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MEMORANDUM
To: Mayor and City Council
From: Kent Collins, P.E., Director of Public Works
Date: June 30, 2020
Reference: Neighborhood Traffic Management
General Information:
-out
Local traffic generation has slowed
Regional traffic continues to grow so congestion on thoroughfares will continue to be
a concern
Residents will seek alternate or faster routes to reach their destinations
Staff receives calls and complaints from residents regarding traffic speeding and
volume on residential streets
These complaints are typically related to school traffic or along cut-through routes
traffic beyond standard signs and enforcement
Introduction/Analysis:
Staff will present options for a neighborhood traffic management program for discussion and
feedback. In this first discussion, staff will seek feedback on the desire to create a neighborhood traffic
management program, and some of the features to include if desired.
Legal Review:
No legal review required.
Fiscal Impact:
There is no fiscal impact related to this item.
Recommendation:
This is a discussion item and therefore no recommendation is provided.
1
MEMORANDUM
To: Mayor and City Council
From: Mike Land, City Manager and Mindi Hurley, Director of Community Development
Date: June 30, 2020
CARES Funding Presentation
Reference:
Dallas County is providing CARES Funding to municipalities in Dallas County to assist with
expenditures related to COVID-19. These funds are allocated to each municipality based on
population. The City of Coppell will receive $2,228,490, which is based on $55 per resident with a
current population estimate of 40,518. The qualifying expenditures for these funds include medical,
public health measures, governmental services and employment or business economic support that
occur between the dates of March 1, 2020 and December 30, 2020.
The following are recommendations for City Council to consider as expenditures for these funds:
METROCREST SERVICES:
The four cities, Addison, Carrollton, Farmers Branch and Coppell are continuing their support of
Metrocrest Services during the Covid-19 emergency in support of our communities social services
needs. To this end, for Coppell, in addition to the one time grant of $85,000 (which will be
reimbursed to the City through the CARES Act funding) Metrocrest has identified additional
funding needs specifically attributable to COVID-19 for the months between August 2020 and
December 2020 totaling $159,550 bringing their total request to $244,550.
Recall the initial one time ask covered additional Covid-19 specific expenditures beginning March
1, 2020 and projecting through July 31, 2020.
The additional $159,550 as identified is beyond the City of Coppell’s annual distribution from the
City of Coppell, this year, and being considered for next year’s 20-21 budget. .
The attached spreadsheets were provided by Tracy for the purposes of determining and allocating
the costs of services to the four partnering Cities.
1
CHILDREN’S ADVOCACY CENTER:
Dr. Lynass provided an update on Coppell service expenses directly related to COVID-
19. Expenses incurred beginning March 1 through May 31, 2020 totaled $7,500. Based on their
projections through the end of 2020, they are expecting an additional $18,000 in expenses. This
brings their total request to $25,500.
Please see the attached memo on the impact of Covid-19 on their services.
Denton County CARES Act funding to the City of Coppell totals $45,210.00.
We are confirming a few things with Denton County related to the funding and will review with
Council once we have their responses.
Coppell YMCA
Tyler Fenimore and Kristin Kelley provided the City with the YMCA’s expenditures associated
with COVID-19. See attached.
As we are are still working with Dallas County to clarify qualifying expenses for the CARES ACT
funding, for planning purposes we anticipate the $93,128 in direct expenses being eligible.
BUSINESS ECONOMIC SUPPORT:
Due to COVID-19, numerous businesses in the City of Coppell were required to close their doors or
limit their service offerings. As a result, these businesses have suffered. In order to help them in
their recovery efforts, the City would like to expend some of the CARES Funding dollars to provide
economic support to those businesses through forgiveable grants. The following are proposed grant
programs for businesses:
I. Business Assistance Grants for Restaurants-
Restaurants that have been in existence at their current location for no less than 12
months will be awarded forgiveable grants. Grants will be awarded based on
occupancy load. The restaurant will be awarded $55 per allowable occupant. Criteria
to qualify:
The restaurant must be located within the citylimits of Coppell and must be
in current compliance with the City of Coppell Code of Ordinances,
including all applicable zoning and land use ordinances;
The restaurant must have a physical store front in Coppell;
The restaurant must have been in business and operating at the current
location for a minimum of 12 months as of March 1, 2020;
The restaurant must have endured a 25% or greater reduction in
sales/business due to the COVID-19 pandemic;
The estimated amount of funds for the restaurants is approximately $660,000.00.
