BM 1986-12-02 EcDevB.
C.
Minutes of December 2, 1986
The Economic & Business Development Board of the City of Coppell met in
a regular called session on Tuesday, December 2, 1986 at 8:30 p.m. in
the Council Chambers of the Town Center, 255 Parkway Boulevard, Coppell,
Texas. The following members were present:
Chairman John Bailey
Boardmember David Greer
Boardmember Samuel Shuler
Boardmember Lynn Brock
Jim Brown was absent from the meeting. Also present was Secretary Linda
Grau.
Boardmember David Greer gave the invocation.
Item 1: Chairman's Report
Chairman John Bailey stated the following:
A. Peyton Weaver, a former member of the Economic & Business
Development Board, now a member of the Planning and Zoning
Commission, is still working with the help of a resident of Coppell
in updating the multi -media presentation and transfer to video
tapes.
The Metrocrest Chamber of Commerce has extended their membership
drive through Friday December 5, 1986 and asked that anyone
interested in joining, please sign up.
Chairman Bailey welcomed the Team Members present and thanked them
for their interest and would like their input into the meeting.
Present were:
Rod Heltzel -
Mike Allen
Dave Ridley
Paul Adams
Mike Guyton
Shawn Todd
Member At Large
- Landowner /Developer - Univest Dev.
Univest Dev.
- Business Owner - First Coppell Bank
- Utility Companies - TP &L
- Landowner /Developer - Connell Dev.
Item 2: Presentation by Laventhol and Horwath regarding the proposed
demographic study for the City of Coppell.
The meeting was turned over to Boardmember Sam Shuler who explained that
the City of Coppell is interested in developing a marketing plan for
both a short and a long term range. Boardmember Shuler then introduced
Deborah Kops and Alex Darragh from Laventhol and Horwath. Ms. Kops and
Mr. Darragh made the presentation before the Boardmembers. Ms. Kops
further explained the Strategic Action Plan for the City of Coppell and
Phase I -
Phase II -
Phase III -
Phase IV -
Phase V -
Phase VI -
Economic Potential Assessment
Market Analysis
Identification of Target Development Opportunities
Economic Development Strategic Action Plan
Preparation and Presentation of Final Report
Implementation Services - which is optional.
Following a lengthy question and answer period and further discussion of
comparative analysis strategies for area Cities of Carrollton,
Arlington, Farmers Branch and Richardson regarding fee schedules and
estimated time frames, Chairman Bailey stated that a decision must be
made on what has to be done on a short term and long term basis.
Boardmember Sam Shuler stated that he would like a further study of the
Marketing Plan, review the estimated time frame, review fee scheduling
and the actual goal. Team Members present were interested in Phase I -
Economic Potential Assessment and Phase II - Market Analysis, which
would give the basics of what Coppell is now and what it will become.
It was the consensus of the Boardmembers that a further evaluation be
done by Laventhol and Horwath on Phase I and Phase II, to re- evaluate
the fees and time frame, to utilize data from the City staff and
developers in Coppell and bring this re- evaluation back before the
Boardmembers at a future date. (See attached sheets "A Proposal To
Formulate an Economic Development Strategic Action Plan for the City of
Coppell" submitted by Laventhol & Horwath).
Item 3: Discussion and consideration of adoption of by -laws for the
Economic and Business Development Board.
Boardmember David Greer stated that he has contacted the Cities of
Carrollton, Arlington and Grapevine for their by -laws but as of date
received no response. It was suggested that if the other Cities, as
Home Rule Cities, do not have by -laws it is possible the Board will
appear before the City Council to amend the present Ordinance for the
Economic and Business Development Board to eliminate the necessity for
these by -laws.
Item 4: Election of Chairman, Vice - Chairman and Secretary positions on
the Economic and Business Development Board.
Boardmember Sam Shuler nominated John Bailey as Chairman of the Economic
and Business Development Board. Boardmember David Greer seconded;
motion carried 3 -0.
Chairman John Bailey nominated Sam Shuler as Vice - Chairman of the
Economic and Business Development Board. Boardmember Lynn Brock
seconded; motion carried 3 -0.
Boardmember David Greer nominated Lynn Brock as Secretary of the
Economic and Business Development Board. Chairman John Bailey seconded;
motion carried 3 -0.
Item 5: Discussion and consideration of advertising in the Metrocrest
semi- annual magazine.
