All About The Woodlands

2201 Lake Woodlands Drive • The Woodlands, Texas • 77380
281-210-3800 • www.thewoodlandstownship-tx.gov

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message from The boarD
Welcome to The Woodlands Township! This booklet will assist constituents in The Woodlands, Texas, with the
services delivered and give an understanding of The Woodlands Township.
Located about 30 miles north of downtown Houston, Texas, The Woodlands officially began in 1974. For many
years, various homeowner associations and special purpose districts provided services for residents and businesses. The
Woodlands Township is now the governmental service provider, providing enhanced law enforcement services, fire
protection, environmental services, parks and recreation, economic development and much more. About The Woodlands
Township will discuss these areas and more.

Background
The Woodlands Township, now the official governing body of The Woodlands, was created with the merger of
the Community Associations of The Woodlands and Town Center Improvement District (TCID). The Woodlands
Township collects an ad valorem property tax as well as sales and use tax and hotel occupancy tax.
In 2007, voters overwhelmingly approved a change in governmental structure that allowed residents to ultimately
determine their future and release The Woodlands from annexation possibilities by the cities of Houston and Conroe.
The Woodlands Township entered into Regional Participation Agreements (RPAs) with both cities that allow residents
of The Woodlands to decide their future governance.
The former area of the TCID, which is the Town Center area, expanded from 1.8 square miles to an area of
approximately 44 square miles representing the entire area of The Woodlands. This plan for the expansion of the TCID
boundaries, authorizing a property tax levy and changing the makeup of the Board of Directors to a fully elected at-
large Board, was approved by voters in November, 2007. The name of the Town Center Improvement District was also
changed to The Woodlands Township at that time.
The intent of the 2007 legislation was to consolidate quasi-governmental operations for The Woodlands. In order
to accomplish this goal, TCID and the Community Associations of The Woodlands agreed upon a plan to consolidate
operations and responsibilities into the new Township government. In 2008, The Woodlands Township and the
Community Associations of The Woodlands entered into a Transition Agreement, which provided for a consolidation of
service delivery systems by 2012. This was changed through an amendment to the agreement accelerating the proposed
consolidation date to January, 2010. The Woodlands Township assumed all responsibilities and services previously
provided by the Community Associations on January 1, 2010, and the Community Associations were dissolved.
The first property tax levy for The Woodlands Township was levied in August, 2009, for the budget year 2010 at
32.8 cents per $100 of valuation. This new property tax levy replaced the Community Association assessments. The
2010 levy was set at 32.74 cents per $100 of valuation for budget year 2011.
The Woodlands Township Board of Directors also implemented a Strategic Plan in June of 2009. This Strategic
Plan provided the base for the 2010 budget plan and served as a guide for the five-year business plan.
As The Woodlands Township looks forward over the next five years, there are a number of factors that the fully-
elected residential Board will need to consider in order to stabilize the tax rate and continue to address the community
service and capital facility needs.
• Continuation of existing services – For residents and businesses, the objective is to continue to provide high level
services at a reasonable cost. Many of the service cost categories will increase each year as a result of inflationary
impacts and community growth.

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• Community growth – The Township will incur additional costs each year to fund service in new growth areas.
These fixed and variable costs will be for roadway and entry maintenance, garbage collection, police protection,
park and pathway maintenance and covenant enforcement.
• Inflationary increases – Many of the cost categories will need to be adjusted each year due to inflationary cost
increases. These cost increases relate to contract adjustments, supplies, maintenance services and labor costs.
• Revenue base – One of the most challenging aspects of financial management is the estimation of revenue
streams. Even though The Woodlands Township continues to have a fairly strong economy, some of the
revenue growth numbers have declined. The three major sources of revenue are property tax, sales tax and hotel
occupancy tax, all of which have declined since the initial five-year plan was developed in late 2009 (for the 2010
budget year). One way of offsetting the impacts of fluctuating sales tax and room tax revenues is to establish
adequate reserves that help level out the declines in revenue sources. Without reserves, the only alternative is to
cut back on programs or defer capital project expense.
• Expectations – The Board will continually be faced with community expectations for additional or enhanced
services such as increased law enforcement, capital project additions such as sports field additions or neighborhood
improvement such as entry sign lighting and pathway marking.
• Future changes – What service cost presently incurred by the primary developer of The Woodlands (The
Woodlands Development Company) will be shifted to the The Woodlands Township (or no longer provided)
when development is complete.
• Potential changes in government structure – As the Board considers long-range planning for the period 2012-
2015, what additional service and capital costs will be required to be funded by the Township if a change in the
government structure occurs in 2014 or later?
• Fiscal planning – The Township continues to develop and maintain appropriate operating, capital replacement
and economic development reserves.
These are some of the many issues being considered as The Woodlands Township prepares for the future.

Bruce Tough Lloyd Matthews Claude Hunter Ed Robb
Chairman Vice Chairman secretary Treasurer

Nelda Luce Blair Tom Campbell Peggy Hausman Don Norrell
Director Director Director President/general manager

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Vision & mission
visioN
The Woodlands, our dynamic hometown within
a natural forest, is known for its balance between man
and nature. We are a thriving business community
and a premier destination for visitors — a place where
generations live, work, learn and play.