2
II. Business Retrofit Grants-
a. Businesses retrofitting their physical space to meet public health and/or safety
concerns will be reimbursed for expenditures up to $5,000. Examples of items
eligible for reimbursement include plexiglass barriers, cleaning supplies that are
used to clean common contact surfaces, hand sanitizing stations, PPE supplies,
costs to create an on-line purchasing system, contactless faucets, upgrading
payment system and upgrading sanitation systems(such as UV systems). The City
will encourage businesses to purchase all available items from a Coppell business
when possible. A comprehensive list of available items that are eligible for
reimbursement and Coppell businesses that provide them will be made available
on the website. While staff has made every effort to identify those Coppell
businesses that provide reimbursement eligible items, we will continue to update
that list as we are made aware of additional businesses that provide eligible items.
All purchases will be reimbursed after receipt is submitted, and the grant will not
exceed the amount spent by the business to retrofit their business. In all cases, the
maximum grant amount each month will not exceed $5,000. Criteria to qualify:
The business must be located within the city limits of Coppell and must be in
current compliance with the City of Coppell Code of Ordinances, including
all applicable zoning and land use ordinances;
The business must have a physical store front in Coppell;
The business must have been in business and operating at the current location
for a minimum of12 months as of March 1, 2020;
The business must be open to the public to conduct business.
The estimated amount for business retrofit grants is $990,000.00.
There will be a call for applications once per month every month until all funds have been distributed.
A business may qualify for both grant programs. Businesses that have not previously received a grant
will be given higher priority when considering applications. The goal is to have based on Council
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green lighting the program on June 30 (Council resolution will be voted on July 14) the applications
available to the businesses on July 13, 2020. For the first application period, the deadline for returning
the applications will by July 17, 2020. A schedule will be made available on the website for
subsequent monthly application periods. Businesses will also be responsible for turning in all
necessary paperwork by a specified date in order to receive their grant. Those dates will also be
published on the website.
City of Coppell Expenses
The City of Coppell has identified $264,900 in direct expenses related to COVID-19. These expenses
include supplies and specific payroll expenses.
3
Budget NotesReflects Coppell FT School Age staff wages-- working 12 hours M-F for ten weeks. Reflects Coppell support staff onsite (MOD)Reflects Coppell Executive managing property beyond
traditional schedule for crisis care program deliveries and events (beyond ECC)Reflects Senior School Age staff salary amount facilitating program-- M-F for ten weeksMarketing, Development
and logistical support, Coppell only, for ten weeks$1,000 of materials for Emergency Childcare (receipt based purchases); $40 in gas costs for senior care delivery items (estimated)$91,288
to operate Emergency Childcare programs in Coppell for ten weeks; $1,840 to support Coppell seniors (age 65+) three hours per day for six weeks We have had three financial assistance
requests from ECC participants to date; estimation based on trend$6,800.00 was total Financial Assistance request for CISD afterschool in 2019; attributed 15% growth (10% is traditional
growth per year)Non-academic out of school time assumes a CISD schedule based on cohorts in the classroom on differing days or shorter schedules. The YMCA is committed to securing space
to offer city workers, teachers and Coppell essential working families a place for their children to go during the parent workday. Costs include training and staffing an offsite location,
materials, licensing, food, background checks and cleaning/janitorial. There is also a technology investment needed; please see further budget notes below on arrived costs (all forecasted
at this time for 100 children).