Chairman John Bailey explained that this is a magazine published by the
Metrocrest Chamber of Commerce which is published in February and August
of each year with a distribution of approximately 35,000 copies.
Chairman Bailey stated that the coverage for Coppell in the magazine
does not warrant additional advertising. Chairman Bailey also stated
that the $400.00 dues for the Metrocrest Chamber Membership Directory
which is published in April will be deducted from the $15,000.00 given
to the Metrocrest Economic and Development Board. This publication also
has coverage on the City of Coppell and does not warrant additional
advertising.
Item 6: Other business.
Chairman John Bailey stated that additional vendors are being contacted
for consideration of a demographic study. Mr. Paul Geisel has also been
contacted concerning certain ideas for Coppell and will be brought
before the Board at a future date. Mr. Geisel is presently working with
the City Council and staff on determining a recommendation for the
position of City Manager.
Having no further business to discuss, Boardmember David Greer made the
motion to adjourn. Motion was seconded by Lynn Brock; motion carried
4 -0.
ATTEST:
Linda Grau, Secretary
MIN.EC.DEV.120286
MEMOS
John Ba ley, Chairman
Economi - Business Dev pment Board
VENDOR LAVENTHOL AND HORWATH DATE 12/2/86
1) TO WHAT EXTENT DOES THE PROPOSAL ADDRESS OUR PROJECT GOAL(S) ??
2) TO WHAT EXTENT DOES THE PROPOSAL ALLOW FLEXIBILITY IN IMPLEMENTATION ?
3) TO WHAT EXTENT DOES THE PROPOSAL PROVIDE MEASURABLE GOALS ? ??
4) DOES THE PROPOSAL INVOLVE THE BUSINESS /RESIDENTIAL COMMUNITY ??
5) DOES THE PROPOSAL PROVIDE MECHANISM TO KEEP COPPELL CURRENT ? ??
6) DOES THE VENDOR PROVIDE A PLANNING /MODEL CAPABILITY ? ? ??
7) TO WHAT EXTENT DOES THE PROPOSAL ADDRESS OUR MARKETING REQUIREMENTS ?
8) DOES COST MATCH PROPOSED RESULTS ? ??
:=NTARY AND EVALUATION F ORf
9) DOES THE PLAN HAVE A SHORT /LONG PERSPECTIVE ? ? ? ??
10) TO WHAT EXTENT DOES THE DELIVERY SCHEDULE MEET OUR NEEDS ? ???
11) WHAT SOURCE /MECHANISM WILL THE VENDOR USE FOR DATA ? ??
12) VENDOR CREDENTIALS ? ? ??
PLEASE ADD ANY ADDITIONAL COMMENTS ABOUT THIS VENDOR'S SUITABILITY .
A PROPOSAL TO FORMULATE
AN ECONOMIC DEVELOPMENT STRATEGIC ACTION PLAN
FOR THE CITY OF COPPELL
Submitted to:
Mr. Sam Shuler
Coppell, Texas 75019
Prepared by:
LAVENTHOL & HORWATH
2121 San Jacinto Street
Suite 1700
Dallas, Texas 75201
November, 1986
BACKGROUND AND UNDERSTANDING
INTRODUCTION
This proposal responds to a request for assistance in
formulating an economic development strategy for the City of
Coppell. The community is currently experiencing development
activity but would like assistance in identifying its strengths
and weaknesses in order to enhance its economic base and fiscal
position.
The importance of local economic development efforts is
paramount in today's economic environment. Current and future
economic conditions defy traditional approaches to generating new
jobs and investment. Tax laws are changing rapidly, capital
markets are in constant flux, technology is in transition, and
competition for new jobs and investment is increasing. Each of
these factors represents challenging opportunities for the 1980s
and 1990s. Effective approaches to economic development will
reflect these opportunities and include an aggressive plan of
action to pursue them.
Laventhol & Horwath strongly supports the efforts of
local communities such as the City of Coppell to control their
future through developing their economic potential. Local
economic development efforts, however, must be structured to
address specific opportunities to be effective. In the City of
Coppell's case this structure should reflect the following:
An objective assessment of the City of Coppell's
strengths and weaknesses based upon a preliminary
analysis of economic and demographic factors and a
consideration of regional locational issues;
A detailed analysis of supply and demand factors
for residential, retail, office, hotel and
industrial real estate products;
Specific target development opportunities/
industries that have a high potential for
investing in Coppell; and
An overall development strategy that prioritizes
local efforts, and estimates the cost and
implementation schedule for those efforts.