MissioN
We fulfill The Woodlands vision by:
• Protecting the well-being and safety of our
residents, visitors and businesses.
• Achieving the highest standards in
service delivery.
• Partnering with others to sustain the vitality
of our region.
• Communicating with our constituents
and partners.
• Attracting and retaining a talented and
innovative staff.
• Serving as the community’s political voice.
• Powering economic growth through
community investment.
• Promoting continued vitality of neighborhoods
and community areas.
• Maintaining transparent governance.
• Serving as financial stewards of the
community’s resources.
• Evolving a government structure to meet
our goals.
• Promoting sound environmental policy.
Rob Fleming Park

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2011 service Areas & initiatives

LaW enforCemenT & seCuriTy
The Woodlands Township contracts with
a number of agencies for law enforcement and
security services. Law enforcement services in
Montgomery County are provided through
a contract with the Montgomery County
Sheriff’s Office (MCSO) and in Harris County
through independent contracts with Harris
County Precinct #4 Constables. Non-law
enforcement mounted patrols are provided in
the Town Center through an agreement with
Alpha & Omega Mounted Patrol (A&O).
Montgomery County Sheriff’s Office
The contract for services with the MCSO
provides for 85 total personnel assigned
directly to The Woodlands District #6. The
Woodlands Township pays for 80 of these Montgomery County sheriff’s Deputies
personnel through a contract and the Sheriff’s Office provides five deputies through county funding.
The following personnel are assigned to District #6 - The Woodlands in 2010: one captain, one lieutenant, eight
patrol sergeants, one traffic sergeant, five corporals, 62 deputies, one detective, two jailers and one secretary. The
Woodlands pays for one detective but has access to many resources within the detective division of MCSO. Three
additional staff will be added in 2011.
These officers provide community policing services in seven residential zones and in one tourism-oriented zone
located in Town Center. Each of these zones have full-time deputies assigned to provide 24/7 coverage within the
established community policing zone areas.
In addition to contracted community policing and traffic division deputies, the Sheriff’s Office provides many other
services through a county tax levy, including communications (dispatch) division, detective operations, administrative
support, special services, SWAT Team, training, crime scene investigators (CSI) and an auto theft task force.
The policy of the Montgomery County Sheriff’s Office is to provide each deputy with a fully equipped patrol
vehicle. The “life” of a patrol vehicle is approximately four years. For budget year 2011, the Township is projecting the
purchase of 21 patrol vehicles and one traffic division motorcycle. The current estimated cost of a fully-equipped patrol
vehicle is approximately $45,000. A patrol vehicle is assigned directly to a deputy, and the vehicle is allowed to be taken
home by the deputy when off duty, increasing the police visibility in residential areas.
Harris County Law Enforcement
Township law enforcement services in the Village of Creekside Park are provided through independent contracts
with Harris County Deputy Constables – Precinct #4. In 2011, one full-time deputy position will be provided through a
contract with Harris County Constable’s Office – Precinct #4, along with 30 additional weekly hours of patrol through
independent contract with Harris County Deputy Constables – Precinct #4. As of August, 2010, there are currently
2,341 residents in the Village of Creekside Park. This personnel arrangement is temporary and additional officers will be
added as growth occurs.

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LaW enforCemenT & seCuriTy

Alpha & omega Mounted Patrol
The Township provides a non-law enforcement element of service in the Town
Center called Alpha & Omega Mounted Patrol. Through their pro-active diligence,
car alarms, lost cars, unsecured vehicles, vehicle lockouts and other security challenges
are attended to on a daily basis. Alpha & Omega Mounted Patrol is an important
component of the tourism-oriented policing philosophy in the Town Center.
Throughout the year, mounted troopers provide customer service, act as the eyes
and ears of the Town Center and assist with security issues, notifying security or law
enforcement when appropriate. The high visibility, customer-friendly Alpha & Omega
Mounted Patrol is a unique (branded) presence in The Woodlands commercial areas.
The Alpha & Omega Mounted Patrols are primarily assigned to the Town Center
area and are also used at the Highway 242 / I-45 commercial area. Effective in 2011, the
Alpha & Omega Mounted Patrol will be realigned within these areas and funding saved from
this realignment ($309,000) will be shifted to law enforcement funding to provide directed
services as needed throughout the community.
Neighborhood services
When The Woodlands Township promotes a “police-community partnership,” they mean it. Through the
Township, relationships are cultivated and fostered with public safety, residents and businesses. For more than 25 years,
The Woodlands Watch, a neighborhood watch program facilitated through The Woodlands Township, has brought
crime prevention awareness to the community. Additionally, staff members (Village Liaisons) promote partnerships with
the village associations and attend monthly meetings to share information from The Woodlands Township. Part of the
Township’s mission is communicating with constituents and partners. Through The WoodlandsAlert program, residents
can receive timely and accurate information. Registration can be completed on the Township Web site.
The Woodlands Township also produces award-winning National Night Out programs that are designed to give
residents an opportunity to meet and learn about local law enforcement and public safety personnel, as well as promote
the national theme to give neighborhood crime and drugs a going-away party. In addition, Watch Talk Wednesday is a
monthly program held by The Woodlands Township that is designed to inform Woodlands residents about safety and
crime prevention practices and resources.

FivE-yEAR PLAN DiRECTioN

• Continue existing services.
• Fund additional law enforcement in 2011, 2013 and 2015 of the five-year plan based on growth (in addition
to current personnel).
• Fund 21 law enforcement vehicles in 2011 / fund equal amount in each year of five-year plan / four-year life.
• Ramp up to full-time service in Creekside Park / first full-time Harris County Deputy Constable added
in 2011.
• Realign service areas for Alpha & Omega troopers / reduce overall hours.

