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CP 2011-09-27 NOTICE OF CITY COUNCIL MEETING AND AGENDA TUESDAY, SEPTEMBER 27, 2011 DOUG STOVER MARSHA TUNNELL, Place 4 Mayor Mayor Pro Tem TIM BRANCHEAU, Place 1 BILLY FAUGHT, Place 5 BOB MAHALIK, Place 2 MARVIN FRANKLIN, Place 6 BRIANNA HINOJOSA-FLORES, Place 3 KAREN HUNT, Place 7 CLAY PHILLIPS, City Manager MEETING TIME AND PLACE: Call to Order 5:30 p.m. Council Chambers (Open to the Public) Executive Session Immediately Following 1st Fl. Conf. Room (Closed to the Public) Work Session Immediately Following 1st Fl. Conf. Room (Open to the Public) Regular Session 7:30 p.m. Council Chambers (Open to the Public) Notice is hereby given that the City Council of the City of Coppell, Texas will meet in Regular Called Session on Tuesday, September 27, 2011, at 5:30 p.m. for Executive Session, Work Session will follow immediately thereafter, and Regular Session will begin at 7:30 p.m., to be held at Town Center, 255 Parkway Boulevard, Coppell, Texas. As authorized by Section 551.071(2) of the Texas Government Code, this meeting may be convened into closed Executive Session for the purpose of seeking confidential legal advice from the City Attorney on any agenda item listed herein. The City of Coppell reserves the right to reconvene, recess or realign the Work Session or called Executive Session or order of business at any time prior to adjournment. The purpose of the meeting is to consider the following items: ITEM # ITEM DESCRIPTION 1. Call to order. ag092711 Page 1 of 5 ITEM # ITEM DESCRIPTION EXECUTIVE SESSION (Closed to the Public) 2. Convene Executive Session A. Section 551.071, Texas Government Code - Consultation with City Attorney and Section 551.072, Texas Government Code - Deliberation regarding Real Property. 1. Seek legal advice from the City Attorney concerning the settlement and land purchase agreements with the Billingsleys at Northlake. B. Section 551.072, Texas Government Code - Deliberation regarding Real Property. 1. Discussion regarding property north of Bethel Road and east of S. Coppell Road. C. Section 551.074, Texas Government Code - Personnel Matters. 1. City Manager Evaluation. WORK SESSION (Open to the Public) 3. Convene Work Session A. Discussion regarding Consulting and Employee Wellness Services with Brinson Benefits and Catapult Health LLC. B. Xeriscape Presentation. C. Discussion regarding FY 10-11 and FY 11-12 Council Goals and Objectives. D. Legistar and Galaxy Tab Demonstration. E. Presentation regarding 4C Success – Succession Planning. F. Discussion of Agenda Items. REGULAR SESSION (Open to the Public) 4. Convene Regular Session. 5. Invocation. 6. Pledge of Allegiance. 7. Presentation by the Coppell Chamber of Commerce of a Resolution regarding the ¼ cent sales tax initiatives for the crime control district and for street maintenance. ag092711 Page 2 of 5 ITEM # ITEM DESCRIPTION 8. Consider approval of a proclamation proclaiming "National Night Out" on Tuesday, October 4, 2011, and providing City Council support and endorsement of National Night Out festivities and authorizing the Mayor to sign. 9. Consider approval of a proclamation proclaiming the Week of October 9 through October 15, 2011, as Fire Prevention Week. 10. Consider approval of a proclamation honoring Spencer Edwin Coberly for achieving the rank of Eagle Scout, and authorizing the Mayor to sign. 11. Presentation by the Coppell Farmers Market. 12. Report by Keep Coppell Beautiful. 13. Citizens' Appearances. 14. Consider approval of minutes: August 23, 2011 and September 13, 2011. 15. Consider approval of a consulting services contract for health benefit consulting services and other related health benefit programs with Brinson Benefits, Inc. in the amount of $79,578.00 and authorizing the City Manager to sign all necessary documents. 16. Consider approval of awarding a Request for Proposal (RFP) #107 for the procurement of Employee Wellness Services with Brinson Benefits, Inc. in the amount of $54,764.00 and authorizing the City Manager to sign all necessary documents. 17. Consider approval of an administrative services agreement for employee wellness biometric screening and other healthcare related services with Catapult Health LLC in the amount of $65,265 and authorizing the City Manager to sign all necessary documents. 18. Consider approval of an Ordinance of the City of Coppell, Texas, approving an amendment to Ordinance No. 2010-1258, the budget for the Fiscal Year October 1, 2010 through September 30, 2011, and authorizing the Mayor to sign. 19. Consider approval of the At-Your-Door Household Hazardous Waste Agreement with Waste Management; providing residential pick-up and disposal; and authorizing the City Manager to sign. ag092711 Page 3 of 5 ITEM # ITEM DESCRIPTION 20. Consider approval of a Resolution amending Resolution No. 010996.3 as heretofore amended, with regard to Water Rates (Conservation Rate Dates), Water and Sewer Tapping Fees, Alarm Permit Fees, Zoning Fees, Other Inspection Fees, Emergency Ambulance Service Fees, Street Light Fee, Recreational Fees (Sports Entry, Non Co-Sponsored Organizations, Fitness in the Parks) and Garbage Collection Fees (WM at Your Door) and authorizing the Mayor to sign. 21. Consider approval of the Parks and Recreation Department’s “Cost Recovery Model, Resource Allocation Philosophy, and Policy” report, and the enclosed considerations, goals, and objectives. 22. City Manager's Report. A. Project Update and Future Agendas. 23. Public Service Announcements concerning items of community interest and no Council action or deliberation is permitted. 24. Council Committee Reports. A. Carrollton/Farmers Branch ISD/Lewisville ISD – Tunnell. B. Coppell ISD – Mahalik and Hinojosa-Flores. C. Coppell Seniors – Brancheau and Faught. D. Dallas Regional Mobility Coalition –Hunt. E. International Council for Local Environmental Initiatives (ICLEI) – Brancheau. F. Metrocrest Hospital Authority – Tunnell. G. Metrocrest Medical Foundation – Mahalik. H. Metrocrest Medical Services – Hinojosa-Flores. I. Metrocrest Social Services – Franklin. J. North Texas Council of Governments – Tunnell. K. North Texas Commission – Hunt. L. Senior Adult Services – Franklin. 25. Necessary action resulting from Executive Session. Adjournment. ____________________________________ Douglas N. Stover, Mayor ag092711 Page 4 of 5 ITEM # ITEM DESCRIPTION CERTIFICATE I certify that the above Notice of Meeting was posted on the bulletin board at the City Hall of the City of Coppell, Texas on this 23rd day of September, 2011, at __________________. ____________________________________ Christel Pettinos, City Secretary DETAILED INFORMATION REGARDING THIS AGENDA IS AVAILABLE ON THE CITY'S WEBSITE (www.coppelltx.gov) UNDER PUBLIC DOCUMENTS, COUNCIL PACKETS. PUBLIC NOTICES STATEMENT FOR ADA COMPLIANCE The City of Coppell acknowledges its responsibility to comply with the Americans With Disabilities Act of 1990. Thus, in order to assist individuals with disabilities who require special services (i.e. sign interpretative services, alternative audio/visual devices, and amanuenses) for participation in or access to the City of Coppell sponsored public programs, services and/or meetings, the City requests that individuals make requests for these services forty-eight (48) hours ahead of the scheduled program, service and/or meeting. To make arrangements, contact Vivyon V. Bowman, ADA Coordinator or other designated official at (972) 462-0022, or (TDD 1-800-RELAY, TX 1-800-735-2989). ag092711 Page 5 of 5 KEY TO COUNCIL GOALS ICONS COPPELL VISION 2030 Sustainable City Government • Excellent City Services with high level of Customer Satisfaction • “Green” City Operations and Facilities • Excellent and Well-maintained City Infrastructure and Facilities • Top Quality City Workforce • Financial Resources to Support City Services Business Prosperity • Retention and Attraction of Businesses that generate revenues for the City • Major Retail and Top Quality Business Office Park along I-635 and SH 121 • Old Coppell as a Small Town Village • Community Commercial Centers • House Offices and Home-Based Businesses Community Wellness and Enrichment • Community Gathering Places • Recreation Programs and Services for all Generations • Expand Cultural Arts Amenities and Opportunities • Residents’ Wellness and Longevity • Community Education Programs and Support of Top Quality Schools • Multi-Use Trail Systems Connecting the City Sense of Community • Residents and Businesses Engaging and Contributing to the Coppell Community • Strong Community Events and Festivals • New Residents Welcome and Involved • Effective Community Partnerships • Future Civic Community Leaders’ Development Special Place to Live • Quality Housing for Family Generations • Beautiful Green City • Revitalizing Neighborhoods • Mobility within Coppell • Easy Access to Dallas-Fort Worth Regions AGENDA REQUEST FORM DATE: September 27, 2011 ITEM #: ES-2 EXECUTIVE SESSION A. Section 551.071, Texas Government Code - Consultation with City Attorney and Section 551.072 – Deliberation regarding Real Property. 1. Seek legal advice from the City Attorney concerning the settlement and land purchase agreements with the Billingsleys at Northlake. B. Section 551.072, Texas Government Code - Deliberation regarding Real Property. 1. Discussion regarding property north of Bethel Road and east of S. Coppell Road. C. Section 551.074, Texas Government Code - Personnel Matters. 1. City Manager Evaluation. Agenda Request Form - Revised 02/04 Document Name: %exsessn AGENDA REQUEST FORM DATE: September 27, 2011 ITEM #: WS-3 WORK SESSION 3. Convene Work Session A. Discussion regarding Consulting and Employee Wellness Services with Brinson Benefits and Catapult Health LLC. B. Xeriscape Presentation. C. Discussion regarding FY 10-11 and FY 11-12 Council Goals and Objectives. D. Legistar and Galaxy Tab Demonstration. E. Presentation regarding 4C Success – Succession Planning. F. Discussion of Agenda Items. Agenda Request Form - Revised 02/07 %wksessn M E M O R A N D U M DATE: September 23, 2011 TO: Mayor & Council Clay Phillips, City Manager FROM: Gary L. Sieb, Director of Planning RE: Xeriscaping Workshop Presentation Tuesday evening’s Workshop Agenda item is related to the Council/Staff Work Plan about water conservation, plant material selection, and overall xeriscaping information. Matt Steer, City Planner, with the assistance of John Elias, Park Operations Manager, have prepared a 15-minute power point presentation to be delivered Tuesday evening addressing this issue. MEMORANDUM September 21, 2011 TO: Mayor & City Council FROM: Clay Phillips, City Manager SUBJECT: 2010-2011 Council Goals and Staff Workplan The end of the current fiscal year is upon us. While we thankfully had a much less eventful year than what we experienced in 2009-2010, staff was by no means idle. Services and programs were delivered to the community that more than met expectation with few exceptions. Our community continues to be a “community of choice” for many residents and businesses alike. Attached is the final report of the 2010-2011 Council/Staff Workplan. The report contains the specific goals as set forth by Council at the summer 2010 Council Retreat. The report indicates the city department primarily responsible for each particular goal or task. Finally, the report includes a projected date of completion and status of each goal. As you will see when reviewing the document, all of the goals with specific projected completion dates have been completed or will be completed by the close of the current fiscal year. You will also see there are a large number of ongoing tasks that staff continues to pursue every year as a matter of course. The Comp Plan projects are those projects that were related to and contingent upon the adoption of the new Comprehensive Land use Plan. Subsequent to that adoption, Council has adopted several of those specific tasks for action in 2011-2012. You will see them on the Council/Staff Workplan for next year along with the other adopted goals and ongoing efforts. This format of goal tracking has been met with favor over the years. It provides a simple method to monitor the status of each goal over the year. The process is relatively easy regarding how we report results. The Goals and Workplan for 2011-2012 will be provided under separate cover following the same format. We will discuss the 2010-2011 Council Goals and Staff Workplan in Work Session on Tuesday, September 27. Please feel free to call should you have questions before that date. 10-11 Council / Staff Workplanby DateRevised 9/7/201112345678910111213141516171819202122232425262728293031ABCDEFGoal Priority Work Plan ElementResponsibility Projected Date StatusSense of Community Policy Priority Master Calendar of Community Events: Development (provided by Chamber) CMO/Chamber Oct-10 CompleteSustainable City Government Policy Priority Hazardous Waste Disposal: Council Decision/Evaluation/Education/WM Presentation Parks Jan-11 CompleteSustainable City Government Policy Priority Legislative DirectionCMO Jan-11 CompleteSense of Community Policy Priority Voter Registration Program for 18 Year Olds: Development and Actions CMO Mar-11 CompleteSustainable City Government Policy Priority Comprehensive Sustainability : Definition, Evaluation of Facilities and Program CMO Mar-11 CompleteCommunity Wellness Policy Priority Security Cameras at Parks and Facilities: Evaluate Needs/Costs/Direction/Policy IS Apr-11 CompleteSense of Community Policy Priority Municipal Elections: Evaluation, Location and Direction CMO Apr-11 CompleteSpecial Place to Live Mgmt Priority Provide annual update to the Infrastructure Maintenance Plan Eng, Finance Apr-11 CompleteSustainable City Government Mgmt Priority Conduct annual review of outstanding & proposed debt Finance Apr-11 CompleteSustainable City Government Mgmt Priority 5-Year Financial Planning - Present update to City Council Finance Apr-11 CompleteSustainable City Government Policy Priority Creek Maintenance: City's Role, Direction and Funding Eng Jun-11 CompleteSustainable City Government Policy Priority "Green": Definition, Analysis of "Best Practices" and Applications to the City CMO Jun-11 CompleteSpecial Place to Live Policy Priority "Green City" Development Regulations: Evaluation of Impact and Policy Direction Fire, Planning Jul-11 CompleteCommunity Wellness Policy Priority City Emergency Response: Evaluation and Funding (Joint Dispatch/CAD/Radios) Police, Fire Aug-11CompleteSustainable City Government Policy Priority ¼ Cent Sales Tax for Crime and Infrastructure: Council Direction Fin, Eng, CMO Aug-11 CompleteSustainable City Government Policy Priority ¼ Cent Sales Tax for Crime and Infrastructure: Reauthorization Election Fin, Eng, CMO Aug-11 CompleteSustainable City Government Policy Priority Park User Fees: Evaluate/Direction Parks Aug-11 CompleteSense of Community Policy PriorityCity Government Training 101: Development and Evaluation of Incentives (for new residents)CMO Sep-11 CompleteCommunity Wellness Policy Priority "Healthy Community" Recognition: National and State - Evaluate Parks Sep-11 CompleteSpecial Place to Live Policy Priority DART/Cotton Belt Station: Location, Feasibility Study and Direction CMO, Planning Sep-11 CompleteSpecial Place to Live Policy Priority Xeriscape Regulations, Guidelines & Bldg Codes - Evaluation, Planning and Funding Planning, Parks Sep-11 CompleteBusiness Prosperity Policy Priority "Coppell Brand" and Marketing Strategy - Evaluation & Development CMO Comp PlanCommunity Wellness Policy Priority Old Coppell Projects - Grant & Funding options (beyond façade grant) CMO Comp PlanSpecial Place to Live Policy PriorityEconomic Incentives for Neighborhood Commercial Properties - Evaluation, Direction and FundingCMO Comp PlanBusiness Prosperity Policy Priority Targeted Businesses for Coppell - Definition & Guidelines CMO Comp PlanBusiness Prosperity Policy Priority Restaurant Recruitment Strategy CMO Comp PlanSpecial Place to Live Policy Priority Alternative Housing Model - Definition & Attracting Developers Planning Comp PlanSpecial Place to Live Policy Priority Comprehensive Plan for I-635/SH121 Frontage Planning Comp PlanSpecial Place to Live Mgmt Priority Housing Inventory: Assessment, Strategy & Actions Planning Comp PlanSpecial Place to Live Policy PriorityProvide City Council with information regarding residential redevelopment to assist in determining desirability of “McMansions” and/or “empty nester” housing alternativesCMO/Planning Comp PlanPage 1 of 3 10-11 Council / Staff Workplanby DateRevised 9/7/20111ABCDEFGoal Priority Work Plan ElementResponsibility Projected Date Status32333435363738394041424344454647484950515253Special Place to Live Policy Priority Great Neighborhoods - Best Practice Evaluation and Recommendations Planning, Fire Comp PlanSpecial Place to Live Policy Priority Redevelopment Policy (Residential/Commercial) - City Role and Toolkit Planning, Fire Comp PlanSpecial Place to Live Policy Priority Belt Line/Belt Line Revitalization Plan - Development Planning Comp PlanSense of Community Policy Priority Internship/Shadowing program All On Going EffortsBusiness Prosperity Mgmt Priority Commercial/Retail Redevelopment Developers - Contact & Marketing CMO On Going EffortsBusiness Prosperity Mgmt Priority Hot Spot Opportunities - Direction & City Actions CMO On Going EffortsBusiness Prosperity Mgmt Priority Continue to facilitate the development of the Leslie tract CMO, Planning On Going EffortsCommunity Wellness Mgmt Priority Mature Citizens - Survey, Needs Assessment and Direction Parks On Going EffortsSense of Community Policy PriorityImplement Coppell 2030 findings incorporating needed service delivery changes to meet changes in demand and expectationsCMO On Going EffortsSense of Community Mgmt PriorityEmploy Coppell 2030 recommendations regarding how to better communicate with an increasingly diverse populationCMO On Going EffortsSense of Community Mgmt Priority Public Information on Code Enforcement - Actions Fire On Going EffortsSense of Community Mgmt Priority Community Gardens - Refinements & Enhancements Parks On Going EffortsSense of Community Policy Priority Service Plan for NorthlakeEng On Going EffortsSense of Community Mgmt PriorityCity staff will continue Citizen Fire Academy and RACES by providing continuing education opportunities for existing membersFire On Going EffortsSense of Community Mgmt PriorityCity staff will utilize HOA’s to educate the public and provide information regarding emergency incidents in the community and how neighborhoods can better prepare for emergenciesFire On Going EffortsSense of Community Mgmt PriorityCity staff will maintain information for the City’s website designed to assist citizens in making preparations to deal with an emergency or disasterFire On Going EffortsSense of Community Mgmt PriorityContinue, and expand where needed, public safety education classes offered through the Police and Fire Departments including Self-Defense for Women, CPR, First Aid, and othersFire, Police On Going EffortsSense of Community Mgmt PriorityEnhance library E-branch to increase flexibility for library patrons and streamlined operations for staffLibrary On Going EffortsSense of Community Mgmt PriorityContinue to develop and disseminate information to the community regarding the Connect-CTY system.CMO On Going EffortsSense of Community Mgmt PriorityTraffic Report - Activities of the Traffic and Patrol Units regarding citations, warnings, DWI/DUI arrests and education programs regarding traffic safety. QuarterlyPolice On Going EffortsSense of Community Mgmt PriorityCommunity Services Report - Activities of the Community Services Unit regarding educational programs, National Night Out, Women's Self Defense, Women's Self Defense for High School Seniors, Citizens Police Academy, Drug & Alcohol Education in CISD. QuarterlyPolice On Going EffortsSense of Community Mgmt PriorityOrganized Crime Unit Report - Activities of the Organized Crime Unit (OCU) regarding narcotic and alcohol violations in the Metroplex. QtrlyPolice On Going EffortsPage 2 of 3 10-11 Council / Staff Workplanby DateRevised 9/7/20111ABCDEFGoal Priority Work Plan ElementResponsibility Projected Date Status54555657585960616263646566676869707172Sense of Community Mgmt Priority Monitor the progress of the Kolberg development CMO On Going EffortsSense of Community Mgmt PriorityWork with Old Town interest groups to develop a clear understanding of City role and perspective on future of Old CoppellPlanning On Going EffortsSense of Community Mgmt PriorityMaintain library programs including Volunteen, Summer Reading, Literacy, Teen and Adult programsLibrary On Going EffortsSense of Community Mgmt PriorityDevelop methods to use various points of contact as a means to reach out to diverse populations, particularly the Library and the Aquatics & Recreation CenterParks/Library On Going EffortsSpecial Place to Live Mgmt Priority Code Enforcement - Evaluation/Improvements - Summit Fire On Going EffortsSpecial Place to Live Mgmt Priority Continue annual street, sidewalk, alley maintenance program Eng On Going EffortsSpecial Place to Live Mgmt Priority Continue debris removal program to lessen creek flood potential Eng On Going EffortsSpecial Place to Live Mgmt PriorityContinue communication efforts with HOA’s and other neighborhoods to ensure HOA common area responsibilities are maintained per zoning requirementsFire On Going EffortsSustainable City Government Mgmt Priority Continue and expand city-wide & departmental satisfaction surveys All On Going EffortsSustainable City Government Mgmt Priority Continue organizational succession planning efforts CMO, HR On Going EffortsSustainable City Government Mgmt Priority Continue sales tax audit program Finance On Going EffortsSustainable City Government Mgmt Priority Evaluate various “green” & sustainability programs for implementation CMO On Going EffortsSustainable City Government Mgmt PriorityContinue use of Expanded Enhancement Form for Financial Impact Analysis of new programs and servicesFinance On Going EffortsSustainable City Government Mgmt Priority Monitoring Legislative Process: Track State & Federal Legislation All On Going EffortsBusiness Prosperity Mgmt Priority Mentoring Home-Based Businesses CMO/ChamberBusiness Prosperity Mgmt Priority Retail Association - Development and City's Role CMO/ChamberBusiness Prosperity Mgmt Priority Co-op for Marketing Old Town Coppell Development CMO/ChamberBusiness Prosperity Mgmt Priority Home-Based Business - Study and Analysis CMO/ChamberBusiness Prosperity Mgmt Priority Home-Based Business Fair CMO/ChamberPage 3 of 3 MEMORANDUM September 21, 2011 TO: Mayor & City Council FROM: Clay Philips, City Manager SUBJECT: Council Goals and Staff Work Plan for 2011-2012 Staff has completed the development of our proposed Work Plan for the 2011-2012 fiscal year. A copy of the Plan is provided with this memorandum. The format used is the same that has been used for a number of years. The items identified by the Mayor & Council at your most recent retreat are indicated by the term “Policy Priority” in column “B” of the document. Items staff will be working on as staff priorities are indicated by the term “Mgmt Priority” in the same column. The corresponding Coppell 2030 strategy associated with each item is indicated in column “A” and the document is sorted by date according to the date that the task is expected to be completed. The anticipated completion dates are found in the column labeled “Projected Date” and the department responsible to carry out the task is indicated in the “Responsibility” column. A number of items from the current year goals that were linked to the adoption of the Comprehensive Land Use Plan are also included in the Work Plan for next year. Only those adopted by Council at your retreat are included as those tasks were prioritized for action in the coming 12 months. You will also find the numerous items labeled “Ongoing Efforts” in an attempt to capture many of the activities that we know we will be working on in the upcoming year. We will discuss this document during Work Session on Tuesday, September 27. 2011-12 Council / Staff Workplanby Projected DateRevised 9/7/201112345678910111213141516171819202122232425262728293031ABCDEF2030 Strategy Priority Work Plan ElementResponsibility Projected Date StatusSense of Community Policy PriorityCommunity Organizations and Clubs: Inventory and PublicationCMO/PIO Jan-12Sense of Community Mgmt PriorityQtrly Community Services Report - Activities of the Community Services Unit regarding educational programs, National Night Out, Women's Self Defense, Women's Self Defense for High School Seniors, Citizens Police Academy, Drug & Alcohol Education in CISD.Police Jan-12Sense of Community Mgmt PriorityQtrly Traffic Report - Activities of the Traffic and Patrol Units regarding citations, warnings, DWI/DUI arrests and education programs regarding traffic safety.Police Jan-12Sense of Community Mgmt PrioritySpecial Investigations Unit Report - Activities of the SIU regarding narcotic and alcohol violations in the Metroplex.Police Jan-12Sustainable City Government Mgmt PriorityCommercial Recycling: DirectionParks Feb-12Special Place to Live Policy PriorityIncentives for “Green” Initiatives: Evaluation, Policy Direction and FundingFire Feb-12Business Prosperity Mgmt PriorityTwo Joint Meetings per Year with P&Z, EcoDevo Committee, and City CouncilCMO, Planning Feb-12Sense of Community Policy PriorityCommunity Center Operation HoursParks Mar-12Sustainable City Government Mgmt Priority 5-Year Financial Planning - Present update to City Council Finance Apr-12Sustainable City Government Mgmt Priority Conduct annual review of outstanding & proposed debt Finance Apr-12Business Prosperity Mgmt PriorityJoint Meeting with Parks, Library and City CouncilCMO,Parks,Lib Apr-12Special Place to Live Mgmt Priority Provide annual update to the Infrastructure Maintenance Plan Eng, Finance Apr-12Sense of Community Mgmt PriorityQtrly Community Services Report - Activities of the Community Services Unit regarding educational programs, National Night Out, Women's Self Defense, Women's Self Defense for High School Seniors, Citizens Police Academy, Drug & Alcohol Education in CISD.Police Apr-12Sense of Community Mgmt PriorityQtrly Traffic Report - Activities of the Traffic and Patrol Units regarding citations, warnings, DWI/DUI arrests and education programs regarding traffic safety.Police Apr-12Special Place to Live Policy PriorityRedevelopment (Residential/Commercial) Policy: City Role and Tool KitPlanning Apr-12Sense of Community Mgmt PrioritySpecial Investigations Unit Report - Activities of the SIU regarding narcotic and alcohol violations in the Metroplex.Police Apr-12Special Place to Live Mgmt PriorityAwareness Campaign for “Green” Activities and Practice: Development, Analysis of Best Practices and ImplementationCMO Jun-12Business Prosperity Policy PriorityEcoDevo Entrance and Exit Survey/EcoDevo Partner KitCMO/ED Jun-12Business Prosperity Policy PriorityFaçade Incentive Program: Evaluation, Direction and FundingCMO/ED Jun-12Special Place to Live Mgmt Priority Housing Inventory: Assessment, Strategy & Actions Planning Jun-12Business Prosperity Policy PriorityIncentives for Locally-Owned Businesses: Definition, Direction and FundingCMO/ED Jun-12Sustainable City Government Policy PriorityMedian Modification to “Green” Standards: Direction re: Possible Bond ElectionParks Jun-12Special Place to Live Policy Priority Alternative Housing Model - Definition & Attracting Developers Planning Jul-12Special Place to Live Policy PriorityEconomic Incentives for Neighborhood Commercial Properties - Evaluation, Direction and FundingCMO Jul-12Community Wellness Policy Priority Old Coppell Projects - Grant & Funding options (beyond facade grant) CMO Jul-12Business Prosperity Policy Priority Restaurant Recruitment Strategy - Evaluation and Actions? CMO Jul-12Sense of Community Mgmt PriorityQtrly Community Services Report - Activities of the Community Services Unit regarding educational programs, National Night Out, Women's Self Defense, Women's Self Defense for High School Seniors, Citizens Police Academy, Drug & Alcohol Education in CISD.Police Jul-12Sense of Community Mgmt PriorityQtrly Traffic Report - Activities of the Traffic and Patrol Units regarding citations, warnings, DWI/DUI arrests and education programs regarding traffic safety.Police Jul-12Sense of Community Mgmt PrioritySpecial Investigations Unit Report - Activities of the SIU regarding narcotic and alcohol violations in the Metroplex.Police Jul-12Special Place to Live Policy Priority Comprehensive Plan for I-635/SH121 Frontage Planning Aug-12Page 1 of 3 2011-12 Council / Staff Workplanby Projected DateRevised 9/7/20111ABCDEF2030 Strategy Priority Work Plan ElementResponsibility Projected Date Status323334353637383940414243444546474849505152535455565758596061Community Wellness Policy PriorityCity’s Arts Policy and Role: Evaluation and DirectionCMO Aug-12Community Wellness Policy PriorityPerformance Venues in Old Coppell: Direction regarding Bond ElectionCMO Aug-12Special Place to Live Policy PriorityProvide City Council with information regarding residential redevelopment to assist in determining desirability of “McMansions” and/or “empty nester” housing alternativesCMO/Planning Aug-12Special Place to Live Policy Priority Great Neighborhoods - Best Practice Evaluation and Recommendations Planning, Fire Sep-12Community Wellness Mgmt PriorityAndy Brown Park Master Plan: Prelimnary Development StudyParks Sep-12Special Place to Live Mgmt PriorityBelt Line/Belt Line Revitalization Plan: DevelopmentPlanning Sep-12Special Place to Live Mgmt PrioritySandy Lake/MacArthur Revitalization: Plan, Development Standard and IncentivesPlanning Sep-12Business Prosperity Mgmt PriorityTwo Joint Meetings per Year with P&Z, EcoDevo Committee, and City CouncilCMO, Planning Sep-12Community Wellness Mgmt PriorityYouth Sports: Direction (Examine Field Use Analysis and Recommendations) Parks Sep-12Sense of Community Mgmt PriorityQtrly Community Services Report - Activities of the Community Services Unit regarding educational programs, National Night Out, Women's Self Defense, Women's Self Defense for High School Seniors, Citizens Police Academy, Drug & Alcohol Education in CISD.Police Oct-12Sense of Community Mgmt PriorityQtrly Traffic Report - Activities of the Traffic and Patrol Units regarding citations, warnings, DWI/DUI arrests and education programs regarding traffic safety.Police Oct-12Sense of Community Mgmt PrioritySpecial Investigations Unit Report - Activities of the SIU regarding narcotic and alcohol violations in the Metroplex.Police Oct-12Business Prosperity Policy Priority "Coppell Brand" and Marketing Strategy - Evaluation & Development CMO Branding InitiativeSpecial Place to Live Mgmt PriorityDefine and Manage Coppell Brand Attribute InventoryCMO Branding InitiativeBusiness Prosperity Policy PriorityDevelop Target and Profile of Desired Businesses for Coppell: Definition and GuidelinesCMO Comp PlanSense of Community Mgmt PriorityCitizen Initiatives for Events and Programs: Develop System for Submission and Evaluations Review and CommunicateParks CompleteSpecial Place to Live Policy PriorityRevise Zoning Ordinance in concert with Comprehensive Land Use PlanPlanning On Going EffortsSense of Community Mgmt PriorityCity staff will continue Citizen Fire Academy and RACES by providing continuing education opportunities for existing membersFire On Going EffortsSense of Community Mgmt PriorityCity staff will maintain information for the City’s website designed to assist citizens in making preparations to deal with an emergency or disasterFire On Going EffortsSense of Community Mgmt PriorityCity staff will utilize HOA’s to educate the public and provide information regarding emergency incidents in the community and how neighborhoods can better prepare for emergenciesFire On Going EffortsSense of Community Mgmt PriorityCity Supported Neighborhood Block Parties: Evaluation and Action; City’s Role in Follow-Upwith New ResidentsParks On Going EffortsSpecial Place to Live Mgmt Priority Code Enforcement - Evaluation/Improvements - Summit Fire On Going EffortsBusiness Prosperity Mgmt Priority Commercial/Retail Redevelopment Developers - Contact & Marketing CMO On Going EffortsSense of Community Mgmt PriorityCommunicating Volunteer OpportunitiesAll On Going EffortsSense of Community Mgmt Priority Community Gardens - Refinements & Enhancements Parks On Going EffortsSustainable City Government Mgmt Priority Continue and expand city-wide & departmental satisfaction surveys All On Going EffortsSpecial Place to Live Mgmt Priority Continue annual street, sidewalk, alley maintenance program Eng On Going EffortsSpecial Place to Live Mgmt PriorityContinue communication efforts with HOA’s and other neighborhoods to ensure HOA common area responsibilities are maintained per zoning requirementsFire On Going EffortsSpecial Place to Live Mgmt Priority Continue debris removal program to lessen creek flood potential Eng On Going EffortsSustainable City Government Mgmt Priority Continue organizational succession planning efforts CMO, HR On Going EffortsPage 2 of 3 2011-12 Council / Staff Workplanby Projected DateRevised 9/7/20111ABCDEF2030 Strategy Priority Work Plan ElementResponsibility Projected Date Status62636465666768697071727374757677787980818283848586878889Sustainable City Government Mgmt Priority Continue sales tax audit program Finance On Going EffortsSense of Community Mgmt PriorityContinue to develop and disseminate information to the community regarding the Connect-CTY system.CMO On Going EffortsBusiness Prosperity Mgmt Priority Continue to facilitate the development of the Leslie tract CMO, Planning On Going EffortsSense of Community Mgmt PriorityContinue, and expand where needed, public safety education classes offered through the Police and Fire Departments including Self-Defense for Women, CPR, First Aid, and othersFire, Police On Going EffortsCommunity Wellness Policy PriorityContinuing Support for City’s Public Education Program: Evaluation, DirectionCMO On Going EffortsBusiness Prosperity Policy PriorityDeveloper Recruitment: Incentive for Revenue-Generating UseCMO/ED On Going EffortsSpecial Place to Live Mgmt PriorityEducational Reminders to Businesses Regarding Code Enforcement ComplianceFire On Going EffortsSense of Community Mgmt PriorityEmploy Coppell 2030 recommendations regarding how to better communicate with an increasingly diverse populationCMO On Going EffortsSustainable City Government Mgmt PriorityEmployee Training in Partnership with Local Colleges and Universities: DevelopmentHR On Going EffortsSense of Community Mgmt PriorityEnhance library E-branch to increase flexibility for library