Laventhol & Horwath is uniquely qualified to assist the
City of Coppell in formulating an effective economic development
strategic action plan. As a diversified business advisory firm
that serves a wide range of clients in the development industry,
including Fortune 500 companies, entrepreneurial businesses,
local governments, financial institutions and developers, L &H
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understands, in a very practical sense, what it takes to
stimulate development in a community. Moreover, we believe very
strongly in assisting our clients in implementing our
recommendations to ensure that our efforts fully address the
client's objectives. Our economic development advisory services
are designed to achieve results, and not simply to create or to
formulate elaborate plans for future action.
SCOPE OF SERVICES
Laventhol & Horwath proposes to accomplish its program
through the timely completion of five phases. The program is
designed to lead to the preparation of an economic development
strategic action plan for the City of Coppell. The content and
order of these phases, and the work tasks that compose them are
described in more detail in the sections that follow.
A project start -up meeting will be held to initiate the
study. Key L &H personnel assigned to this project will be
present. The meeting is designed to:
Familiarize members of the L &H team with key
officials of the City involved in this project.
Define and discuss major issues of procedure, data
availability, etc;
Establish a list and schedule of interviews for
forthcoming fieldwork; and
Our approach to preparing an economic development
strategic action plan has evolved from our diversified consulting
experience. We know the necessary elements for economic growth
and development, and place considerable emphasis on developing
firsthand knowledge of the local community. It is important that
any process for change and development be based on an
understanding of the economic development resources of a
community. Thus, L &H will assess the economic growth potential
of the Coppell area in relation to the following key issues:
Meet with the press and media, if appropriate, to
publicize the various aspects of the program, its
timing, and the results to be achieved.
Phase I - Assessment of Economic Potential
What is the anticipated impact of metropolitan and
regional trends on Coppell's demographic and
employment growth?
What unique resources and problems does the area
have that will affect its ability to attract new
investment and jobs?
What competitive advantages and disadvantages does
the community have in relation to its competitors
for new jobs and investment?
What are the organizational resources and local
business climate for economic development (e.g.,
financial resources, community cooperation, image,
zoning, etc.)?
The assessment of Coppell's economic growth potential
will be based upon:
An overview of demographic and economic
characteristics in Coppell from existing reports
and data.
An analysis of the business operating environment
in the area (transportation services, tax burden,
labor market conditions, etc.) relative to
competing suburban communities. Assistance from
the City of Coppell will be required to collect
some of the data needed for this analysis.
An inspection of potential development areas in
Coppell.
An overview of residential, commercial and
industrial real estate market trends and
conditions.
Interviews with selected community and economic
development leaders and organizations in Coppell
to determine their goals and objectives for
economic development.
Consideration of metropolitan and regional trends
in economic and real estate development based on
our experience in working directly with investors,
developers, and communities in the development
process.
Upon completion of the assessment of the City of
Coppell's economic growth potential, L &H will meet with City
officials and the Economic and Development Board to present our
findings and conclusions. This presentation will address the
economic development climate in Coppell and will be structured to
stimulate discussion among City officials regarding the area's
competitive advantages and disadvantages for economic growth.
Phase II - Market Analysis
This phase of the analysis will be structured as a more
in -depth analysis of Coppell's assets and liabilities by
performing a detailed economic /demographic analysis of the City's
population, and by examining supply and demand factors for
residential, retail, office, hotel and industrial space. This
analysis is an important step in identifying development
opportunities and preparing a strategic action plan. By
examining supply and demand factors for various real estate
products in Coppell and combining this analysis with a
consideration of demographic and locational characteristics of
the city, potential development opportunities can be identified.
More specifically, this analysis will include:
A detailed economic /demographic analysis which
will include:
population and household trends and
projections for the City of Coppell and the
surrounding area;
population and household profiles for Coppell
and the surrounding area, including age and
income groups, household size and
composition;
employment and labor force trends and
projections for Coppell and the surrounding
area, as available; and
labor force commutation patterns and expected
trends.
A detailed supply and demand analysis for office,
retail, residential, hotel and industrial products
in Coppell, including:
production and absorption trends;
estimate of space planned and under
construction;
overall occupancy levels;
estimates of future demand potential; and
a summary of market factors which will
influence development opportunities.