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Crisis Care/Covid-19 programs
3
Amount$59,727.14$12,000.00$14,952.38$5,408.57$1,040.00$93,128.09$3,000.00$7,820.00$273,302.00$284,122.00$
Coppell YMCA Current and Forecasted Expenses
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Coppell YMCA Expenses 3/23/20 through 6/1/2020Direct Service Wages and Benefits: Emergency Child CareDirect Service Wages and Benefits: Coppell Covid-responseIndirect Service Salaries/Wages
and BenefitsAssociation OverheadSuppliesExpense (incurred)Coppell YMCA Expenses estimated June-December 2020Summer Day Camp (June-August 2020)Afterschool Care (August-December 2020)Out
of School Time (non-academic)* Expense (estimated)T
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$18. per hour on PT/FT staff; 8 hours of daily programming (M-F) with ten Y leaders staffed for a 1:10 ratio at all times.$75 per background check, assuming 15 staff hired?$9.50 per
hour for training 15 staff (30 hours of training)Licensing costs for program$6.50 per child per day for lunch ($5) and two snacks ($1.50 each/$3) in line with licensing standards/partner
vendors$1 per child per day for materials related to the programAssuming busses are running, we will transport kids from schools to the out-of-school program. Durham contract already
established with Y; $55 per hour; estimating $164 per 3 hours daily in Coppell ISD loop only.Estimating materials to clean a shared space at $1k per weekWill provide internet access
to students who need to complete distance learning academic work, but do not have a device at home to bring for completion. This assumes laptops, a locking charging cart, a wireless
printer and casting tech to a flat screen for any shared lessons/educational programmingWill include Senior Leadership SAS for curriculum development, Coppell Exec or lead role, YMCA
marketing, development, etc.
August-December 2020
Amount$115,200.00$1,125.00$4,275.00$300.00$76,000.00$8,000.00$13,120.00$16,000.00$10,000.00$29,282.00$273,302.00
Out of School Time (OST) Program Budget
StaffingBackground ChecksTraining HoursLicensingLunch/SnackMaterials/CurriculumTransportationCleaning/JanitorialTechnologyOverhead expensesProgram Expenses
CARES Act Grant Funding
City of Coppell
1) What percent of your employees are on reduced hours or are furloughed/or out sick due to
COVID -19? *
All 52 full-time employees are currently working their regular hours and while we have reduced
hours for 5 part-time Childcare workers (from 25 hours a week to as needed hours per week by
shifting their job duties to assist other staff with administrative needs on special projects). We
have had no furloughed employees nor any out on sick leave.
2) Describe new or added expenses you have due to COVID-19 (attach a dollar amount to
each item described). *
Purchase of one month of tele-medicine platform: $800
Program cost (monthly) for Zoom platform, used by clinicians, education team, and
other staff members: HIPAA Compliant Zoom Platform: 50 Zoom licenses at $20 a
month for 3 months = $3000
Training of 14 graduate-level clinical interns (12 hours) on tele-mental health therapy:
$1000
Purchase and distribution of white noise devices and headphones for families: $1000
Purchase of commercial cleaning supplies for use in Forensic Interview rooms and
waiting rooms: $1500
Licenses for DocuSign program for clients’ paperwork: $700
Stipend for use of personal phones/data to talk with clients: 40 employees x $50 a
month for 3 months = $6,000; leadership and other managers already receive this
stipend as part of their benefits
Computers for staff working from home or at mobile locations: $10,000 for 5 new apple
laptops
Training on working with children via tele-mental health: $600
Plastic bins with lids for individual Play Therapy sets: 25 x $10 each = $250
Backpack electromagnetic disinfectant sprayer (5 x $1700) = $8500
Disinfectant for sprayer for 3 facilities (Lewisville, Denton, & Wise County) = $2500
3) Have caseloads and/or workloads increased or decreased during the outbreak? Please
Explain. *
Our caseload has increased during the outbreak and we continue to see clients, as we are a
designated essential service.
We conducted more new child abuse investigations in the month of March – 113 – than any
other month in our 22-year history. In April, t he Center gave 79 forensic interviews to child victims
and provided hundreds of other families with extra support during this national crisis, including tele-
mental health and virtual-education programs. We served 5 clients who were residents of Coppell, all in
Dallas County, providing 3 households with 90 services between mid-March and the present. Overall, we
have seen a 20% increase in family advocacy services provided to ongoing clients from March to April.
Still, in April and May, the Center saw fewer new cases come in than is typical, and across Texas, reports
of child abuse were down. We remain concerned for the youngest citizens in our community.