patrons and streamlined operations for staffLibrary On Going EffortsSustainable City Government Mgmt Priority Evaluate various “green” & sustainability programs for implementation CMO On Going EffortsBusiness Prosperity Mgmt Priority Hot Spot Opportunities - Direction & City Actions CMO On Going EffortsSense of Community Policy PriorityImplement Coppell 2030 findings incorporating needed service delivery changes to meet changes in demand and expectationsCMO On Going EffortsSense of Community Policy Priority Internship/Shadowing program All On Going EffortsSpecial Place to Live Policy PriorityLink to DART Stations (Outside of Coppell): Study and DirectionCMO On Going EffortsSense of Community Mgmt PriorityMaintain library programs including Volunteen, Summer Reading, Literacy, Teen and Adult programsLibrary On Going EffortsCommunity Wellness Mgmt Priority Mature Citizens - Survey, Needs Assessment and Direction Parks On Going EffortsSustainable City Government Mgmt Priority Monitoring Legislative Process: Track State & Federal Legislation All On Going EffortsSense of Community Mgmt Priority Public Information on Code Enforcement - Actions Fire On Going EffortsSense of Community Policy Priority Service Plan for NorthlakeEng On Going EffortsSense of Community Mgmt PriorityWork with Old Town interest groups to develop a clear understanding of City role and perspective on future of Old CoppellPlanning On Going EffortsSense of Community Policy PriorityYouth Civic Engagement and Public Careers: City’s Role; Actions and FundingCMO On Going EffortsBusiness Prosperity Mgmt Priority Co-op for Marketing Old Town Coppell Development CMO/ChamberBusiness Prosperity Mgmt Priority Home-Based Business - Study and Analysis CMO/ChamberBusiness Prosperity Mgmt Priority Home-Based Business Fair CMO/ChamberBusiness Prosperity Mgmt Priority Mentoring Home-Based Businesses CMO/ChamberBusiness Prosperity Policy PriorityRe-Define the Chamber's Partnership Role and Value Proposition with the CityCMO/ChamberBusiness Prosperity Mgmt Priority Retail Association - Development and City's Role CMO/ChamberPage 3 of 3 MEMORANDUM TO: Mayor and Council Clay Phillips, City Manager FROM: Christel Pettinos, City Secretary DATE: September 23, 2011 RE: Legistar and Galaxy Tab Demonstration Rick Moore, Director of IS, and myself will briefly demonstrate the new Agenda software, Legistar, and the new Samsung Galaxy Tablet. We will have one Tablet available Tuesday to demonstrate its features and will coordinate a time with you to pick up your device. MEMORANDUM September 22, 2010 TO: Mayor & City Council FROM: Clay Phillips, City Manager SUBJECT: Succession Planning One of the Council Goals and resulting staff Work Plan tasks is the development of a formal succession planning process or system. I am pleased to report that our executive staff has completed the development of the 4C Success System – Cultivating Coppell Core Competencies. The comprehensive system is multifaceted and it is built loosely upon the crop model, also known as the Laws of the Harvest. A thorough review of the 4C Success System will be provided during Work Session. The system contains a number of elements including: - Core Competencies - S.E.E.D. Academy – Succession through Executive Employee Development - Revised hiring, selection, & promotion processes - Training guides - Revised job descriptions - Revised performance evaluation system - Career ladders We believe this system will serve the organization well for many years as we endeavor to identify, hire and/or promote the individuals that fully grasp what it means to be a public servant and what behaviors are necessary and expected to effectively serve in our corporate culture. I look forward to sharing more detail about this exciting program in Work Session on Tuesday evening. WORK SESSION CONSENT REGULAR DEPT: DATE: ITEM #: AGENDA REQUEST FORM ITEM TYPE: ITEM CAPTION: GOAL(S): EXECUTIVE SUMMARY: FINANCIAL COMMENTS: RECOMMENDED ACTION: ACTION TAKEN BY COUNCIL: City Manager September 27, 2011 7 ✔ PRESENTATION Presentation by the Coppell Chamber of Commerce of a Resolution regarding the ¼ cent sales tax initiatives for the crime control district and for street maintenance. !Chamber Presentation - 1 AR Working together to enhance and promote the business environment and quality of life in the Coppell community 509 W. Bethel Rd., Ste. 200 • P.O. Box 452 • Coppell, Texas 75019 • ph (972) 393-2829 • fax (972) 393-0659 www.coppellchamber.org • info@coppellchamber.org RESOLUTION URGING THE CITIZENS OF COPPELL, TEXAS TO REAUTHORIZE THE ¼ CENT SALES TAX FOR STREET MAINTENANCE WITHIN THE CITY OF COPPELL; REAUTHORIZE THE ¼ CENT SALES TAX FOR CRIME CONTROL AND TO UTILIZE THESE FUNDS TO CONTINUE TO KEEP THE CITY OF COPPELL A THRIVING PLACE TO DO BUSINESS BY HAVING WELL MAINTAINED STREETS AND A SAFE PLACE TO DO BUSINESS WHEREAS, the Coppell Chamber of Commerce recognizes that an adequately funded street maintenance program is essential to the continued prosperity in Coppell, TX , and WHEREAS, substantial spending reductions would occur if the reauthorization of the ¼ cent sales tax initiative for street maintenance were to fail; and WHEREAS, the Coppell Chamber of Commerce recognizes the need for well maintained streets; and WHEREAS, the Coppell Chamber of Commerce recognizes that an adequately funded crime control program is essential to the continued prosperity in Coppell, TX; and WHEREAS, the ¼ cent sales tax for crime control helps to fund various components of the Police Function; and WHEREAS, these Police Functions are vital for the safety and security of businesses to thrive in Coppell. NOW THEREORE BE IT RESOLVED BY the Coppell Chamber Board of Directors that Section 1. The Chamber Board urges the citizens of Coppell, Texas to reauthorize the ¼ cent sales tax for street maintenance. Section 2. The Chamber Board urges the citizens of Coppell, Texas to reauthorize the ¼ cent sales tax for crime control. Section 3. A copy of this resolution shall be forwarded to members of the Coppell City Council and members of the Coppell Chamber of Commerce. Adopted this 17th day of August, 2011. ______________________ _____________________ Casey Klein Tony Moline Chairman of the Board President/CEO WORK SESSION CONSENT REGULAR DEPT: DATE: ITEM #: AGENDA REQUEST FORM ITEM TYPE: ITEM CAPTION: GOAL(S): EXECUTIVE SUMMARY: FINANCIAL COMMENTS: RECOMMENDED ACTION: ACTION TAKEN BY COUNCIL: Police September 27, 2011 8 ✔ PROCLAMATION Consider approval of a proclamation proclaiming "National Night Out" on Tuesday, October 4, 2011, and providing City Council support and endorsement of National Night Out festivities and authorizing the Mayor to sign. On Tuesday, October 4th, neighborhoods throughout Coppell are being invited to join forces with thousands of communities nationwide for the "28th Annual National Night Out" crime and drug prevention event. National Night Out, which is sponsored by the National Association of Town Watch and co-sponsored locally by the Coppell Police Department, will involve over 9,500 communities from all 50 states. In all, over 32 million people are expected to participate in 'America's Night Out Against Crime' on Oct. 4th. From 6:00 to 10:00 p.m. on October 4th, residents in neighborhoods throughout Coppell will be hosting a variety of special events to show their support of the National Night Out crime prevention event. Staff recommends approval. )National Night Out Proclamation WHEREAS, The National Association of Town Watch is sponsoring the 28th Annual edition of an important nationwide crime and drug prevention event on October 4, 2011, called “National Night Out;” and WHEREAS, The “28th Annual National Night Out” provides a unique opportunity for Coppell, Texas to join forces with thousands of other communities across the country in promoting cooperative police and community drug prevention efforts; and WHEREAS, The City of Coppell is celebrating the 20th anniversary of participating in this great crime prevention program; and WHEREAS, It is essential that all citizens of Coppell, Texas be aware of the importance of crime prevention programs and the impact that their participation can have on reducing crime, drugs, and violence in Coppell, Texas; and WHEREAS, Police-Community partnerships, neighborhood awareness and safety, and cooperation are important themes of the “National Night Out” program; and WHEREAS, Neighborhood Crime Watch plays a vital part in assisting the Coppell Police Department through joint crime prevention efforts in Coppell. NOW, THEREFORE, I, Douglas N. Stover, Mayor of the City of Coppell, do hereby proclaim Tuesday, October 4, 2011 as “National Night Out” in the City of Coppell, Dallas County, Texas. IN WITNESS THEREOF, I have set my hand and caused the seal of the City of Coppell to be affixed this ___________ day of September 2011. ____________________________________ Douglas N. Stover, Mayor ATTEST: ____________________________________ Christel Pettinos, City Secretary WORK SESSION CONSENT REGULAR DEPT: DATE: ITEM #: AGENDA REQUEST FORM ITEM TYPE: ITEM CAPTION: GOAL(S): EXECUTIVE SUMMARY: FINANCIAL COMMENTS: RECOMMENDED ACTION: ACTION TAKEN BY COUNCIL: Fire September 27, 2011 9 ✔ PROCLAMATION Consider approval of a proclamation proclaiming the Week of October 9 through October 15, 2011, as Fire Prevention Week. See attached Staff Memo. Staff recommends approval. (Fire Prevention - 1 AR PROCLAMATION WHEREAS, the City of Coppell is committed to ensuring the safety and security of all those living in and visiting our City; and WHEREAS, fire is a serious public safety concern both locally and nationally, and homes are the locations where people are at greatest risk from fire; and WHEREAS, home fires killed more than 2,500 people in the United States in 2009, according to the latest research from the nonprofit National Fire Protection Association (NFPA), and fire departments in the United States responded to more than 360,000 home fires; and WHEREAS, cooking equipment is the leading cause of home structure fires and associated injuries, and the third leading cause of home fire deaths; and WHEREAS, home candle fires are reported to a US fire department every 30 minutes, on average; and WHEREAS, working smoke alarms cut the risk of dying in reported home fires in half; and WHEREAS, the City of Coppell’s first responders are dedicated to reducing the occurrence of home fires and home fire injuries through prevention and protection education; and WHEREAS, the City of Coppell’s residents are responsive to public education measures and are able to take personal steps to increase their safety from fire, especially in their homes; and WHEREAS, residents who have planned and practiced a home fire escape plan are more prepared and will therefore be more likely to survive a fire; and WHEREAS, the 2011 Fire Prevention Week theme, “It’s Fire Prevention Week. Protect Your Family from Fire!” effectively serves to remind us all of the simple actions we can take to keep our homes and families safe from fire during Fire Prevention Week and year-round. THEREFORE, I, Douglas N. Stover, Mayor of the City of Coppell, do hereby proclaim October 9-15, 2011 as “Fire Prevention Week” throughout this City, and I urge all the people of the City of Coppell to protect their homes and families by heeding the important safety messages of Fire Prevention Week 2011, and to support the many public safety activities and efforts of the City of Coppell’s fire and emergency services. _________________________________ Douglas N. Stover, Mayor ATTEST: ___________________________ Christel Pettinos, City Secretary WORK SESSION CONSENT REGULAR DEPT: DATE: ITEM #: AGENDA REQUEST FORM ITEM TYPE: ITEM CAPTION: GOAL(S): EXECUTIVE SUMMARY: FINANCIAL COMMENTS: RECOMMENDED ACTION: ACTION TAKEN BY COUNCIL: City Manager September 27, 2011 10 ✔ PROCLAMATION Consider approval of a proclamation honoring Spencer Edwin Coberly for achieving the rank of Eagle Scout, and authorizing the Mayor to sign. Staff recommends approval. !Eagle Scout - 1 AR PROCLAMATION WHEREAS, Eagle Scout is the highest rank a Boy Scout may achieve and it requires hard work and lengthy preparation; and WHEREAS, merit badges had to be earned and a service project conceived, planned, managed, and completed in order to achieve the rank of Eagle Scout; and WHEREAS, Spencer Edwin Coberly of Boy Scout Troop 840 constructed a 4’x7’ storage cabinet with 20 adjustable shelves for the Coppell Middle School East band department to use for band instruments; and WHEREAS, to pay for the supplies needed for the project, he and a group of scouts held a fundraiser at ACE Hardware in Coppell; and WHEREAS, Spencer designed the cabinet and supervised a group of scouts in the construction, staining and sealing of the cabinet; and WHEREAS, the City Council wishes to recognize Spencer Edwin Coberly as a solid citizen and future leader of tomorrow. NOW, THEREFORE, I, Douglas N. Stover, Mayor of the city of Coppell, do hereby congratulate Spencer Edwin Coberly for achieving the rank of Eagle Scout. IN WITNESS THEREOF, I have set my hand and caused the seal of the City of Coppell to be affixed this 27th day of September 2011. ______________________________ Douglas N. Stover, Mayor ATTEST: ___________________________ Christel Pettinos, City Secretary WORK SESSION CONSENT REGULAR DEPT: DATE: ITEM #: AGENDA REQUEST FORM ITEM TYPE: ITEM CAPTION: GOAL(S): EXECUTIVE SUMMARY: FINANCIAL COMMENTS: RECOMMENDED ACTION: ACTION TAKEN BY COUNCIL: Parks and Recreation September 27, 2011 11 ✔ PRESENTATION Presentation by the Coppell Farmers Market. Ken Hevron and Karen Pearsall will present on the Coppell Farmers Market. No action necessary ^Farmers Mkt - 1 AR DEPT: City Secretary AGENDA REQUEST FORM DATE: September 27, 2011 ITEM #: 12 ITEM CAPTION: Report by Keep Coppell Beautiful. GOAL(S): EXECUTIVE SUMMARY: FINANCIAL COMMENTS: DIR. REVIEW: FIN. REVIEW: CM REVIEW: Agenda Request Form - Revised 09/02 Document Name: %boardreport AGENDA REQUEST FORM CITIZENS' APPEARANCES ORDINANCE NO. 2001-964 AN ORDINANCE OF THE CITY OF COPPELL, TEXAS, ESTABLISHING RULES, TIMES AND PROCEDURES FOR CONDUCTING CITY COUNCIL MEETINGS. BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF COPPELL, TEXAS, THE FOLLOWING ARE HEREBY ADOPTED AS THE RULES, TIMES AND PROCEDURES FOR CONDUCTING COUNCIL MEETINGS OF THE CITY COUNCIL OF THE CITY OF COPPELL, TEXAS: The City of Coppell Code of Ordinances, Article 1-10 "Rules, Times and Procedures for Conducting City Council Meetings," be, and the same is hereby, amended to read as follows: "ARTICLE 1-10 RULES, TIMES AND PROCEDURES FOR CONDUCTING CITY COUNCIL MEETINGS ". . . 1-10-6.2.1 CITIZENS APPEARANCE Persons wishing to speak on any matter other than an item scheduled for a public hearing on the agenda, must sign a register and list their residence address, provided by the City Secretary on a table outside the Council Chambers, and such persons may be heard only at the "Citizens Appearance" portion of a regular meeting or special meeting. Each speaker must state his or her name and address of residence. Presentations by individuals during the "Citizens Appearance" shall be limited to two (2) minutes each. An individual speaker's time may be extended for an additional two (2) minutes with the approval of a majority of the Council members present. There shall be a cumulative limit of twenty (20) minutes allotted of any regular or special Council meeting. Those persons who signed up to speak at the "Citizens Appearance" shall be called upon in the order that they have signed the provided register. No personal attacks by any speaker shall be made against any member of the Council, Mayor, individual, group or corporation (Charter Article 3, Section 3.12). Agenda Request Form - Revised 09/02 Document Name: %citapp.doc WORK SESSION CONSENT REGULAR DEPT: DATE: ITEM #: AGENDA REQUEST FORM ITEM TYPE: ITEM CAPTION: GOAL(S): EXECUTIVE SUMMARY: FINANCIAL COMMENTS: RECOMMENDED ACTION: ACTION TAKEN BY COUNCIL: City Secretary September 27, 2011 14 ✔ PROCEDURAL Consider approval of minutes: August 23, 2011 and September 13, 2011 Minutes of the City Council meeting held on August 23, 2011 and September 13, 2011. Staff recommends approval. %minutes MINUTES OF AUGUST 23, 2011 The City Council of the City of Coppell met in Regular Called Session on Tuesday, August 23, 2011, at 6:00 p.m. in the City Council Chambers of Town Center, 255 Parkway Boulevard, Coppell, Texas. The following members were present: Doug Stover, Mayor Marsha Tunnell, Mayor Pro Tem Tim Brancheau, Councilmember Bob Mahalik, Councilmember Brianna Hinojosa-Flores, Councilmember Marsha Tunnell, Councilmember Billy Faught, Councilmember Marvin Franklin, Councilmember Karen Hunt, Councilmember Also present were City Manager Clay Phillips, City Secretary Christel Pettinos and City Attorney Robert Hager. 1. Call to order. Mayor Stover called the meeting to order, determined that a quorum was present and convened into Executive Session. EXECUTIVE SESSION (Closed to the Public) 2. Convene Executive Session A. Section 551.071, Texas Government Code - Consultation with City Attorney and Section 551.072, Texas Government Code - Deliberation regarding Real Property. 1. Seek legal advice from the City Attorney concerning the settlement and land purchase agreements with the Billingsleys at Northlake. Mayor Stover convened into Executive Session at 6:11 p.m. Mayor Stover adjourned the Executive Session at 6:35 p.m. and opened the Work Session. cm082311 Page 1 of 10 WORK SESSION (Open to the Public) 3. Convene Work Session A. Discussion regarding Household Hazardous Waste. B. Discussion regarding Oncor Transmission Lines along West Sandy Lake Road. C. Update on Municipal Elections for May 2012 with Dallas County. D. Discussion regarding Boards & Commissions Interview Preferences. E. Discussion of Agenda Items. Mayor Stover adjourned Work Session and opened the Regular Session. REGULAR SESSION (Open to the Public) 4. Convene Regular Session. 5. Invocation. Steve Calvert, Fire Department Chaplain, led those present in the Invocation. 6. Pledge of Allegiance. Coppell Fire Department Honor Guard posted the flags and led those present in the Pledge of Allegiance. 7. Presentation by Carrollton Fire Department Chief John Murphy recognizing members of the Coppell Fire Department for their contributions during a mutual aid response to a confined space rescue, July 14, 2011. Fire Chief, Kevin Richardson introduced Carrollton Fire Chief, John Murphy, who made a presentation to the Council and issued unit citation bars to 14 members of the Coppell Fire Department. cm082311 Page 2 of 10 8. Consider approval of a proclamation proclaiming August 26, 2011 as "Technology Day" in the city of Coppell and recognizing Coppell High School "hometown technology hero" Jodie Deinhammer for her achievements and being named as a Tech Titan of the Future - Math/Science Teacher Finalist, and authorizing the Mayor to sign. Mayor Stover read the proclamation into the record and presented the same to Jodie Deinhammer. Action: Mayor Pro Tem Tunnell moved to approve a proclamation proclaiming August 26, 2011 as "Technology Day" in the city of Coppell and recognizing Coppell High School "hometown technology hero" Jodie Deinhammer for her achievements and being named as a Tech Titan of the Future - Math/Science Teacher Finalist, and authorizing the Mayor to sign. Councilmember Hinojosa-Flores seconded the motion; the motion carried 7-0 with Mayor Pro Tem Tunnell and Councilmembers Brancheau, Mahalik, Hinojosa-Flores, Faught, Franklin and Hunt voting in favor of the motion. 9. Consider approval of a proclamation recognizing the month of September as “FALL PREVENTION AWARENESS MONTH,” and authorizing the Mayor to sign. Mayor Stover read the proclamation into the record and presented the same to Melinda Powell. Action: Councilmember Hinojosa-Flores moved to approve a proclamation recognizing the month of September as “FALL PREVENTION AWARENESS MONTH,” and authorizing the Mayor to sign. Councilmember Franklin seconded the motion; the motion carried 7-0 with Mayor Pro Tem Tunnell and Councilmembers Brancheau, Mahalik, Hinojosa-Flores, Faught, Franklin and Hunt voting in favor of the motion. cm082311 Page 3 of 10 10. Consider approval of a proclamation recognizing September 5- 9, 2011 as “NATIONAL PAYROLL WEEK,” and authorizing the Mayor to sign. Mayor Stover read the proclamation into the record and presented the same to Mechel Perkins and Martha Thomas. Action: Councilmember Franklin moved to approve a proclamation recognizing September 5-9, 2011 as “NATIONAL PAYROLL WEEK,” and authorizing the Mayor to sign. Councilmember Brancheau seconded the motion; the motion carried 7-0 with Mayor Pro Tem Tunnell and Councilmembers Brancheau, Mahalik, Hinojosa-Flores, Faught, Franklin and Hunt voting in favor of the motion. 11. Citizens' Appearances. Mayor Stover advised that no one signed up to speak. 12. Consider approval of the following consent agenda items: A. Consider approval of minutes: August 9, 2011. B. Consider approval of an ordinance approving a negotiated settlement with Atmos Energy Corp., Mid-Tex Division, regarding the Rate Review Mechanism filing and finding the attached Tariffs implementing new rates within the corporate city limits of the City of Coppell are just and reasonable; and authorizing the Mayor to sign. C. Consider approval of a contract with Time Warner Cable in the amount of $120,453.00 for the burial of utilities in Old Town; as provided for in the CIP funds; and authorizing the City Manager to sign and execute necessary documents. Action: Mayor Pro Tem Tunnell moved to approve Consent Agenda Items A, B carrying Ordinance No. 2011-1286, and C. Councilmember Mahalik seconded the motion; the motion carried 7-0 with Mayor Pro Tem Tunnell cm082311 Page 4 of 10 and Councilmembers Brancheau, Mahalik, Hinojosa-Flores, Faught, Franklin and Hunt voting in favor of the motion. 13. PUBLIC HEARING: To receive public comment concerning the proposed 2011- 2012 Municipal Budget. Presentation: Jennifer Miller, Director of Finance, made a presentation to the Council. Public Hearing: Mayor Stover opened the Public Hearing and advised that no one had signed up to speak. Action: Mayor Pro Tem Tunnell moved to close the Public Hearing concerning the proposed 2011-2012 Municipal Budget. Councilmember Brancheau seconded the motion; the motion carried 7-0 with Mayor Pro Tem Tunnell and Councilmembers Brancheau, Mahalik, Hinojosa-Flores, Faught, Franklin and Hunt voting in favor of the motion. 14. Consider approval of revisions to the written Fund Balance Policy of the City of Coppell. Presentation: Jennifer Miller, Director of Finance, made a presentation to the Council. Action: Councilmember Franklin moved to approve revisions to the written Fund Balance Policy of the City of Coppell. Councilmember Mahalik seconded the motion; the motion carried 7-0 with Mayor Pro Tem Tunnell and Councilmembers Brancheau, Mahalik, Hinojosa-Flores, Faught, Franklin and Hunt voting in favor of the motion. cm082311 Page 5 of 10 15. Consider approval of an Ordinance of the City of Coppell, Texas, approving the establishment of a special revenue fund for the proceeds received from the Rolling Oaks Memorial Center operations, and authorizing the Mayor to sign. Presentation: Jennifer Miller, Director of Finance, made a presentation to the Council. Action: Mayor Pro Tem Tunnell moved to approve an Ordinance carrying Ordinance No. 2011-1287 of the City of Coppell, Texas, approving the establishment of a special revenue fund for the proceeds received from the Rolling Oaks Memorial Center operations, and authorizing the Mayor to sign. Councilmember Hunt seconded the motion; the motion carried 7-0 with Mayor Pro Tem Tunnell and Councilmembers Brancheau, Mahalik, Hinojosa-Flores, Faught, Franklin and Hunt voting in favor of the motion. 16. PUBLIC HEARING: Consider approval of the designation of a reinvestment zone pursuant to Section 312.201 of the Property Redevelopment and Tax Abatement Act. The property to be considered for Reinvestment Zone designation is the property described as a portion of Block 2, Lot 2R-1 of the Park West Commerce Center Addition (34.572 acres) and located north of Airline Drive, west of Belt Line Road. Presentation: Mindi Hurley, Economic Development Coordinator, made a presentation to the Council. Public Hearing: Mayor Stover opened the Public Hearing and advised that no one had signed up to speak. cm082311 Page 6 of 10 Action: Councilmember Franklin moved to close the Public Hearing and approve the designation of a reinvestment zone pursuant to Section 312.201 of the Property Redevelopment and Tax Abatement Act. The property to be considered for Reinvestment Zone designation is the property described as a portion of Block 2, Lot 2R-1 of the Park West Commerce Center Addition (34.572 acres) and located north of Airline Drive, west of Belt Line Road. Councilmember Brancheau seconded the motion; the motion carried 7-0 with Mayor Pro Tem Tunnell and Councilmembers Brancheau, Mahalik, Hinojosa-Flores, Faught, Franklin and Hunt voting in favor of the motion. 17. Consider approval of an Ordinance designating Nefab Companies, Inc., Reinvestment Zone No. 65, and authorizing the Mayor to sign. Presentation: Mindi Hurley, Economic Development Coordinator, made a presentation to the Council. Action: Councilmember Mahalik moved to approve Ordinance No. 2011-1288 designating Nefab Companies, Inc., Reinvestment Zone No. 65, and authorizing the Mayor to sign. Councilmember Hunt seconded the motion; the motion carried 7-0 with Mayor Pro Tem Tunnell and Councilmembers Brancheau, Mahalik, Hinojosa-Flores, Faught, Franklin and Hunt voting in favor of the motion. 18. Consider approval of a Resolution approving a Tax Abatement Agreement between the City of Coppell and Nefab Companies, Inc., and authorizing the Mayor to sign. Presentation: Mindi Hurley, Economic Development Coordinator, made a presentation to the Council. cm082311 Page 7 of 10 Action: Councilmember Hinojosa-Flores moved to approve Resolution No. 2011-0823.1 approving a Tax Abatement Agreement between the City of Coppell and Nefab Companies, Inc., and authorizing the Mayor to sign. Councilmember Hunt seconded the motion; the motion carried 7-0 with Mayor Pro Tem Tunnell and Councilmembers Brancheau, Mahalik, Hinojosa-Flores, Faught, Franklin and Hunt voting in favor of the motion. 19. City Manager's Report. A. Project Update and Future Agendas. A. City Manager Clay Phillips announced that reports from the Citizen’s Summit will be on the web soon, and that the Old Coppell infrastructure is out for bid. The expansion at the Aquatic and Recreation Center is moving along, and Oncor will be doing utility upgrades in the Creekview subdivision, which has been having problems with power outages. Mr. Phillips reminded everyone that adoption of the city budget is scheduled for September 13th. 20. Mayor and Council Reports. A. Report by Mayor Stover regarding the Summer Music Series in August. B. Report by Councilmember Hunt regarding the Congressional Update by Congressman Marchant. A. Mayor Stover reported that the Summer Music Series will continue August 26th at Town Center Plaza from 8-10 p.m. B. Councilmember Hunt reported that she and City Manager Clay Phillips attended the Metrocrest Chamber Luncheon where Congressman Merchant spoke about happenings in Washington and the Budget Control Act. 21. Public Service Announcements concerning items of community interest and no Council action or deliberation is permitted. Mayor Stover reported that the Tennis Association is hosting a cookout at the high school tennis courts at 6:30 p.m. on Friday, August 26th. cm082311 Page 8 of 10 Mayor Stover read a proclamation in remembrance of the 10th anniversary of the terrorist attacks of 9/11. A commemoration by the Police and Fire Departments will be on Monday, September 12th at 9:00 a.m. 22. Council Committee Reports. A. Carrollton/Farmers Branch ISD/Lewisville ISD – Tunnell. B. Coppell ISD – Mahalik and Hinojosa-Flores. C. Coppell Seniors – Brancheau and Faught. D. Dallas Regional Mobility Coalition –Hunt. E. International Council for Local Environmental Initiatives (ICLEI) – Brancheau. F. Metrocrest Hospital Authority – Tunnell. G. Metrocrest Medical Foundation – Mahalik. H. Metrocrest Medical Services – Hinojosa-Flores. I. Metrocrest Social Services – Franklin. J. North Texas Council of Governments – Tunnell. K. North Texas Commission – Hunt. L. Senior Adult Services – Franklin. A. Mayor Pro Tem Tunnell reported that Carrollton/Farmers Branch ISD has new start times for all schools. Preschool begins on August 29th and night school registration begins on August 30th. A district wide “College Night” will be held on September 12th from 7-9 p.m. at Newman Smith High School. Lewisville ISD will hold a public meeting on the proposed tax rate and budget on August 29th from 6-7 p.m. B. Councilmember Mahalik reported that there is a new school zone near the high school on Parkview. September 2nd will be the first home football game and the Lariette Spaghetti Dinner Raffle and Silent Auction. Councilmember Hinojosa-Flores reported that next week is also early release. C. Councilmember Faught reported that the Senior Center will have a Casino trip to Oklahoma on September 12th. Each Wednesday in September there will be a program called “A Matter of Balance” to help improve balance and reduce to risk of falling. There will be a self defense workshop on September 19th at 10:00 a.m. The monthly potluck and birthday celebration will be on September 28th with a western theme. The annual craft fair is scheduled for November 12th at the Senior Center. D. Councilmember Hunt reported that there was a public hearing on DART and the Cottonbelt August 8th in Addison. E. Nothing to report. cm082311 Page 9 of 10 F. Nothing to report. G. Councilmember Mahalik reported that Metrocrest Medical Foundation’s annual gala will be on September 23rd at 6:00 p.m. at the Brookhaven Country Club. H. Councilmember Hinojosa-Flores reported that the Metrocrest Medical Foundation Clinic has increased its number of appointments and clients by 200% over last year. They are having a strategic planning meeting on September 17th to evaluate the need for additional staff. I. Nothing to report. J. Mayor Pro Tem Tunnell reported that the Trinity River Steering Committee will meet on September 1st at NCTCOG. K. Councilmember Hunt reported that the North Texas Commission will have its 40th Annual Members Luncheon on September 28th, honoring regional heroes. The North Texas Leadership Program will begin August 25th. L. Nothing to report. 23. Necessary action resulting from Executive Session. Councilmember Faught moved to approve authorizing the City Manager to modify an Engineering Services Contract with Freese Nichols for spillway reclamation to permit Phase I study, which will not result in an increased expenditure; and authorize the City Manager to sign. Councilmember Mahalik seconded the motion; the motion carried 7-0 with Mayor Pro Tem Tunnell and Councilmembers Brancheau, Mahalik, Hinojosa-Flores, Faught, Franklin and Hunt voting in favor of the motion. Adjournment. There being no further business to come before the City Council, the meeting was adjourned. ____________________________________ Douglas N. Stover, Mayor ATTEST: ____________________________________ Christel Pettinos, City Secretary cm082311 Page 10 of 10 MINUTES OF SEPTEMBER 13, 2011 The City Council of the City of Coppell met in Regular Called Session on Tuesday, September 13, 2011, at 5:30 p.m. in the City Council Chambers of Town Center, 255 Parkway Boulevard, Coppell, Texas. The following members were present: Doug Stover, Mayor (absent) Marsha Tunnell, Mayor Pro Tem Tim Brancheau, Councilmember Bob Mahalik, Councilmember Brianna Hinojosa-Flores, Councilmember (late arrival) Marsha Tunnell, Councilmember Billy Faught, Councilmember Marvin Franklin, Councilmember Karen Hunt, Councilmember Also present were City Manager Clay Phillips, City Secretary Christel Pettinos and City Attorney Robert Hager. 1. Call to order. Mayor Pro Tem Tunnell called the meeting to order, determined that a quorum was present and convened into Executive Session. EXECUTIVE SESSION (Closed to the Public) 2. Convene Executive Session A. Section 551.087, Texas Government Code – Economic Development Negotiations. 1. Economic Development Prospects east of Freeport Parkway and north of Bethel Road. 2. Economic Development Prospects west of Freeport Parkway and south of Bethel Road. B. Section 551.071, Texas Government Code - Consultation with City Attorney and Section 551.072, Texas Government Code - Deliberation regarding Real Property. 1. Seek legal advice from the City Attorney concerning the settlement and land purchase agreements with the Billingsleys at Northlake. C. Section 551.072, Texas Government Code - Deliberation regarding Real Property. cm091311 Page 1 of 12 1. Discussion regarding encroachment on park land. Mayor Pro Tem Tunnell convened into Executive Session at 5:40 p.m. Mayor Pro Tem Tunnell recessed the Executive Session at 6:31 p.m. and opened the Work Session. WORK SESSION (Open to the Public) 3. Convene Work Session A. Review and discussion of Proposed Fee Changes. B. Discussion regarding Youth Sports Fees. C. Discussion regarding background checks for Boards and Commission members. D. Discussion of Agenda Items. Councilmember Hinojosa-Flores arrived during Work Session. Mayor Pro Tem Tunnell adjourned Work Session and opened the Regular Session. REGULAR SESSION (Open to the Public) 4. Convene Regular Session. 5. Invocation. Sergeant William Camp led those present in the Invocation. 6. Pledge of Allegiance. Coppell Police Department Color Guard posted the flags and led those present in the Pledge of Allegiance. 7. Presentation by Chief Mac Tristan recognizing members of the Coppell Police and Fire Departments for their life-saving contributions during a life threatening event involving Coppell Police Officer John McArdle on June 7, 2011. cm091311 Page 2 of 12 Presentation: Chief Tristan honored Coppell Police Officers Kirk Smith & Josh Jackson, Waxahachie Officer David Biddle and Duncanville Officers Eddie Edwards and Ben Luna, and the Coppell Fire Department for their life-saving contributions toward Officer John McArdle on June 7, 2011. 8. Citizens' Appearances. Mayor Pro Tem Tunnell advised that no one signed up to speak. 