In addition, we will also prepare computer models which
can be used by the City to update its data base as desired in the
future. Upon completion of our analysis in this phase, we will
meet with City officials and the Economic and Development Board
to present our findings.
Phase III - Identification of Target Development
Opportunities
Targeting community development efforts is the most
effective way to utilize finite resources. There is little
reason to focus development efforts on slow growth businesses and
industries, or on industries that do not match the economic and
_locational resources of Coppell. It is important to concentrate
efforts on those areas of economic activity that offer the
greatest potential for job creation and investment.
Target development opportunities for Coppell will be
identified by a phased process of selection. Our initial
universe encompasses, in effect, the full range of employment -
generating activities that comprise the U.S. economy. Target
businesses and industries will be selected on the basis of the
following criteria:
• Local resources for economic development defined
in Phases I and II;
Linkages with the area's existing economic base;
Business and industry growth trends and location
requirements; and
• Local goals and objectives for economic
development.
The evaluation of potential development opportunities
will include manufacturing industries, corporate office
operations, wholesale trade activities, as well as the full range
of business services. Screening criteria will include:
National, regional and metropolitan area growth
trends;
Business and industry growth prospects
Market orientation
Local resource base: Natural, human and technical
Regional and metropolitan location patterns
Industry operating cost structure
Establishment size
Financial strength
Environmental sensitivity
Utility requirements.
Data for the target industry screening will be obtained
from publicly available sources, such as the U.S. Census, Bureau
of Labor Statistics, County Business Patterns, and the Annual
Survey of Manufacturers, as well as from private sector sources.
We will identify five target opportunities for
intensive development efforts. These industry groups will be
either a four -digit Standard Industrial Classification (SIC),
parts of a four -digit SIC, or a logical clustering that cuts
across SIC categories (e.g., laser systems).
While the target industry screening analysis will be
conducted in a rigorous manner using available technical and
empirical resources, it is important to stress that the analysis
will be tempered by the practical and varied business experience
of L &H. This ensures that the results of the screening analysis
are not generated by the mere manipulation of secondary data but
represent true investment opportunities in Coppell.
Our work in this phase will conclude with a
presentation to appropriate City officials and the Economic and
Development Board. This presentation will summarize the
methodology used to select the target development opportunities.
In addition, each opportunity will be described in detail,
including the reasons why it was selected. The target
development opportunities will provide City officials with a
clearer definition of the community's economic development
potential.
Phase IV. Economic Development Strategic Action Plan
The identified target development opportunities provide
an important focus for the economic development efforts of the
City of Coppell. These opportunities represent the most
promising prospects for new jobs and investment in Coppell. In
order to fully realize the potential offered by these development
opportunities, the City must formulate a comprehensive economic
development strategic action plan that meets the following
criteria.
It must be consistent with the goals and
objectives of local leaders for community economic
development.
The strategy should be flexible enough to use a
mix of different business retention, attraction
and entrepreneurial development techniques
depending upon the characteristics of selected
target industries.
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It should be consistent with the economic
development strategies of state and regional
economic development agencies.
It should nurture existing locational advantages
for the target industries and outline actions
necessary to overcome specific obstacles to growth
in the individual target development
opportunities.
L &H will design an economic development strategic
action plan for Coppell based upon the inputs of the previous
- phases of this project and our understanding of successful
economic development programs throughout the United States. The
objective of this strategy will be to set forth the most
effective method of stimulating job growth and investment in the
identified target development opportunities. We will review past
development activities as a base for the recommended program.
Since the primary purpose of this strategic action plan
is to increase the effectiveness of the community's development
activities, the emphasis in this phase will be on an intensive
interaction between appropriate staff of local economic
development organizations and L &H. L &H staff will work closely
with local economic development officials to achieve the most
appropriate overall development strategy for the area and the
development opportunities. The capabilities, perspectives, and
responsibilities of existing public and private economic
development agencies will be evaluated to determine their
potential for effective contribution to the strategic action
plan. Based on the evaluation, L &H will make recommendations
with regard to the most effective organizational approach for
implementing the action plan.
The recommended Economic Development Strategic Action
Plan will outline specific projects and programs that address the
opportunities for and obstacles to investment in the recommended
development opportunities for Coppell. More specifically, the
action plan will contain the following:
A competitive strategy that includes appropriate
mix of marketing, business retention and
entrepreneurial development strategies based upon:
the recommended target development
opportunities and type of facility;
the economic base of Coppell and its
competitive strengths and weaknesses for
development; as well as
our knowledge of other successful development
programs in the Southwest, in general, and
competitive communities in particular.
