMRS Payable
-
-
89000-M
Health Insurance Payable
-
-
89000.2029
Salaries Payable
1,81126
(1,81T28)
-
89000 2102
Payable Due To General Fund(10)
-
-
89000.2115
Deferred Revenue Lowl Business Loans
41,31000
41310.00
Total Liabilities
66,984.75
(82907)
(11,750.98)
45,233.]]
Fund Balance
80.000.3]11 Funtl Belenw
BB],420.81
66,3692] (13],6]532) ]49,]45.49
89-000.3711 Fund Balance - Restricted
91,310.00
91,310.00
Total Fund Balance
978,730.81
664369.27 (13],6)5.32) 841SW49
PM YTD
151.59
(188,459,31)
(214,968.501
212,55)
2,06
105.88
(1,817.28)
(10,921.91)
(181,544.fi0)
(161,544.60)
CDC Income Statement
For Period Ending 03/31/20
Current Month
Activity
YTD Activity
3/31/2020
Revenues
89-825-5225
Sales Tax Revenue - General
89,942.94
404,583.82
89-825-5329
Donations
12.00
90.00
89-825-5499
Miscellaneous Revenue
-
89-825-5530
Interest Revenue
1,177.22
8,158.16
89-825-5800
Transfers in
-
89-825-5840
Bond Proceeds
Total Revenues
91,132.16
412,831.98
Expenses
89-825-6101
Salaries
6814,04..
25,624.94
89-825-6114
Payroll Taxes -City Part FICA
524.20
2,099.35
89-825-6121
Health Insurance
78.96:
473.76
89-825-6125
TMRS Retirement
968.96
4007.30
89-825-6126
Unemployment
_
89-825-6127
Workers Compensation
153.00
89-825-6129
Miscellaneous Payroll
89-825-6208
Office Supplies
110.00
531.01
89-825-6209
Other Supplies -Misc.
79.36.
561.40
89-825-6210
Clothing Supplies
530.00
89-825-6212
Postage
_
89-825-6299
IT Supplies
_
89-825-6700
Economic Development Grant Expense
123,467.35
89-825-6703
Contract Services
62000,00
54,616.50
89-825-6710
Travel7training Expense
3,006.41
11,614.77
89-825-6722
Insurance - Property & Liability
3,500.00
89-825-6731
Public Notices - Advertising
_
89-825-6735
Promotion Expense
5,200.00,
9,216.74
89-825-6753
Legal Expense
395,88::
2,086.93
89-825-6755
Audit Expense
750,00
2,250.00
89-825-6756
Engineering
89-825-6761
Dues, Publications, Permits & Licenses
836,00..
1,613.00
89-825-6783
Telephones- Pagers
89-825-6789
Debt -Service Principal
215,000.00
89-825-6790
Interest Expense
57,008.75
89-825-6795
Bond Fees
89-825-6799
Other Services -Misc
36,152.50
89-825-6901
Construction in Progress
_
89-825-6911
Machinery & Equipment
89-825-6931
Land & Improvements
_
89-625-8900
Other Financing Use - Debt Refundings
_
89-825-9800
Transfers Out
Total Expenses
24,762.89
550,507.30
Net PfOfIULOSS 66,369.27 (137,675.32)
PO Nteilbel I
Account
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REGULAR DEPOSIT
ONLINE TRANSFER DEBIT Transfer From M0165 to M0200:AP and PR CD Mar 25,583.71
ONLINE TRANSFER CREDIT Transfer From M0200 to M0165:Sales Tax Allocatio
Interest Deposit
710,160.]9
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Y 684,589.08
89,942.94 Y 774,632,02
1,146.21 Y 775,678 23
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DIT
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775,678.23 Adjusted Bank Balance
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Reonciling Items
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City of Anna
412112020 12:28pm Statement of Revenue and Expenditures Page 1
Revised Budget
For the Fiscal Period 2020-7 Ending April 30, 2020
Current
Current
Annual
YTD
Remaining
Account Number
Budget
Actual
Budget
Actual
Budget %
Community Development Corporation
Community Development Corporation
Expenditures
89-825-6101
Salaries
0.00
3,407.02
81,216.00
29,031.96
64.25%
89-825-6114
Payroll Taxes -City Part FICA
0.00
260.64
6,221.00
2,359.99
62.06%
89-825-6121
Health Insurance
0.00
0.00
9,927.00
473.76
95.23%
89-825-6125
TMRS Retirement
0.00
0.00
12,035.00
4,007.30
66.70%
89-825-6126
Unemployment
0.00
0.00
250.00
0.00
100.00%
89-825-6127
Worker's Compensation
0.00
0.00
289.00
153.00
47.06%
89-825-6129
Miscellaneous Payroll
0.00
0.00
100.00
0.00
100.00%
89-825-6208
Office Supplies
0.00
0.00
2,000.00
531.01
73.45%
89-825-6209
Other Supplies - Misc.