9. Consider approval of the following consent agenda items: A. Consider approval of minutes: August 23, 2011. B. Consider approval of a Resolution approving a letter of support for the creation of a Foreign Trade Zone to be located at 850 Freeport Parkway, Suite 100 in Coppell, Texas, and authorizing the Mayor to sign. C. Consider approval of an Ordinance of the City of Coppell, Texas, amending Ordinance No. 2011-1285, ordering a Special Election to be held on November 8, 2011, by adding provisions for Coppell residents residing in Denton County; and providing an effective date. Considerar la aprobación para un Mandato del Ayuntamiento de la Cuidad de Coppell, Texas reformando el Mandato No. 2011-1285 en el cual se ordena una elección especial a convocarse el 8 de Noviembre del 2011 agregándosele cláusulas aplicables a los habitantes de Coppell en el condado de Denton y contemplándose una feche en vigor. Action: Councilmember Faught moved to postpone Consent Agenda item A and approve item B carrying Resolution No. 2011-0913.1 and item C carrying Ordinance No. 2011-1289. Councilmember Mahalik seconded the motion; the motion carried 7-0 with Mayor Pro Tem Tunnell and Councilmembers Brancheau, Mahalik, Hinojosa-Flores, Faught, Franklin and Hunt voting in favor of the motion. cm091311 Page 3 of 12 10. Consider approval of an Ordinance approving and adopting the budget for the City of Coppell for the Fiscal Year of October 1, 2011 through September 30, 2012, and authorizing the Mayor to sign. Presentation: Jennifer Miller, Director of Finance, made a presentation to the Council. Action: Councilmember Franklin moved to approve Ordinance No. 2011-1290 adopting the budget for the City of Coppell for the Fiscal Year of October 1, 2011 through September 30, 2012, and authorizing the Mayor to sign. Councilmember Hunt seconded the motion; the motion carried 7-0 with Mayor Pro Tem Tunnell and Councilmembers Brancheau, Mahalik, Hinojosa-Flores, Faught, Franklin and Hunt voting in favor of the motion. 11. Consider approval of an Ordinance of the City of Coppell, Texas levying the ad valorem taxes for the year 2011 at .69046/$100 per valuation of which .49577 for operations and maintenance and .19469 for interest and sinking, and authorizing the Mayor to sign. Presentation: Jennifer Miller, Director of Finance, made a presentation to the Council. Action: Councilmember Franklin moved to approve Ordinance No. 2011-1291 levying the ad valorem taxes for the year 2011 at .69046/$100 per valuation of which .49577 for operations and maintenance and .19469 for interest and sinking, and authorizing the Mayor to sign. Councilmember Hunt seconded the motion; the motion carried 7-0 with Mayor Pro Tem Tunnell and Councilmembers Brancheau, Mahalik, Hinojosa-Flores, Faught, Franklin and Hunt voting in favor of the motion. cm091311 Page 4 of 12 12. Consider approval of re-naming the Quiet Reading Room at the William T. Cozby Public Library, the Bobby E. Hefner Quiet Reading Room as recommended by the Library Advisory Board. Presentation: Vicki Chiavetta, Director of Library Services, made a presentation to the Council. Action: Councilmember Hunt moved to approve the re-naming of the Quiet Reading Room at the William T. Cozby Public Library to the Bobby E. Hefner Quiet Reading Room as recommended by the Library Advisory Board. Councilmember Mahalik seconded the motion; the motion carried 7-0 with Mayor Pro Tem Tunnell and Councilmembers Brancheau, Mahalik, Hinojosa-Flores, Faught, Franklin and Hunt voting in favor of the motion. 13. Consider approval of the Park West Commerce Center, Lot 3R, Block 5 (Lanvera), Site Plan, to allow the development of a 85,000-square-foot office/warehouse building to be located at 112 Wrangler Drive. Presentation: Gary Sieb, Director of Planning, made a presentation to the Council. John Baldridge, representing the applicant, made a presentation to Council. At this time, Mayor Pro Tem Tunnell convened into Executive Session at 8:22 p.m under Section 551.071, Texas Government Code - Consultation with City Attorney. Mayor Pro Tem Tunnell adjourned the Executive Session at 8:30 p.m. and continued the Regular Session. Action: Councilmember Faught moved to approve the Park West Commerce Center, Lot 3R, Block 5 (Lanvera), Site Plan, to allow the development of a 85,000-square-foot office/warehouse building to be located at 112 Wrangler Drive subject to the following conditions: cm091311 Page 5 of 12 1) Execution of the Partial Release of Reciprocal Easement Agreement by the property owner abutting to the east prior filing of the Replat. 2) Approval from Atmos Energy to allow the erection of the monument sign with the existing 50-foot wide easement. Councilmember Franklin seconded the motion; the motion carried 7-0 with Mayor Pro Tem Tunnell and Councilmembers Brancheau, Mahalik, Hinojosa-Flores, Faught, Franklin and Hunt voting in favor of the motion. 14. PUBLIC HEARING: Consider approval of the Park West Commerce Center, Lot 3R, Block 5 (Lanvera), Replat, being a replat of Lot 3, Block 5, of Park West Commerce Center to abandon and establish various easements to allow the development of an office/warehouse building to be located at 112 Wrangler Drive. Presentation: Gary Sieb, Director of Planning, made a presentation to the Council. John Baldridge, representing the applicant, made a presentation to Council. Public Hearing: Mayor Pro Tem Tunnell opened the Public Hearing and advised that no one signed up to speak. At this time, Mayor Pro Tem Tunnell convened into Executive Session at 8:40 p.m under Section 551.071, Texas Government Code - Consultation with City Attorney. Mayor Pro Tem Tunnell adjourned the Executive Session at 8:51 p.m. and continued the Regular Session. Action: Councilmember Franklin moved to close the public hearing and approve the Park West Commerce Center, Lot 3R, Block 5 (Lanvera), Replat, being a replat of Lot 3, Block 5, of Park West Commerce Center to abandon and establish various easements to allow the development of an office/warehouse building to be located at 112 Wrangler Drive subject to the following conditions: cm091311 Page 6 of 12 1) Execution of the Partial Release of Reciprocal Easement Agreement by the property owner abutting to the east prior filing of the Replat. 2) Notations being included on the Replat with the filing information for the original Reciprocal Easement Agreement as well as the Partial Release of Reciprocal Easement Agreement as herein required to allow for corss reference of these documents. Councilmember Faught seconded the motion; the motion carried 7-0 with Mayor Pro Tem Tunnell and Councilmembers Brancheau, Mahalik, Hinojosa-Flores, Faught, Franklin and Hunt voting in favor of the motion. 15. PUBLIC HEARING: Consider approval of the designation of a reinvestment zone pursuant to Section 312.201 of the Property Redevelopment and Tax Abatement Act. The property to be considered for Reinvestment Zone designation is the property described as Lot 2, Block A of the Freeport North Addition (17.824 acres) and located north of Bethel Road, east of Creekview Drive. Presentation: Mindi Hurley, Economic Development Coordinator, made a presentation to the Council. Public Hearing: Mayor Pro Tem Tunnell opened the Public Hearing and advised that no one signed up to speak. Action: Councilmember Brancheau moved to close the public hearing and approve the designation of a reinvestment zone pursuant to Section 312.201 of the Property Redevelopment and Tax Abatement Act. The property to be considered for Reinvestment Zone designation is the property described as Lot 2, Block A of the Freeport North Addition (17.824 acres) and located north of Bethel Road, east of Creekview Drive. Councilmember Mahalik seconded the motion; the motion carried 7-0 with Mayor Pro Tem Tunnell and Councilmembers Brancheau, Mahalik, Hinojosa-Flores, Faught, Franklin and Hunt voting in favor of the motion. cm091311 Page 7 of 12 16. Consider approval of an Ordinance designating S.P. Richards Company, Reinvestment Zone No. 63, and authorizing the Mayor to sign. Items 16 and 17 were heard together. Presentation: Mindi Hurley, Economic Development Coordinator, made a presentation to the Council. Action: Councilmember Hinojosa-Flores moved to approve: Item No. 16: Ordinance No. 2011-1292 designating S.P. Richards Company, Reinvestment Zone No. 63, and authorizing the Mayor to sign. And Item No. 17: Resolution No. 2011-0913.2 approving a Tax Abatement Agreement between the City of Coppell and S.P. Richards Company, and authorizing the Mayor to sign. Councilmember Brancheau seconded the motion; the motion carried 7-0 with Mayor Pro Tem Tunnell and Councilmembers Brancheau, Mahalik, Hinojosa-Flores, Faught, Franklin and Hunt voting in favor of the motion. 17. Consider approval of a Resolution approving a Tax Abatement Agreement between the City of Coppell and S.P. Richards Company, and authorizing the Mayor to sign. Items 16 & 17 were considered together. Please see Item 16 for the minutes. cm091311 Page 8 of 12 18. Consider approval of a contract award with JRJ Paving, LP in the amount of $4,645,190.39 for Bid #Q-0811-01 Old Town Coppell and Bethel Road Infrastructure Improvement Project ST 10-02; as provided for in CIP funds; and authorizing the City Manager to sign and execute necessary documents. Presentation: Keith Marvin, Project Engineer, made a presentation to the Council. Action: Councilmember Mahalik moved to approve a contract award with JRJ Paving, LP in the amount of $4,645,190.39 for Bid #Q-0811-01 Old Town Coppell and Bethel Road Infrastructure Improvement Project ST 10-02; as provided for in CIP funds; and authorizing the City Manager to sign and execute necessary documents. Councilmember Brancheau seconded the motion; the motion carried 7-0 with Mayor Pro Tem Tunnell and Councilmembers Brancheau, Mahalik, Hinojosa-Flores, Faught, Franklin and Hunt voting in favor of the motion. 19. Consider rescinding an award of a contract with Comm-Fit in the amount of $116,065.40 for fitness equipment for the Coppell Aquatics and Recreation Center, and authorizing the President of the CRDC and the City Manager to execute the necessary action. Presentation: Brad Reid, Director of Parks and Recreation, made a presentation to the Council. Action: Councilmember Faught moved to approve rescinding the award of a contract with Comm-Fit in the amount of $116,065.40 for fitness equipment for the Coppell Aquatics and Recreation Center, and authorizing the President of the CRDC and the City Manager to execute the necessary action. Councilmember Franklin seconded the motion; the motion carried 7-0 with Mayor Pro Tem Tunnell and Councilmembers cm091311 Page 9 of 12 Brancheau, Mahalik, Hinojosa-Flores, Faught, Franklin and Hunt voting in favor of the motion. 20. Consider award of bids and authorize purchase orders for fitness equipment for the Coppell Aquatics and Recreation Center to the following vendors and in the amount as follows: Comm-Fit in the amount of $103,645.15 and TKO in the amount of $15,672.70, and authorize the President of the CRDC and the City Manager to execute the necessary action. Presentation: Brad Reid, Director of Parks and Recreation, made a presentation to the Council. Action: Councilmember Hinojosa-Flores moved to approve the award of bids and authorizing purchase orders for fitness equipment for the Coppell Aquatics and Recreation Center to the following vendors and in the amount as follows: Comm-Fit in the amount of $103,645.15 and TKO in the amount of $15,672.70, and authorize the President of the CRDC and the City Manager to execute the necessary action. Councilmember Mahalik seconded the motion; the motion carried 7-0 with Mayor Pro Tem Tunnell and Councilmembers Brancheau, Mahalik, Hinojosa-Flores, Faught, Franklin and Hunt voting in favor of the motion. 21. Consider an amendment to a contract with Fitco in the additional amount of $12,090.00, for shipping and installation of fitness equipment previously purchased and authorized. Presentation: Brad Reid, Director of Parks and Recreation, made a presentation to the Council. Action: Councilmember Brancheau moved to approve an amendment to a contract with Fitco in the additional amount of $12,090.00, for shipping cm091311 Page 10 of 12 and installation of fitness equipment previously purchased and authorized. Councilmember Franklin seconded the motion; the motion carried 7-0 with Mayor Pro Tem Tunnell and Councilmembers Brancheau, Mahalik, Hinojosa-Flores, Faught, Franklin and Hunt voting in favor of the motion. 22. City Manager's Report. A. Project Update and Future Agendas. A. City Manager Clay Phillips reminded everyone of the Sales Tax Election on November 8, 2011. A direct mail piece was sent to all citizens regarding the sales tax initiative. The Chamber of Commerce will be hosting it’s monthly luncheon on the 4th Friday of each month at the Senior and Community Center. Mr. Phillips reminded everyone that OakFest is scheduled for October 15th, the Holiday Festivities and Parade will be held on December 3rd, and the Board and Commission application process closes on September 23rd. 23. Mayor and Council Reports. A. Report by Mayor Stover on the Metroplex Mayors’ Meeting. Nothing to report. 24. Public Service Announcements concerning items of community interest and no Council action or deliberation is permitted. Nothing to report. At this time, Mayor Pro Tem Tunnell reconvened into Executive Session at 9:20 p.m. EXECUTIVE SESSION (Closed to the Public) 2. Convene Executive Session A. Section 551.087, Texas Government Code – Economic Development Negotiations. cm091311 Page 11 of 12 1. Economic Development Prospects east of Freeport Parkway and north of Bethel Road. 2. Economic Development Prospects west of Freeport Parkway and south of Bethel Road. B. Section 551.071, Texas Government Code - Consultation with City Attorney and Section 551.072, Texas Government Code - Deliberation regarding Real Property. 1. Seek legal advice from the City Attorney concerning the settlement and land purchase agreements with the Billingsleys at Northlake. C. Section 551.072, Texas Government Code - Deliberation regarding Real Property. 1. Discussion regarding encroachment on park land. Mayor Pro Tem Tunnell adjourned the Executive Session at 9:47 p.m. 25. Necessary action resulting from Executive Session. Nothing to report. Adjournment. There being no further business to come before the City Council, the meeting was adjourned. ____________________________________ Marsha Tunnell, Mayor Pro Tem ATTEST: ____________________________________ Christel Pettinos, City Secretary cm091311 Page 12 of 12 WORK SESSION CONSENT REGULAR DEPT: DATE: ITEM #: AGENDA REQUEST FORM ITEM TYPE: ITEM CAPTION: GOAL(S): EXECUTIVE SUMMARY: FINANCIAL COMMENTS: RECOMMENDED ACTION: ACTION TAKEN BY COUNCIL: Human Resources September 27, 2011 15 ✔✔ CONTRACT/BID or PROPOSAL Consider approval of a consulting services contract for health benefit consulting services and other related health benefit programs with Brinson Benefits, Inc. in the amount of $79,578.00 and authorizing the City Manager to sign all necessary documents. Please see attached memorandum. Funds are budgeted in the Self Insurance Fund for this agreement. Staff recommends approval. &Brinson Benefits - 1 AR MEMORANDUM TO: Mayor and City Council FROM: Donna Jenkins, Asst. Director of Administration/Human Resources DATE: September 27, 2011 SUBJECT: Approval of Consulting Services Contract for Brinson Benefits, Inc. Please find the attached contract for consulting services and other related benefit/wellness programs with Brinson Benefits, Inc. as reviewed and recommended by the Management Insurance Committee. As some you might be aware, Brinson Benefits has been the City’s benefits consultant for the past nine years. The total contract for consulting services and related benefit programs is $79,578. The following is an outline of services to be provided by Brinson: Annual Consulting Fees - $52,931 Includes management and oversight of medical, dental, stop loss reinsurance, transplant insurance, dental, basic life/ad&d, voluntary life, long term disability, employee assistance program, voluntary vision and supplemental programs. Additional services include open enrollment management, education, communication, monthly strategy meetings and any additional support throughout the year. Annual Purple Card Advocate Program - $4,927 Purple Card is an advocate program for employees that need assistance with any and all questions regarding their benefit offerings. This program is an extension of our existing staff member who also assists employees with their benefit related issues. Employee Benefit Statements - $5,340 Employee Benefits Statements are confidential individualized statements of an employee’s benefits provided by the City. The average employee has no idea how much their benefits cost, let alone how much their benefits are actually worth. Brinson works with the H.R. staff to produce personalized employee benefit statement that helps the City improve employee awareness of employer paid benefits. Most of the cost involved is the actual printing of the color brochure. Benefits Connect online enrollment - $16,380 This is the fifth year for the City to use Benefits Connect. Benefits Connect is a subscription online enrollment, management system designed to streamline enrollment processes, enhance benefits management, and improve information sharing among employees, employers, and insurance providers. The system enables efficient data sharing and transferring of benefits information to any third party who can accept electronic files and produces enrollment forms populated with information entered online by the employees for vendors who require forms and includes a modeling component to calculate benefit costs during the enrollment process. The system also integrates benefit election data with existing internal systems, such as payroll and other city accounting and management systems. The City utilizes Brinson Benefits’ affiliation with United Benefit Advisors (UBA) to gain the discounted subscription fee to Benefits Connect. The city staff recommends the Mayor and City Council approval of the Brinson Benefits’ consulting contract and related benefit/wellness programs as outlined above. WORK SESSION CONSENT REGULAR DEPT: DATE: ITEM #: AGENDA REQUEST FORM ITEM TYPE: ITEM CAPTION: GOAL(S): EXECUTIVE SUMMARY: FINANCIAL COMMENTS: RECOMMENDED ACTION: ACTION TAKEN BY COUNCIL: Human Resources September 27, 2011 16 ✔✔ CONTRACT/BID or PROPOSAL Consider approval of awarding a Request for Proposal (RFP) #107 for the procurement of Employee Wellness Services with Brinson Benefits, Inc. in the amount of $54,764.00 and authorizing the City Manager to sign all necessary documents. Please see attached memorandum. Funds for this agreement are budgeted in the Self Insurance Fund. Staff recommends approval. &Employee Wellness Services - 1 AR MEMORANDUM TO: Mayor and City Council FROM: Donna Jenkins, Asst. Director of Administration/Human Resources DATE: September 27, 2011 SUBJECT: Approval of Awarding a Request for Proposal (RFP # 107) for Wellness Consulting Services Contract to Brinson Benefits, Inc. Please find the attached contract for consulting services and other related benefit/wellness programs with Brinson Benefits, Inc. as reviewed and recommended by the Management Insurance Committee. The Management Insurance Committee (which consists of Clay Phillips, Mario Canizares, Vivyon Bowman, Donna Jenkins, Jennifer Miller and Kimberly Tiehen) decided to separate our wellness program from our existing contractual relationship with our Benefit Consultant, Brinson Benefits Inc. The Committee felt it would give us the flexibility to seek out other vendors that are leaders in the field and contract directly with them for services. We received seven (7) RFPs and invited two vendors to make presentations, one of which was Brinson Benefits. The Committee felt Brinson offered the best strategy and program for direction the Committee wanted our wellness program to go. The total contract for wellness consulting services and other related health/wellness programs is $54,764. The following is an outline of services to be provided by Brinson: Program Design and Consultation • Consult on overall design of wellness program • Incentive design Online Health Risk Assessment • 42-question Health Risk Assessment • Paper assessments available at additional fee Wellness Web Portal Technology, offered by Provant Health Solutions, LLC • Customized with logo, colors, some images and graphics, dashboard design, incentive design, registration message and push communications. • Portal offers a variety of online programs, tools, trackers, education materials, health assessment and other valuable resources. Standard Reports: • Executive Health Assessment Aggregate Report – once per year • Incentive Participation Reports – as dictated by incentive design • Health Screening Outcome Analysis (per project) • Monthly Portal Utilization Report • Quarterly Health Coaching Reports (if coaching program is elected) Monthly Wellness E-newsletter • 8-page, 4 color newsletter e-newsletter Monthly On-Site Wellness Workshops • My Health Tour program includes 12 pre-determined weight management and nutrition focused sessions. These can run consecutively, or can be spread out over 24 months. • Maximum of 12 unique topics per year • Maximum of 4 identical sessions per month Wellness Challenges • Maximum of 6 wellness challenges per year • Participants track their individual progress online • If team challenges are selected, participants may also see the results of their team The city staff recommends the Mayor and City Council approval of the Brinson Benefits’ wellness services consulting contract and related other wellness programs as outlined above. WORK SESSION CONSENT REGULAR DEPT: DATE: ITEM #: AGENDA REQUEST FORM ITEM TYPE: ITEM CAPTION: GOAL(S): EXECUTIVE SUMMARY: FINANCIAL COMMENTS: RECOMMENDED ACTION: ACTION TAKEN BY COUNCIL: Human Resources September 27, 2011 17 ✔✔ CONTRACT/BID or PROPOSAL Consider approval of an administrative services agreement for employee wellness biometric screening and other healthcare related services with Catapult Health LLC in the amount of $65,265 and authorizing the City Manager to sign all necessary documents. Please see attached memorandum. Funds for this agreement are budgeted in the Self Insurance Fund. Staff recommends approval. &Catapult Health LLC - 1 AR MEMORANDUM TO: Mayor and City Council FROM: Donna Jenkins, Asst. Director of Administration/Human Resources DATE: September 27, 2011 SUBJECT: Approval of Administrative Services Agreement for Catapult Health, LLC Please find the attached Administrative Services Agreement for Catapult Health, LLC for biometric screening and other healthcare related services as reviewed and recommended by the Management Insurance Committee. As some you might be aware, the City of Coppell has had a wellness program in place for city employees for at least seven years. The Management Insurance Committee (which consists of Clay Phillips, Mario Canizares, Vivyon Bowman, Donna Jenkins, Jennifer Miller and Kimberly Tiehen) decided to separate our wellness program from our existing contractual relationship with our Benefit Consultant, Brinson Benefits Inc. The Committee felt it would give us the flexibility to seek out other vendors that are leaders in the field and contract directly with them for services. The Committee feels Catapult Health LLC excels in providing biometric screenings and other healthcare related services over other vendors we have used in the past. Below are the description of services that will be provided by Catapult: • A work-site health evaluation for all Participants, including a blood test performed by a Piccolo Analyzer from Abaxis - The same analyzer used in clinics, hospitals, physician offices and urgent care centers - Lipid Plus Panel includes: CHOL, HDL, LDL, TRIG, GLU, AST, ALT - Finger prick blood tests with prompt results • A comprehensive and tailored personal health report for each Participant - Each individual report provides a summary of findings, alongside specific recommendations for lowering risk factors and improving one’s health - All gathered data is loaded real-time into Catapult’s proprietary application - The data is also imported into a secure electronic medical record, where it resides and can be retrieved for subsequent visits • Health report results reviewed with an onsite Nurse Practitioner, who addresses the risk factors that have been identified - After discussing the comprehensive report with each Participant, the Nurse Practitioner prepares a three- to five-point action plan - For those with diabetes, pre-diabetes, hypertension, pre-hypertension, or hyperlipidemia, a lifestyle and medication plan is prepared and goals are set for the next evaluation • A customized online scheduling tool for setting health evaluation appointments • A management report to Customer containing aggregate de-identified results following each event • Follow-up health evaluations, as recommended by Catapult’s Nurse Practitioners, for at-risk Participants Staff is recommending approval of this agreement with Catapult Health LLC in the amount of $65,265.00. WORK SESSION CONSENT REGULAR DEPT: DATE: ITEM #: AGENDA REQUEST FORM ITEM TYPE: ITEM CAPTION: GOAL(S): EXECUTIVE SUMMARY: FINANCIAL COMMENTS: RECOMMENDED ACTION: ACTION TAKEN BY COUNCIL: Finance September 27, 2011 18 ✔ ORDINANCE Consider approval of an Ordinance of the City of Coppell, Texas, approving an amendment to Ordinance No. 2010-1258, the budget for the Fiscal Year October 1, 2010 through September 30, 2011, and authorizing the Mayor to sign. The amendment is being brought forward to reflect changes experienced throughout the fiscal year. The accompanying memo provides the detail of the amendment. Staff recommends approval. $ BudAmend - 1 AR MEMORANDUM Date: September 27, 2011 To: Mayor and Council From: Jennifer Miller, Director of Finance Via: Clay Phillips, City Manager Subject: Budget Amendment - Fiscal Year 2010-11 This budget amendment is being brought forward to reflect changes that have been experienced throughout the fiscal year. General Fund At this time the General Fund revenues are being amended $2,767,145. The main source of the revenue increase is Sales Tax, which has performed better than anticipated ($1,980,772). Building Permits are up $225,000 more than budgeted. The proceeds from Oil and Gas exploration are $137,125 more than budgeted. The Water and Sewer reimbursement is also up $275,750, due to the unusually dry summer we have experienced. General Fund expenditures are being increased $974,400. $819,000 is associated with the land repurchase in Old Town. This item was brought before Council on August 9, 2011. Engineering is being increased $45,400 for an amendment to the design contract for Old Town. Facilities has had some unbudgeted repairs in the amount of $60,000 due to weather and storm damage. Facilities is also being amended for the blinds needed for Town Center after the window replacements. Water and Sewer Fund Revenues are being amended $782,523 due to increased water usage as a result of the dry summer. Expense s for the Water/Sewer fund are being increased $260,000. With the increase water consumption, Combined Services and Cost of Water are being amended $200,000. Cost of Sewer Treated is increased ($55,000) due to TRA billing being more than anticipated. Additional funds in the amount of $5,000 are needed in Utility Billing to cover credit card fees. Child Safety Fund Revenues are being decreased to reflect anticipated collections. Police Special Revenue Fund Revenues are being amended to reflect forfeitures that have been received Park Special Revenue Fund Revenues are being amended for the actual park fees received. Debt Service Fund Revenues and expenditures are being amended to reflect the refunding that occurred in July 2011. Infrastructure Maintenance Fund Revenues are being increased to reflect the increased sales tax collections. Expenditures are being amended for costs associated with streets funded by the ¼ percent sales tax and the Alex Canal rehabilitation approved by Council on July 26, 2011. Donations – Special Revenue Revenues are being amended to reflect the receipt of recycling proceeds. Expenditures are being amended for Library purchases of Juvenile Non-Fiction books, After School Edge Learning Stations, and Kid computer stations. Recreational Programs Fund Revenues are being amended for the interest earnings. Red Light Enforcement Revenues are being decreased to reflect anticipated collections. Coppell Education Development Corporation The revenues are being amended to reflect interest earnings. The expenditures are being decreased to allow grants to the schools in the amount of funds available. C.R.D.C. Special Revenue Revenues are being increased for the increased sales tax experienced. Expenditures are being amended for 75% of sales tax transfer for operations. Court Technology Fund Expenditures are being increased Audio/Visual enhancements in the courtroom. Rolling Oaks Revenues are being increased for actual collections. Crime Prevention Revenues are being increased for the increased sales tax experienced. 1 ORDINANCE NO. _____________________ AN ORDINANCE OF THE CITY OF COPPELL, TEXAS APPROVING AN AMENDMENT TO THE BUDGET FOR THE CITY FOR THE FISCAL YEAR OCTOBER 1, 2010 THROUGH SEPTEMBER 30, 2011; PROVIDING THAT EXPENDITURES FOR SAID FISCAL YEAR SHALL BE MADE IN ACCORDANCE WITH SAID BUDGET; AND DECLARING AN EFFECTIVE DATE. WHEREAS, the Budget Officer of the City of Coppell, Texas, did on the 5th day of August, 2010, file with the City Secretary, a proposed general budget for the City covering the fiscal year aforesaid, and WHEREAS, the City Council of the City of Coppell approved said budget on the 14th day of September, 2010, and WHEREAS, the governing body of the City has this date considered an amendment to said budget; NOW, THEREFORE BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF COPPELL, TEXAS: SECTION 1. That Section No. 2 of Ordinance No. 2010-1258, for the 2010-11 Fiscal Year Budget, is hereby amended as follows: General Fund Current Budget Amending Budget Change Revenues $46,716,464 $49,483,609 $2,767,145 Expenditures Combined Services $1,598,046 $2,417,046 $ 819,000 Engineering 1,263,695 1,309,095 45,400 Facilities 1,240,672 1,350,672 110,000 Total Expenditures $ 974,400 Decrease in Designated Fund Balance 819,000 Net Expenditure Increase 155,400 Net Increase in Undesignated Fund Balance $2,611,745 Water/Sewer Fund Current Budget Amending Budget Change Revenues $14,170,668 $14,953,191 $782,523 Expenses Combined Services $3,795,250 $3,895,250 $100,000 Direct Cost of Water 4,539,000 $4,639,000 100.000 Direct Cost of Sewer 2,125,000 2,180,000 55,000 Utility Billing 551,582 556,582 5,000 Net Increase in Projected Retained Earnings $522,523 2 Child Safety Fund Current Budget Amending Budget Change Revenues $16,000 $11,000 $5,000 Net Decrease in Projected Fund Balance $5,000 Police Spec. Rev. Fund Current Budget Amending Budget Change Revenues $239,223 $263,051 $23,828 Net Increase in Projected Fund Balance $23,828 Parks Special Revenue Current Budget Amending Budget Change Revenues $33,585 $131,570 $97,985 Net Increase in Projected Fund Balance $97,985 Tree Preservation Fund Current Budget Amending Budget Change Revenues $750 $120,450 $119,700 Net Increase in Projected Fund Balance $119,700 Debt Service Fund Current Budget Amending Budget Change Revenues $9,389,819 $15,854,140 $6,464,321 Expenditures 9,434,724 $15,934,724 6,500,000 Net Decrease in Projected Fund Balance $ 35,679 Infrastructure Maint. Fund Current Budget Amending Budget Change Revenues $3,529,972 $3,759,897 $229,925 Expenditures $6,438,481 $6,541,981 103,500 Net Increase in Projected Fund Balance $126,425 Donations-Special Revenue Current Budget Amending Budget Change Revenues $69,900 $75,153 $ 5,253 Expenditures 27,500 56,720 29,220 Net Decrease in Projected Fund Balance $23,967 Recreational Programs Current Budget Amending Budget Change Revenues $-0- $1,600 $1,600 Net Increase in Projected Fund Balance $1,600 Red Light Enforcement Current Budget Amending Budget Change Revenues $425,500 $365,500 $60,000 Net Decrease in Projected Fund Balance $60,000 CEDC Current Budget Amending Budget Change Revenues $-0- $3,500 $ 3,500 Expenditures $3,350,706 $3,124,338 226,368 Net Increase in Projected Fund Balance $229,868 3 CRDC Special Revenue Current Budget Amending Budget Change Revenues $4,418,955 $4,827,150 $408,195 Expenditures $10,830,703 $11,136,475 305,772 Net Increase in Projected Fund Balance $102,423 Court Technology Current Budget Amending Budget Change Expenditures $19,980 $48,916 $28,936 Net Decrease in Projected Fund Balance $28,936 Rolling Oaks Current Budget Amending Budget Change Revenues $266,000 $447,291 $181,291 Net Increase in Projected Fund Balance $181,291 Crime Prevention Current Budget Amending Budget Change Revenues $2,591,472 $2,750,661 $159,189 Net Increase in Projected Fund Balance $159,189 SECTION 2. EFFECTIVE DATE. That this ordinance shall become effective immediately from and after its passage as the law and charter in such cases provide. DULY PASSED and adopted by the City Council of the City of Coppell, Texas, on the 27th day of September 2011. APPROVED: ______________________________ DOUGLAS N. STOVER, MAYOR ATTEST: ____________________________________________ CHRISTEL PETTINOS, CITY SECRETARY APPROVED AS TO FORM: _____________________________________ CITY ATTORNEY WORK SESSION CONSENT REGULAR DEPT: DATE: ITEM #: AGENDA REQUEST FORM ITEM TYPE: ITEM CAPTION: GOAL(S): EXECUTIVE SUMMARY: FINANCIAL COMMENTS: RECOMMENDED ACTION: ACTION TAKEN BY COUNCIL: Parks and Recreation September 27, 2011 19 ✔ CONTRACT/BID or PROPOSAL Consider approval of the At-Your-Door Household Hazardous Waste Agreement with Waste Management; providing residential pick-up and disposal; and authorizing the City Manager to sign. See attached memo. Staff recommends approval. ^HHW Management Program - 1 AR PARKS AND RECREATION DEPARTMENT ENVIRONMENTAL HEALTH DIVISION Interoffice Memorandum TO: Mayor and City Council FROM: Perri Kittles, Environmental Health Officer VIA: Brad Reid, Director of Parks and Recreation DATE: September 27, 2011 SUBJECT: Household Hazardous Waste Disposal Background: Household Hazardous Waste (HHW) disposal has been a growing concern for residents of Coppell. The program currently in place in Coppell for Household Hazardous Waste disposal consists of staff interaction with the resident upon each occurrence, assistance with the process for disposal and education regarding reduce, reuse, and recycle. Fortunately, staff is not aware of a major problem with Coppell residents illegally dumping HHW, and the numbers of residents taking advantage of HHW disposal are small compared to the number of existing households. Perhaps a contributing factor to this is that many residents utilize outside services for lawn care, pool maintenance, fence repairs and general home renovations and maintenance. The environmental awareness of our residents is surely another contributing factor in having reduced accumulations of HHW. Residential HHW is permissible in landfills, as the Environmental Protection Agency (EPA) has ruled that these amounts are very small and are not harmful. However, the EPA does encourage diversion when possible. A number of years ago the city participated in the Dallas County Household Hazardous Waste Program. The numbers of residents participating in the collection events were very low and the cost continued to increase, so staff began to look at alternatives to better meet the needs of our residents. Seven years ago the city began the current “voucher” system with the Upper Trinity Regional Water District, which allows residents to obtain permission to take most items to a collection center located at I-30 and Loop 820 in Fort Worth. Cost for this service is $58 per voucher. Over the past 12 months, the city has issued 89 vouchers to residents, which is an increase over past years. Often, residents call thinking they need a voucher, but after learning proper disposal methods many not, which is a cost savings for everyone. Residents have expressed a desire for an at-your-door service as they do not want to drive to a facility to dispose of HHW. A recent on-line survey indicated that 78% of the residents that took the survey would support a monthly increase in their water bill for an at-your-door service for HHW and electronics. Waste Management offers an At-Your- Door HHW service, and would add this service for Coppell residents for a per dwelling unit fixed fee of $.64 per month, which includes a 15% franchise fee. After the initial one-year term, the term of the Agreement shall automatically reflect the same contract end date as the existing Municipal Solid Waste and Collection Agreement executed on October 20, 2008, unless written notice of non-extension is provided by either party to the other not less than 60 days prior to the expiration of the initial term. Rates will be adjusted annually by the same percentage as the Consumer Price Index, and a fuel surcharge. The At-Your-Door service is by appointment only, and begins with a call to a call center where the process for removal is explained. A collection kit is shipped to each resident that schedules a service appointment. The kit is comprised of a heavy gauge plastic bag, instruction sheet, survey card, labels for unlabeled containers and a plastic tie for the bag. Electronics are to be placed beside the bag. Residents will then place the secured bag out for collection by 7:00 AM on the scheduled collection day. The bag is to be placed near the entrance door at the front of the house. Residents are instructed not to place the bag near an alley, the curb or street. Items not accepted include business or home business waste, ammunition, explosives, asbestos, or any material in unlabeled or leaking containers. Additional items not accepted include; radioactive materials, illegal or controlled substances, illegal or controlled drugs, controlled or non-controlled medications, biological waste, smoke detectors, fire extinguishers, pressurized cylinders, tires, appliances (larger than microwaves), waste in 6 gallons or larger container, trash, not more than 5 gallons of driveway sealer, and construction materials. In an effort to provide a user friendly HHW and electronics disposal service to our residents, staff recommends a change from the existing HHW drop-off facility in Fort Worth, to an at-your-door service provided by Waste Management for every resident of Coppell. Council Action Requested: Staff has developed an agreement with Waste Management to provide this service. City Council is requested to approve this agreement, which will then take effect on November 1, 2011. HOUSEHOLD HAZARDOUS WASTE COLLECTION AGREEMENT WM At Your Door Special Collection THIS AGREEMENT, dated this __27th__day of September, 2011, by and between the City of Coppell, TX, (“CITY”) and WM At Your Door Special Collection, a Delaware limited liability company (“CONTRACTOR”) states as follows: WHEREAS; CITY desires to utilize the services of CONTRACTOR to manage the CITY’S Door-to- Door Household Hazardous Waste Management Program; and WHEREAS; CONTRACTOR desires to render such services to CITY. NOW THEREFORE, in consideration of the mutual promises set forth herein, and of other good and valuable consideration, the sufficiency of which is hereby acknowledged, CITY and CONTRACTOR agree as follows: 1. Term of Agreement. This initial term of this Agreement shall commence on November 1, 2011 and continue until October 31, 2014. After the initial one-year term, the term of this Agreement shall automatically reflect the same contract end date as the existing Municipal Solid Waste and Collection Agreement executed on October 20, 2008, unless written notice of non-extension is provided by either party to the other not less than 60 days prior to the expiration of the initial term. The services herein are being offered to CITY on a non-exclusive basis. Accordingly, during the term and following the termination of this Agreement, CONTRACTOR retains the right to offer and perform similar or identical services for others. 