March closed out with our agency conducting our highest number of child abuse investigations in our
22-year history and the fewest in four years, as a result of fewer professional reporters being in contact
with children through schools and daycares. We saw an increase in physical abuse cases, but no
decrease in sexual abuse cases. After 11 weeks of physically distancing and minimizing contact, our staff
continues to provide essential services, joined by 47 law enforcement jurisdictions and 3 specialized CPS
units across Denton and Wise counties.
We initiated a 3-tiered system for Forensic interviews to protect staff and clients: 1) in-person following
CDC recommendations for personal hygiene and physical distancing, 2) onsite but virtual, following
HIPAA and prosecutorial requirements, with child and interviewer in separate rooms, and 3) virtual in
case of illness in the home, once safety and security of child victim has been assured.
One benefit from developing this three-tier system for forensic interviews is that Family Advocates, who
normally become involved after the initial interview, are building a relationship with the child and family
even before the forensic interview portion of the investigative process begins. The Advocates have
begun making weekly phone or video check-ins with the families, assessing needs for concrete resources
of emergency supplies for the families, and ensuring other resources for local or governmental
opportunities are available to all clients through our website. We have seen an uptick in the number of
families requesting services and emergency supplies since the first of the pandemic, yet our donations
to the Rainbow Room, which holds these emergency supplies of clothes, food, and personal items, are
down as result of COVID-19.
We began providing tele-mental health programs in March and have developed additional programs,
including Child-Parent Relationship Therapy and disaster recovery therapy. We are committed to
ensuring that kids and families continue to receive mental health services as more people are stressed
and kids remain in homes where domestic violence occurs, where in-home sex abuse continues without
ceasing and where online predators have a captive audience. In moments like this when we know our
clients are vulnerable, technology is a gift as we continue to work with clients and their caregivers
through a HIPAA approved, evidence based tele-health system. As the need for limiting in-person
contact may continue for months, we will implement a daily support group for parents in hopes of
reducing anxiety and stress related symptoms for both clients and family members.
Meantime, our primary defense – our teachers and counselors who hear from their vulnerable students
– are sidelined, so reporting of cases to the statewide Child Abuse Hotline has decreased even as
severity of physical abuse has increased. Our education team and Family Advocates have introduced
tele-educational programs to help meet the needs of families and the community, while we await
schools and businesses reopening. Our Education Team and Family Advocates are offering virtual Parent
Cafes, which are safe spaces where parents and caregivers talk about the challenges and victories of
raising a family. These programs have been proven to reduce violence in the home and, with the rise in
physical abuse cases, we will use every available resource to keep children safe.
Donations from individuals, foundations, and corporations are vital to our continuing to provide
services, yet our largest fundraiser that annually nets approximately $500,000 in unrestricted funds was
cancelled for 2020, threatening to compromise our ability to promise our responsefor the long haul. We
continue to reach out to funders and to the community as we mustcontinue providing essential services
and be ready for the onslaught we know will occur oncethe stay-in-place restrictions are eased and
schools reopen.
Multidisciplinary case review and case coordination will continue, via video-conferencing that partner
agencies and Partner Relations staff continue working together towards justice and healing for the child
victim.
4) Describe any new technology needs/expenses due to COVID -19 (Also give a dollar amount
to each description)?
We have had to shift quickly to tele-mental health options to continue to see clients. Every one
of our therapists and fourteen graduate-level clinical interns completed a twelve-hour tele-
mental health training class the week of March 16 and now are certified to provide this service
to clients. Our therapists have introduced an evidence-based tele-therapy method called
Psychological First Aid, primarily used for survivors of catastrophic disasters, and been trained
in and begun offering Child-Parent Relationship Therapy. Our clients are already in a fragile
state due to the trauma of abuse, and the uncertainty over the pandemic can trigger anxiety.
Purchase and training for tele-therapy has cost the Advocacy Center over $1800. We have also
had to pay for HIPAA Compliant Zoom Licensing and other features including computers and
communications stipends for 40 staff members to protect our clients and clinicians, for an
additional $28,000.