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The WooDLanDs fire DeParTmenT
The Woodlands Fire Department (WFD) employs 135 personnel to provide
fire protection and first responder emergency medical services to The Woodlands
community. The WFD operates from seven strategically located fire stations
throughout The Woodlands (one temporary). There are two new fire stations that
will start construction later this year; these stations will primarily serve the villages of
Creekside Park, Panther Creek and Indian Springs. Six additional full-time positions
will be added in 2011 and 15 full-time positions are proposed in 2012.
The Woodlands Fire Department currently operates as a not for profit 501(c)(3)
organization. The Board of Directors of The Woodlands Fire Department is appointed
by The Woodlands Township. Per the requirements of current legislation, The
Woodlands Township cannot directly employ firefighters until January 1, 2012.
Over the past couple of years, an
increased level of investment in staffing, facilities and equipment has
allowed the WFD to improve its Insurance Services Organization
(ISO) rating from a 3 to a 2. This change in the ISO rating is
important because it is used by insurance companies to determine
ratings for fire insurance premiums. The improvement in the ISO
rating has resulted in reduced residential and commercial property
insurance rates and is important to prospective business clients
considering relocation to The Woodlands.
The Woodlands Fire Department provides fire dispatch services
for all Montgomery County fire agencies with the exception of the
City of Conroe. The WFD is paid a contract amount of $220,000
(by the participating fire agencies) for this service in 2010.
Over the next five years, a number of new and replacement fire
engines will be purchased by the WFD. Additional fire engines will
be required for the new stations, and the WFD will also replace
equipment per established replacement criteria which takes into
account maintenance costs, reliability of the vehicles and mandatory
safety needs of firefighters.
• Fire engines are pulled off the front line at the end of a 10-year
cycle. They remain in reserve for three years.
• Ladder trucks are pulled off the front line in a 12-year cycle.
They are placed in reserve for three years.
• Staff vehicles are pulled off the front line in an eight-year cycle.
They are placed in reserve for three years.
The typical cost of replacing a pumper truck is approximately
$500,000 and the replacement cost of a ladder truck is $1 million.
Emergency Training Center

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The WooDLanDs fire DeParTmenT sTaTions

Central station station 2
9951 Grogan’s Mill Road 9303 Gosling Road
The Woodlands, Texas The Woodlands, Texas
77380 77381

station 3 station 4
1522 Sawdust Road 7900 Bay Branch Drive
77380 77382

station 5 station 6
10100 Branch Crossing Drive 1100 Windsor Lakes Blvd.
77382 77384

station 7* station 8*
26722 Kuykendahl 11800 Gosling Road
77375 77381
*Scheduled to open *Scheduled to open
in 2012. Summer 2011.

Please see page 28 for The Woodlands Emergency Training Center information.


• Construction of fire stations #7 and #8 to serve Indian Springs, Panther Creek and Creekside Park.
• Add new positions in 2011 and 2012 / new stations.
• Issue bonds in 2012 / Rebuild Central Station and purchase two fire ladder trucks.
• Evaluate remodel of Station #2 in 2013.

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Parks & oPen sPaCe reserVes
The Woodlands has 119 developed parks.
Seventy-six of these parks have play areas with
play equipment. There are also two major sports
complexes: Bear Branch Sportsfields and Alden
Bridge Sports Park. The community has 185
miles of pathway that connect neighborhoods
to parks, schools, churches and village shopping
centers.
The Woodlands has more than 3,600 acres of
protected open space, three lakes and numerous
amenity ponds. The park areas are maintained
by The Woodlands Township with a number
of service contracts with various companies.
The vast majority of park, open space and pond
maintenance labor is provided through contracted
services. Tupelo Park
The age of the Township parks ranges from
more than 30 years old to those that were built in 2010. New parks and pathways in areas encumbered with The
Woodlands Association (TWA) Covenants are provided through a Recreational Facility Funding Agreement with The
Woodlands Land Development Company (TWLDC). Per the agreement, The Woodlands Township is required to
fund 50 percent of the capital cost of developing new parks and
pathways in these areas. Any new park and pathway projects that
are not part of the Recreational Facility Funding Agreement are
funded by the Township at 100 percent.
Waterway Maintenance
The Woodlands Waterway® maintenance operation
includes The Waterway, Riva Row Park, Town Green Park, The
Fountains at Waterway Square and the associated tree lights and
site amenities located in the Town Center area. Upkeep of the
Waterway consists of landscape and hardscape maintenance,
pedestrian lighting, bulkhead maintenance, trash and litter
removal, nuisance pest control and water quality management.
The Waterway attracts thousands of visitors each year and is a
tremendous asset for The Woodlands Township. Maintenance
for the Waterway is provided through contracted services,
and high maintenance standards are critical for the continued
attraction of visitors and residents. The Waterway presents
numerous opportunities for special events, economic development,
programming and public gatherings.
The Woodlands Waterway®

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Parks & oPen sPaCe reserVes

Recreation Center operations / Recreational Programming
The Township operates a recreation center at Bear Branch Park. This facility was constructed in 1992 and is used
for a number of programming activities. The staff at this facility also provides the recreational programming at various
venues community-wide.
The cost of operating the recreational facility and providing recreational programming is offset by revenues
generated from the programs and from athletic field rentals.

Aquatics
The Township operates 13 swimming pools located throughout The Woodlands. Resident visits to the pools total
about 170,000 for the season. Approximately 50 percent of the total cost of operating the 13 community swimming
pools is funded through user fees.