2. Scope of Services. CONTRACTOR, itself or through its subsidiaries, affiliates or subcontractors, shall provide CITY with collection, management, transportation, disposal, and treatment of Waste Materials (as defined on Exhibit A) directly from, and generated by, residents of CITY, and not including Nonconforming Waste, during the term of this agreement. CONTRACTOR shall have on location, employees or agents, and such materials and equipment as are necessary to handle, containerize, label, load and transport such waste. CONTRACTOR hereby represents and warrants that: (a) CONTRACTOR will manage the Waste Material in a safe and workmanlike manner in full compliance with all valid and applicable federal, state and local laws, ordinances, orders, rules and regulations; and (b) it will use disposal facilities that have been issued permits, licenses, certificates or approvals required by valid and applicable laws, ordinances and regulations necessary to allow the facility to accept, treat and/or dispose of Waste Material. Except as provided herein, CONTRACTOR makes no other warranties and hereby disclaims any other warranty, whether implied or statutory. CITY and CONTRACTOR are responsible for notifying residents of such services. CONTRACTOR is responsible for directing residents to package materials provided by CONTRACTOR at the time collection service is requested by a resident. CONTRACTOR disclaims all responsibility for and assumes no liability for any “Nonconforming Waste,” examples of which are listed in Exhibit A which it will neither handle nor accept for disposal. “Nonconforming Waste” is waste that is not in accordance with waste descriptions given by CONTRACTOR under this Agreement and/or prohibited from being received, managed or disposed of at a transfer, storage or disposal facility used hereunder by federal, state or local law, regulation, ordinance, permit or other legal requirement, or is not a Waste Material. CONTRACTOR will not pick up “Non-conforming Waste” from residents in the CITY. Title to Waste Materials accepted by CONTRACTOR from residents of CITY’s service area for collection, transport and disposal by CONTRACTOR shall pass directly from such residents to CONTRACTOR at the time of its acceptance. CITY shall provide CONTRACTOR a safe work environment on any premises owned or controlled by CITY. 3. Compensation and Payment. CONTRACTOR shall be compensated as follows: CITY shall pay CONTRACTOR a per dwelling unit fixed fee of $ .64 per month. This rate includes a franchise fee of 15%. The fee may be adjusted by CONTRACTOR to account for increased costs due to uncontrollable circumstances, including, without limitation, changes in local, state or federal laws or regulations, imposition of taxes, fees or surcharges and acts of God such as floods, fires, etc. CITY shall provide billing and bill collection services for these services the same as the services being billed per the MUNICIPAL SOLID WASTE COLLECTION AND TRANSPORTATION AGREEMENT in place. CITY shall remit to CONTRACTOR payment for services rendered by CONTRACTOR within thirty (30) days after receipt of invoice. Past due invoices shall bear interest at the highest rate permitted by law. Rates will be adjusted annually by the same percentage as the Consumer Price Index, Dallas/Fort Worth Region for All Urban Consumers, less energy, Not Seasonally Adjusted, Base Period December 1983=100 (published by the United States Bureau of labor Statistics, Consumer Price Index) (the “C.P.I.”) if the C.P.I has increased during the preceding twelve months. In the event the U.S. Department of Labor, Bureau of Labor Statistics ceases to publish the C.P.I., the parties hereto agree to substitute another equally authoritative measure of change in the purchasing power of the U.S. dollar as may be then available so as to carry out the intent of this provision. Contractor agrees to cap this C.P.I .adjustment at a maximum of six percent (6%) for any single year. Annually, the Base Rates shall be subject to a fuel surcharge as follows: The diesel fuel price shall be determined by reference to the Energy Information Administration of the US Department of Energy (“EIA/DOE”)’s Weekly Retail On the Highway Diesel Prices for the Gulf Coast. The EIA/DOE currently publishes these prices on their website at the following location: http://tonto.eia.doe.gov/oog/info/wohdp/diesel.asp. When, according to the EIA/DOE index, diesel fuel ranges between $3.75 to $4.25 per gallon, Contractor will not be entitled to an additional fuel surcharge. If the one-year average is outside the range stated above, Contractor shall adjust the rates by one percent (1%) for each twenty-five cents ($0.25) per gallon that fuel prices have changed. 4. Insurance Requirements. 4.1 CONTRACTOR and its subcontractors are to comply with the terms of this Sections 4 and will comply with the insurance requirements outlined in Section 4.4 below. 4.2 Commencement of Work. CONTRACTOR agrees not to commence any work under this Agreement until CONTRACTOR has obtained all insurance required and CITY has approved such insurance coverage. All insurance required by this Agreement shall contain a Statement of Obligation on the part of the carrier to notify CITY of any material change, cancellation, or termination of the coverage’s under the policy at least thirty (30) days in advance (ten (10) days in the event of cancellation for non-payment). 4.3 Workers’ Compensation Insurance. During the duration of this Agreement, CONTRACTOR shall maintain Workers’ Compensation Insurance in accordance with statutory requirements for the State of Texas. 4.4 Insurance Amounts. CONTRACTOR agrees to maintain the following insurance for the duration of this Agreement: (a) Comprehensive General Liability and Automobile Liability in the amount of $1,000,000.00 per occurrence; (b) Endorsements for the policies under section 4.4 (a) shall designate CITY, its officers, elected officials, and employees as an additional insured. CONTRACTOR shall provide to CITY proof of insurance in the form of certificates of insurance and endorsements, as reasonably requested by CITY from time to time. (c) The limit requirements for Comprehensive General Liability and Automobile Liability policies may be satisfied through a combination of primary and umbrella policies, without gaps in limits and with coverage as broad as the underlying policy 5. Non-Liability of Officials and Employees of the Parties 5.1 No official or employee of CITY shall be personally liable to CONTRACTOR in the event of any default or breach by CITY, or for any amount, which may become due to CONTRACTOR. 5.2 No official, member, owner, shareholder, director, officer, agent or employee of CONTRACTOR shall be personally liable to CITY in the event of any default or breach by CONTRACTOR, or for any amount, which may become due to CITY. 6. Non-Discrimination. CONTRACTOR covenants that there shall be no discrimination against any person or group of persons, due to race, color, creed, religion, sex, sexual preference, marital status, age, handicap, national origin, or ancestry, in any activity pursuant to this Agreement. 7. Independent Contractor. It is agreed by the parties that CONTRACTOR is and shall perform this Agreement as an independent contractor and, as such, shall have and maintain complete control over all of its employees and operations. Neither CONTRACTOR nor anyone employed by it shall be, represent, act, purport to act, or be deemed to be the agent, employee or servant of CITY, and shall obtain no rights to any benefits which accrue to CITY’S employees. 8. Compliance with Law. CONTRACTOR, in performing its obligations under this Agreement, shall comply with all applicable laws, ordinances, codes, and regulations of the federal, state, and local government. 9. Notices. Any notices, bills, invoices or reports required by this Agreement shall be sufficient if sent by the parties in the United States mail, postage paid, to the addresses noted below, or to such other addresses as may be designated by written notice from time to time. (a) If to CONTRACTOR: Patrick F. Anderson WM At Your Door Special Collection 500 S Jefferson Street Placentia, CA 92870 With a Copy to WM’s General Counsel at 1001 Fannin St Ste 4000 Houston, TX 77002 (b) If to CITY: City Manager City of Coppell 255 Parkway P.O. Box 9478 Coppell, Texas 75019 10. Limitations Upon Assignment. This Agreement may not be assigned voluntarily or by operation of law, without the prior written approval of CITY (which approval shall not be unreasonably withheld or delayed); provided, however, that CONTRACTOR may assign this contract, or subcontract the obligations hereunder, to any subsidiary or affiliate of CONTRACTOR or to an acquiring entity that succeeds to the business or substantially all of the assets of CONTRACTOR If CONTRACTOR is permitted to subcontract any part of this Agreement, CONTRACTOR shall be responsible to CITY for the acts and omissions of its subcontractors as it is for persons directly employed. 11. Termination. Either party may terminate this Agreement if the other party breaches this Agreement and fails to cure or diligently prosecute the cure within a reasonable time upon notice thereof. If any change or communication from any municipal, local, state, provincial, federal, or interstate authority occurs with respect to any laws, rules, regulations or ordinances applicable to the rights or obligations contained in this Agreement or which materially impacts either party hereto (including but not limited to changes which increase the cost of providing Services or affect facility permit status), either party shall have the option to have the terms of this Agreement renegotiated in good faith to bring this Agreement and the respective obligations or rights of the parties into compliance with such change or changes, which may include cessation of collection of particular materials or their characterization as a Nonconforming Waste. Termination as set forth above shall be without prejudice to any other remedy the terminating party may have and shall not affect the parties’ uncompleted obligations, including payment for Services rendered by CONTRACTOR. In the event of termination, any work in progress will continue to completion unless specified otherwise in the notice of termination. CITY shall pay for such work in progress that is completed by CONTRACTOR. 12. Execution. The persons executing this Agreement on behalf of the parties warrant that they are duly authorized to execute this Agreement and that by executing this Agreement, the parties are formally bound. 13. Indemnification. (a) CONTRACTOR and CITY (each, an “Indemnitor”) hereby each agrees to indemnify, hold harmless and defend the other party, and its parent, corporate affiliates, subsidiary companies, owners, officers, directors, agents and employees (collectively, the “Indemnitees”), from and against any and all liabilities, penalties, fines, forfeitures, fees, demands, claims, causes of action, suits, judgments and costs and expenses incidental thereto, including attorneys’ fees (collectively, “Liabilities”), which any or all of the Indemnitees may hereafter suffer, incur, be responsible for or pay out for personal, bodily injury or death of the Indemnitee’s employees, agents, subcontractors or invitees, or damage to property owned, leased, rented or hired by the Indemnitee, to the extent caused by: 1) the Indemnitor’s breach of any representations, covenants or warranties set forth in this Agreement; or 2) the Indemnitor’s or its employees’, officers’, owners’, corporate affiliates’ or subcontractors’ (and their subcontractors at any tier) acts, omissions or violations of an obligation imposed by law in the performance of this Agreement. Notwithstanding anything stated herein, no Indemnitee shall be entitled to the benefits of this indemnity Section 13(a) with respect to any Liabilities to the extent they arise as a result of any gross negligence or willful or reckless misconduct of any Indemnitee. (b) CONTRACTOR agrees to indemnify, hold harmless and defend the CITY, its owners, officers, directors, agents and employees from and against any and all Liabilities which any or all of them may hereafter suffer, incur, be responsible for or pay out as a result of contamination or adverse effects on the environment including any Liabilities for removal or remedial actions under the Comprehensive Environmental Response, Compensation and Liability Act of 1980 (also known as Superfund) or comparable state law, caused by the services provided by CONTRACTOR under this Agreement with respect to CITY’s conforming waste materials; provided, however, the obligation of CONTRACTOR to indemnify the CITY shall not apply to any Liabilities relating to Nonconforming Waste or involving waste products disposed of or handled in facilities that are designated for use or engaged by CITY or designated by state, county or local law or ordinance. (c) In no event shall either party be liable for any special indirect, incidental or consequential damages, whether based in contract, warranty, indemnity or tort, negligence or strict liability. 14. Survival. Sections 5.1, 5.2, 7, 8, 9, 13, 14, 15, 16, 18, 19, and 20 shall survive termination of this Agreement. 15. Modification. This Agreement constitutes the entire agreement between the parties and supersedes any previous agreements, oral or written. This Agreement may be modified only by subsequent mutual written agreement executed by CITY and CONTRACTOR. In no event shall the preprinted terms or conditions found on any CITY purchase or work order or similar document be considered an amendment, modification, or supplement to this Agreement, even if such document is signed by representatives of both parties; such preprinted terms and conditions shall be considered null and void and of no effect. 16. Waiver. Any waiver by either party of any provision or condition of this Agreement shall not be construed or deemed to be a waiver of any other provisions or conditions of this Agreement, nor a waiver of a subsequent breach of the same provision or condition, unless such waiver is expressed in writing by the party to be bound. 17. Excuse of Performance. The parties’ obligation pursuant to this Agreement may be suspended by either party in the event of: an act of God, war, riot, fire, explosion, accident, flood, sabotage, pandemic, or threat of same; lack of adequate fuel, power, raw material, labor, containers, or transportation facilities; compliance with governmental requests, laws, regulations, orders or actions; revocation or modification of governmental permits or other required licenses or approvals; breakage or failure of machinery or apparatus; national defense requirements or any other event beyond the reasonable control of such party; or labor dispute, strike, lockout or injunction which event prevents the delivery, transportation, acceptance, treatment, incineration, recycling or disposal of the waste. 18. Governing Laws. This Agreement shall be governed by the laws of the state in which services are performed. 19. Interpretation. This Agreement shall be interpreted as though prepared by both parties. 20. Severability. Should any provision of this Agreement be adjudged illegal, invalid or unenforceable, such illegality, invalidity or unenforceability shall not affect the legality, validity or enforceability of the Agreement as a whole or any sections, subsections, sentences or clauses hereof not so adjudged. IN WITNESS THEREOF, the CITY and CONTRACTOR have executed this Agreement as of the date first written above. WM At Your Door Special Collection CITY OF COPPELL, TEXAS Signed: BY: ____________________________ Clay Phillips Title: Title: City Manager DATE: ____________________ DATE: ________________________ ATTEST: ATTEST: _______________________ _________________________________ ENCLOSURES: Exhibit A- Scope of Work with Materials accepted and NOT accepted EXHIBIT A WM At Your Door Special Collection Scope of Work I. Service Scope: City of Coppell Residential Solid Waste Customers will be provided an on-call At Your Door Special Collection Removal Service. a. Residential At Your Door Special Collection Removal Service will be provided by appointment only. b. Residential Customers will call toll free 800 449-7587 to schedule a service appointment. c. Appointment service times and dates are determined by the volume of appointments already scheduled for Coppell Residents. Each resident will be given a specific service date when calling for a service appointment. d. A collection kit will be shipped to each resident scheduling a service appointment. The kit is comprised of a heavy gauge plastic bag, instruction sheet, survey card, labels for unlabeled containers and a plastic tie for the bag. The collection bag must be used. II. How to pack the Collection Bag: Collection bag must be packed according to directions provided to each resident scheduling service. a. Place the plastic bag on the ground near your entrance door. Bring the waste to the bag. Do not drag. b. Resident will check each container. If any do not have labels, use those provided or clearly mark the container. Service Provider cannot accept unknown materials. c. If a container leaks, repackage and label it. Place all labeled items into the bag; do not overfill it. d. Gather excess plastic at the top of the bag and apply a cable tie to secure the bag. e. Place electronics items, auto batteries and fluorescents beside the filled bag. III. Material that Will NOT Be Collected: Service Provider does not accept business or home-business waste through this program. Additional materials that will not be collected (future ineligible items may not be limited to the below examples due to possible legal changes in compliance requirements) a. Ammunition, explosives, asbestos, or any materials in unlabeled or leaking containers. b. Any Radioactive Materials c. Any illegal or controlled substance d. Any illegal or controlled drug e. Any medications, either controlled or non-controlled f. Biological waste g. Smoke detectors h. Fire extinguishers i. Pressurized cylinders j. Tires k. Appliances (larger than microwave) l. Waste in 6 gallon or larger container m. Trash n. Not more than 5 gallons of driveway sealer o. Construction materials IV. Materials that Will be Collected: Examples of acceptable collection items are below. Future acceptable collection items may increase or decrease according to Federal, State and Local compliance laws. a. Aerosols containing flammable or hazardous material such as paint b. Lubricant - Automotive/Household Compressor Oil, Cutting Oil, etc\ c. Electronics - CPU's (computers) Laptop and handheld computers; CRT's (Computer Monitors); Telephones, Cell Phones, Portable Phones, Keyboards, Mice, CD-ROM's (other disc drives), Related cables acceptable as well d. Televisions, VCR's, CD Players, Stereos e. Art/Hobby Supplies — Adhesive, Paint, Cleaners, Correction Fluid, Photography Chemicals f. Other Household — Fluorescent Tubes/Bulbs, Compact Fluorescent Lamps (CFLs), Thermostats, Thermometers g. Automotive Products—Cleaners, Lubricant, Solvent, Fuel, Brake Fluid, Antifreeze, Carburetor Cleaner, Metal Conditioner, Engine Degreaser, Fuel Additives, Used Motor Oil, Used Oil Filters, windshield washer fluid, transmission fluid, batteries, oily rags, polishes, waxes h. Paint - Aerosols, Hobby/Automotive/Household Latex and Oil-Base Paint Products including Thinner, Lacquer, Linseed Oil, Primer, Stain, Varnish, stripper caulking, glue, wood preservative i. Microwave Ovens j. Batteries — Automotive and Household k. Personal Products — Nail Polish, Polish Remover, Rubbing Alcohol, Shoe Polish, Spot Remover l. Scanners, Printers (desk top, non-commercial) m. Household Cleaners – bleach, cleaning compounds, floor stripper, drain cleaner, tile remover, tile cleaner, rust remover n. Household/Auto Polish, Degreaser, Rug/Upholstery Cleaner, etc. o. Poison — Household/Garden Poison (insecticide, herbicide, fungicide), Bait, Fertilizer, etc. p. Fax Machines q. Copiers (non commercial, desk top units only) r. Flammables — Automotive/Household Solvent, Fuel, Paint, Lubricant, Kerosene, Charcoal Lighter Fluid, Mineral Spirit s. Thermostats/Thermometers containing mercury (be careful not to break them) t. Sharps — Including needles and lancets placed into a sealed rigid plastic container prior to placing inside the bag. u. Swimming Pool chemicals – pool acid; chlorine – tablets, liquid V. How to Pack the Collection Bag: The collection bag must be packed according to directions provided to each resident scheduling service. a. Resident will place the plastic bag on the ground near their entrance door. Bring the waste to the bag. Do not drag. b. Resident will check each container. If any do not have labels, use those provided or clearly mark the container. Service provider cannot accept unknown materials. c. If a container leaks, resident must repackage and label it. Placing all labeled items into the bag; do not overfill it. d. Resident will gather excess plastic at the top of the bag and apply a cable tie to secure the bag. e. Resident will place electronics items, auto batteries and fluorescents beside the filled bag. f. Certain large items cannot be placed in the collection bag. These items will be listed on the instruction list provide to each resident at the time of scheduled service. VI. Example Items that Must be Placed into the Collection Bag: Poison, Solvent, Fungicide, Oil-Base & Latex Paint, Metal Polish, Aerosols, Moth Balls, Cleaners, Creosote, Antifreeze and Used Motor Oil VII. Example Items that Must be Placed outside the Collection Bag: Material: Maximum Amount: Auto Batteries Up to 4 Fluorescent Straight Tubes & CFLs 10 Each Televisions 3 Each Computer Monitors 3 Each Consumer Electronics with Circuit Boards No Limit VIII. When and Where Residents Place the Collection Bag on the Service Appointment Day: Place the secured bag near your entrance door, garage or other area near the front of your house. a. Residents will not place this bag in or near an alley, the curb or street. Do not allow pets or children access to the container. b. Place the secured bag out for collection by 7:00 AM on your scheduled collection day. c. Additional Service Appointment Day Practices: 1.) Residents will never mix materials. 2.) Keep materials in original containers whenever possible. 3.) Residents will always seal containers to prevent leakage. 4.) Label any items that are not already clearly labeled. WORK SESSION CONSENT REGULAR DEPT: DATE: ITEM #: AGENDA REQUEST FORM ITEM TYPE: ITEM CAPTION: GOAL(S): EXECUTIVE SUMMARY: FINANCIAL COMMENTS: RECOMMENDED ACTION: ACTION TAKEN BY COUNCIL: ȱ Finance September 27, 2011 20 ✔ RESOLUTION Consider approval of a Resolution amending Resolution No. 010996.3 as heretofore amended, with regard to Water Rates (Conservation Rate Dates), Water and Sewer Tapping Fees, Alarm Permit Fees, Zoning Fees, Other Inspection Fees, Emergency Ambulance Service Fees, Street Light Fee, Recreational Fees (Sports Entry, Non Co-Sponsored Organizations, Fitness in the Parks) and Garbage Collection Fees (WM at Your Door) and authorizing the Mayor to sign. The accompanying memorandum provides the detail for the proposed fee changes. Staff recommends approval of the Resolution. $MasterFee-1AR MEMORANDUM Date: September 27, 2011 To: Mayor and Council From: Jennifer Miller, Director of Finance Via: Clay Phillips, City Manager Subject: Fee Resolution The fee resolution is being brought forward to update fees that have been presented for Council’s review of the last four months. Water Rate – There are no changes being proposed to the water rates. This is only a clarification to the dates covered by the water conservation rate. This change sets out the actual billing periods covered. Water and Sewer Tapping Fees – These fees are being deleted. The City does not make the connection and therefore will not need to assess these fees. Alarm Permit Fees – These changes are those presented by Chief Tristan during the Council work session on September 13, 2011. Zoning Fees – The changes to the zoning fees are those that were presented by Gary Sieb, Director of Planning during the work session on September 13, 2011. Other Inspection Fees – These are the new fees for Rental Property registration and inspection presented by Michael Arellano, Chief Building Official on June 14, 2011. The fees are effective January 1, 2012. Emergency Ambulance Fees – The Fire Department and Emergicon presented these fees to Council at the May 24, 2011 work session. It has been verified that there will be no balance billing to Coppell residents and these fees will become effective October 1, 2011. Street Light Fees – This is a pass through fee change by TXU to the City for street lights and then charged by the City to the developer. This change is to reflect the actual amount charged to the City. Recreational Fees – Sports Entry, Non Co-Sponsored Organizations and Fitness in the Parks – These fees were presented during Council work session on September 13, 2011 by Brad Reid, Director of Parks and Recreation. Garbage Collection Fees – This is the new fee of $.64 per month for WM at Your Door. It is included in the total residential collection rate of $15.77 and Senior Citizen rate of $14.19. Staff members from the various departments will be available to answer questions regarding the fees associated with their functions. 