A framework for implementing each of the above
strategies. For example, L &H would outline a
target industry marketing program for Coppell in
terms of:
the mix of marketing techniques (direct mail,
media advertising, public relations, etc.);
and
appropriate marketing tools (brochures,
mailers, market research).
Financial and other development incentives (land
writedowns, tax abatement, etc.) necessary to
stimulate investment and job growth in the target
development opportunities and to remain
competitive with other communities in the region.
Community development projects required to meet
the needs of the target development opportunities
and also maintain Coppell's competitive advantage
(i.e., water and /or sewer plant expansion, site
development, downtown development, community
beautification, etc.) .
The cost of implementing the Economic Development
Strategic Action Plan will be estimated in total and by broad
activity area. Existing and potential funding arrangements of
both the private and public sectors will be evaluated to
determine the most appropriate source or methods of funding, and
the means for stimulating these sources.
We will also prepare a schedule for implementing the
recommended strategic action plan. The proposed schedule will be
consistent with the other recommendations regarding
organizational structure and the evaluation of current funding
arrangements. Included in the schedule will be a recommended
time frame for the marketing programming as well as assigned
activities, staff, and projected expenses by category. We will
present our findings and conclusions in a meeting with City
officials, the Economic and Development Board, and others as
desired.
Phase V - Preparation and Presentation of Final Report
At the completion of Phase IV, we will prepare a report
that summarizes our conclusions and recommendations from all four
phases. This report will be a blueprint- for - action for
implementing the recommended Strategic Action Plan. It will
summarize the analysis in Phases I, II and III and identify the
necessary actions, resources, timetable and organizational
approach for generating new investment and job growth in the
target development opportunities. Thus, this final report will
act as a long -term guide for local development activities.
Because of the interactive nature of our consulting services in
this phase, Coppell may be implementing the recommended strategic
- action plan by the time our engagement is concluded.
Phase VI - Implementation Services (Optional)
As a multi- disciplinary business advisory firm, L &H is
able to provide its clients with a wide range of services to
ensure effective implementation of our recommendations. These
services are designed to enhance our client's ability to create
new jobs and stimulate investment by preparing a detailed work
plan to implement specific economic development strategies. They
include:
Preparation of target industry marketing
brochures;
• Computer models to evaluate potential development
opportunities and incentives;
▪ Structuring public- private financial partnerships;
▪ Municipal fiscal impact analysis;
Small business development programs;
Feasibility analysis of incubator facilities;
Executive compensation and recruitment services;
and
General accounting and tax services.
TERMS AND CONDITIONS
Our report will not ascertain the legal and regulatory
requirements applicable to this project, including zoning, state
and local government regulations, permits, and licenses.
Further, no effort will be made to determine the possible effect
on this project of present or future federal, state or local
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legislation including environmental or ecological matters or
interpretations thereof.
The prospective financial analyses to be included in
our report will be based on estimates, assumptions and other
information developed from research of the market, knowledge of
the industry and other factors, including certain information
that you may provide. The sources of information and bases of
significant estimates and assumptions will be stated in our
report. Some assumptions inevitably will not materialize, and
unanticipated events and circumstances may occur; therefore,
actual results achieved during the period covered by our
prospective financial analyses will vary from those described in
our report, and the variations may be material. Our report will
contain a statement to that effect.
Further, we will neither evaluate management's
effectiveness nor be responsible for future marketing efforts and
other management actions upon which actual results will depend,
and we will so state in our report.
Our report and the prospective financial analyses
included therein will be intended solely for your information and
use in the full range of the City's economic development efforts.
The report may be used to provide general information to a
prospect or investor. Our report will contain a statement to
that effect. Otherwise, neither our report nor its contents, nor
any reference to our Firm, may be included or quoted in any
offering circular or registration statement, prospectus, sales
brochure, loan, appraisal or other agreement or document without
prior written consent.