Rob Fleming Aquatic Center


• Add funding to support maintenance of new parks, pathways and amenities being developed.
• Projected park build-out in 2015 / 2016.
• Add appropriate staff to accommodate growth in amenities.
• Fund new parks and pathways in accordance with Recreational Facility Funding Agreement.
• Consider funding for new parks/amenities not included in the Recreational Facility Funding Agreement
(such as future sports complexes).
• Fund pathway extensions and connectors in Town Center.

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CommuniTy mainTenanCe
Covenants
The Woodlands Township is the successor entity
to the Community Associations and provides
covenant administration for the properties
encumbered with The Woodlands
Community Association (WCA),
The Woodlands Association (TWA)
and The Woodlands Commercial
Owners Association (WCOA)
covenants. The Township assumed
this responsibility on January 1,
2010, as part of the Transition
Agreement. This program has
32.5 full-time equivalent (FTE)
staff assigned to monitor and enforce
covenant standards, and support
nine village Residential Design Review
Committees (RDRCs) and the Development
Standards Committee (DSC).
Most of the residential and commercial properties in
The Woodlands are encumbered with deed Rob Fleming Park
restrictions called protective covenants.
These protective covenants provide the standards for property maintenance and also prescribe the acceptable standards
for physical changes made to properties in The Woodlands. The effective enforcement of the covenant standards is
extremely important to the maintenance of property values in The Woodlands.
Approximately 33,000 residential and commercial properties within the boundaries of the Township have WCA,
TWA, or WCOA covenants. These covenant standards are administered by The Woodlands Township. Some properties
may also have additional covenants or deed restrictions; these property standards are maintained by overlapping
property owners associations.
The number of covenant properties will continue to grow in The Woodlands with the development of the Villages
of Sterling Ridge and Creekside Park. This growth will require the addition of covenant personnel to provide service to
an increased number of covenant properties.
Some older parts of the community are experiencing problems with maintenance standards. Covenant enforcement
is difficult in some of these situations because of limited resources of residents or issues created by absentee landlords.
To address this concern, the WCA and TWA created a community revitalization program in 2008 and this program
has been carried forward and funded by The Woodlands Township. The Township budgeted $100,000 in 2010 to
resolve some of the covenant enforcement issues by working with the residents and partnering with community groups
to resolve outstanding violations. Some of this funding allows the Township, through the DSC, to fund quicker
enforcement actions and file liens for recovery of expended funds.

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streetscape Maintenance
Community maintenance operations are very
extensive and consist of maintenance of entryways,
roadway medians, irrigation system maintenance,
open space reserves, pond and lake maintenance,
street lighting, forestry and tree removal programs,
reforestation, directional signage, graffiti removal
and maintenance of jumbo cul-de-sacs. The
general services provided in the area consist of
the following services provided in residential and
commercial areas:
• Roadside mowing 18 times per year
• Trash removal from roadsides 104 times per year
• Maintaining 789 entry medians and intersection medians
• Maintaining 299 jumbo cul-de-sacs
• Maintaining 232 neighborhood and village entry way signs
• Providing directional signage
• Managing more than 3,600 acres of open space reserves
• Maintaining 38 ponds, Lake Woodlands and Lake Paloma
• Removing hazardous trees from parks, pathways and open space reserves
Most of the community maintenance tasks are provided primarily
through contract and secondarily through staff services. The community
provides for the following major maintenance activities through contracts:
• Streetscape / entryway maintenance
• Turf and irrigation maintenance
• Tree removal
• Fleet maintenance
• Garbage and litter removal
• Lake and pond water management
• Nuisance pest control
Environmental services / Environmental Education
Waste collection and recycling services are provided to approximately
30,000 households in The Woodlands through a vendor contract
(currently with Waste Management) managed by Township staff. The
cost of basic garbage and recycling service is paid through the property
tax levy; the 2010 rate is $12.81 per month per household.
Household trash, recycling and yard trimmings are collected once per
week at all residential properties.
A recycling center (staffed by Waste Management employees)

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is provided by the Township on Research Forest Drive two days per week. Additionally, the Township provides
environmental education and stewardship opportunities with zero waste events, Adopt-a-Path, community gardens,
Walk to School and other programming to engage students and adults. Residents receive water-wise guidance through
Woodlands Landscaping Solutions’ free classes, events and gardening brochures. Walk in the Woods Nature Lecture
series explores nature at the community’s back door.
The Woodlands Township also provides mosquito abatement education and works with Montgomery County
Precinct #3 to conduct mosquito surveillance.


• Covenant enforcement costs will increase as the number of dwelling units increase.
• Streetscape maintenance will increase as road miles increase / number of neighborhood entries increase.
• Waste collection costs increase as units increase.
• Waste collection contract bid in 2011/ current contract expires in early 2012.
• Add appropriate staff to accommodate growth in the community.