1 RESOLUTION NO. __________________ A RESOLUTION OF THE CITY OF COPPELL, TEXAS, AMENDING RESOLUTION NO. 010996.3, THE MASTER FEE SCHEDULE, AS AMENDED, BY AMENDING THE WATER RATES (CONSERVATION RATE DATES), IN PART; THE WATER AND SEWER TAPPING FEES, IN PART; THE ALARM PERMIT FEES, IN PART; THE ZONING FEES, IN PART; OTHER INSPECTION FEES, IN PART; EMERGENCY AMBULANCE SERVICE FEES, IN PART; STREET LIGHT FEE, IN PART; RECREATIONAL FEES (SPORTS ENTRY, NON CO- SPONSORED ORGANIZATIONS, FITNESS IN THE PARKS), IN PART; AND THE GARBAGE COLLECTION FEES (WM AT YOUR DOOR), IN PART; AND PROVIDING A REPEALING CLAUSE AND PROVIDING AN EFFECTIVE DATE. WHEREAS, the City Council of the City of Coppell, Texas, previously adopted Resolution No. 010996.3 to provide for general and special fees and charges to be assessed and collected by the City, as authorized by the Code of Ordinances and other applicable codes, ordinances, resolutions, and laws; and WHEREAS, the City Council of the City of Coppell desires to amend certain fees as set forth therein and delete others as authorized by law; NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF COPPELL, TEXAS: SECTION 1. That the Master Fee Schedule section entitled “Water Rates (Monthly)” be amended, in part, to read as follows: Residential: “…. Conservation Water Rate June 1 – October 31 Billings ….” SECTION 2. That the Master Fee Schedule section entitled “Tapping City Water Mains” be amended, in part, to read as follows: “…. A. Water Tap Inspection Fee …” B. Water Meter Fee …” 2 SECTION 3. That the Master Fee Schedule section entitled “Tapping City Sewer Mains” be amended, in part, to read as follows: “…. A. Sewer Tap Inspection Fee …” SECTION 4. That the Master Fee Schedule section entitled “Alarm Permits” be amended, in part, to read as follows: 1. Residential Alarm Permit Fee $30.00 2. Annual Renewal (Residential) $20.00 3. Commercial Alarm Permit Fee $50.00 4. Annual Renewal (Commercial) $50.00 5. False Alarm Fees a. First 3 False Alarms No Charge b. 4 – 6 False Alarms $ 50.00 each c. 7 – 9 False Alarms $ 75.00 each d. Over 9 False Alarms $100.00 each …” SECTION 5. That the Master Fee Schedule section entitled “Zoning Fees” be amended, in part, to read as follows: 1. Standard Zoning Filing Fee (including PD) $500.00 minimum plus $25.00 per acre or portion thereof 2. Special Use Permit $400.00 minimum plus $25.00 per Acre or portion thereof …” “… 4. Conceptual Site Plan Delete Fee 5. Preliminary Plat Residential $500.00 plus $20.00 per lot Non Residential and Multi Family $500.00 plus $35.00 per acre or a portion thereof 6. Amending Plats and Minor Plats (Administrative Approval) Residential $250.00 7. Secondary and Minor Plats “… Non-residential and Multi Family $500.00 plus $35.00 per acre or a portion thereof 8. Final Plat “… Residential $100.00 plus $4.00 per lot 9. Replat “… Residential $100.00 plus $25.00 per lot …” 3 SECTION 6. That the Master Fee Schedule section entitled “Other Inspection Fees” be amended, in part, to read as follows: “… g. Registration and Inspection of Rental Property Single Family Registration $ 5.00 Single Family Inspection $20.00 Multi-Family (Registration and Inspection $10.00 per Unit These fees are effective January 1, 2012. …” SECTION 7. That the Master Fee Schedule section entitled “Emergency Ambulance Service” be amended, in part, to read as follows: Resident Non-Resident Basic Life Support $750.00 $850.00 Advanced Life Support $850.00` $950.00 Advanced Life Support II $950.00 $1050.00 BLS Supplies $200.00 $200.00 ALS Supplies $400.00 $400.00 Oxygen $150.00 $150.00 Mileage $15.00 per mile $15.00 per mile Fractional Fractional There is no balance billing of Coppell residents. This fee is effective October 1, 2011. …” SECTION 8. That the Master Fee Schedule section entitled “Engineering Fees” be amended, in part, to read as follows: “… 6. Street Light Fee $584.64 per light …” SECTION 9. That the Master Fee Schedule section entitled “Recreational Fees” be amended, in part, to read as follows: 1. Sports Entry Fee - Resident $15.00 per player per season Sports Entry Fee – Non-Resident $35.00 per player per season Non Co-Sponsored Organizations 100% of Direct Costs Fitness in the Parks – Resident Instructor $100.00 Annual Permit Fee Fitness in the Parks – Non Resident Instructor $250.00 Annual Permit Fee …” 4 SECTION 10. That the Master Fee Schedule section entitled “Garbage Collection Fees” be amended, in part to read as follows: Solid Waste and Recycling (Includes Yard Trimmings and WM at Your Door) 1. Residential Garbage Customer $15.77 per month Senior Citizen Residential Garbage Customer $14.19 per month …” SECTION 11. That all provisions of the resolutions of the City of Coppell, Texas, in conflict with the provisions of this Resolution, except as noted herein, be, and the same are hereby, repealed, and all other provisions not in conflict with the provisions of this Resolution shall remain in full force and effect. SECTION 12. That should any word, phrase, paragraph, or section of this Resolution be held to be unconstitutional, illegal or invalid, the same shall not affect the validity of this Resolution as a whole, or any part or provision thereof other than the part so decided to be unconstitutional, illegal or invalid, and shall not affect the validity of the Resolution as a whole. SECTION 13. That this Resolution shall become effective immediately from and after its passage as the law and charter in such cases provide. DULY PASSED by the City Council of the City of Coppell, Texas, this the 27th day of September, 2011. APPROVED: __________________________________ DOUGLAS N. STOVER, MAYOR ATTEST: __________________________________ CHRISTEL PETTINOS, CITY SECRETARY APPROVED AS TO FORM: __________________________________ CITY ATTORNEY WORK SESSION CONSENT REGULAR DEPT: DATE: ITEM #: AGENDA REQUEST FORM ITEM TYPE: ITEM CAPTION: GOAL(S): EXECUTIVE SUMMARY: FINANCIAL COMMENTS: RECOMMENDED ACTION: ACTION TAKEN BY COUNCIL: Parks and Recreation September 27, 2011 21 ✔ PROCEDURAL Consider approval of the Parks and Recreation Department’s “Cost Recovery Model, Resource Allocation Philosophy, and Policy” report, and the enclosed considerations, goals, and objectives See attached memo. Staff recommends approval. ^Cost Recovery - 1 AR PARKS AND RECREATION DEPARTMENT CITY COUNCIL AGENDA ITEM Date: September 27, 2011 To: Mayor and City Council From: Brad Reid, Director Re: Consider approval of the Parks and Recreation Department’s “Cost Recovery Model, Resource Allocation Philosophy, and Policy” report, and the enclosed considerations, goals, and objectives Background: A City Council goal this year is to evaluate the current Park User Fees to determine if they are fair, equitable and in keeping with the expectations of the community. In order to accomplish this goal, the Parks and Recreation Department has hired the consultant firm of GreenPlay, LLC to guide us through a process of establishing a “cost recovery” philosophy, which will lead to the recommendation of appropriate fees for all park and recreation, environmental health and cemetery services. The benefit of this philosophy is that it will give structure and a methodology to determining fees based on the beneficiary of the services provided. For instance, if a particular service is more community based, the cost for the service is borne by the general tax payer. However, if the service is more individualized and the beneficiary is a single person or relatively small group, the direct cost of providing the service will be charged more to the actual user. As part of this Cost Recovery Model, Resource Allocation Philosophy and Policy project, the City of Coppell Parks and Recreation Department elected to examine their resource allocation practices and develop a consensual philosophy, model and policy. Thankfully, the city is not currently facing tough financial times, but the department is forward thinking and desires to have a philosophy, model and policy in place to ensure proper planning and accountability to city leaders and the community as a whole. Preparing this Financial Resource Allocation Philosophy will assist in answering challenging questions from the city leadership and from the citizens such as: • Are our programs priced fairly and equitably? • How will we continue to fund departmental facilities and services in relationship to future budget constraints? • Are we using funding in a responsible manner? • Is there a methodology for the distribution of subsidy (funds used in excess of what is collected by direct fees)? If so, are we transparent? • Does the way we charge for services (facilities, programs, etc.) support the departmental values, vision and mission? Method Used in Determining a Cost Recovery Philosophy The process has involved staff to a large degree, departmental leadership and the community, because buy-in from all stakeholders is critical to successful development and implementation. For the purposes of developing a Financial Resource Allocation Philosophy and Policy, cost recovery is defined as the amount of funding for non-capital items that comes into the city that is not General Fund tax subsidy or other subsidy (whether derived from property, sales, or other sources). • In February 2011, the Parks and Recreation staff met with representatives from Greenplay, LLC, to begin the process of establishing project expectations, determine critical success factors and begin to assess the current cost recovery situation. • On March 22, 2011, a workshop was held with staff to introduce and educate on the Cost Recovery Pyramid Methodology, develop the Categories of Service for the department and determine what costs staff needs to provide. The City Council also received an introduction to the initiative and an update as to the progress to that point. • In April 2011, the next series of workshops was held with the public to receive input on the departmental vision, mission and values and to sort the Categories of Service based on the beneficiary of each service type. Based on the information gathered at these workshops, each type of service was categorized onto a “Resource Allocation Model” labeling types of service from “mostly community benefit, to “mostly individual benefit”. Also established at this time was identification of current cost recovery levels and identification of direct and indirect costs for specific services. • An update was made to the Park Board on June 6, 2011 as to the decisions that have been made. The Board was excited about the progress and look forward to some final recommendations. • During the last full week of June, Greenplay returned for meetings with staff to establish cost recovery target ranges and recommended goals, and developed implementation strategies including a recommendation for changing the method of administering fees to the Coppell youth sports organizations. • The City Council was updated on July 12, 2011 regarding the categorization of services, the initial cost recovery model and the preliminary elements for consideration. • The City Council discussed the Park User Fees on September 13, 2011 and made changes to the existing structure based on the cost recovery model and philosophy. Current Cost Recovery When we refer to the level of cost recovery, it is important to note that only direct costs of providing the service are included. No indirect costs will be attributed to a particular service. Total cost recovery (non-tax revenue sources) in 2009 for the City of Coppell Parks, Recreation Department; including Environmental Health was approximately 29% in the General Fund and 35% in the Enterprise Fund (Rolling Oaks). This lead to a total Departmental cost recovery of approximately 30% of the operating expenses from fees and other forms of alternative funding such as sales, grants, and interest income. This percentage, along with community satisfaction ratings, indicates very high City Council and community support for use of tax dollars to fund the many existing services of the Department. However, there continues to be a demand for more high quality facilities and programs. Efforts to meet this demand could be possible through an increase in cost recovery for appropriate programs and services. This enhances the ability to generate revenue while maintaining or increasing the participation needed to generate new dollars. The Cost Recovery Model, Resource Allocation Philosophy and Policy takes into account the funding philosophies that will guide future pricing and allocation of resources. Current Cost Recovery Accounting The department collects specific amounts of revenue through fees and charges for the various services provided. These revenues are primarily collected from participants utilizing very individualized services such as classes, lessons, memberships, admissions, rentals and merchandise purchase. It is important to recognize that, because of the community service aspect of our offerings, the vast majority of the cost of services and facilities offered by the Parks and Recreation Department will be spent on elements that benefit the entire community, and not those elements that have a mostly individual benefit. In the model that staff has been examining for the past several weeks, the percentage of cost attributable to the provision of “community focused” initiatives has been discovered to be approximately 77%. These services are exemplified by the open spaces in the parks, the trail system, community-wide events and numerous volunteer opportunities such as the Community Gardens, Farmers Market and Friends of Coppell Nature Park, which have limited or no expectation of cost recovery. Current Subsidizations Accounting ƒ Taxes o Property tax is the primary source (51%) of funding for the city and is allocated on an annual basis by the City Council o Sales tax is the secondary source (17%) of funding for the city, has a limited capacity and is also allocated annually through the budget process. The ½ cent sales tax dedicated to park development through the Coppell Recreation Development Corporation is projected to generate $4,500,000 in FY 2010-11, of which $3,300,000 will be transferred into maintaining the elements developed by this tax. It is important to note that an estimated 55-60% of this tax is paid by non-residents of Coppell. Financial Goals There are many goals to be addressed by this process. Of prime importance is to understand that a goal is not to automatically raise fees for services simply because something falls outside the standard for that service. Nor is it a goal to immediately achieve cost recovery of certain services that are not currently hitting the target. Primarily, this work will lay the foundation for development and implementation of appropriate and understandable fees for all services. Another proposed outcome is a mechanism and consistent language for communicating the need for taxpayer funding and how it is used. The ambitious long-term financial goal is to lessen the department’s dependence on tax funds. It is informative to identify trends regarding all sources of revenue. As a part of this study we looked at actual revenues from FY2008/2009 ($1,564,800) and FY2009/10 ($2,153,364), and anticipated for FY 2010/11 ($2,075,057), for all types of programs and services. This cost recovery philosophy development process has been very enlightening to staff and will change the way that they consider program and service delivery. The community input aspect of establishing the categories of service and the associated cost recovery levels was particularly interesting. Although the community has always been very supportive of Parks and Recreation services in Coppell, there is a desire among the residents to have some program elements to better recover their costs through fees, donations, grants, sponsorships, etc. There are a number of major considerations forthcoming as a result of this study which will include the resident/non-resident fee structure, a formal scholarship program, changing the “membership” aspect of facility access, expansion of sponsorships and donations to assist with financial sustainability of programs, simplify the fee structure at the Aquatics and Recreation Center and establish defensible rates at Rolling Oaks Memorial. There will also be a focus on reviewing the financial viability of certain services; with efforts to increase cost recovery through lowering costs, increasing revenues and modifying or eliminating services that are underperforming. The appropriate listed items will be strategically brought before Council over the next few months for consideration. City Council Action requested: Acceptance of the Parks and Recreation Department’s “Cost Recovery Model, Resource Allocation Philosophy, and Policy” report, and supporting the outlined considerations, goals, and objectives.       Parks and Recreation Department  Cost Recovery Model, Resource  Allocation Philosophy and Policy  September 2011 Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 i  Acknowledgements    City Council Parks and Recreation Advisory Board    Doug Stover, Mayor Greg Garcia, Chair  Marsha Tunnell, Mayor Pro Tem Jack Clark, Vice Chair  Tim Brancheau, Council Member  Larry Jones, Secretary  Bob Mahalik, Council Member Neil Bales  Brianna Hinojosa‐Flores, Council Member  Brian Brandstetter  Billy Faught, Council Member Biju Mathew  Marvin Franklin, Council Member William Whitehill  Karen Hunt, Council Member Ed Guignon, Alternate   Philip Houm, Alternate   Lauren Barbo, Student Advisor   Nicholas Velez, Student Advisor    City Manager  Clay Phillips  Deputy City Manager  Mario Canizares    Parks and Recreation Director   Brad Reid     The Core Team  Doug Kratz, Assistant Director of Recreation  The Participating Staff  John Elias, Parks Operations Manager  Guy McLain, Assistant Director of Parks  Denice Neal, Recreation Center Manager  Laci McKinney, Senior Center Manager  Louie Lauck, Recreation Supervisor  Shelley Abraham, Recreation Supervisor  Tom Omick, Cemetery Manager      Amanda Vanhoozier, Community Programs Supervisor  Perri Kittles, Environmental Health Officer  Jessica Carpenter, Aquatics Supervisor  Lindsay Dobson, Recreation Supervisor  Cecilia Gandara, Administrative Support Supervisor  Kevin Price, Parks Operations Supervisor  Lloyd Mauch, Parks Operations Supervisor  Sheri Freestone, Recreation Coordinator    For more information about this document, please contact:    City of Coppell Parks and Recreation Department      GreenPlay, LLC  Karon Badalamenti, CPRP, Principal and Pat O’Toole, Principal and Project Consultant  211 N. Public Road, Lafayette, CO  80026    Telephone: 303/439‐8369  www.GreenPlayLLC.com                                      THIS PAGE INTENTIONALLY LEFT BLANK    Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 iii  Table of Contents    Acknowledgements .................................................................................................................. i  Executive Summary ................................................................................................................. 1  The Cost Recovery Model, Resource Allocation Philosophy and Policy Process ........................ 7  Review and Analysis of Organizational Values, Vision, and Mission ...................................... 11  The Pyramid Methodology: Cost Recovery and Subsidy Allocation Philosophy ...................... 13  Progressive Analysis and Materials ....................................................................................... 21  The Pyramid Methodology – Target Cost Recovery ................................................................ 37  Pricing 101: Developing a Pricing Strategy ............................................................................ 39  Considerations ‐ Operational and Financial Strategies ........................................................... 43  Appendix A – Service Categories ............................................................................................ 49  Appendix B – Direct and Indirect Costs .................................................................................. 53  Appendix C – Glossary of Terms and Definitions .................................................................... 55  Appendix D ‐ Comparative Analysis Criteria ........................................................................... 63  Appendix E ‐ Ability to Pay and Sample Fee Reduction/ Waiver or Scholarship Policy ............ 65                                        THIS PAGE INTENTIONALLY LEFT BLANK    Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 1  Executive Summary  In an effort to continually improve and enhance services and overall organizational effectiveness, the  Coppell Parks and Recreation Department began an extensive process to create a Cost Recovery Model,  Resource Allocation Philosophy, and Policy. This process included an analysis of the Department’s  values, vision, and mission; review and assessment of services including programs and facilities;  categorization of Departmental services based upon the level of community versus individual benefit;  identification of direct and indirect costs, and an evaluation of current pricing methods. All of the  components of this process directly influence current cost recovery and subsidy allocation levels, the  establishment of future cost recovery and subsidy allocation goals, and future pricing strategies and  methods. This comprehensive review and analysis will assist the Department in refining its service  delivery and financial management philosophy as it moves forward in efforts to sustain services over  both the short and long‐term.    Having a Cost Recovery Model, Resource Allocation Philosophy, and Policy will assist in answering  challenging questions from the city leadership and from the citizens such as:     y Are our programs priced fairly and equitably?   y How will we continue to fund departmental facilities and services in relationship to future  budget constraints?   y Are we using funding in a responsible manner?   y Is there a methodology for the distribution of subsidy (funds used in excess of what is collected  by direct fees)? If so, are we transparent?   y Does the way we charge for services (facilities, programs, etc.) support the departmental values,  vision and mission?     Core Values, Project Vision, and Mission  The initial step in the process included the review of the Park and Recreation Department’s core values,  project vision, and mission. The City of Coppell had developed these fairly recently and after review and  discussion, it became apparent that the staff was comfortable with the Department’s values listed for  the community, the City of Coppell’s vision statement, and the Department’s mission statement.    Cost Recovery and Subsidy Allocation  As part of the Cost Recovery Model, Resource Allocation Philosophy and Policy project, an analysis of  current cost recovery and subsidy allocation was conducted. Cost Recovery is the basis for the degree  to which the operational and maintenance costs of service provision are financially supported by user  fees and/or other applicable funding mechanisms such as grants, partnerships, donations, sponsorships,  volunteers or other alternative funding sources. In contrast, Subsidy includes designated General Fund  sources such as sales taxes, property taxes, or other taxing mechanisms that financially support  operations and maintenance of services. Subsidy dollars provide for service costs that are not recovered  by either user fees or other forms of alternative funding. Essentially, subsidy is the community’s  investment in parks, recreation, environmental health, and cemetery services.    The total cost recovery (non‐tax revenue sources) in FY 2009‐10 for the City of Coppell Parks and  Recreation Department, including Environmental Health, was approximately 29% in the General Fund  and 35% in the Enterprise Fund (Rolling Oaks Memorial Center). This led to a total Departmental cost  recovery of approximately 30% of the operating expenses from fees and other forms of alternative  funding such as sales, grants, and interest income. This percentage, along with community satisfaction  ratings, indicates very high City Council and community support for use of tax dollars to fund the many    2   City of Coppell Parks and Recreation Department  existing services of the Department. However, there continues to be a demand for more high quality  facilities and programs. Efforts to meet this demand could be possible through an increase in cost  recovery for appropriate programs and services. This enhances the ability to generate revenue while  maintaining or increasing the participation needed to generate new dollars. The Cost Recovery Model,  Resource Allocation Philosophy, and Policy takes into account the funding philosophies that will guide  future pricing and allocation of resources.    Current Cost Recovery Accounting   The Department collects specific amounts of revenue through fees and charges for the various services  provided. These revenues are primarily collected from participants utilizing very individualized services  such as classes, lessons, memberships, admissions, rentals, and merchandise purchase.     The following is a listing of Actual Cost Recovery Percentages in FY 2009‐10 for a representative sample  of categories of service. The percentages listed here are based on the actual costs to provide the service.  The ranges are due to the different classes that fall into each category type. For instance, introductory  group swim lessons could experience a high cost recovery percentage because of high demand, limited  alternative opportunity, and comparable pricing in the area. Conversely, introductory guitar or painting  lessons may have a lower percentage of cost recovery because of lower demand. Both of these services  fall within the same category of service (Classes, Workshops & Clinics‐Int/Adv), but the cost recovery will  vary greatly. This type of class, however, should always be expected to recover a minimum percentage  of the cost to offer the program.     y Private Room Rentals at Community Center  65%‐137%   y Classes/workshops/clinics (beginner)  76%‐571%   y Classes/workshops/clinics (intermediate/advanced)  131%‐343%   y Cemetery Operations  35%   y Youth Sports Associations (without electrical costs)  7%‐44%     It is important to recognize that, because of the community service aspect of our offerings, the vast  majority of the cost of services and facilities offered by the Parks and Recreation Department will be  spent on elements that benefit the entire community, and not those elements that have a mostly  individual benefit. This is exemplified by the open spaces in the parks, the trail system, community‐wide  events and numerous volunteer opportunities such as the Community Gardens, Farmers Market and  Friends of Coppell Nature Park, which have limited or no expectation of cost recovery.     The current subsidization sources for the department are property tax and sales tax. The following is a  breakdown of the taxes that support the department.    y Property tax is the primary source (51%) of funding for the city and is allocated on an annual  basis by the City Council.    y Sales tax is the secondary source (17%) of funding for the city, has a limited capacity and is also  allocated annually through the budget process. The ½ cent sales tax dedicated to park  development through the Coppell Recreation Development Corporation is projected to generate  $4,500,000 in FY 2010‐11, of which $3,300,000 will be transferred into maintaining the elements  developed by this tax. It is important to note that an estimated 55‐60% of this tax is paid by non‐ residents of Coppell.   According to Dr. John Crompton, a leading expert on parks and recreation financing, the national  average of cost recovery in public parks and recreation is approximately 34 percent. Although the    Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 3  Coppell Parks and Recreation Department’s cost recovery level is slightly lower than the national  average, it is important to note that communities across the country vary in terms of how they allocate  direct and indirect costs qualifiers such as availability of resources, size, scope of services, community  demand, and ability to pay. Therefore, different departments must maintain cost recovery/subsidy  levels that are appropriate based upon their own community’s characteristics, values, and available  funding.     Pyramid Model and Focus Groups  The Parks and Recreation Department held one staff meeting with twenty‐six participants as well as  three public forums where thirty‐six residents representing the Coppell community were engaged in  focus groups. This served to introduce them to the Pyramid Methodology, a current best practice  approach that assists agencies in identifying a financial management philosophy detailing the level to  which all Department services should be subsidized, if at all. Residents were asked to rank, in order of  the degree of community or individual benefit, services for diverse populations with varying interests.  Subsequently, they guided the development of proposed resource allocation levels for the Coppell Parks  and Recreation Department, categorizing each Department service based upon perceived beneficiaries  of services, community values, and project vision and mission.    The resulting pyramid model target cost recovery levels are intended to account for all direct and  indirect costs, while working toward increasing the cost recovery of many services. The intent is to help  the Park and Recreation Department adjust to the current economic climate and budget restraints,  while not decreasing services.    Considerations – Operational and Financial Strategies  Once all of the above analysis and process was completed, Department staff developed Operational and  Financial Strategies outlining financial planning and operational efforts intended to put the Cost  Recovery Model, Resource Allocation Philosophy and Policy Strategy into action. This internal working  document articulates the goals and objectives that must be achieved to realize the intended results of  this comprehensive process. This operational plan will move the organization forward in a logical and  organized way while maintaining connectivity to the steps in this financial planning process.    The Considerations – Operational and Financial Strategies address the following priority issues:  y Revise the resident vs. non‐resident fee structure  y Develop a formal scholarship program  y Change the “Membership” aspect of facility access to a revised “Admission” and “Passes”  structure  y Expand sponsorships and donations to assist with financial sustainability of programs  y Establish a defensible fee for community youth sports  y Simplify the fee structure at the Aquatics and Recreation Center  y Establish defensible rates at Rolling Oaks Memorial Center  y Focus on reviewing and monitoring the financial viability of certain services  y Increase cost recovery through lowering costs, increasing revenues and modifying or eliminating  services that are underperforming    Goals and strategies for these and additional issues have been addressed in detail in the Considerations  – Operational and Financial Strategies portion of this document.        4   City of Coppell Parks and Recreation Department    Cost Recovery Targets, Pricing, and Goals Workshop  As a last step, staff participated in a Cost Recovery Targets, Pricing, and Goals Workshop intended to  create a consistent, fair, and equitable approach to the development of cost recovery targets and  service fees and charges based upon established resource allocation goals.     The outcome of this comprehensive process resulted in a proposed Cost Recovery Model and Resource  Allocation Philosophy and Policy Strategy that is intended to guide the development and management  of the Department’s operational budget into the future.    Conclusion  The primary goal of the Coppell Parks and Recreation Department’s Cost Recovery Model and Resource  Allocation Philosophy and Policy Strategy is to establish organizational sustainability through a logical  and thoughtful philosophy that supports the core values, project vision, and mission of the Coppell Parks  and Recreation Department, and its community.    As a result of the comprehensive process and impending results the department will begin the process  of implementing strategies and align financial resource allocation with newly developed cost recovery  goals. These efforts are intended to create service sustainability for the organization and resulted from  the following steps in the process:    y Pyramid Methodology – Resource Allocation Philosophy  y Considerations/Operational Action Plan – internal action plan  y Cost Recovery Targets, Pricing, and Goals Workshop – development of a pricing philosophy            Copyright © 2001, 2003, 2008 GreenPlay, LLC‐Classes, Workshops & Clinics – Beg/Multi‐Level ‐Rentals – Inter‐Government Agencies/Partners/Social Services    (Partners include Youth Sports Assn,,  Coppell Theater, Coppell ISD, etc.) ‐Recreational Tournaments and Leagues (City operated) ‐Youth Camps ‐Specialized Activities ‐ Social ClubsCity of Coppell, TX Parks & Recreation   Cost Recovery Pyramid ‐ 2011Recommended Pyramid Based on Consensus of Participating Citizens  ‐Monitored Facility Usage ‐Volunteer Program (Community Programs)  ‐Non‐Monitored Park/Facility  ‐ Inspections ‐Community‐wide Events ‐Inclusionary Services  MostlyIndividualBenefitConsiderableIndividualBenefitConsiderable Community BenefitMostly Community Benefit Balanced Community/Individual Benefit‐Support Services – Services and facilities that are provided by the staff and volunteers that support the administration, operations, and/or general City operations. (E.g.: Information services, financial, human resources, department‐wide marketing, internal trainings, public education, Advisory Board, risk management services, contract management, director and assistant directors’ offices, employee wellness services, professional and compassionate pre‐planning end‐of‐life services, etc.). These services are shown on the pyramid on the foundation level, are covered by tax funds, and are considered in‐direct costs for all other services.  ‐Classes, Workshops & Clinics – Int/Adv ‐Rentals – Non‐Profit ‐Leased Services ‐Long Term Leases – Non‐Profit    ‐Permitted Services (future opportunity)  ‐Interment Rights ‐Trips ‐Drop‐in Childcare ‐Competitive Tournaments & Leagues (City operated) ‐Concession and Vending ‐Merchandise for Resale ‐Private/Semi‐Private Lessons ‐Long Term Leases – Private ‐Rentals – Private  ‐Equipment Rentals ‐Organized Parties ‐ Burial Services                                      THIS PAGE INTENTIONALLY LEFT BLANK    Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 7  The Cost Recovery  Model, Resource Allocation  Philosophy and Policy Process  A core team of staff members was formed to initiate the Cost Recovery Model, Resource Allocation  Philosophy and Policy process. This team was comprised of staff from Parks, Recreation, and Cemetery  Services. The team was also assisted by several support staff during various portions of the project.    The Core Team  Brad Reid, Director of Parks and Recreation  Doug Kratz, Assistant Director of Recreation  Guy McLain, Assistant Director of Parks and Recreation  Tom Omick, Cemetery Manager  Denice Neal, Center Manager  Laci McKinney, Senior/Community Manager  Louie Lauck, Recreation Supervisor  Shelley Abraham, Recreation Supervisor    Stakeholder engagement is critical to collective “buy‐in,” consensus, and endorsement of the process.  Development of the Cost Recovery Model, Resource Allocation Philosophy and Policy included a  significant number of educational workshops. These workshops introduced each component of the  process and engaged stakeholder groups in interactive dialogue and exercises that led to the design and  development of each of the major components of the Cost Recovery Model, Resource Allocation  Philosophy and Policy Strategy.     Three specific community engagement workshops were held, at which thirty‐six Coppell residents had  an active “place at the table” for their voices to be heard. Subsequently, these individuals helped guide  the development of the Resource Allocation and Cost Recovery Model. A variety of participants  representing diverse interests were invited to take part in the process.     The process also required extensive time and effort by many Department staff. Educational workshops  were the foundation for the development of the Coppell Parks and Recreation Department’s Resource  Allocation and Cost Recovery Model. These workshops provided the groundwork for many intensive  work sessions and ultimately, for the recommended Model.     STRATEGIC KICK‐OFF MEETING  Strategic Kick‐off Meeting – The Core Team – February 17, 2011  y Introductions and Project Organization  y Establish Project Expectations  y Determine Critical Success Factors  y Start Assessment of Current Cost Recovery Levels    THE PYRAMID METHODOLOGY – INTRODUCTION, PROCESS AND SERVICE CATEGORIES  Workshop I (a) – The Core Team and participating staff – March 22, 2011  y Introduction to the Cost Recovery Model, Resource Allocation Philosophy and Policy process  y Review cost recovery picture  y Presentation of the Pyramid Method  y Exercise – Sample Sorting of Services  y Review the Department’s Values, and Project Vision and Mission Statements    8   City of Coppell Parks and Recreation Department  y Development of the Coppell Parks and Recreation Department’s Categories of Service (see  Appendix A)  y Preliminary discussion of direct and indirect costs    Workshop I (b) – The Core Team – March 22, 2011  y Debrief from Workshop I (a)  y Logistics and team member roles in Workshop II Public Forums  y Development of the Coppell Parks and Recreation Department’s Categories of Service  y Preliminary discussion of direct and indirect costs (see Appendix B)  y Other financial terms and definitions    City Council Briefing – March 22, 2011  y Update on process    THE PYRAMID METHODOLOGY – SERVICE CATEGORIES  Workshop II (a) – Citizens Focus Group and Department Staff – April 19, 2011  y Presentation of the Pyramid Method  y Review of the Department’s Values, Project Vision and Mission Statements  y Review Department’s Categories of Service   y Exercise ‐ Sorting of Services  y Sorting of Categories of Service    Workshop II (b) – The Core Team – April 20, 2011  y Debrief of Workshop II (a)  y Development of a Consensus Pyramid – Results and Disconnects  y Define Direct and Indirect Costs  y Apply costs to sample services – zero‐based budgeting principals  y Financial Glossary finalized (see Appendix C)  y Discussion of current cost recovery levels  y Discuss Policies to address    THE PYRAMID METHODOLOGY – ABC BUDGET PRINCIPALS AND TARGET COST RECOVERY  Staff Meeting (am) – Department Staff – June 22, 2011  y Finalize Direct and Indirect Cost Definitions    Staff Meeting (pm) – Department Staff – June 22, 2011  y Apply direct costs to services – zero‐based budgeting principals  o Cemetery  o Aquatics and Recreation Center  o Tennis Center and Athletics  o Senior and Community Center    Staff Meeting (am) – Department Staff – June 23, 2011  y Apply direct costs to services – zero‐based budgeting principals  o Park Operations  o Athletic Field Rentals  o Other costs to pass on        Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 9  Staff Meeting (pm) – The Core Team – June 23, 2011  y Target Cost Recovery Thresholds  o General Fund  o Enterprise Fund  y Cost Center Pyramids  y Discuss any disconnects  y Pricing Strategies  y Finalize Financial Glossary    THE PYRAMID METHODOLOGY – GOAL SETTING  Workshop III – The Core Team – June 24, 2011  y Discuss Goals, Objectives and Action Steps  y Discuss any disconnects  y Brainstorming recommendation ideas  y Discuss Youth Sports Association (YSA) fees    City Council Briefing – July 12, 2011  y Update on project  y Update on decisions  y Preliminary Policy Recommendations                                          THIS PAGE INTENTIONALLY LEFT BLANK    Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 11  Review and Analysis of Organizational Values, Vision,  and Mission   These fundamental principles create a logical philosophical framework that guides and directs decision‐ making efforts. They are the foundation for all organizational decisions and processes.     