TIMING AND FEES
We are prepared to schedule our work immediately
acceptance of this proposal. Based on the scope or
outlined, our experience with similar projects and
availability of local area data, we estimate the fee for
engagement will be as follows:
Phase
II. Market Analysis
III. Identification of
Target Development
Opportunities
Estimated Time
Frame
I. Economic Potential 3 -4 weeks
Assessment
4 weeks
2 weeks
Estimated
Fees
upon
work
the
this
$12,000- 13,000
26,000- 27,000
7,000- 7,500
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IV. Economic Development 3 weeks
Strategic Action Plan
V. Report Preparation 2 weeks
14 -15 weeks
8,000- 8,500
4,500- 5,000
$57,500 - 61,000
We recommend all five phases as appropriate to the
consulting services you require. However, you may elect to
undertake Phase I immediately and retain us to perform tasks
noted in Phases II through V, as necessary. It is expected that
the work effort contained in this proposal will encompass about
three and a half months. However, reports, recommendations and
-other feedback will be submitted as completed or as needed. Four
meetings with appropriate city officials are contemplated.
Attendance at additional meetings will be charged at our standard
hourly rates.
Travel, subsistence, computer processing, typing,
report production and other out -of- pocket expenses are not
included in this estimate will be billed separately. These
expenses are estimated at 20 to 25 percent of project fees.
Our fee estimate is subject to upward revision if the
engagement entails more time than estimated or if problems are
encountered that are unforeseeable at the commencement of the
engagement. If unusual matters come to our attention which
warrant additional work in excess of the above amount, we will
discuss the matter with you so that a mutually acceptable
revision may be made.
In accordance with our firm's policy, a retainer for
the amount of $35,000 is payable upon acceptance of this proposal
and will be applied to the final billing on this engagement.
During the course of our engagement, we will invoice you every
two weeks for those fees and expenses incurred to date. Invoices
are payable upon presentation. Laventhol & Horwath has the right
to withhold delivery of the draft and final report(s) pending
receipt of payment on account.
If, at any point during the course of the study, our
findings lead us to a negative conclusion concerning the
marketability of the project, we will so advise you and meet with
you to discuss our findings. If the decision is then made to
discontinue or study, our fee will be based upon actual manhours
expended and out -of- pocket expenses incurred to that date.
Please sign the enclosed copy of this proposal and
return it along with the retainer of $35,000 as your
authorization to proceed. If you have any questions concerning
12
this proposal, please feel free to contact Ms. Deborah Kops at
(214)754 -7100. We look forward to the opportunity to work with
you.
JRW /DSK /ksr
Sincerely,
LAVENTHOL & HORWATH
ohn R Weeman, J
e j"rincipai
orah S. Kops
Director
Real Estate Advisory Services
COMPARATIVE ANALYSIS
ECONOMIC DEVELOPMENT STRATEGIES PREPARED
FOR AREA CITIES
III - Target
I- Economic II- Market Development IV- Strategic V- Report
City_ Potential Analysis Opportunities Action Plan Preparation
Carrollton Yes Yes Possibly Yes Yes
Arlington Yes Yes No Yes Yes
Farmers Branch No Yes No No Yes
Richardson No Yes No Yes Yes
MEETING TIME: 8:30 p.m.
MEETING PLACE:
Notice is hereby given that the Economic and Business Development Board
of the City of Coppell will meet in a regular called session on Tuesday,
December 2, 1986 at 8:30 p.m. in the Council Chambers at the Town
Center, 255 Parkway Boulevard, Coppell, Texas. The purpose of the
meeting is to consider the following items:
CALL TO ORDER
PUBLIC SESSION
INVOCATION
Item 1: Chairman's Report
Item 6: Other business.
Adjournment.
Linda Grau, Secretary
AGENDA EDB 120286
MEMOS
NOTICE OF MEETING
December 2, 1986
Town Center - Council Chambers
255 Parkway Boulevard
Coppell, Texas
AGENDA
8:30 p.m. (Open to the public)
Item 2: Presentation by Laventhol and Horwath regulating the proposed
demographic study for the City of Coppell.
Item 3: Discussion and consideration of adoption of by -laws for the
Economic and Business Development Board.
Item 4: Election of Chairman, Vice - Chairman and Secretary positions on
the Economic and Business Development Board.
Item 5: Discussion and consideration of advertising in the Metrocrest
semi - annual magazine.
John B.iley, Chairman
Economi d Business
Board
CERTIFICATE
evelopment
I certify that the above notice of meeting was posted on the bulletin
board at the Town Center of the City of Coppell, Texas on the 25th day
of December, 1986 at 3:30 p.m.
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