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ConVenTion & VisiTors bureau
The Tourism and Convention business in The Woodlands is substantial
and provides approximately $3.6 million per year in hotel occupancy tax
collections. Tourism is also responsible for a major portion of the $30.7
million collected in sales tax revenue.
Leisure travelers, corporate groups and conventions contribute
substantially to The Woodlands economy by spending at restaurants
and retail establishments, which generates additional sales tax
proceeds, and staying in hotels (nearly 500,000 room nights a year in
10 hotel properties). This provides for a healthy business environment
and provides sales tax and hotel occupancy tax that reduce the overall
property tax requirement. Currently, the major portion of the sales tax
and room tax collections are used for property tax relief.
Tourism in The Woodlands and Montgomery County is a billion-dollar
business, according to a report received in February 2008 by The
Perryman Group, a national economic and financial analysis firm. The
study shows that visitor spending currently generates an estimated $2.2 billion in annual aggregate spending, $1.3
billion in annual output, and more than 20,750 jobs. Approximately 80 percent of this activity occurs within The
Woodlands.
In addition, a comprehensive Visitation and Spending Study conducted in the month of September, 2007 by the
Cunningham Research Group showed that 78 percent of visitors in The Woodlands Town Center come from outside of
The Woodlands, and these visitors spend more money than consumers within The Woodlands ($111 to $101, respectively).
The Woodlands room tax collections are fully committed to the repayment of the debt associated with constructing
the Convention Center. This is somewhat unusual. For example, the funding to support the construction of most
municipal convention center projects is not generated entirely from hotel occupancy tax collections but also comes
from a property tax commitment or a special
tax for convention facilities. In the case of The
Woodlands Township, the Convention Center
construction cost was funded with a primary
reliance on hotel occupancy tax revenues. In 2010,
almost the entire debt service requirement for the
Convention Center project will be paid from the
hotel occupancy tax.
The Woodlands Township appropriates $2.1
million in sales tax annually to the Convention
& Visitors Bureau (CVB) for programs and
community promotions. Approximately 58
percent ($1.23 million) of the budget is used to
directly produce events or support events that
bring residents and visitors to The Woodlands.
Red, Hot & Blue Festival The other 42 percent ($884,000) is used in

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ConVenTion & VisiTors bureau

destination marketing, promotion, Web sites, travel guides and
many other marketing programs.
Increased visitor traffic to the area positively impacts the
amount of sales tax revenue and hotel occupancy tax received
by the Township. A question raised during the 2010 budget
discussions was, “How much additional income do we receive
from the increased promotion versus the additional cost?” Based
on a recent evaluation, staff determined that two-thirds of each
dollar collected from sales tax or room tax is used for property
tax relief.
The Township Board of Directors has the legislative
authority to increase the hotel room tax by an additional one
percent on January 1, 2011 (from seven to eight percent),
which it did at its August 25, 2010 meeting, and an additional
one percent on January 1, 2012 (from eight to nine percent).
The additional funding is required to be used for tourism and
convention type of activities.
The Woodlands Waterway® Arts Festival is one
In 2010, the Township, through the CVB, is involved in a
of the country’s leading arts events.
number of community events and recreational offerings. These
events provide opportunities for residents and bring many visitors to the area who are attending or participating in the
events and most importantly, spending money in The Woodlands. Listed below are a number of the major events where
some level of support is provided by the Township or the CVB.
• Taste of the Town • Muddy Trails
• The Woodlands Waterway® Arts Festival • The Children’s Festival
• Fiesta Universal • Junior League Holiday Market
• Food & Wine Week • Run Thru The Woods
• CB&I Triathlon • The Ice Rink™ at The Woodlands Town Center
• Fourth of July / Red, Hot & Blue Festival • The Woodlands Winter Wonderland
• Wildflower Festival • Oktoberfest
• Lighting of the Doves • Arbor Day
• International Winter on the Waterway (iWOW) Festival • Ironman Texas
• 10 For Texas • Multiple events at Waterway Square


• Continue existing operations.
• Increase hotel occupancy tax rate by one percent in 2011 / use 2011 supplemental room tax increase for
water taxi renovation/operations.
• Increase hotel occupancy tax rate by one percent in 2012.

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TransPorTaTion &
DeVeLoPmenT groWTh funDing
Trolley service
The Woodlands Township provides or participates in
funding for transportation services in the Town Center. This
includes trolley service in the Town Center, which currently
provides free transportation to approximately 8,000 riders
monthly. This service is funded through a grant with an annual
cost to the Township of approximately $194,000. The current
grant runs for a three-year period.
Discussion has occurred in the community about expansion
of the trolley system to include additional areas:
• A larger portion of the Town Center area serving
all hotels.
• Service to all village shopping centers.
Implementing either or both of these trolley service
expansions will require an additional financial commitment from
the Township. If grant funding is available, the typical grant
funding provides about 50 percent of the operating costs.
Funding is included in the 2010 budget to study the
feasibility and costs to expand trolley service through a contract
with The Goodman Corporation.
Water Taxi Consideration
The water taxi system is currently owned by The Woodlands
Development Company and operated through the Brazos
Transit Authority. The Woodlands Development Company is
not interested in continuing to own the boats on a long-term basis Market street
and this program is currently under evaluation by the Township.
To date, no Township funding has been expended on the operation
of the water taxi system. Although the Board of Directors
supported the concept of The Woodlands Township and
the CVB assuming this operation, approval of the
formal agreements is expected to take place in the
fall of 2010.
During the 2011 budget process which took
place in August, 2010, the Board of Directors
considered and approved hotel occupancy tax
funding to be utilized for the water taxi operation.
The Township had received legislative authority to
receive designated funds for Convention & Visitor Bureau
marketing purposes two years prior. This new room tax is