An organization’s values are comprised of the Department’s leadership values, staff values, and  community values. They direct a Department’s vision and help determine those community conditions  the Department wishes to impact through the organizational mission. The Department mission helps  guide management decisions, often substantiating difficult decisions making them justifiable and  defensible.    Citizens and  Partners Organizational  Depart/Division  Staff Elected and  Appointed  Officials Value  of  Parks and  Recreation      The City of Coppell established a series of guiding statements and principles that were reviewed,  analyzed, and considered as the process advanced. These include the Department’s mission, core  values, vision, community target issues, and project specific vision.    THE VALUE OF PARKS, RECREATION, ENVIRONMENTAL HEALTH AND CEMETERY SERVICES TO THE  COPPELL COMMUNITY IS: (in no particular order)    y To be known regionally and nationally for health and wellness.  y The community values the outdoors and the natural resources of Coppell.   y Provide wide variety of services and programs for residents for their lifetime.     PARKS AND RECREATION DEPARTMENT VISION    "A Family Community for a Lifetime"     PARKS, RECREATION, ENVIRONMENTAL HEALTH AND CEMETARY DEPARTMENT MISSION STATEMENT    "We provide responsible stewardship of natural and allocated resources through recreational and  educational opportunities that enhance the health, safety and quality of life for individuals and the  community"                                      THIS PAGE INTENTIONALLY LEFT BLANK    Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 13  The Pyramid Methodology: Cost Recovery  and Subsidy  Allocation Philosophy  The creation of a cost recovery and subsidy allocation philosophy and policy is a key component to  maintaining an agency’s financial control, equitably pricing offerings, and helping to identify core  services, including programs and facilities.     Critical to this philosophical undertaking is the support and buy‐in of elected officials and advisory  boards, staff, and ultimately, citizens. Whether or not significant changes are called for, the organization  should be certain that it philosophically aligns with its constituents. The development of a financial  resource allocation philosophy and policy is built upon a very logical foundation, based upon the theory  that those who benefit from parks and recreation services ultimately pay for services.         The development of a financial resource allocation philosophy can be separated into the following steps:    Step 1 – Building on Your Organization’s Values, Vision, and Mission   The premise of this process is to align agency services with organizational values, vision, and mission. It  is important that organizational values are reflected in the vision and mission. Often times, mission  statements are a starting point and further work needs to occur to create a more detailed common  understanding of the interpretation of the mission and a vision for the future. This is accomplished by  engaging staff and community members in a discussion about a variety of Filters.        14   City of Coppell Parks and Recreation Department  Step 2 – Understanding the Pyramid Methodology, the Benefits Filter, and Secondary Filters  Filters are a series of continuums covering different ways of viewing service provision. Filters influence  the final positioning of services as they relate to each other and are summarized below. The Benefits  Filter however, forms the foundation of the Pyramid Model and is used in this discussion to illustrate a  cost recovery philosophy and policies for parks and recreation organizations.     Filter Definition  Benefit Who receives the benefit of the service? (Skill development, education,  physical health, mental health, safety)  Access/Type of Service Is the service available to everyone equally? Is participation or eligibility  restricted by diversity factors (i.e., age, ability, skill, financial)?   Organizational Responsibility Is it the organization’s responsibility or obligation to provide the service  based upon mission, legal mandate, or other obligation or requirement?  Historical Expectations What have we always done that we cannot change?  Anticipated Impacts  What is the anticipated impact of the service on existing resources? On  other users? On the environment? What is the anticipated impact of not  providing the service?  Social Value What is the perceived social value of the service by constituents, city  staff and leadership, and policy makers? Is it a community builder?    THE BENEFITS FILTER  The principal foundation of the Pyramid is the Benefits Filter. Conceptually, the base level of the  pyramid represents the mainstay of a public parks and recreation system. Services appropriate to higher  levels of the pyramid should only be offered when the preceding levels below are comprehensive  enough to provide a foundation for the next level. This foundation and upward progression is intended  to represent public parks and recreation’s core mission, while also reflecting the growth and maturity of  an organization as it enhances its service offerings.    It is often easier to integrate the values of the organization with its mission if they can be visualized. An  ideal philosophical model for this purpose is the pyramid. In addition to a physical structure, pyramid is  defined by Webster’s Dictionary as “an immaterial structure built on a broad supporting base and  narrowing gradually to an apex.” Parks and recreation programs are built with a broad supporting base  of core services, enhanced with more specialized services as resources allow. Envision a pyramid  sectioned horizontally into five levels.    NOTE: All examples which follow are generic – individual agencies vary in their determination of which  services belong in the foundation level of the Pyramid based upon agency values, vision, mission,  demographics, goals, etc.       Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 15  MOSTLY COMMUNITY Benefit  The foundational level of the Pyramid is the largest, and includes those services including programs and  facilities which MOSTLY benefit the COMMUNITY as a whole. These services may increase property  values, provide safety, address social needs, and enhance quality of life for residents. The community  generally pays for these basic services via tax support. These services are generally offered to residents  at a minimal charge or with no fee. A large percentage of the agency’s tax support would fund this level  of the Pyramid.       Examples of these services could include: the existence of the community parks and recreation system;  the ability for youngsters to visit facilities on an informal basis; low‐income or scholarship programs;  park and facility planning and design; park maintenance; or others.     CONSIDERABLE COMMUNITY Benefit  The second and smaller level of the Pyramid represents services which promote individual physical and  mental well‐being, and may begin to provide skill development. They are generally traditionally  expected services and/or beginner instructional levels. These services are typically assigned fees based  upon a specified percentage of direct (and may also include indirect) costs. These costs are partially  offset by both a tax subsidy to account for CONSIDERABLE COMMUNITY benefit and participant fees to  account for the Individual benefit received from the service.         Examples of these services could include: the capacity for teens and adults to visit facilities on an  informal basis; beginning level instructional programs and classes; etc.      16   City of Coppell Parks and Recreation Department  BALANCED INIDIVIDUAL/COMMUNITY Benefit  The third and even smaller level of the Pyramid represents services that promote individual physical and  mental well‐being, and provide an intermediate level of skill development. This level provides balanced  INDIVIDUAL and COMMUNITY benefit and should be priced accordingly. The individual fee is set to  recover a higher percentage of cost than those services that fall within lower Pyramid levels.        Examples of these services could include: summer recreational day camp; summer sports leagues; year‐ round swim team; etc.    CONSIDERABLE INDIVIDUAL Benefit  The fourth and still smaller Pyramid level represents specialized services generally for specific groups,  and those which may have a competitive focus. Services in this level may be priced to recover full cost,  including all direct and indirect expenses.       Examples of these services could include: specialty classes; and outdoor adventure programs.    MOSTLY INDIVIDUAL Benefit  At the top of the Pyramid, the fifth and smallest level represents services which have revenue positive  potential, may be in an enterprise fund, may be in the same market space as the private sector, or may  fall outside the core mission of the agency. In this level, services should be priced to recover full cost in  addition to a designated revenue positive percentage.      Examples of these activities could include: elite diving teams; food concessions; company picnic rentals;  and other facility rentals such as for weddings or other services.          Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 17  Examples of the Applied Benefits Filter  The following example illustrates the benefit filter as it might apply to aquatic services.        The following illustrates the benefits filter as it might apply to park services.          Step 3 – Developing the Organization’s Categories of Service  In order to avoid trying to determine cost recovery or subsidy allocation levels for each individual agency  service including every program, facility or property, it is advantageous to categorize agency services  into like categories. This step also includes the development of category definitions that detail and  define each category; and service inventory “checks and balance” to insure that all agency services  belong within a developed category. Examples of Categories of Service could include: beginner  instructional classes, special events, and concessions/vending.    18   City of Coppell Parks and Recreation Department  Step 4 – Sorting the Categories of Services onto the Pyramid  It is critical that this sorting step be done with staff, governing body and citizen representatives involved.  This is where ownership is created for the philosophy, while participants discover the current and  possibly varied operating histories, cultures, and organizational values, vision and mission. It is the time  to develop consensus and get everyone on the same page, the page that is written together. Remember,  this effort must reflect the community and must align with the thinking of policy makers.    Sample Policy Development Language (which follows)    “Sample” community brought together staff from across the Department, agency leadership, and  citizens to sort existing programs into each level of the Pyramid. The process was facilitated by an  objective and impartial facilitator in order to hear all viewpoints. It generated discussion and debate as  participants discovered what different people had to say about serving culturally and economically  varied segments of the community; about historic versus active‐use parks; about the importance of  adult versus youth versus senior activities; and other philosophical and values‐based discussions. This  process gets at both the “what” and “why” with the intention of identifying common ground and  consensus.    Step 5 – Determining (or Confirming) Current Subsidy/Cost Recovery Levels  This step establishes the expectation that the agency will confirm or determine current cost recovery  and subsidy allocation levels by service area. This will include consideration of revenue sources and  services costs or expenses. Typically, staff may not be cost accounting consistently, and these  inconsistencies will become apparent. Results of this step will identify whether staff members know  what it costs to provide services to the community; whether staff have the capacity or resources  necessary to account for and track costs; whether accurate cost recovery levels can be identified; and  whether cost centers or general ledger line items align with how the agency may want to track these  costs in the future.    Step 6 – Defining Direct and Indirect Costs  The definition of direct and indirect costs can vary from agency to agency. What’s important is that all  costs associated with directly running a program or providing a service are identified and consistently  applied across the system. Direct costs typically include all the specific, identifiable expenses (fixed and  variable) associated with providing a service. These expenses would not exist without the service and  may be variable costs. Defining direct costs, along with examples and relative formulas is necessary  during this step.     Indirect costs typically encompass overhead (fixed and variable) including the administrative costs of the  agency. These costs would exist without any specific service but may also be attributed to a specific  agency operation (in which case they are direct expenses of that operation). If desired, all or a portion of  indirect costs can be allocated to a service, in which case they become a direct cost allocation.    Step 7 – Establishing Cost Recovery/Subsidy Goals  Subsidy and cost recovery are complementary. If a program is subsidized at 75%, it has a 25% cost  recovery, and vice‐versa. It is more powerful to work through this exercise thinking about where the tax  subsidy is used rather than what is the cost recovery. When it is complete, you can reverse thinking to  articulate the cost recovery philosophy, as necessary.       Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 19  The overall subsidy/cost recovery level is comprised of the average of everything in all of the levels  together as a whole. This step identifies what the current subsidy level is for the programs sorted into  each level. There may be quite a range within each level, and some programs could overlap with other  levels of the pyramid. This will be rectified in the final steps.    This step must reflect your community and must align with the thinking of policy makers regarding the  broad picture financial goals and objectives.     Examples     Categories in the bottom level of the Pyramid may be completely or mostly subsidized, with the agency  having established limited cost recovery to convey the value of the experience to the user. An established  90‐100% subsidy articulates the significant community benefit resulting from these categories.     The top level of the Pyramid may range from 0% subsidy to 50% excess revenues above all costs, or more.  It is possible that the agency may not have any Categories of Service in the top level.    Step 8 – Understanding and Preparing for Influential Factors and Considerations  Inherent to sorting programs onto the Pyramid model using the Benefits and other filters is the  realization that other factors come into play. This can result in decisions to place services in other levels  than might first be thought. These factors also follow a continuum; however, they do not necessarily  follow the five levels like the Benefits Filter. In other words, a specific continuum may fall completely  within the first two levels of the Pyramid. These factors can aid in determining core versus ancillary  services. These factors represent a layering effect and should be used to make adjustments to an initial  placement on the Pyramid.    THE COMMITMENT FACTOR: What is the intensity of the program, what is the commitment of the  participant?      Drop‐In  Opportunities  Instructional –  Basic  Instructional –  Intermediate  Competitive – Not  Recreational Specialized    THE TRENDS FACTOR: Is the program or service tried and true, or is it a fad?      Basic Traditionally  Expected  Staying Current with  Trends Cool, Cutting Edge Far Out    THE POLITICAL FILTER: What is beyond our control?  This filter does not operate on a continuum, but is a reality, and will dictate from time to time where certain  programs fit in the pyramid    THE MARKETING FACTOR: What is the effect of the program in attracting customers?       Loss Leader     Popular – High Willingness to Pay    20   City of Coppell Parks and Recreation Department  THE RELATIVE COST TO PROVIDE FACTOR: What is the cost per participant?      Low Cost per  Participant  Medium Cost per  Participant  High Cost per  Participant    THE ECONOMIC CONDITIONS FACTOR: What are the financial realities of the community?      Low Ability to Pay      Pay to Play    FINANCIAL GOALS FACTOR: Are we targeting a financial goal such as increasing sustainability,  decreasing subsidy reliance?       100%  Subsidized      Generates Excess Revenue  over Direct Expenditures    Step 9 – Implementation  Across the country, ranges in overall cost recovery levels can vary from less than 10% to over 100%.  Each agency sets its goals based upon values, vision, mission, stakeholder input, funding, and/or other  criteria. This process may have been completed to determine present cost recovery levels, or, the  agency may have needed to increase cost recovery levels in order to meet budget targets. Sometimes,  simply implementing a policy to develop equity is enough without a concerted effort to increase  revenues. Upon completion of steps 1‐8, the agency is positioned to illustrate and articulate where it has  been and where it is heading from a financial perspective.    Step 10 – Evaluation  The results of this process may be used to:  y Articulate and illustrate a comprehensive cost recovery and subsidy allocation philosophy   y Train staff at all levels as to why and how things are priced the way they are  y Shift subsidy to where is it most appropriately needed  y Benchmark future financial performance  y Enhance financial sustainability  y Recommend service reductions to meet budget subsidy targets, or show how revenues can be  increased as an alternative  y Justifiably price new services      Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 21  Progressive Analysis and Materials  As the project progressed, a consensus pyramid from the public process was created along with  recommendations for minor adjustments (this pyramid follows). The target cost recovery percentages  were established based on current cost recovery when all direct and indirect costs were allocated, and  with the goal of increasing cost recovery for the Department. In addition, specific cost centers were  defined and supplemental cost center pyramids were created to include the Aquatics and Recreation  Center, Senior and Community Center, Tennis Center, Park Operations, General Department Services,  and Rolling Oaks Memorial Center.                                                                            THIS PAGE INTENTIONALLY LEFT BLANK   Copyright © 2001, 2003, 2008 GreenPlay, LLC‐Classes, Workshops & Clinics – Beg/Multi‐Level ‐Rentals – Inter‐Government Agencies/Partners/Social Services    (Partners include Youth Sports Assn,,  Coppell Theater, Coppell ISD, etc.) ‐Recreational Tournaments and Leagues (City operated) ‐Youth Camps ‐Specialized Activities ‐ Social ClubsCity of Coppell, TX Parks & Recreation   Cost Recovery Pyramid ‐ 2011Recommended Pyramid Based on Consensus of Participating Citizens  ‐Monitored Facility Usage ‐Volunteer Program (Community Programs)  ‐Non‐Monitored Park/Facility  ‐ Inspections ‐Community‐wide Events ‐Inclusionary Services  MostlyIndividualBenefitConsiderableIndividualBenefitConsiderable Community BenefitMostly Community Benefit Balanced Community/Individual Benefit‐Support Services – Services and facilities that are provided by the staff and volunteers that support the administration, operations, and/or general City operations. (E.g.: Information services, financial, human resources, department‐wide marketing, internal trainings, public education, Advisory Board, risk management services, contract management, director and assistant directors’ offices, employee wellness services, professional and compassionate pre‐planning end‐of‐life services, etc.). These services are shown on the pyramid on the foundation level, are covered by tax funds, and are considered in‐direct costs for all other services.  ‐Classes, Workshops & Clinics – Int/Adv ‐Rentals – Non‐Profit ‐Leased Services ‐Long Term Leases – Non‐Profit    ‐Permitted Services (future opportunity)  ‐Interment Rights ‐Trips ‐Drop‐in Childcare ‐Competitive Tournaments & Leagues (City operated) ‐Concession and Vending ‐Merchandise for Resale ‐Private/Semi‐Private Lessons ‐Long Term Leases – Private ‐Rentals – Private  ‐Equipment Rentals ‐Organized Parties ‐ Burial Services                                      THIS PAGE INTENTIONALLY LEFT BLANK   Copyright © 2001, 2003, 2008 GreenPlay, LLC City of Coppell, TX Parks & Recreation   Cost Recovery Pyramid ‐ 2011General Fund Consolidated  Cost Recovery Target Tier Minimum Of Direct Costs Only ‐Monitored Facility Usage (currently 30% Aquatics Center, 10% Tennis   Center, 10% Senior Center ) ‐Volunteer Program (currently 112% ‐ revenue/value of volunteer time,   produce from community gardens, and sponsorships) ‐Concession and Vending (currently 176%)‐Merchandise for Resale (currently 150%) ‐Private/Semi‐Private Lesson (currently 115‐185% Aquatics Center, 131% Tennis Center) ‐Long Term Leases – Private (currently +100%) ‐Rentals – Private (currently 65‐137% Senior Center, 552% rooms/tents, 102% gyms, 71% after hours Aquatics Center) ‐Equipment Rentals (currently 341%) ‐Organized Parties (currently 250%)  Target Tier Minimum 150% ‐Classes, Workshops & Clinics – Beg/Multi‐Level (currently 76‐571%) ‐Rentals – Inter‐Government Agencies/Partners/Social Services   (Partners include Youth Sports Assn, Coppell Theater, Coppell ISD, etc.)   (currently   7‐44% YSA, 0% social services ‐ 137% schools at Senior Center, 28% Aquatics Center) ‐Recreational Tournaments and Leagues (City operated) (currently 121‐165%) ‐Youth Camps (currently 50‐231%) ‐Specialized Activities (currently 30‐182%) ‐ Social Clubs (currently 0%) Target Tier Minimum 130% Target Tier Minimum 100% Target Tier Minimum 30% Target Tier Minimum 0% Tier I Percent of Budget Non-monitored Facility Usage 28.0% Inspections 4.5% Community-wide Events 3.7% Inclusionary Services 0.0% Support Services 9.8% Sub-total 46.0% Tier II Percent of Budget Monitored Facility Usage Aquatics & Rec Center 22.6% Tennis Center 2.4% Senior Center 3.2% Volunteer Programs 2.7% Sub-total 30.9% Mostly Individual Benefit ConsiderableIndividualBenefitBalanced Community/Individual BenefitConsiderable Community Benefit‐Non‐Monitored Park/Facility (currently 0% but use volunteers where they can) ‐ Inspections (currently 8% without 3 vehicles expense) ‐Community‐wide Events (currently 6% but use volunteers, small sponsorships, donations) ‐Inclusionary Services (currently 0%) ‐Support Services (currently 0%) Mostly Community Benefit‐Classes, Workshops & Clinics – Int/Adv (currently 131‐343%) ‐Rentals – Non‐Profit (currently 184‐271% pools, 71% after hours Aquatics Center)  ‐Leased Services (currently 0% ‐ no revenues collected by department) ‐Long Term Leases – Non‐Profit (currently 71‐109%) ‐Permitted Services (future opportunity)  ‐Trips (currently 1%)  ‐Drop‐in Childcare (currently 11%) ‐Competitive Tournaments & Leagues (City operated) (currently 140‐182%)                                      THIS PAGE INTENTIONALLY LEFT BLANK   Copyright © 2001, 2003, 2008 GreenPlay, LLC City of Coppell, TX Parks & Recreation   Cost Recovery Pyramid ‐ 2011General Fund – Cost Center Pyramid Aquatics/Recreation Center  Cost Recovery Target Tier Miniumum Of Direct Costs Only ‐Monitored Facility Usage (currently 30% Aquatics Center) ‐Inclusionary Services (currently 0%) ‐Support Services (currently 0%) ‐Concession and Vending (vending machines only currently no revenue is actualized by CARC from vending; but the City does receive a percentage) ‐Merchandise for Resale (currently n/a) ‐Private/Semi‐Private Lesson (currently 115‐185% Aquatics Center) ‐Rentals – Private (552% rooms/tents, 102% gyms, 71% after hours Aquatics Center) ‐Organized Parties (currently 250%)‐Classes, Workshops & Clinics – Int/Adv (currently 131‐343%) ‐Rentals – Non‐Profit (currently 184‐271% pools, 71% after hours Aquatics Center)  ‐Long Term Leases – Non‐Profit (currently 71‐109%)  ‐Drop‐in Childcare (currently 11%) ‐Competitive Tournaments & Leagues (City operated) (currently 140‐182%) Mostly Individual Benefit ConsiderableIndividualBenefitBalanced Community/Individual Benefit Considerable Community BenefitMostly Community Benefit ‐Classes, Workshops & Clinics – Beg/Multi‐Level (currently 76‐571%) ‐Rentals – Inter‐Government Agencies/Partners/Social Services   (Partners include Coppell Theater, Coppell ISD, etc.)   (currently 28% Aquatics Center) ‐Recreational Tournaments and Leagues (City operated)   (currently 121‐165%) ‐Youth Camps (currently 50‐170%) ‐Specialized Activities (currently 30‐125%) Target Tier Minimum 150% Target Tier Minimum 130% Target Tier Minimum 100% Target Tier Minimum 30% Target Tier Minimum 0%                                      THIS PAGE INTENTIONALLY LEFT BLANK   Copyright © 2001, 2003, 2008 GreenPlay, LLC City of Coppell, TX Parks & Recreation   Cost Recovery Pyramid ‐ 2011General Fund – Cost Center Pyramid Senior/Community Center  Cost Recovery Target Tier  Minimum Of Direct Costs Only ‐Rentals –Private(currently 65‐137% Senior Center)‐Classes, Workshops & Clinics – Beg/Multi‐Level   (currently 76‐571%) ‐Rentals – Inter‐Government Agencies/Partners/Social   Services (Partners include Coppell Theater, etc.) (currently 0% social services ‐ 137% schools use of Senior Center) ‐ Social Clubs (currently 0%) Target Tier Minimum 150% Target Tier Minimum 130% Target Tier Minimum 30% Target Tier Minimum 100% Target Tier Minimum 0% MostlyIndividualBenefit ConsiderableIndividualBenefitBalanced Community/Individual Benefit ‐Monitored Facility Usage (currently 10% Senior Center ) ‐Volunteer Program (currently 112% ‐ revenue/value of volunteer time,   produce from community gardens, and sponsorships) ‐Inclusionary Services (currently 0%) ‐Support Services (currently 0%) Considerable Community BenefitMostly Community Benefit‐Rentals – Non‐Profit (currently not applicable) ‐Trips (currently 1%)   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 Copyright © 2001, 2003, 2008 GreenPlay, LLC City of Coppell, TX Parks & Recreation   Cost Recovery Pyramid ‐ 2011General Fund – Cost Center Pyramid Tennis Center  Cost Recovery Target Tier Minimum Of Direct Costs Only ‐Monitored Facility Usage (currently 10% Tennis Center) ‐Inclusionary Services (currently 0%) ‐Support Services (currently 0%) ‐Concession and Vending (currently 176%) ‐Merchandise for Resale (currently 150%) ‐Private/Semi‐Private Lesson (currently 131% Tennis Center) ‐Rentals – Private (currently n/a) ‐Equipment Rentals (currently 341%)Balanced Community/Individual Benefit‐Classes, Workshops & Clinics – Beg/Multi‐Level   (currently 76‐571%) ‐Rentals – Inter‐Government Agencies/Partners/Social   Services (currently n/a) ‐Recreational Tournaments and Leagues (City operated)   (currently 121‐165%) Target Tier Minimum 0% Target Tier Minimum 30% Target Tier Minimum 100% Target Tier Minimum 150% Considerable Individual Benefit Mostly Individual Benefit Considerable Community BenefitMostly Community Benefit Target Tier Minimum 130% ‐Classes, Workshops & Clinics – Int/Adv (currently 131‐343%) ‐Rentals – Non‐Profit (currently n/a)  ‐Competitive Tournaments & Leagues (City operated)     (currently 140‐182%)                                      THIS PAGE INTENTIONALLY LEFT BLANK   Copyright © 2001, 2003, 2008 GreenPlay, LLCCity of Coppell, TX Parks & Recreation   Cost Recovery Pyramid ‐ 2011General Fund – Cost Center Pyramid Parks Operations and General Department Services  Cost Recovery Target Tier Minimum Of Direct Costs Only ‐Volunteer Program (currently 112% ‐ revenue/value of volunteer   time, produce from community gardens, and sponsorships) ‐Non‐Monitored Park/Facility (currently 0% but use volunteers where they can) ‐ Inspections (currently 8% without 3 vehicles expense) ‐Community‐wide Events (currently 6% but use volunteers, small sponsorships, donations) ‐Inclusionary Services (currently 0%) ‐Support Services (currently 0%) ‐Long Term Leases – Private (currently +100%) Mostly Individual Benefit ConsiderableIndividualBenefit Considerable Community BenefitMostly Community Benefit Target Tier Minimum 0% Target Tier Minimum 150% Target Tier Minimum 130% Target Tier Minimum 30% Target Tier Minimum 100% ‐N/A Balanced Community/Individual Benefit ‐Leased Services (currently 0% ‐ no revenues collected   by department)  ‐Permitted Services (future opportunity)                                       THIS PAGE INTENTIONALLY LEFT BLANK   Copyright © 2001, 2003, 2008 GreenPlay, LLCCity of Coppell, TX Parks & Recreation   Cost Recovery Pyramid ‐ 2011 Enterprise Fund – Consolidated  Cost Center Pyramid Cemetery  Current and Potential Cost Recovery Of Direct Costs Only ‐Merchandise for Resale – 20% of Budget Allocated  (currently 28% projected for 2010/11)  ‐ Burial Services – 15% of Budget Allocated (currently 35% projected for 2010/11) Balanced Community/Individual Benefit Considerable Community Benefit‐no services on this tier ‐2010/11 projected cost recovery – 62%  ‐2010/11 projected cost recovery with   suggested fee structure – 87%  ‐2009/10 actual cost recovery – 35%  ‐2009/10 cost recovery if suggested fee   structure had been implemented – 72% ‐Non‐Monitored Park/Facility – 5% of Budget Allocated   (currently 0% but use volunteers where they can) ‐Inclusionary Services (currently 0%) ‐Support Services (currently 0%) ‐no services on this tierMostly Community Benefit MostlyIndividualBenefit Considerable Individual Benefit ‐Interment Rights ‐ 60% of Budget Allocated (currently 95% projected for 2010/11)                                       THIS PAGE INTENTIONALLY LEFT BLANK    Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 37  The Pyramid Methodology – Target  Cost Recovery   Direct Costs includes all the specific, identifiable expenses (fixed and variable) associated with providing  a service, or operating and maintaining a facility, space, or program (see Appendix B). These expenses  would not exist without the program or service and often increase exponentially. For the Enterprise  Fund direct costs include all costs, both direct and indirect.    Departmental Administration or Indirect (Support Services) encompasses remaining overhead (fixed  and variable) not identified as Direct Costs. These Indirect Costs would exist without any one specific  service.    The Aquatics and Recreation Center, Tennis Center, and the Senior and Community Center generate  revenues through fees and charges on their own through drop‐in admission, passes and memberships.  Therefore, most of the facility operating cost is allocated directly to the Monitored Facility Usage.    Monitored Facility Usage ‐ Includes all maintenance, management, and services to operate and  maintain activities and spaces that are non‐registered and non‐instructed, and are monitored by  the City of Coppell staff/volunteer supervision. (Examples: drop‐in swimming, basketball, weight  room, tennis, billiards, cards, etc.).    Facility and Park Costs Allocation Methodology for:    Aquatics and Recreation Center, Tennis Center, and the Senior and Community Center Rentals  – Hourly costs for these types of facilities are based on a formula using expenditures directly  related to the cost of operating the facility. Expenditures include a pro‐rata share of utilities,  telecommunications, custodial services and supplies, consumable equipment, a percentage of  facility maintenance staff, full and part‐time facility operations staff. Those costs are divided into  operating hours in each facility and the rentable square footage of the facility (includes lobby  and restrooms, but excludes offices and hallways). This formula establishes per hour/per square  foot rates for each facility. The rate is used to determine cost recovery levels for rentals.    The Target Tier Minimum Cost Recovery Percentages were established by analyzing to which category  or categories of service the majority of resources were allocated by each tier or level, coupled with  typically current cost recovery, based on the definitions of direct and indirect costs. The Target Tier  Minimum Cost Recovery Percentages are only attempting to recover Direct Cost of service provision,  not all costs, or fully loaded (direct and indirect) costs.                                        