0.00
0.00
4,500.00
561.40
87.52%
89-825-6210
Clothing Supplies
0.00
0.00
1,000.00
530.00
47.00%
89-825-6212
Postage
0.00
0.00
100.00
0.00
100.00%
89-825-6299
IT Supplies
0.00
0.00
0.00
0.00
0.00%
89-825-6700
Economic Development Grant Expense
0.00
0.00
366,585.00
123,467.35
66.32%
89-825-6703
Contract Services
0.00
0.00
127,354.00
54,616.50
57.11%
89-825-6710
Travel/Training Expense
0.00
0.00
26,900.00
11,614.77
56.82%
89-825-6722
Insurance - Property & Liability
0.00
0.00
3,500.00
3,500.00
0.00%
89-825-6731
Public Notices - Advertising
0.00
0.00
250.00
0.00
100.00%
89-825-6735
Promotion Expense
0.00
2,300.00
82,097.00
11,516.74
85.97%
89-825-6753
Legal Expense
0.00
395.88
16,500.00
2,482.81
84.95%
89-825-6755
Audit Expense
0.00
382.50
3,500.00
2,632.50
24.79%
89-825-6756
Engineering
0.00
0.00
2,500.00
0.00
100.00%
89-825-6761
Dues, Publications & Licenses
0.00
0.00
5,370.00
1,613.00
69.96%
89-825-6783
Telecom
0.00
0.00
700.00
0.00
100.00%
89-825-6789
Debt -Service Principal
0.00
0.00
215,000.00
215,000.00
0.00%
89-825-6790
Interest Expense
0.00
0.00
110,876.00
57,008.75
48.58%
89-825-6795
Bond Fees
0.00
0.00
0.00
0.00
0.00%
89-825-6799
Other Services - Misc.
0.00
0.00
70,000.00
36,152.50
48.35%
89-825-6901
Construction in Progress
0.00
0.00
0.00
0.00
0.00%
89-825-6911
Machinery & Equipment
0.00
0.00
0.00
0.00
0.00%
89-825-6931
Land & Improvements
0.00
0.00
0.00
0.00
0.00%
89-825-8900
Other Financing Use - Debt Refundings
0.00
0.00
0.00
0.00
0.00%
89-825-9800
Transfers Out
0.00
0.00
0.00
0.00
0.00%
Total Expenditures
0.00
(6,746.04)
(1,148,770.00)
(557,253.34)
51.49%
Total Community Development Corporation
0.00
(6,746.04)
(1,148,770.00)
(557,253.34)
51.49%
Total Community Development Corporation
0.00
(6,746.04)
(1,148,770.00)
(557,253.34)
51.49%
11102M MT9361M=
For Period Ending 03/31/20
Beginning Current on Ending
Balance Activity YTD Activity Balance
10/1/2019 3/31/2020 3/31/2020
Assets
90-000-1010
Bank - Operating Funds
5915617.47
(21,326,47).
(114,410.46)
4775207.01
90-000-1011
Bank - Money Market & Savings Funds
-
-
-
90-000-1150
Accounts Receivable
449.00
-
(449.00)
-
90-000-1160
Accounts Receivable - Sales Tax
-
-
-
90-000-1202
Receivables - Due From General Fund
-
-
90-000-1215
Receivables - Local Business Loans
89,027
00
(1,500.00)
87,527.00
Total Assets
681,093.47
(21,325.47)
(116,359.46)
5647734.01
Liabilities
90-000-2001
Accounts Payable
2,362.21
967.08
(1,362.13)
1,000.08
90-000-2005
Other Accounts Payable
1,008.34
(808,34)
200.00
90-000-2102
Payable - Due To General Fund(10)
-
-
-
90-000-2115
Deferred Revenue - Local Business Loans
89,027.00
(1,500.00)
87,527.00
90-000-2210
Retainage
-
-
-
-
90-000-2735
2011 CO's Current
-
-
-
90-000-2736
2011 CO's Non Current
Total Liabilities
92,397.55
967.08
(31670.47)
88,727.08
Fund Balance
90-000-3711 Fund Balance 588,695.92
(22,292.55)
(112,688.99)
476,006.93
Total Fund Balance 588,695.92
(221292.55)
(112,688.99)
4761006.93
9e828-5350
90 826-5491
9"26.5499
90-826-5530
90826 5800
90-826-5853
90-8288209
9e826 6210
90-826 6212
90.826 6303
90 826-6703
90 826-6708
90-826-6722
90826-6735
90 826-6753
908288755
9"268780
9a8268761
9M26 6782
90-826-6783
90-826 6799
90-826E901
W-82&8931
90-826-9800
EDC Income Statement
For Period Ending 03/31/20
Current Month
Activity YTD Activity
3/31/2020
Revenues
Rantal 1,489.26 6,14e49
Gan on sales of Assets -
M scollaneous Revenue 1,500.00
Interest Revenue 80234 50321.13
Transfers in -
Other Financial Source from Notes Payable
Total Revenues 2,291.00 12,969.62
Expenses
Other Supplies -Misc.