Education Specialists saw 2,800 children in March before schools closed and limits on
gatherings were made. This team is now working with the Dallas Children's Advocacy Center to
provide free online training to caregivers and teachers during this time and introducing virtual
Parent Cafes offered through Be Strong Families to provide safe spaces for parents and
caregivers to talk about parenting challenges and to learn to create strategies that help
strengthen their families.
While training and use of the online services hasnocost to the Advocacy Center, we have had
to purchase Zoom licenses and provide staff salaries and benefits while transitioning from in-
person to virtual education programs.
5) Explain any lost income/ donations/ revenue/missed fund raisers and give a dollar amount
to each item described.
We continually seek funding from corporations, foundations, and governmental granting
agencies to support technological, operating, and unrestricted funding opportunities. Our
fundraising efforts have been significantly impacted by COVID-19, yet the Advocacy Center
Development office, along with the CEO and the Board of Directors, created a new strategy
designed to mitigate the effects of the shelter-in-place restrictions on the Center. We
postponed our annual Gala, our largest fundraiser for unrestricted funds and cut nearly
$400,000 in expenses from the original 2020 Budget. We applied for and received the Payroll
Protection Loan through the CARES Act and have federal funds committed that are
essentially guaranteed during this stressful time. However, we still face a gap of over
$1M needed to cover expenses for the rest of the year.
The support of our Board and a generous benefactor have allowed us to continue seeking
funds through an online match of $175,000, towards which we have raised $120,000. Our
Development team and Board continues to seek grants and offer unique online
opportunities; so far, we have raised over $250,000 in unrestricted funds. And we have
received verbal approval of additional Victims of Crime Act (VOCA) funds for salaries and
benefits, computers, and other general operating costs.
6) Have you considered applying for the Payroll Protection Program (PPP)? Were there any
Barriers to applying or any reasons why PPP wouldn’t help your agency?
Yes. We received funding.
7) If you were to get additional funding from the City of Coppell, how could you spend it to
benefit low/mod income residents? *
Any additional funds received from the city would be used to enhance our current
programmatic responses, whether as part of forensic interviews, mental health services, Family
Advocacy services, or educational programs. We are adjusting our tele-mental health program
to increase adult group therapy alternatives to help parents learn how to decrease physical
responses to emotional, financial, and physical stressors. In addition, our Family Advocates
have collected materials into a COVID-19 resource file and ensure that families in need are
provided with information to help locate needed assistance. Finally, additional funds could pay
for salaries/benefits and expenses for the staff as we increase our virtual and onsite presence
across Denton and Wise counties.
8) What are your immediate needs due to COVID-19? *
Our largest immediate need is for unrestricted operating funds lost due to cancellation of
special events to pay for salaries, benefits, supplies, and utilities. In addition, because donations
of emergency supplies in our Rainbow Room have decreased significantly, we have needed to
replace items (food, clothing, personal hygiene, household cleaning supplies, etc.) that have
been given out in the past weeks. Finally, with only limited staff and clients allowed into our
two facilities, we have cleaned each room and practiced other CDC recommendations for
limited contact and physical distancing. Once we reopen both centers fully, we will have to be
even more diligent in cleaning each room and surface, providing masks and hand sanitizer for
clients and staff, and ensuring that needs are met for all virtual Forensic Interviews and therapy
sessions offered due to illness or other barriers that would interfere with care.
9) What do you predict your needs may be from now through the end of the year due to
COVID-19.
We know that as a result of our more than $1M funding gap that we will need to fund salaries
and benefits and other direct client operational expenses due to lost revenue from special
events and lower donations from individuals and corporations. We will continue to assess
needs and course correct as we identify specific challenges in order to be prepared for the
literal onslaught once children are back in school and with safe adults out of their homes. We
anticipate a huge increase in the number of outcries and reports of suspected child abuseonce
children and teachers are back in school. We have to keep staff fully ready, without a waiting
list, as our new normal is going to be a different crisis than the one we are experiencing now.
Our primary responsibilities are to continue to provide mandated and wrap around core
services of Multidisciplinary Team Coordination, Forensic Interviews, Mental Health Services,
Family Advocacy Services, Forensic Medical Exams, and Multidisciplinary Team Case Review.