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TransPorTaTion & DeVeLoPmenT groWTh funDing

expected to generate an additional $500,000 in funding in
2011 and is restricted to CVB uses. Under this plan, the
water taxis would be funded by visitors directly from room
tax and no property tax will be used.
While a marketing function of the CVB, the goal
is to have the boats operate in positive revenue within
a three- to five-year time frame. The allocation of the
new supplemental hotel occupancy tax for the water taxi
operation would provide a “one time” allocation of room tax
funds. The directive to the CVB by the Township Board
is to make the operation self supporting within a three- to
five-year period or to seek other operating options. After the
2011 appropriation of room tax funds, the Township will
not allocate additional operating support for the water taxi operation.
Economic Development
The Woodlands Township funds events and programs of strategic
partners in South Montgomery County and the Greater Houston
area. The development of these strategic partnerships is important to
The Woodlands Township to assist in economic development efforts,
regional growth, regional transportation planning and transportation
system advocacy. Listed below are some of the strategic partnerships.
• South Montgomery County Woodlands Economic
Development Partnership - $125,000
• Greater Houston Partnership - $25,000
• Center for Houston’s Future - $15,000
• Cooperative Programs - $43,500
• Opportunity Houston - $20,000
• Leadership Montgomery County - $5,000


• Contine existing programs.
• Consider expansion of trolley service:
» To all hotels in Town Center.
» To village centers.
• CVB assumes water taxi operations using “new” supplemental room tax funds.

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fiVe-year PLan issues
Township Facility
In 2010, The Woodlands Township operates administrative staff service functions out of three buildings
(not including parks, recreation and environmental services). These buildings are leased and comprise a total of
approximately 42,000 square feet of gross office space. The current combined facilities accommodate existing needs
but do not contain additional space to provide for growth needs or allow for improvements in operational efficiency.
Two of the primary office leases terminate at the end of 2011. Funding has been included in the five-year plan to allow
transition from existing office locations into a single office facility in late 2011 when two existing leases expire.
Future Facility Feasibility
The Board included funding in the 2011 budget to investigate the feasibility of constructing a sports complex to
accommodate a number of athletic needs. A number of groups representing soccer, rugby, lacrosse and softball have
requested that the Board consider future athletic facility needs. The Board also included funding in the 2011 budget
to do a feasibility analysis for a museum / performing arts facility along The Woodlands Waterway®. Both of these
projects are in the preliminary stages with no funding sources identified.
ice Rink
The Ice Rink™ at The Woodlands Town
Center is an established event intended to
function as a major tourism generator in the
“downtown” area of The Woodlands during
the holiday season. The Ice Rink™ at The
Woodlands Town Center, which concluded
its 11th anniversary in the 2009 - 2010 season,
serves as an important marketing tool in the
promotion of holidays in The Woodlands. More
than 340,000 skaters have come through The
Ice Rink™ over the years, with attendance near
or more than 40,000 in four consecutive years.
The Ice Rink™ has always been produced in
a temporary location (three different sites in
10 years), and building a permanent site for a
seasonal ice rink is in the best interest of The Woodlands Convention and Visitors Bureau, The Woodlands Township
and the entire community. Here are a few reasons why:
• The Ice Rink™ would take place in the same location each year, creating consistency with the consumer. The
general public would not need to be re-educated about a new location after a move.
• A permanent structure would save significant expenses versus building a rink from ground up every year.
• Annual savings would be significant moving from a temporary structure to a permanent facility. Temporary costs
are estimated at $185,000 annually. Over the past two years, The Ice Rink™ has generated in excess of $150,000
in user fees (net) and more than $38,000 in sponsorships (net) for a total revenue stream of $188,000 per year.
A feasibility study is currently underway with PGAL for a permanent site on The Cynthia Woods Mitchell Pavilion
property.

19

fiVe-year PLan issues

Replacement Reserve for Existing Capital Assets
The Woodlands Township is responsible for the maintenance and replacement of park equipment (119 parks),
replacement of pathways, fleet equipment, fire trucks and equipment, computer equipment, swimming pools /
equipment, extensive irrigation systems, parking lots, fountains and village and neighborhood entry way signage. In
addition, facilities such as the fire stations, The Woodlands Township Recreation Center and the Parks and Recreation/
Environmental Services offices require maintenance and potential improvements or replacements. Prior to 2007, cash
reserves were held by the WCA to allow its assets to be replaced from reserves as needed. These reserves were depleted
in the transition process. Adequate reserves will need to be reinstated over time to provide for an effective replacement
reserve program. A reserve study is planned for late 2010.
The Township adheres to reserve policy guidelines of maintaining a working capital reserve equal to 20 percent
of operating revenues and utilizing 75 percent of monies generated by favorable budget variances to fund a capital
reserve and the remaining 25 percent to fund an economic development reserve. (Additionally, revenues from an events
admission tax implemented in 2011 would be used to fund the economic development reserve.)
Revenue Estimates
Revenue estimates for the five-year plan will need to be adjusted / revised annually to reflect changing conditions in
sales tax and room tax trends.
over-65 Exemption
The over-65 exemption of $25,000 has been included at this level throughout the five-year plan.
Homestead Exemption
No homestead exemption has been included in the five-year plan.
Debt service Costs for Bonds issued in 2012
Approximately $12 million in debt is projected to be issued in 2012 to fund parks and pathways projects, to rebuild
Central Fire Station and to purchase two ladder trucks. The debt service costs are built into the five-year plan. Savings
in bond-funded projects will result in the Township issuing $3 million less in debt obligations than originally approved
by the voters in November, 2009.
Personnel - Public safety Changes
The five-year plan includes a number of proposed increases in personnel. The primary changes are in public safety
where 34 full-time positions and two new fire stations are proposed to meet public safety needs in The Woodlands Fire
Department and in contract law enforcement.