CR inO Supplies
Postage
Muni &Repair - Buildings
Contract Services
IT Support Services
Insurance Property &Liability
Premotion Expense
Legal Expense
Auriil Expense
Electricity
Gas NaturallPropene
City Utilities Water/Sewen Trash
Tetephones- Pagers
Other Services -Misc.
Constmcion in Progress
Land & Improvements
Transfer Out
1,000.08
- 21,633.80
154.94
638.87
750.00
259.00
147,46
1,153.03
33.00
115,226.37
876.00
05000
2,]21.91
2,250.00
098,53
433,16
816.61
Total Expenses z4,56a.15 125,858.81
Net Income/Lose (22,292.55) (112,688.99)
PM VTO
4,859.23
500.00
4.518.79
ms7e.oz
52.95
33.00
93,592.57
21.05
060.00
083,04
500,00
839.53
285,70
816,61
101,014 46
(90,398.44)
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City of Anna
412112020 12:26pm Statement of Revenue and Expenditures
Revised Budget
For the Fiscal Period 2020-7 Ending April 30, 2020
Current Current Annual
Account Number Budget Actual Budget
Page
YTD
Actual
1
Remaining
Budget %
General Fund
Economic Development Corporation
Expenditures
10-826-6101 Salaries
0.00
4,440.34
109,692.00
59,219.07
46.01%
10-826-6114 Payroll Taxes -City Part FICA
0.00
331.24
8,399.00
4,608.85
45.13%
10-826-6121 Health Insurance
0.00
0.00
9,927.00
4,935.00
50.29%
10-826-6125 TMRS Retirement
0.00
0.00
16,249.00
8,297.37
48.94%
10-826-6127 Worker's Compensation
0.00
0.00
391.00
207.02
47.05%
10-826-6129 Miscellaneous Payroll
0.00
0.00
100.00
0.00
100.00%
10-826-6299 IT Supplies
0.00
0.00
0.00
0.00
0.00%
10-826-6703 Contract Services
0.00
0.00
0.00
0.00
0.00%
10-826-6710 Travel/Training Expense
0.00
0.00
0.00
0.00
0.00%
10-826-6761 Dues, Publications & Licenses
0.00
0.00
0.00
0.00
0.00%
10-826-6783 Telecom
0.00
47.91
0.00
287.64
0.00%
10-826-6799 Other Services - Misc.
0.00
0.00
0.00
0.00
0.00%
Total Expenditures
0.00
(4,819.49)
(144,758.00)
(77,554.95)
46.42%
Total Economic Development Corporation
0.00
(4,819.49)
(144,758.00)
(77,554.95)
46.42%
Total General Fund
0.00
(4,819.49)
(144,758.00)
(77,554.95)
46.42%
City of Anna
412112020 12:26pm Statement of Revenue and Expenditures
Revised Budget
For the Fiscal Period 2020-7 Ending April 30, 2020
Current Current Annual
Account Number Budget Actual Budget
Page
YTD
Actual
2
Remaining
Budget %
Economic Development Corporation
Economic Development Corporation
Expenditures
90-826-6209 Other Supplies - Misc.
0.00
0.00
0.00
1,153.03
0.00%
90-826-6210 Clothing Supplies
0.00
0.00
0.00
0.00
0.00%
90-826-6212 Postage
0.00
0.00
0.00
0.00
0.00%
90-826-6303 Maint. & Repair - Buildings
0.00
0.00
5,000.00
33.00
99.34%
90-826-6703 Contract Services
0.00
265.00
168,680.00
115,491.37
31.53%
90-826-6708 IT Support Services
0.00
154.94
2,500.00
1,030.94
58.76%
90-826-6722 Insurance - Property & Liability
0.00
0.00
1,050.00
1,050.00
0.00%
90-826-6735 Promotion Expense
0.00
0.00
30,000.00
0.00
100.00%
90-826-6753 Legal Expense
0.00
382.37
7,500.00
3,104.28
58.61%
90-826-6755 Audit Expense
0.00
382.50
3,500.00
2,632.50
24.79%
90-826-6780 Electricity
0.00
0.00
2,850.00
1,098.53
61.46%
90-826-6781 Gas - Natural/Propane
0.00
0.00
1,050.00
433.16
58.75%
90-826-6782 City Utilities Water/Sewer/Trash
0.00
0.00
1,800.00
816.61
54.63%
90-826-6783 Telecom
0.00
0.00
1,800.00
0.00
100.00%
90-826-6799 Other Services - Misc.
0.00
0.00
0.00
0.00
0.00%
90-826-6901 Construction in Progress
0.00
0.00
0.00
0.00
0.00%
90-826-6931 Land & Improvements
0.00
0.00
0.00
0.00
0.00%
90-826-9800 Transfers Out
0.00
0.00
0.00
0.00
0.00%
Total Expenditures
0.00
(1,184.81)
(225,730.00)
(126,843.42)
43.81%
Total Economic Development Corporation
0.00
(1,184.81)
(225,730.00)
(126,843.42)
43.81%
Total Economic Development Corporation
0.00
(1,184.81)
(225,730.00)
(126,843.42)
43.81%