We are the ONLY organization in Denton and Wise counties to offer these wraparound services.
Our specific programs to reach child victims of abuse and their non-offending family members
are to continue offering forensic interviews for all investigations requested by law enforcement
or CPS, to provide tele-mental health systems for child victims and their parents, implement
daily support groups for parents in hopes of reducing anxiety and stress-related symptoms, and
provide virtual Parent Cafes as safe spaces for parents and caregivers to talk about the
challenges and victories of raising a family, to continue multidisciplinary case review and case
coordination via video-conferencing with partner agencies and Children's Advocacy Center
staff, and to continue fundraising as we work together towards justice and healing for the child
victim.
The cost for a child to receive all the services we provide is $1,500 -- yet no client is ever
charged. We must continue holding forensic interviews, purchase tele-therapy systems so
mental health care is not interrupted, and take care of our staff financially and emotionally in
anticipation that client numbers will rise. The strain of providing essential services will only
increase. We provide services that no one else in the county can provide. We are joined in this
effort by 47 law enforcement jurisdictions and three specialized CPS units to ensure children
are safe. We will not stop. Once this immediate crisis is over, we will be ready to deal with the
aftermath and to create a stronger, better Denton and Wise counties.
10) In addition to your answers above, what are the greatest needs you see in the community
right now? *
We must be prepared for an unprecedented surge in outcries once shelter-in--place
restrictions are lifted and schools reopen.
Teachers are our eyes and ears on the ground; they are trained to look for and report abuse.
We know children are safer in school. We know after this long period of isolation, where a child
may be unable to escape their abuser or are left under the care of a predator who seems like
someone their parents can trust, reports of sexual and severe physical abuse will increase.
Unfortunately, we have already seen a drastic increase in reports of severe physical abuse. The
CARE Team at Cook Children's in Fort Worth has tied this directly to the COVID-19 pandemic
and its ripple effect through our society and economy.
Dr. Jayme Coffman, medical director of the hospital's Child Advocacy Resources and Evaluation
team, said, "People have so much increased stress right now. They've got financial stress. Some
people lost their job or worried about keeping their current job. They lost their income. You've
got stress from being overcrowded. Everyone's cooped up together. They feel like they can't get
away from each other. These stressors can lead to abuse.''
Data from previous years shows a significant increase in the number of cases we receive after
children have been home for summer or breaks. March and October are typically our busiest
months, because once children return to school there is an uptick in reports. We anticipate this
will happen again when children return to school and life resumes. The high numbers of reports
that rise to the level of a criminal offense coming in already is worrisome; this time should be
the calm before the storm, and it is already flooding.
Metrocrest Services Analysis for CARES Funding
Summary: March 2020-December 2020
AddisonCarrolltonCoppellFarmers BranchTotal
ProjectedDallas CtyDenton CtyTotal
Rent 184,456 822,443 274,148 1,096,591 153,934 392,288 1,827,269
Utilities 5,438 37,744 12,581 50,325 6,210 23,726 85,698
Food 38,000 142,500 47,500 190,000 38,000 114,000 380,000
Sub-Total 227,893 1,002,687 334,229 1,336,916 198,144 530,014 2,292,967