THIS PAGE INTENTIONALLY LEFT BLANK    Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 39  Pricing 101: Developing a Pricing Strategy  As the final step in the development of the Cost Recovery Model, Resource Allocation Philosophy, and  Policy, a high‐level pricing discussion was introduced for supervisory staff. This discussion should  continue in the future and the following topic areas should be included and applied:    1. Understanding financial trends  The increasing complexity and resulting shifts of our society’s economy have led to what can be  deemed as constant fiscal change in government. Public sector administrators and managers  must be prepared to respond to the fiscal realities that have resulted from these economic  shifts. Trends that impact fiscal and pricing decisions include:   y Increased governmental accountability  y Increased demand for people’s “leisure dollar”  y On‐going or increased demand for services with no/limited additional funding, or  decreased funding  y Disinterest in service reductions or increased fees and charges  y Increased operating expenses (e.g., utilities, fuel, personnel, supplies)    2. Understanding the budget process and fiscal year cycle  Budgets are viewed as annual financial plans and include planning and forecasting, establishing  priorities, and a way to monitor fiscal process. This overview allows for an abbreviated look at  the process and how it impacts and is impacted by pricing.    3.  Understanding the costs of service provision  Prior to making pricing decisions, is it important to understand the different types of service  provision costs.  Having a grounded knowledge of the various types of costs allows staff to make  better informed pricing decisions. The different types of service provision costs are as follows:  y Direct costs  o Fixed costs  o Changing fixed costs  o Variable costs  y Indirect Costs  Refer to Appendix C where the definitions are found.    4. Understanding the purpose of pricing   There are many reasons to develop service fees and charges. These include, but are not limited   to, the following:  y Recover costs  y Create new resources  y Establish value  y Influence behavior  y Promote efficiency    5. Pricing strategies ‐ differential pricing   Differential pricing is grounded in the notion that different fees are charged for the same service   when there is no real difference in the cost of providing the service. There may be many  reasons   Coppell may wish to consider this pricing strategy including:  y To stimulate demand for a service during a specified time  y To reach underserved populations  y To shift demand to another place, date, or time    40   City of Coppell Parks and Recreation Department  6. Alternative funding sources  In general, there has been a decrease in the amount of tax support available to public parks and  recreation departments across the nation. Coppell has not yet experienced this but is forward  thinking in its planning. As such, the need to look at alternative funding sources as a way to  financially support services has become commonplace. Alternative funding sources are vast and  can include:  y Gifts  y Grants  y Donations  y Sponsorships  y Collaborations  y Volunteer contributions    7. Examining the psychological dimensions of pricing   In addition to the social and environmental issues that surround pricing, the human elements of   pricing must be considered. Regardless of how logical a price may seem, customer reactions   and responses are their own and can be vastly different than what one might expect. The   psychological dimensions of pricing include:  y Protection of self‐esteem (pricing in such a way as to not offend certain users)  y Price‐quality relationship (value received for every dollar spent)  y Establishing a reference point (worth of service in comparison to others)  y Objective price (price has a basis in fact, is real and impartial)  y Subjective price (price is not biased or prejudiced)  y Consistency of image (perception of the brand and identification with product or  service)  y Odd pricing (perception of arbitrary or incongruent pricing)    8. Establishing initial price   Establishing an actual price for a program can be based upon a variety of strategies. Arbitrary   pricing is not encouraged as it is impossible to justify; however, those strategies include:  y Arbitrary pricing: a fee based on a general provision such as raising all fees $.25 to meet  budget goals – ignores market conditions and cost recovery goals.  y Market pricing: a fee based on demand for a service or facility or what the target market  is willing to pay for a service. The private and commercial sectors commonly use this  strategy. One consideration for establishing a market rate fee is determined by  identifying all providers of an identical service (i.e. private sector providers,  municipalities, etc.), and setting the highest fee. Another consideration is setting the fee  at the highest level the market will bear.  y Competitive pricing: a fee based on what similar service providers or close proximity  competitors are charging for services. One consideration for establishing a competitive  fee is determined by identifying all providers of an identical service (i.e. private sector  providers, municipalities, etc.), and setting the mid‐point or lowest fee.  y Cost recovery pricing: a fee based on cost recovery goals within market pricing ranges.                  Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 41  9. Understanding price revisions   Once a price is established, there may be the need to periodically review the price and examine   the need for revision. In some cases, “revised” may be viewed as “increased”; therefore, a   systematic approach to pricing revision is important. Factors to consider in pricing revision   include:  y Customer tolerance: the degree to which small increases in price will not encounter  client resistance.  y Adjustment period: the period of time where the value of the service is assessed by the  customer in relation to the price increase. The value of the service from the customer’s  perspective must meet or exceed the impact of the increased cost. Adjustment periods  may lead to diminished participation or termination of participation altogether based  upon customer loyalty and other factors.  y Customers’ perceived value of the service: the degree to which services including  programs, facilities, and parks impact the public (individual and community), or in other  words, the results or outcomes of services. Value is the judgment or perception of  worth or the degree of usefulness or importance placed on a service by personal  opinion. The intent or intention of a service is the purpose, aim, or end.    10. The pricing process – developing a method  Staff participating in the series of resource allocation workshops engaged in interactive cost  identification and pricing exercises that applied the cost recovery goals of their respective  service areas. The workshops prompted discussions leading to recommended changes to  selected current pricing practices with the intention of attaining recommended cost recovery  and subsidy allocation goals and establishing a new method for setting fees and charges. This  method is based upon using cost recovery goals as a primary pricing strategy, followed by either  market pricing (for services with low alternative coverage – few if any alternative providers) or  competitive pricing (for services with high alternative coverage – other alternative providers  offer similar or like services). These recommended pricing strategies are detailed in the Service  Portfolio document.    Comparative Analysis Criteria  As part of a pricing methodology, comparative analysis of differing fees structures can reveal market  rates and competitive pricing in the market place. Comparative analysis (benchmarking) is an important  tool that allows for comparison of certain attributes of the Coppell’s management practices and fee  structure. This process creates deeper understanding of alternative providers, your place in the market,  and varying fee methodologies, which may be used to enhance and improve the service delivery of  parks and recreation. The suggested criteria are found in Appendix D.                                                    THIS PAGE INTENTIONALLY LEFT BLANK    Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 43  Considerations ‐ Operational and Financial Strategies  Implementing the Cost Recovery Model, Resource Allocation Philosophy and Policy  The Department’s Considerations – Operational and Financial Strategies will act as an internal work  plan spanning a one‐year period. The recommended strategies will be the implementation catalyst for  the Cost Recovery Model, Resource Allocation Philosophy and Policy.     These considerations include the establishment of broad‐based emphasis areas and subsequent action  strategies. These strategies outline financial service planning and operational efforts intended to move  the organization forward in a logical and organized way while maintaining connectivity to the previous  steps in the Cost Recovery Model, Resource Allocation Philosophy and Policy development process. The  following outlines the Action Plan’s components.     The primary goal of the Coppell Parks and Recreation Department’s Cost Recovery and Resource  Allocation Model and Pricing Strategy is to establish organizational sustainability through a logical and  thoughtful philosophy that supports the core values, project vision, mission of the Coppell Parks and  Recreation Department, and its community.    As a result of the comprehensive process and impending results as illustrated in Cost Recovery Pyramid  Model, the Department will begin the process of implementing strategies and aligning financial resource  allocation with newly developed cost recovery goals. These efforts are intended to guide goals and  objectives, and the decision‐making proven to create service sustainability for the organization.     Operational and Financial Strategies to Meet Cost Recovery Goals  Draft Considerations  (To be finalized after discussions with the City Council on September 27, 2011)    1. Scholarship program (reduced or waived fees)  a. Formalize the scholarship program (sample provided in Appendix)  b. Consider expanding the program to assist all age groups who meet the eligibility  requirements and have a demonstrated hardship with their ability to pay  c. Consider expanding the program to include drop‐in admission activities, and  beginning/multi‐level programs  d. Consider restricting the maximum amount per person or per household each year  e. Fund the program through excess revenue generated from well‐performing services in  high demand  f. Seek additional or seed funding for the program through an endowment or sponsorship    2. Partners  a. Define partners as key strategic agencies with aligned values, vision, and mission  b. Have all approved partnership agreements in writing    3. Resident/Non‐Resident Fee Differential  a. Consider reducing, or eliminating, the non‐resident fee differential to encourage non‐ residents to infuse revenue into the programs and facilities  i. Resident/Non‐Resident differentials are generally used when property tax is the  major tax funding to build or operate facilities  ii. Typically 10% of an agency’s users are non‐residents    44   City of Coppell Parks and Recreation Department  iii. Typically non‐resident fee amounts are $5 to $10 additional, or up to a 50%  increase over the resident fee amount  b. Ensure residents get priority for available program spaces by instituting “priority”  (early) registration dates for residents   i. Currently, some children who attend Coppell ISD schools do not live in Coppell  and, with the future development of the Northlake area, this impact may need  to be evaluated in future years    4. Differential fees for age groups  a. Consider revising the age group definitions   i. Under 3 years: No charge  ii. Youth as 3 to 17 years (unaccompanied youths 10 years and over can use the  CARC)  iii. Adults at Coppell Aquatic and Recreation Center (CARC) and the Tennis Center  as 18 years and over  iv. Lowering the minimum required age at the Senior Center to 50 years and over  b. Eliminate Senior rate at the CARC and the Tennis Center    5. Membership concept  a. Eliminate the “Membership” concept and fee structure in favor of an “Admissions” and  “Passes” concept (daily, summer, and annual passes). Membership implies restrictions  and public agencies are moving away from this concept; all Coppell residents are  “members” of all facilities as age appropriate.    6. Admission pricing structure  a. Simplify the pricing structure at all facilities  i. Passes or daily admissions are facility‐specific (Tennis Center, CARC, or Senior  and Community Center)  b. Use admission fees – daily, summer, annual passes, etc.  c. Define and create a “grandfathered” admission structure for charter members, which is  a discount of 10% off the annual pass fee that cannot be passed on, transferred, etc.  i. Charter members were guaranteed a lower rate when the CARC first opened  ii. Currently 767 “members” (20% of 3,850 total individual members); and 187  households (15% of 1,230 total households)  d. Replace “family” with “household”; up to 4 persons permitted per household; any  additional guests pay the daily pass fee  e. Eliminate $2 “guest passes” for members, and use the existing punch passes for this  purpose  f. Eliminate the youth court pass – it is not manageable or equitable    7. Fee adjustments  a. Consider fee adjustments for selected services to reach cost recovery goals  i. Burial Services  ii. Interment Rights  iii. Rentals  iv. Selected classes and activities  b. Compare to market – benchmark fees  i. Competitive or market‐rate pricing methodologies are dependent on market  position      Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 45  8. Program management  a. Modify or cancel programs and services that do not meet the minimum cost recovery  goal    9. Monitored Facility Usage   a. Improve cost recovery by creating “peak” and “off‐peak” pricing, to include adjustments  to the facility operating hours during appropriate times and seasons    10. Youth Sports Association (YSA) Fees  a. Resolve Field use schedule and issues  i. Current costs and cost recovery for field use  A. Total direct costs associated with providing service to support YSA’s (2009‐ 10) was $223,685  B. Total revenue generated (2009‐10) was $46,955  C. Total cost recovery was 21% average (ranges from 7% to 44%, depending on  the Association)  D. Direct costs do not include allocations for fleet, IS, or other support or  administrative costs, which are taxpayer funded  E. Associations primarily use volunteers to manage programs/services. If they  did not exist, the City would need to manage the programs and services, or  turn the management over to other parents, so a cooperative relationship is  highly advantageous to the City and the community  F. City wants Associations to continue to operate these programs, as their  volunteers do a tremendous job  ii. Demand for fields from YMCA has grown far beyond commitment  A. Program participation has increased without additional allocated space;  assuming the City will accommodate  B. Has created un‐wanted competition among other Associations  C. City is subsidizing the YMCA’s profits as a result of their programs being  operated on City facilities  iii. Associations do not use all of the field time that their agreements allocate to  them   iv. Facilities could be scheduled more efficiently which would allow more users to  enjoy the facilities  v. YSA participation totals (2009‐10)  A. Soccer (3,621)  B. Baseball (1,254)  C. Girls Softball (491)  D. Lacrosse (329)  E. Football (300)  F. YMCA T‐ball (139)  b. Consider Cost Recovery Concepts  i. “Per Player” Concept  A. 21% cost recovery is the approximate current situation  B. 45% Cost Recovery = $16.40 per person, per season, average for all sports.  (This could be achieved by increasing resident fee to $15/person.)  C. Fees necessary per person, per season, to reach 100% cost recovery =  $36.47 each  ii. “Per Hour” Concept  A. Per hour fees required to recover 21% of actual direct costs:    46   City of Coppell Parks and Recreation Department  1. “Diamond” (baseball and softball) field ‐ $5.96/hr   2. “Rectangular” (soccer, football, and lacrosse) field ‐ $4.78/hr  B. Per hour fees required to recover 45% of actual direct costs:  1. “Diamond” field ‐ $12.89/hr  2. “Rectangular” field ‐ $10.35/hr  C. Per hour fees required to recover 100% of actual direct costs:  1. “Diamond” field ‐ $28.37/hr  2. “Rectangular” field ‐ $22.87/hr  c. Recommendation to address historic exclusivity on the fields by YSA’s as this exclusivity  may not be warranted given current use patterns  d. Provide for current Associations’ needs first, and plan for future usage  e. Charge a fee that will recover a minimum of 100% of the direct costs for non‐sponsored  field‐use activities  f. Recommend a phased implementation:   i. Implement a 45% cost recovery per player fee beginning with the spring 2012  season ($15 per resident and $35 per non‐resident)  ii. Ask the Associations to track actual hours of use during 2012 seasons to  determine when City could program additional usage in 2013  iii. Implement a plan to move closer to 100% cost recovery  iv. Offer a reasonable number of City programs on unused field time, while  allowing Associations flexibility for rescheduled games and make‐up games    11. Examples of services that have the greatest departure from cost recovery targets  a. Address Child Care Program   b. Address Trips  c. Address Specialty Activities (such as “Float & Flick”, “Saturday Night Out”, and  “Sweetheart Ball”)    12. Enterprise Fund Cost Center ‐ Cemetery  a. Fee structure recommendations  i. 2009/10 actual cost recovery was 35%  ii. 2010/11 projected cost recovery (with existing fee structure) is 62%  iii. 2010/11 projected cost recovery with suggested fee adjustments would have  been 87%  iv. Suggested revisions to fee structure for Interment Rights (property)    Resident Resident Non‐Resident Non‐Resident  Garden  (existing) (proposed) (existing) (proposed)  Hope  $1,095  $2,495  $2,195  $2,795  Heritage $895*  $2,595* $1,995* $2,895*  Honor  $1,095  $2,595  $2,195  $2,895  Serenity $1,395  $2,895  $4,595  (same)  * plus $600 for monument rights, if applicable    13. Alternative funding sources from the Park Master Plan   a. Review and address Program/Event Sponsorship  i. Two non‐profit groups are actively seeking funding to enhance/build  infrastructure to benefit the City and community  A. Coppell Nature Center  B. Kid Country 2012  ii. Sponsorships are actively sought for City special events    Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 47  A. Waste Management  b. Revise and use the Partnership and Sponsorship Sample Policies from the Park Master  Plan  c. Use City donation accounts and actively seek donations  d. Create a Foundation 501 (c)(3)    14. Formal departmental refund policy  a. Develop a formal department refund policy  b. For optimal customer service implement a “full money back guarantee, no questions  asked” departmental refund concept    15. Potential future revenue opportunities  a. Propose a revenue share to the City from YSA sponsorships  b. Offer menu pricing for group exercise classes with the re‐opening of the CARC   i. Currently more than 40 group exercise classes/week are included with each  membership at a cost of $82,000/year  ii. Recommend that all classes are pre‐registered and are in addition to the  admission fees and passes; drop‐in space may be available at a higher fee if the  class has met its minimum and is already in operation  c. Consider an annual court pass at the Tennis Center  d. Consider a separate lighted court fee at the Tennis Center  e. Pursue naming rights for various City recreation facilities    16. Consider a name change in the future at the Senior Center to the “Active Adults Community  Center” to promote community use, as well as healthy and active aging, and to reflect lowering  the minimum age to 50 years.                                      THIS PAGE INTENTIONALLY LEFT BLANK    Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 49  Appendix A – Service Categories  Prior to sorting each service onto the Pyramid, the Project Team was responsible for creating the  Department’s Categories of Services, including definitions. These thirty categories of services and their  definitions are summarized below.    COPPELL’S CATEGORIES OF SERVICE    Concession and Vending – Food and beverage sold for individual use or consumption.    Merchandise for Resale – Merchandise sold for individual or team use or consumption (examples:  health supplements, tennis equipment and apparel, swim diapers, urns, mausoleums, monuments and  memorials, logo items, memorial benches, racquet re‐stringing, etc.).    Classes, Workshops, and Clinics – Beginning/Multi‐Level – Entry level group recreational and/or  instructional programs and activities for all ages together, such as family activities; for a specific age  such as tots, youth, adults, or seniors; or those activities with no age specifications, including  educational classes and athletics operated, taught, or managed by agency through an agreement,  contract, or staff; no pre‐requisite for attendance.    Classes, Workshops, and Clinics – Intermediate/Advanced – Same as above, with a focus on  intermediate and advanced activities; has a pre‐requisite skill for attendance (examples: TAP Tennis,  Academy Prep, Sharks/Swordfish/Stingrays swim lessons, pre‐season swim team practice, etc.).    Private/Semi‐Private Lessons – Lessons arranged for one to two students with a specific instructor  and/or time (examples: swimming, tennis, personal training, fitness, etc.).     Rentals – Private – Rentals for exclusive use of spaces and facilities on a one‐time or one season basis by  a private individual, group, or for‐profit business (examples: room rental, tennis court permit, shelter  permit, facility rental, gym, pool, etc.).    Rentals – Non‐Profit – Rentals for exclusive use of spaces and facilities on a one‐time or one season  basis by a 501(c)(3) or (c)(4) non‐profit agency.    Rentals – Inter‐Government Agency/Partners/Social Services – Exclusive use of spaces and facilities on  a one‐time or on‐going basis to other City departments, Social Services Agencies, and Partners  (examples: intergovernmental agencies may include county or city, etc.; social services may included flu  shots, etc.; partners with a written agreement may include Coppell ISD, Friends of Nature Park,  Community Gardens, Youth Sports Associations, Coppell Theater, etc.).    Long‐Term Leases – Private – Rentals for exclusive use of spaces and facilities for on‐going or multiple  time periods by a private individual, group, or for‐profit business (examples: cell towers, federally  mandated communication leases and easements).    Long‐Term Leases – Non‐Profit – Rentals for exclusive use of spaces and facilities for on‐going or  multiple time periods by a non‐profit agency, group, organization or association (examples: TX Xpress  and DAY, etc.).      50   City of Coppell Parks and Recreation Department  Equipment Rentals – Various department‐owned equipment available to renters for a fee (examples:  banquet chairs/tables, audio/video equipment, sports equipment, etc.).    Non‐Monitored Park/Facility – A park/facility/activity that is non‐registered and non‐instructed, and are  not monitored by agency staff/volunteer supervision (examples: rails, playgrounds, park, open space,  self‐guided tours, cemetery as a public park, etc.).    Monitored Facility Usage – Drop‐in use of a facility/activity that is non‐registered and non‐instructed,  and are monitored by agency staff/volunteer supervision (examples: Senior and Community Center,  Aquatics and Recreation Center, Tennis Center; to include activities such as swimming, weight room,  tennis, billiards, cards, basketball, etc.).    Trips – Day, overnight, and extended trips that provide opportunities for participants to visit selected  destinations. This does not include field trips which are part of the camp experience (examples: Dallas  Aquarium, etc.).    Organized Parties – Includes the rental of space as well as an organized and monitored activity by staff;  may or may not include food, cake, entertainment, and favors (examples: birthday party services, etc.).    Competitive Tournaments and Leagues (City operated) – Scheduled one‐time sporting and/or multi‐ game events for various age groups that are organized and/or managed by the City of Coppell, may or  may not be officiated and/or judged, and may or may not be scored, providing a team experience for  participants with the intent to play a game/match‐format or to compete (examples: tennis, swimming,  etc.).    Recreational Tournaments and Leagues (City operated) – Scheduled one‐time sporting and/or multi‐ game events for various age groups that are organized and/or managed by the City of Coppell, may or  may not be officiated and/or judged, and may or may not be scored, providing a team experience for  participants with the intent to play a game/match‐format or to compete (examples: tennis, softball,  basketball, flag football, soccer, bridge, etc.).    Specialized Activities – Targeted annual, individualized activities and events that require registration  that are typically offered for a partial day on a one‐time or limited basis (examples: Spring Break Tennis  Camp, Art Camp, KidsConnect, Basketball Camp, Float & Flick, Saturday Night Out, Sweetheart Ball, etc.).    Community‐wide Events – Community‐wide events typically offered on an annual basis that do not  require registration (examples: EGGstravaganza, Earthfest, Bounce!, Fourth of July Parade and  Fireworks, Oak Fest, Parade of Lights and Plaza Lighting Celebration, Movies, Concerts, etc.).    Youth Camps – Non‐licensed recreational and child care full day camps, school break programs with a  social, child care, and/or recreational focus which may include field trips, rather than specific  instructional or skills programs (examples: Camp Do‐It‐All, Outdoor Adventure Camp, Splash Camp, etc.).    Drop‐In Childcare – Drop‐in on‐site (in the Sunshine Room) non‐licensed child care for participants using  agency facilities and/or programs.     Leased Services – Facility and program management or scheduling services provided by agency through  contract to outside groups or other agencies (examples: special event support services, etc.).      Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 51  Permitted Services (future opportunity) – Non‐rental permitted services for filming/photography rights,  parking, special events by others, etc.     Volunteer Programs (Community Programs) – Management of the volunteer programs for individuals  or groups to donate their time and effort to a structured or scheduled experience (examples: Parks and  Recreation Board, Adopt‐a‐location, Farmer’s Market, Community Gardens, Keep Coppell Beautiful,  Senior Center, Eagle Scout projects, Court or School mandated Community Service Program, etc.).    Inclusion Services – Provides for reasonable accommodation and programs to any department activity,  park, and/or facility providing leisure opportunities to people with disabilities. Inclusion services are  intended to comply with the Americans with Disabilities Act (ADA federal mandate).    Social Clubs – City‐recognized, self‐managed group interest meetings and get‐togethers (examples:  Senior Book Club, Garden Club, Bingo, Bridge, Pinochle, potluck, etc.).    Interment Rights – Provides for supervision, maintenance, and indefinite and in‐perpetuity use of  spaces for interment or inurnment in a cemetery lot, and inurnment or entombment in a crypt or niche  in a mausoleum.    Burial Services – Services related to graveside services (examples: opening and closing of graves,  disinterment, etc.).    Inspections – Public health inspections of restaurants, swimming pools, industrial waste discharge  management, permitted concession/vending cart operations or special event booths by others, etc. to  assure compliance with legal mandates and health code regulations. (During the course of this project,  these services were transferred to a different department within the City.)    Support Services – Services and facilities that are provided by the staff and volunteers that support the  administration, operations, and/or general City operations. These services are shown on the pyramid on  the foundation level, are covered by tax funds, and are considered in‐direct costs for all other services.  (Examples: information services, financial, human resources, department‐wide marketing, internal  trainings, public education, Advisory Board, risk management services, contract management, director  and assistant directors’ offices, employee wellness services, professional and compassionate pre‐ planning end‐of–life services, etc.).                                             THIS PAGE INTENTIONALLY LEFT BLANK    Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 53  Appendix B – Direct and Indirect Costs  Includes all the specific, identifiable expenses (fixed and variable) associated with providing a service, or  operating and maintaining a facility, space, or program. These expenses would not exist without the  program or service and often increase exponentially. For the Enterprise Fund direct costs include all  costs both direct and indirect.    General Fund (Program, Cemetery, Facility or Parks Operations and Maintenance) Cost Center (all  drop‐in facility use activities are facility costs) includes all direct, identifiable expenses (fixed and  variable) associated with:    All Services:  y Cost Center Manager’s salary ‐ 100% direct allocation.  y All other full‐time staff and their direct reports (with the exception of administration,  marketing, computer support, park operations manager, and other support services).  y Part‐time and seasonal salaries.  y Personnel benefits including FICA and Medicaid, Social Security, Worker’s Compensation  Insurance, Unemployment Insurance, Retirement, Health, Dental, and other Insurance  premiums as applicable; currently estimated at 30% for full‐time benefited employees, 15%  for part‐time and seasonal employees (allocated at the same percentage as the salary).  y Professional or contractual services for coaches, officials, instructors (70/30 split), custodial,  maintenance, trades, printing, trash and recycling collection, portable toilets, consultants,  entertainment, etc.).  y Consumable equipment and supplies (examples: program supplies, pool chemicals, personal  protective equipment, custodial supplies, fertilizer, pesticides, ping pong balls, paper, art  supplies provided by instructor or agency, first aid equipment, basketballs, pool inner tubes,  kickboards, yoga mats, racquets, chalk, coffee, food, paper.etc.).  y Non‐consumable equipment purchased only for the program or facility that require  periodic, continual replacement (examples: office equipment, free weights, mowers,  trimmers, blowers, hand tools, rakes, shovels, parts for park amenities including  playgrounds, temporary grave markers, tennis courts, picnic tables, tables and chairs, tents,  life jackets, rescue equipment, etc.).  y Training specifically for the service like CDL, pesticide application, CPR, First Aid, Jeff Ellis and  Associates, CPO or AFO, on‐going or reimbursed training and certifications, etc.  y Transportation costs for fleet (parks operations and programs), driver and mileage, contract  transportation, parking, tolls, vehicle rental, per mile allocations, etc.  y Licensing Agreements for rights for music and movies, etc.  y Registration software or Fitlinxx fees.  y Uniforms, tee shirts, awards, trophies, for participants and staff.  y Entry fees, tickets, admissions for participants and leaders/instructors.  y Rental fees for facilities, spaces, janitors, charge backs, etc.  y Marketing/promotion/printing/distribution/fliers, and pro‐rata share of the seasonal  program guides, etc., associated directly for program, facility or service.  y Repair or maintenance of program or service specific minor equipment like fitness  equipment, AV, pumps and pool equipment, irrigation maintenance, copier maintenance  agreement, etc.  y Bank Fees (for credit card registrations).  y Any other costs associated or attributed specifically with the facility, event, program,  service, or cost center.      54   City of Coppell Parks and Recreation Department  Park, Facilities and Spaces: Includes applicable direct costs above and:  y General contractual services like building and fire monitoring, utilities, maintenance, etc.   y Repair or maintenance of program or service specific minor equipment like kitchen  equipment, scoreboard, shade structure, HVAC, etc.  y AV equipment.  y Telecommunications.  Major capital and fixed assets replacement (variable) and equipment above $5,000 is not included in  the annual operating budgets.    Merchandise for Resale (Revenue/Expense and Sales Tax) –this line item will generate revenues as  well as create expenditures and should be treated as a sub‐cost center of the any facility.    Organized Parties (Private Rentals with an activity included), other Rentals, Equipment Rentals  (Revenue/Expense) –this line item will generate revenues as well as create expenditures and should  be treated as a sub‐cost center of any facility as applicable.    Enterprise Fund: Includes applicable direct costs above and:  y Debt Service.  y Facility operating costs and utilities.  All applicable support services ‐ in‐direct costs which can be attributed to the Enterprise Fund. Does  not include capital and fixed assets replacement (variable) and equipment above $5,000 is not  included in the annual operating budgets.    Indirect Cost – Support Services:   Encompasses overhead (fixed and variable) including the administrative costs of the agency. These costs  would exist without any of the specific programs or facilities.  y Director’s Office, salaries and benefits.  y Assistant Directors’ Offices, salaries and benefits.  y Marketing and website development – general support.  y Administrative and Planning support.  y Information Services support.  y Human Resources support.  y Finance support.  y Purchasing support.  y City Manager’s Office support.  y City Attorney’s support.  y Fire and Police support.  y Animal Services support.  y Public Works support.  y Code Enforcement support.  y Fleet for admin support.  y Service Center pro‐rata share of operating costs and utilities.  y Employment ads.  y Postage.  y Office equipment, furniture, and supplies (Service Center only).  y Vehicles used for administration and mileage reimbursement.   y Various other appropriated costs attributed to administration.      Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 55  Appendix C – Glossary of Terms  and Definitions  Accounting, Business Planning, Cost Recovery  Ability to Pay:  Ability to pay is based on an individual’s financial circumstances and is not related to who benefits from  the programs and services. Implementation strategies for addressing financial need may include a  scholarship program for activities and services.     