20

PLanning for buiLD ouT
The Woodlands is still a number of years away from
“build out.” This means that as the community continues
to grow, services will have to be expanded to include the
new growth areas and increased population density. The
Woodlands will continue to add residential housing units, add
high density residential projects and grow commercial and
business square footage. For example, between now and build
out:
• Population will increase from 93,500 to 130,000.
• Commercial and industrial square footage will increase
from 26 million square feet to 36.4 million square feet.
• Residential units will increase from 38,590 to 50,473.
• Parks will increase from 119 to 135.
• Pathways will increase from 185 miles to 205 miles.
• Open space will increase from 2,750 acres to 4,200 acres.
A factor that impacts our current financial planning process is that at build out, there will most likely be a change
in services / functions currently provided by The Woodlands Land Development Company (TWLDC). At the current
time, The Woodlands Land Development Company provides
and manages a number of services within The Woodlands. As
The Woodlands matures and is built out, services previously
partially funded or managed by The Woodlands Development
Company may have to be assumed by The Woodlands
Township or eliminated. Expectations are the transfer of
services will not occur all at once but will occur over a period
of years.
The Township will need future financial capacity to
assume these services. Alternatives to providing the required
financial capacity would be to eliminate the service or change
existing services to provide capacity. The purpose of this
discussion is to consider how these factors should be addressed
in the long range plan. Some of the services currently provided through the Development Company are:
• Streetscape maintenance (a portion of the costs are currently funded by TWLDC)
• Construction management and funding for capital projects
• Community-wide special events and sponsorships
• Public art program
• Community planning efforts / Development Review Committee (DRC) and Community Standards Committee
(CSC) development plan review functions
• Some public works functions / roadway planning / drainage considerations / mobility planning

21

PLanning for fuTure
goVernanCe imPaCTs
The Woodlands Township is currently a special purpose district which is authorized
under Texas Law to collect sales tax, room tax and property tax and provide a wide range
of municipal types of services. These are considered value-added services since they are
enhancements to basic service levels provided by the other government organizations such
as the County.
One of the governance options that may be considered in the future is changing from a
special purpose district to a municipal operation (incorporation). Incorporation would shift the
responsibility for providing a number of basic services from the County to the Township. Some
of the service costs and responsibilities expected to shift to the Township if incorporation occurs are:
• Law enforcement – change from contract to municipal department
• Assume roadway replacement responsibility
• Assume roadway maintenance responsibility / public works functions
• Assume traffic management responsibility
• Municipal court operation
• Planning / zoning
• Utility operations (water and sewer)
• Facility costs for police, courts and maintenance
The “new” city may be able to collect additional revenues such as court fees and permit fees to offset some of these
costs. An analysis of the costs versus revenues will be required in order to determine the net impact of incorporation on
the property tax rate.
In a presentation made to the Township Board of Directors earlier this year, staff recommended that a Board /
community discussion on this matter begin in the fall of 2010. The purpose of the discussion will be to develop a
process to explore the governance options and provide factual information to the public.
• Consider establishing a steering committee with a specific charge (and appropriate budget) to develop the process
and provide community information.
• Develop timetable for completion of the work.
» Potential timing of election.
» Establish time frame for voter education prior to the election.
Staff has included an amount in the 2011 budget recommendation to provide funding for legal, research and process
development that may be necessary to complete this process.


• Include funding for professional assistance with governance process in 2011 and 2012.
• Unable to factor in potential incorporation costs at this time / need more data.

22

frequenTLy askeD quesTions
Q: How much funding will be generated from the 2010 property tax levy and how will these funds be used?
A: Only a portion of the community services are funded through the property tax levy. Of the $86.8 million total budget for
2011, $39.6 million is funded through the property tax levy. Property tax is used primarily to fund the following services:
• Community policing
• Covenant enforcement
• Parks and pathways
• Aquatics
• Neighborhood services
• Garbage collection/recycling
• Community-wide maintenance,
e.g., streets and entryways
• Administrative / community
relations
• Capital asset replacements
• Capital asset additions (except
as provided through bonding/
borrowing)
• Debt service – outstanding debt

Q: How much revenue will be generated from 2011 sales tax and room tax collections and how are
these funds proposed to be used?
A: A total of $35.2 million is budgeted from sales tax and room tax in 2011. The sales tax is expected to generate approximately
$31.2 million annually and the hotel room tax will generate approximately $4.0 million annually.
Approximately one-third of the sales tax and hotel room tax collections are used to fund visitor promotion costs and related
service costs.
• Debt service – convention center - $3.7 million
• Convention and Visitors Bureau - $2.4 million
• Economic Development Zone debt
service - $2.2 million
• Seasonal lighting - $0.14 million
• Trolley service - $0.4 million
• Mounted patrol and security -
$1.3 million
• Ambassador program - $0.3 million
• Economic Development budget -
$0.4 million
The remaining two-thirds of the sales tax
and room tax collections will be used to
reduce the property tax.

23

frequenTLy-askeD quesTions

Q: How much bonding and borrowing capacity is available to fund future capital projects?
A: The voters authorized a bond issue of $49.9 million in November, 2009. Of this total authorization, approximately $35
million has been issued to fund 2010 and 2011 projects. These proceeds are being used to fund the following projects in 2010
and 2011:

• Construction of two new fire stations
• New park and pathway projects
• Refinancing of existing debt

Approximately $15 million in bonding authorization has been set aside to fund the following projects in 2012 through 2014.