10% Admin 22,789 100,269 33,423 133,692 19,814 53,001 229,297
Grand Total 250,683 1,102,955 367,652 1,470,607 217,959 583,015 2,522,264
Council Funded 85,000 150,000 50,000 200,000 85,000 150,000 520,000
Gap 165,683 952,955 317,652 1,270,607 132,959 433,015 2,002,264
20% Contingency 33,137 190,591 63,530 254,121 26,592 86,603 400,453
Total with Contingency 198,819 1,143,547 381,182 1,524,729 159,550 519,618 2,402,717
By Month Detail
Carrollton
AddisonCoppellFarmers BranchTotal
ActualDallas CtyDenton CtyTotal
March-May
Rent 44,016 179,741 59,914 239,655 31,534 95,450 410,655
Utilities 1,331 14,990 4,997 19,986 2,148 6,851 30,316
Food 7,000 26,250 8,750 35,000 7,000 21,000 70,000
Total March-May 52,347 220,981 73,660 294,641 40,682 123,301 510,971
Carrollton
AddisonCoppellFarmers BranchTotal
ProjectedDallas CtyDenton CtyTotal
June
Rent 25,442 116,432 38,811 155,242 22,174 53,775 256,633
Utilities 549 3,042 1,014 4,056 543 2,256 7,404
Food 5,000 18,750 6,250 25,000 5,000 15,000 50,000
Total Proj. June 30,991 138,224 46,075 184,298 27,717 71,031 314,037
Carrollton
AddisonCoppellFarmers BranchTotal
ProjectedDallas CtyDenton CtyTotal
July
Rent 25,442 116,432 38,811 155,242 22,174 53,775 256,633
Utilities 659 3,650 1,217 4,867 652 2,707 8,885
Food 5,000 18,750 6,250 25,000 5,000 15,000 50,000
Total Proj. July 31,101 138,832 46,277 185,109 27,826 71,482 315,518
Carrollton
AddisonCoppellFarmers BranchTotal
ProjectedDallas CtyDenton CtyTotal
August
Rent 20,354 93,145 31,048 124,194 17,739 43,020 205,306
Utilities 659 3,650 1,217 4,867 652 2,707 8,885
4.1%65.4%7.5%23.0%
Food 5,000 18,750 6,250 25,000 5,000 15,000 50,000
Total Proj. August 26,012 115,546 38,515 154,061 23,391 60,727 264,191
Carrollton
AddisonCoppellFarmers BranchTotal
ProjectedDallas CtyDenton CtyTotal
September
Rent 20,354 93,145 31,048 124,194 17,739 43,020 205,306
Utilities 659 3,650 1,217 4,867 652 2,707 8,885
Food 4,000 15,000 5,000 20,000 4,000 12,000 40,000
Total Proj. September 25,012 111,796 37,265 149,061 22,391 57,727 254,191
AddisonCarrolltonCoppellFarmers BranchTotal
ProjectedDallas CtyDenton CtyTotal
October
Rent 16,283 74,516 24,839 99,355 14,191 34,416 164,245
Utilities 527 2,920 973 3,894 521 2,166 7,108
Food 4,000 15,000 5,000 20,000 4,000 12,000 40,000
Total Proj. October 20,810 92,436 30,812 123,249 18,713 48,582 211,353
Carrollton
AddisonCoppellFarmers BranchTotal
ProjectedDallas CtyDenton CtyTotal
November
Rent 16,283 74,516 24,839 99,355 14,191 34,416 164,245
Utilities 527 2,920 973 3,894 521 2,166 7,108
Food 4,000 15,000 5,000 20,000 4,000 12,000 40,000
Total Proj. November 20,810 92,436 30,812 123,249 18,713 48,582 211,353
AddisonCarrolltonCoppellFarmers BranchTotal
ProjectedDallas CtyDenton CtyTotal
December
Rent 16,283 74,516 24,839 99,355 14,191 34,416 164,245
Utilities 527 2,920 973 3,894 521 2,166 7,108
Food 4,000 15,000 5,000 20,000 4,000 12,000 40,000
Total Proj. December 20,810 92,436 30,812 123,249 18,713 48,582 211,353
Broad Assumptions
Rent:
Demand will remain relatively the same May-July
Anticipate a 20% decrease in rent paid in August and September vs. July
Anticipate another 20% decrease in rent paid in October-December vs. September
Utilities:
Increased by 20% for hot months of July, August, September
Food:
Anticipated a slight decrease in food cost based on availability of low cost food from NTFB
Contigency:
There are two possbile scenarios leading to the need for the 20% contigency:
1. Unusually high summer utility bills
2. The eviction impact is greater than anticipated
Carrollton:
Assumed that 75% of Carrollton clients are Dallas Cty; 25% are Denton Cty.
Other:
All funds will be spent on COVID impacted families
The 10% Admin will only be calculated on verified COVID cases
Metrocrest Services will continue to rasie funds from individuals, foundations, and corporate