Activity Based Costing (ABC):  Defines all costs associated with providing a service or product. It is a tool to determine what a specific  service or product costs, and also what the costs are to service a given customer, including those  services that are non‐revenue generating.    Admission or Activity Pricing Categories:  Admission pricing categories are based on age (examples: child, youth, adult, etc.), for the purposes of  assigning user fees, into which participants and users can be classified. Fee categories may also include  groupings such as “family” (although used less frequently today) or “household” (a more current term  meaning those legally residing in the same household), group rate, semi‐private or private rate.    Administrative and Support Services:  These are internal support services that have indirect costs to provide and are not attributable to any  particular external public service. They include legal services, information support services, finance,  human resources (training, safety services, insurance, benefits), development, risk management,  research and evaluation, and intergovernmental services.    Advisory Groups:  These groups (Boards or Committees) are created by the City Council or through agreements with other  agencies to provide recommendations to the City Council pertaining to specified operational and/or  planning functions. Membership may include City Council members, staff members, and/or citizens.  These groups can be long‐standing or temporary project specific advisory groups.     Alternative Funding:  Other ways to improve cost recovery in addition to fees and charges. May include grants, sponsorships,  volunteer programs, etc.    Attendance:  Attendance is measuring the total number of times per week per session that a participant attends the  class. It’s the total number of spectators and participants in a tournament, festival or event. It’s the total  number of visitors or attendees at a rental function or meeting. It measures all the users and non‐users  in attendance.                      56   City of Coppell Parks and Recreation Department  Benefit:  The degree to which programs and services positively impact the public (individual and community), or  in other words, the results of the programs and services. Are the individual and community better off,  worse off, or unchanged as a result of programs and services?     The National Recreation and Park Association defines the benefits of Park and Recreation as:  Socialization  Healthy Lifestyle – life long wellness  Economic Development and Vitality  Environmental Stewardship     Benefit versus Value or Intent:  Benefit is defined as the advantage, use or outcome to a group or individual. Value is the judgment of  worth or the degree of usefulness or importance placed on a service or activity by personal opinion. The  intent or intention of a program is the purpose, aim or end.    Capacity ‐ Occupancy or Participation Rates:  The number of available spaces. Occupancy or Participation rates are the ratio of filled spaces to  available spaces. Over‐ and under‐capacity issues can be addressed by giving residents pre‐registration  priority, adjustments to the price based on peak or off‐peak time or a market price differential.     Consensus:  Consent or harmony reached among all differing opinions after discussion or deliberation and  compromise, sometimes referred to as “informed consent.” It doesn’t necessarily mean 100%  agreement with everything.     Cost Accounting:  The process of allocating all costs associated with generating a sale or performing a service – both direct  and indirect. Routinely a percentage of the business’ overhead costs are allocated to each service  offered. In other words, all fixed overhead and general expenses are allocated on a basis that ignores  how much effort or time is spent, or how much of the resources are associated with the product or  service being provided.    Cost of Goods Sold:  The cost of goods sold is traditionally the costs (dollars spent) of materials and production of the goods a  business sells. For a manufacturing company this is materials, labor, and factory overhead. For a retail  shop it would be what it pays to buy the goods that it sells to its customers. For service businesses, that  don't sell goods, the same concept is normally called "cost of sales," which shouldn't be confused with  "sales and marketing expenses." The cost of sales in this case is directly analogous to cost of goods sold.  For a consulting company, for example, the cost of sales would be the compensation paid to the  consultants plus costs of research, photocopying, and production of reports and presentations.     In standard accounting, costs of sales or costs of goods sold are subtracted from sales to calculate gross  margin. These costs are distinguished from operating expenses, because gross profit is gross margin less  operating expenses. Costs are not expenses.     Cost Recovery:   The degree to which the cost (direct and/or indirect) of facilities, services and programs is supported by  user fees and/or other designated funding mechanism such as grants, partnerships, etc. versus tax  subsidies.    Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 57  Cost versus Price or Fee:  Cost is defined as all costs associated with an activity or service. Price or fee is the amount charged to  the customer for the activity or service.    Customer Satisfaction:  Meeting and exceeding the wants and preferences of customers. This is measured by asking the  customer, not by the number of visitors, users or participants.     Direct Cost:  includes all the specific, identifiable expenses (fixed and variable) associated with providing a service, or  operating and maintaining a facility, space, or program. These expenses would not exist without the  program or service and often increase exponentially. For the Enterprise Fund direct costs include all  costs both direct and indirect.    Enterprise/Quasi‐enterprise:  A governmental accounting tool established to record transactions similar to those utilized in the private  sector, allowing for tracking of services through a separate fund that records all transactions. All  revenues and expenses, as well as assets and current liabilities are included. Typically this type of fund is  required to break even, or generate excess revenues over expenditures. Any revenues earned in excess  of expenses are carried over, used for capital improvements or transferred to the General Fund.  Collected gross revenues are not deposited in the General Fund, but rather are intended to be used to  expand or improve services. These funds typically include services such as Utilities or Golf.     In Coppell, the Enterprise Fund is currently subsidized for the community’s general benefit/usage of the  cemetery. This subsidy comes from property tax.    Exclusive Use:  Scheduled, planned or programmed use of a facility or space that is limited or restricted to a reserved or  rented party. They have the right to the space for the specified period of time. May be long term or a  single usage.    For‐Profit/Private Group:  A group that does not have an IRS status that exempts it from paying taxes.    Full Cost Recovery Fee:  The fee recovers the total cost of a service or program including all direct and all indirect costs, enabling  the breakeven point to be reached. Full‐cost recovery is often used as a strategy for services perceived  as “private,” benefiting only users while offering no external benefits to the general community.    Full‐Time Benefited Employee:  A regular employee who works at least 40 hours per week on a regularly scheduled basis. Full‐Time  Benefited Employees are eligible for the benefits package, are eligible for transfer or promotion to other  regular positions within the (Parks and Recreation Department or City), and are eligible for other rights  applicable to regular employment.    Governmental Group:  Any inter‐agency, local, county, state or federal governmental group.          58   City of Coppell Parks and Recreation Department  Indirect Cost – Support Services:   Encompasses overhead (fixed and variable) including the administrative costs of the agency. These costs  would exist without any of the specific programs or facilities.    Inventory Turn (applies to merchandise for resale):  What the inventory is really worth. It’s based on how fast the inventory is "turned" (or sold). Two  agencies may each have $20 million sitting in inventory, but if one can sell it all every 30 days, and the  other takes 41 days, you have less of a risk of inventory loss with the 30 day company.    Determining how fast an agency turns its inventory is simple by using this formula:    Current Year's Cost of Goods Sold or Cost of Revenues  (For enterprise and for‐profit businesses, it’s found on the income statement ‐ not the balance sheet)  ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ Divided By ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐  The average inventory for the period    Inventory in Relation to Current Assets (applies to merchandise for resale):  When analyzing a balance sheet, you also want to look at the percentage of current assets that  inventory represents. If 70% of an agency's current assets are tied up in inventory and the business does  not have a relatively low turn rate (less than 30 days), it may be a signal that something is seriously  wrong and an inventory write‐down is unavoidable.    Market Rate Fee:  Fee based on demand for a service or facility. The market rate is determined by identifying all providers  of an identical service (examples: private sector providers, other municipalities, etc.), and setting the fee  at the highest level the market will bear.    Membership:  This is a count of how many individuals belong to a club or group. Membership is the number of people  who have purchased a membership to a facility or program (also often used to mean annual, semi‐ annual, seasonal or monthly pass holders). “Membership” implies that some cannot be members due to  age, commonality, buy‐in, or some other factor. Membership can be paid or unpaid.    Minimum Service Level:  The “acceptable” service level at facilities, a function of maintenance levels, staffing levels, types and  numbers of amenities available (examples: picnic sites, nature trails, restrooms, recreation centers,  tennis courts, senior centers, etc.) types and numbers of additional program offerings, quality of  customer service, etc.    Net Profit Margin (applies to merchandise for resale):  The remainder after cost of goods sold, other variable costs revenue, or simply, total revenue minus  total cost. Net profit margin can be expressed in actual monetary values or percentage terms.    Non‐Profit Group:  Agencies outside of the organization’s system with IRS non‐profit status.    Non‐Resident:  A person whose primary residence is outside of the organization’s service area and doesn’t meet the  residency test in any way. City taxes are not paid to Coppell. Persons may reside within the Coppell ISD  lines, but still are non‐residents.    Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 59  Non‐User:  Those who have never stepped into the parks, special events, facilities, taken the programs or used the  organization’s facilities or services.    Optimum Service Level:  The “best” program and facility service; a function of maintenance levels, staffing levels, types and  numbers of amenities available (example: picnic sites, nature trails, restrooms, recreation centers, etc.)  types and numbers of additional program offerings, quality of customer service, etc.    Off‐Peak:  Period of least demand for services and programs.    Partners:  Partners have a written agreement with the City (and currently include Coppell ISD, Friends of Nature  Park, Community Gardens, Youth Sports Associations, Coppell Theater, etc.).    Part‐time Benefited Employee:  Regular employee who is scheduled to work on a year‐round basis, at least 50% full‐time equivalent, but  less than 1.0 full‐time equivalent. Part‐time Benefited employees are eligible for the part‐time benefits  package, for transfer or promotion to other regular positions and are eligible for other rights applicable  to regular employment.    Partial Overhead Cost Recovery Fee/Cost:  Fee recovers something less than full cost. This partial cost fee could be set as a percentage of direct  costs, all direct costs, all direct costs plus a percentage of indirect costs, or some combination. The  remaining portion of the costs will be subsidized.    Participant/Guest/User/Visitor:  Persons who use facilities and services, visit parks, and participate in programs, special events and  activities.    Participation:  Participation refers to the number of those who are enrolled in a program, workshop, activity or event.  They are the doers or users, the enrollees or class attendees.    Peak:  Period of highest demand for services and programs. Peak and off‐peak categorizations may vary for  services and programs within a facility or park. For example, in a park, day use may be highest during the  same time period in which demand for interpretive programs is low.    Performance Measures:  Performance measures are quantifiable evaluations of the organization's performance on a pre‐ determined set of criteria measured over time. The agreed upon standard performance measures allows  the organization to judge its progress over time (internal benchmarking) and identify areas of strength  and weakness.    Price Differentials:  Offering variations of the price to a particular group which may achieve more equitable and efficient  service delivery. Different groups are charged different prices for the same service, even though there is  no direct corresponding difference in the costs of providing the service to each of these groups. Price    60   City of Coppell Parks and Recreation Department  differentials can be based on membership, resident (tax payer)/non‐resident, age categories, location of  facility, time or season, quantity of use, incentives, etc. The trend is to give residents a discount off the  fee versus charging non‐residents more.    Product or Program Lifecycle:  The expected usable life of a particular piece of equipment or product before replacement. The lifecycle  of a program includes:  y Introduction  y Growth  y Maturation  y Saturation  y Decline  o Discontinuation or   o Revitalization    Profit:  The additional revenue generated by the particular program or service when comparing the user or  participant fees to the direct and/or indirect costs. In government, or in parks and recreation one  defines profit as excess revenue and it is not distributed or carried over, but offsets other subsidies. This  is not the traditional definition of private sector profit where the distribution of excess profit goes to the  stakeholders or shareholders as profit sharing, or a distribution on their investment.     Program:  The activities and special events offered by the agency at various locations with specific participant  purposes such as education, skill development, socialization, or health.    Refund:   See policy currently in place.    Rentals:  This includes reserved exclusive use of equipment, rooms, picnic pavilions, tents, pool, ballfields, etc.    Re‐sales and Special Use Permitting:  This is a category of service including external customer service for revenues for food and beverage,  merchandise for resale and special use permitting (for special events, photography or filming, etc.).    Resident:  A resident is defined as a property owner who pays city taxes to the City of Coppell. Coppell ISD users do  not qualify as residents unless they also pay the City of Coppell property owner tax.    Resident Worker:  A resident worker is a person who lives outside of Coppell but who works in the Coppell area. Employees  in these businesses may qualify for Corporate Rates for some services.    Returned Check Policy:  Pursuant to the Master Fee Schedule, an assessment fee of $30 will be charged for a returned check.            Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 61  Scholarship Policy:   Since park and recreation services exist to benefit the community as a whole, ability to pay is an issue  for all age groups and all persons of varying ability or participation levels. A scholarship policy (or a fee  reduction/waiver) is intended to provide an objective way to provide recreation and leisure  opportunities at a reduced rate to citizens of Coppell with economic need. Ability to pay should not be a  factor for participation. See Appendix E for Ability to Pay and Sample Fee Reduction/Waiver or  Scholarship Policy    Seasonal Non‐Benefited Employee:  Regular employee who is scheduled to work on a year‐round basis, but less than 100% full‐time  equivalent. These employees receive all legally mandated benefits (such as workers’ compensation and  retirement) but are ineligible for all other benefits programs.     Subsidy:  Funding through taxes or other mechanisms that are used to financially support programs or services  provided to users and participants. Subsidy dollars provide for the program or service costs (direct  and/or indirect) that are not covered by user or participant fees, or other forms of alternative funding.  This is the community’s investment.    Taxing Jurisdiction/Authority:   The City of Coppell receives approximately 51% of their General Fund subsidy from property tax, and  17% from sales tax. The residents investment provides for discounted fees to residents.     Value: (perceived and real)  Participant/user expectations of the worth and quality of a program or service based on the benefits  received.    Visitor Occasion:  The count of the number of people who use the Organizations’ facilities each day throughout the year.  This number will include multiple counts of a person who has repeat uses.                          Sources:  City of Coppell, Texas   Department of Parks and Recreation     GreenPlay, LLC  www.GreenPlayLLC.com                                         THIS PAGE INTENTIONALLY LEFT BLANK    Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 63  Appendix D ‐ Comparative Analysis Criteria  Limits of Comparative Data and Analysis  Comparative analysis (benchmarking) is an important tool that allows for comparison of certain  attributes of the City’s management practices and fee structure. This process creates deeper  understanding of alternative providers, your place in the market, and varying fee methodologies, which  may be used to enhance and improve the service delivery of parks and recreation.    It is very difficult to find exact comparable communities because each has its own unique identity, ways  of conducting business, and differences in what populations they serve. The political, social, economic,  and physical characteristics of each community make the policies and practices of each parks and  recreation department unique. It is important to keep in mind that while many park and recreation  departments serve primarily residents, others serve a large portion of non‐residents, while still others  cater to the tourism market.     Despite efforts to promote uniformity in comparison, organizations often have slightly different fee  structures and associated benefits. For example, some parks and recreation departments may not  report all benefits associated with the purchase of a center membership, or may not explain the breadth  of indoor recreation spaces they have in the same way as another. The availability of detailed  information may also be limited.     Additionally, organizations typically do not define the expenditures of parks, trails, facilities, and  maintenance the same way. Agencies also vary in terms of how they organize their budget information  and it may be difficult to assess whether or not the past year’s expenses are typical for the community.  Despite these inherent limitations, the comparative analysis and fee comparisons criteria presented in  this document should be used as a catalyst for the City of Coppell to continue to research fees, market  position, and best practices for more specific areas when they are needed.    Comparative Analysis Data Sought  The communities selected for benchmarking data should be chosen primarily for their proximity and  perceived similarities to the City of Coppell. Requested comparative data in addition to service specific  fee structure may include:  y Values, vision, and mission of the organization  y Population and demographics  y Median household income and household size  y Prior year budget, actual expenses, and revenues for the entire department   y Prior year budget, actual expenses, and revenues for the parks and recreation divisions  y Number and square footage of Community/Recreation Centers  y Total acres of open space and developed park land  y Number of maintenance acres contracted out and maintenance description  y Total miles of Department maintained trails  y Number of indoor and outdoor pools  y Number of lighted and unlighted softball/baseball fields  y Recreation and parks department full‐time employees and FTE’s    Often, comparative analysis data looks to weigh pertinent data along with comparing against a “per  thousand” population calculation for categories including: total department budget, total acres,  developed acres, miles of trails, Community/Recreation Center square footage, number of pools,  number of softball/baseball fields, and recreation FTE’s. Parks expenses and FTE’s can be calculated per    64   City of Coppell Parks and Recreation Department  developed acre. Population, demographics, median household income, and household size estimates  can be provided by the US Census.    Fee Comparison Considerations  To compare fees, other factors should be considered along with the price or fee charged for a program,  rental, admission, pass, or other services. Be sure to include comparative data for each fee as applicable:  y Program contact hours  y Program session length  y Student/teacher ratio  y Contractor or in‐house instructional staff  y Instructor qualifications  y Program quality  y Materials included or additional fees  y Set up/tear down and preparation time included  y Facility amenities included in admission or pass  y Programs included with admission or pass  y Towel service, locker, equipment usage included or extra  y Hours of operation or availability of service  y Peak or off peak pricing  y Packaging  y Value added amenities or services  y Service area demographics  y Subsidy versus cost recovery goals  y Use of alternative funding      Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 65  Appendix E ‐ Ability to Pay  and Sample Fee  Reduction/  Waiver  or Scholarship Policy  Since park and recreation services exist to benefit the community as a whole, ability to pay is an issue  for all age groups and all persons of varying ability or participation levels. A fee reduction/waiver or  scholarship policy is intended to provide an objective way to provide recreation and leisure  opportunities at a reduced rate to citizens of Coppell with economic need. Ability to pay should not be a  factor for participation.     Fee reductions, waivers or scholarship programs have been traditionally designed to be used by the  youth, while fee differentials are often used for socio‐economic factors, or reductions based on age  groups. The fee reduction/waiver or scholarship policy is often designed to follow the free and reduced  school lunch program guidelines using annual household income thresholds to determine eligibility.    It is suggested that the fee reduction/waiver or scholarship policy be revised and expanded to include all  persons facing difficulties with ability to pay. A simple application procedure along with consistent and  fair proof of eligibility should be implemented. Eligibility requirements might be expanded to include  proof of Medicare or Social Security beneficiary, or be based on the HUD scale. Often, the agency works  directly with the appropriate social services agency to provide a means of identification of residents  meeting eligibility requirements. Other criteria can include income verification although this is often not  a reliable indicator of ability to pay for retired persons.     Review and modify, as necessary, the current fee reduction/waiver or scholarship program and  guidelines.   y Analyze the existing acceptable standards and processes to ensure that they are addressing the  need and are non‐discriminatory.   y Participants should be able to engage in activities without obstacles.   y Develop a marketing campaign and a process that makes it easier for objective identification  and participation for individuals meeting eligibility criteria.   y Employ tracking mechanisms scholarship use and seek funding sources.    Depending upon the systems in place for identification of need, residents (typically) may be subsidized  between a certain range of percentage or at more than one level depending upon need. Often, there is a  per year maximum benefit per person or household. Some agencies restrict scholarship use for daily  admission, introductory programs, and those fee‐based services providing mostly community benefit or  balanced community/individual benefit.    Sometimes, the agency may subsidize the level of cost recovery for services for persons with economic  need or for other targeted populations, as determined by the governing authority, through tax‐ supported fee reductions, scholarships, grants or other methods. The governing authority or its  designee may also approve exceptional fees or fee waivers upon determinations that such fee  arrangements will benefit the public interest.       66   City of Coppell Parks and Recreation Department  Sample Fee Reduction/Waiver or Scholarship Policies          Willamalane Parks and Recreation District, Springfield, OR SCHOLARSHIP / FEE REDUCTION POLICY    The scholarship or fee reduction policy is intended to provide recreation and leisure opportunities at  a reduced rate to citizens of the agency with economic need.     Ability to pay should not be a factor for participation. A dollar amount will be appropriated for the  scholarship fund during each annual budget planning process. Willamalane will adhere to the  existing federal government's poverty‐level guidelines when determining an applicant's eligibility.    The total of fee waivers granted to one individual is limited to $100 per fiscal year. Family members  are not allowed to use other family members’ allotted $100. All applicants need to reapply at the  end of the fiscal year. Fee waiver recipients are not eligible for refunds above the dollar amount  they paid. The District reserves the right to exempt an activity or program from the Fee Waiver  Policy upon approval of a Division director or the superintendent.    Fee waivers are not applicable to: nonrefundable registration fees, program supplies fees, single  daily admissions, including special events, team fees, facility rental fees, park reservation fees,  program packages (birthday parties at LPSC, etc.), special group tours, concession/store items, third‐ party billings (e.g., insurance companies, Adult and Family Services Division (AFS*), vocational  rehabilitation). Fee waiver can be used only after third‐party payment has been made and the total  cost is not covered.    *AFS pays for child‐care programs for some children. As requested by the AFS, these patrons  can only use the fee waiver to pay for any over‐limit amount they incur. They cannot use the  fee waiver for their co‐pay amount.    Fee Waiver Procedure:  The facility office staff member who receives the completed application form will approve or deny  the application based on whether the applicant meets the established criteria. For approval, the  patron needs to present a food‐stamp card, Women/Infant/Children card, medical card, or their  past year’s tax return. If they do not have any of the above, they will be asked to produce a  paycheck stub which will be checked against the federal poverty‐level guidelines (updated yearly.)  Upon approval of a fee‐waiver request, the applicant is informed by the appropriate facility office  staff member. Upon denial of a fee‐waiver request, the applicant is informed in writing by the  appropriate facility office staff member.    Cost Recovery Model, Resource Allocation Philosophy, and Policy – September 2011 67  Sample Fee Reduction/Waiver or Scholarship Policies (continued)                                                            Carlsbad Recreation Department, Carlsbad, CA RECREATION DEPARTMENT ‐ OPPORTUNITY GRANTS PROGRAM    Happiness is… Seeing a child smile, Making a difference, …Helping your community.    The Opportunity Grants program allows low income youth in Carlsbad an opportunity to participate in  classes and programs offered by the Recreation Department. Join us in telling your friends about this  wonderful program. A program that helps to encourage the development of:  y positive self‐esteem   y social responsibility   y activities to promote physical fitness and health   y a new hobby, skill, or learning experience     Together we can build a strong community through helping our youth to participate in a broad range of  high quality recreation and park services for all who live, work, and recreate in Carlsbad.    To sign up for an Opportunity Grant you only have to follow four steps:  1. Complete the application   2. Review the "verification of financial eligibility" to determine the proof of income that you will  need to submit with your application   3. Include your proof of residency   4. Sign and deliver to your closest community center.     To donate to this very important cause please refer to the attached PDF or contact the Recreation  Administration Office at 760‐434‐2826. We are happy to answer any questions you may have, together  we can make a difference!    Our Beneficiary  The Carlsbad Recreation Department is now offering a scholarship program for low income youth that  live in Carlsbad. This program is designed to give youths ages seventeen and under a chance to  participate in Recreation and Aquatic programs that they may not normally be able to afford.    Idea  The Recreation Department has created a way to make our programs affordable to the low income  children of Carlsbad. In the summer of 1997 the opportunity to fund a scholarship program began to  become a reality. Fund raising events as well as single donations have been collected to fund the  scholarship program. In June of 1998, qualified applicants began receiving funds to participate in  Carlsbad Recreation programs. This exciting new program will bring a world of recreational  opportunities for low income youths.    Mission Statement  It is the mission of the Carlsbad Recreation Department to provide a fun and safe recreational  environment for the children of the City of Carlsbad regardless of physical or financial challenges. In our  efforts, we will provide safety and security while allowing for personal and social growth through  individual and group activities and personal expression of learning and play. We will also encourage the  development of positive self‐esteem and self‐concept while empowering the participants to feel good  about themselves. In addition, we will involve the community in the growth of our programs by  integrating parents, role‐models, community organizations and events into the program. For more  information call: (760) 602‐7510  AGENDA REQUEST FORM DATE: September 27, 2011 ITEM #: 22 CITY MANAGER'S REPORT A. Project Update and Future Agendas. Agenda Request Form - Revised 09/027 Document Name: %manrep AGENDA REQUEST FORM DATE: September 27, 2011 ITEM #: 23 PUBLIC SERVICE ANNOUNCEMENTS CONCERNING ITEMS OF COMMUNITY INTEREST AND NO COUNCIL ACTION OR DELIBERATION IS PERMITTED Agenda Request Form - Revised 09/02 Document Name: %mayorreport AGENDA REQUEST FORM DATE: September 27, 2011 ITEM #: 24 COUNCIL COMMITTEE REPORTS A. Carrollton/Farmers Branch ISD/Lewisville ISD – Tunnell. B. Coppell ISD – Mahalik and Hinojosa-Flores. C. Coppell Seniors – Brancheau and Faught. D. Dallas Regional Mobility Coalition –Hunt. E. International Council for Local Environmental Initiatives (ICLEI) –Brancheau F. Metrocrest Hospital Authority –Tunnell. G. Metrocrest Medical Foundation – Mahalik. H. Metrocrest Medical Services – Hinojosa-Flores. I. Metrocrest Social Services – Franklin. J. North Texas Council of Governments – Tunnell. K. North Texas Commission – Hunt. L. Senior Adult Services – Franklin. Agenda Request Form - Revised 11/09 Document Name: %ccommreport AGENDA REQUEST FORM DATE: September 27, 2011 ITEM #: 25 NECESSARY ACTION RESULTING FROM EXECUTIVE SESSION Agenda Request Form - Revised 09/02 Document Name: %necessaryactionexec CERTIFICATE OF AGENDA ITEM SUBMISSION Council Meeting Date: September 27, 2011 Department Submissions: Item No. 8 was placed on the Agenda for the above-referenced City Council meeting by the Police Department. I have reviewed the Agenda Requests (and any backup if applicable) and hereby submit these items to the City Council for consideration. ____________________ Police Department Item No. 9 was placed on the Agenda for the above-referenced City Council meeting by the Fire Department. I have reviewed the Agenda Requests (and any backup if applicable) and hereby submit these items to the City Council for consideration. ____________________ Fire Department Items No. 15, 16 and 17 were placed on the Agenda for the above- referenced City Council meeting by the Human Resources Department. I have reviewed the Agenda Requests (and any backup if applicable) and hereby submit these items to the City Council for consideration. ____________________ Human Resources Department CERTIFICATE OF AGENDA ITEM SUBMISSION Council Meeting Date: September 27, 2011 Items No. 19 and 21 were placed on the Agenda for the above-referenced City Council meeting by the Parks and Recreation Department. I have reviewed the Agenda Requests (and any backup if applicable) and hereby submit these items to the City Council for consideration. ____________________ Parks and Recreation Department Financial Review: I certify that I have reviewed all the items submitted for consideration on the Agenda for the above-referenced City Council Meeting and have inserted any financial comments where appropriate. ____________________ Finance Department City Manager Review: I certify that I have reviewed the complete Agenda and Packet for the above-referenced City Council Meeting and hereby submit the same to the City Council for consideration. ____________________ City Manager (or Deputy City Manager)