• Replacement of Central Fire Station ($6.3 million)
• Purchase of two fire ladder trucks ($2.1 million)
• New park and pathway projects ($5.8 million)

24

2011 ConsoLiDaTeD buDgeT

Revenue by Type 2011
Property Tax $ 39,649,133
Sales and Use Tax 31,155,662
Hotel Occupancy Tax (HOT) 4,001,219
Program Revenues 3,383,300
Interest Income 1,116,416
Other Income 1,052,665
Administrative Fees 346,100
Grants and Contributions 194,400
Events Admission Tax 75,000
$ 80,973,895

2011 REVENUE BY TYPE

Other
7%

Property Tax
49 %
Sales & Use Tax
39 %

25

2011 ConsoLiDaTeD buDgeT

Expenditure by Department 2011
The Woodlands Fire Department $ 15,273,637
Parks and Recreation 12,274,824
Capital Outlay/Reserves 12,186,100
Community Services 12,088,787
Law Enforcement/Neighborhood Services 10,085,915
Debt Service 7,796,632
General Government 5,037,815
Other Expenditures 3,161,562
Non-Departmental 3,150,788
Convention & Visitors Bureau 2,559,837
Community Relations 1,082,895
Regional Participation 968,566
Transportation 548,620
Economic Development 381,300
Governance 200,000
$ 86,797,278
In addition to the revenues identified on page 24, expenditures will be funded
by bond proceeds received in 2010 for certain 2011 capital expenditures.

2011 EXPENDITURE BY TYPE

Other
CVB 10 % Fire Department
General 3 % 18 %
6%

Debt Service
9% Parks & Recreation
14 %

Law Enforcement
12 % Capital Outlay/
Reserves
Community Services 14 %
14 %

As adopted by the Township Board of Directors in August, 2010.

26

organizaTion CharT

Constituents

Board of Directors

President/General
Manager

Manager of
Intergovernmental Director of Human
Relations/Transportation Resources
Services

Management Analyst

Assistant General Assistant General
Director of Community The Woodlands Fire
Manager - Community Manager - Finance &
Relations/CVB President Department
Services Administration

Community Community
Fiscal Services/Budget Fire Protection
Relations Services

Convention & Visitors Parks &
Information Technology Administration
Bureau Recreation

Records/
Covenant
Property Data Training
Administration
Management

Law Enforcement/ Dispatch
Neighborhood Services

Solid Waste/
Environmental Services

27

The Woodlands, Texas Community Facts
January 1, 2010

Cumulative
Financial 1/1/10 Ultimate
Non-Residential – Assessed Value $3.1 billion –
Residential – Assessed Value $9.6 billion –
Total Assessed Value in The Woodlands $12.7 billion –

Commercial/Industrial
(completed and started square footage)
Retail / Hospitality / General Commercial 9.0 million 12.9 million
Office 6.7 million 9.8 million
Industrial / Technical 4.1 million 6.4 million
Institutional 6.2 million 7.3 million
Total Non-Residential 26.0 million 36.4 million

Residential
(completed and started units)
Homes 29,158 34,953
Apartments & Assisted Living 6,165 9,820
Attached Homes 3,267 5,700
Total Units 38,590 50,473

Other
Employers 1,650 2,320
Employees 45,380 67,350
Construction and other temporary workers 3,500 N/A
Schools (public) 20 23
Schools (private) 7 8
Religious congregations 35 44
Roads (two-lane) 447 miles 550 miles
Pathways 185 miles 205 miles
Parks 116 135
Open space 2,750 acres 4,200 acres
Golf courses 1,690 acres 1,690 acres
Forest preserve 1,680 acres 1,900 acres
Total open space, golf courses and forest preserve 6,120 acres 7,790 acres

Montgomery
Population Statistics County The Woodlands
4/1/70 Census 49,479 --
4/1/80 Census 128,487 8,434
4/1/90 Census 182,201 29,205
4/1/00 Census & 12/31/00 The Woodlands (actual) 293,768 63,203
2009 Estimate & The Woodlands (actual) 439,793 92,348
12/2014 (projection) 507,143 110,240
Ultimate (projection) N/A 130,000

The Woodlands® The Woodlands Homefinder Center
2000 Woodlands Parkway
The Woodlands, TX 77380
or call (281) 719-6333
source: The Woodlands Development Company, 2010 or toll-free (888) 504-5050
The Woodlands is a project of The Woodlands Development Company, www.thewoodlands.com
a limited partnership of Morgan Stanley and General Growth Properties, Inc.

28

ToWnshiP LoCaTions

Board Chambers service Center
10001 Woodloch Forest, Suite 600 2201 Lake Woodlands Drive
The Woodlands, Texas 77380 The Woodlands, Texas 77380
281-210-3800 281-210-3800

Parks, Recreation and The Woodlands Township
Environmental services Recreation Center
8203 Millennium Forest Drive 5310 Research Forest Drive
281-210-3900 281-210-3950

Law Enforcement and The Woodlands
Neighborhood services Emergency Training
Annex Center
2202 Timberloch Place, Suite 222 16135 IH 45 South
281-210-3800 281-367-3444

Please see page 8 for a list of The Woodlands Fire Department stations.

There are many ways to find out more information about The Woodlands
Township and its services: visit at www.thewoodlandstownship-tx.gov;
attend public meetings, the schedules of which are on the Township
Web site; or reference The Woodlands Community Magazine, a
monthly magazine sent to residents.

38,000 09/2010 Printed on recycled paper.

All About The Woodlands

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