CP 2023-02-28City Council
City of Coppell, Texas
Meeting Agenda
255 E. Parkway Boulevard
Coppell, Texas
75019-9478
Council Chambers5:30 PMTuesday, February 28, 2023
WES MAYS BIJU MATHEW
Mayor Mayor Pro Tem
CLIFF LONG KEVIN NEVELS
Place 1 Place 4
BRIANNA HINOJOSA-SMITH JOHN JUN
Place 2 Place 5
DON CARROLL MARK HILL
Place 3 Place 7
MIKE LAND
City Manager
Notice is hereby given that the City Council of the City of Coppell, Texas will meet in Regular
Called Session 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 E.
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.
As authorized by Section 551.127, of the Texas Government Code, one or more
Councilmembers or employees may attend this meeting remotely using videoconferencing
technology.
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:
1.Call to Order
2.Executive Session (Closed to the Public) 1st Floor Conference Room
Section 551.074, Texas Government Code - Personnel Matters.
Page 1 City of Coppell, Texas Printed on 2/24/2023
February 28, 2023City Council Meeting Agenda
To deliberate the process for appointment, employment, evaluation,
reassignment, duties, discipline, or dismissal of a public officer or
employee: City Manager
3.Work Session (Open to the Public) 1st Floor Conference Room
A.Discussion regarding agenda items.
B.Receive a legislative update.
C.FOARD Task Force presentation regarding the village concept.
Legislative Update Memo.pdf
FOARD Task Force Memo.pdf
Coppell Village Business Plan.pdf
Attachments:
Regular Session
4.Invocation 7:30 p.m.
5.Pledge of Allegiance
6.Citizens’ Appearance
7.Consent
A.Consider approval of the Minutes: January 24, 2023, and February 14,
2023.
CM 2023-01-24.pdf
CM 2023-02-14.pdf
Attachments:
B.Consider approval of accepting the resignation of Sekhar Katkam from the
Library Advisory Board and appointing alternate member, Carly Brenner,
to a regular member for the remainder of the unexpired term; and
appointing Sandra Johnson to an alternate member to fill the unexpired
term.
Memo.pdf
Resignation Letter.pdf
Attachments:
C.Consider approval to enter a contract with McMahon Contracting, L.P.; for
the reconstruction of Thweatt Park Pond; in the amount of $414,041.62; as
provided for in the CRDC and DUD funds; and authorizing the City
Manager to sign any necessary documents after approval by the City
Attorney.
Thweatt Park Project Memo.pdf
Thweatt Park Exhibit.pdf
Thweatt Park Pond Quote.pdf
Attachments:
Page 2 City of Coppell, Texas Printed on 2/24/2023
February 28, 2023City Council Meeting Agenda
D.Consider approval of an agreement between the City of Coppell and the
Coppell Arts Center Foundation for a study to be completed by the DeVos
Institute of Arts Management, in the amount of $65,000.00 plus reasonable
travel expenses not to exceed $4,000.00, funded by the Coppell Arts
Center Foundation and the general fund budget; and authorizing the City
Manager to sign any documents.
DeVos Institute Memo.pdf
Consulting Services Agreement.pdf
Attachments:
End of Consent Agenda
8.Consider acceptance of the Annual Comprehensive Financial Report
(ACFR) for the fiscal year ending September 30, 2022.
ACFR Memo.pdfAttachments:
9.City Manager Reports - Project Updates and Future Agendas
10.Mayor and Council Reports
Report by Mayor and City Council on recent and upcoming events.
11.Council Committee Reports concerning items of community involvement with no
Council action or deliberation permitted.
A.Report on Dallas Regional Mobility Coalition - Councilmember Don
Carroll
B.Report on Woven Health Clinic - Councilmember Mark Hill
C.Report on Metrocrest Services - Mayor Pro Tem Biju Mathew
D.Report on Historical Society - Councilmember Cliff Long
12.Public Service Announcements concerning items of community interest with no
Council action or deliberation permitted.
13.Necessary Action from Executive Session
14.Adjournment
________________________
Wes Mays, Mayor
Page 3 City of Coppell, Texas Printed on 2/24/2023
February 28, 2023City Council Meeting Agenda
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 24th day of February, 2023, at _____________.
______________________________
Sara Egan, Deputy City Secretary
PUBLIC NOTICE - STATEMENT FOR ADA COMPLIANCE AND OPEN CARRY LEGISLATION
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
seventy-two (72) hours – three (3) business days ahead of the scheduled program, service,
and/or meeting. To make arrangements, contact Kori Allen, ADA Coordinator, or other
designated official at (972) 462-0022, or (TDD 1-800-RELAY, TX 1-800-735-2989).
Page 4 City of Coppell, Texas Printed on 2/24/2023
Master
City of Coppell, Texas 255 E. Parkway Boulevard
Coppell, Texas
75019-9478
File Number: 2023-6781
File ID: Type: Status: 2023-6781 Agenda Item Executive Session
1Version: Reference: In Control: City Council
02/21/2023File Created:
Final Action: Exec SessionFile Name:
Title: To deliberate the process for appointment, employment, evaluation,
reassignment, duties, discipline, or dismissal of a public officer or employee:
City Manager
Notes:
Sponsors: Enactment Date:
Attachments: Enactment Number:
Hearing Date: Contact:
Effective Date: Drafter:
Related Files:
History of Legislative File
Action: Result: Return
Date:
Due Date: Sent To: Date: Acting Body: Ver-
sion:
Text of Legislative File 2023-6781
Title
To deliberate the process for appointment, employment, evaluation, reassignment, duties,
discipline, or dismissal of a public officer or employee: City Manager
Summary
Page 1City of Coppell, Texas Printed on 2/24/2023
Master
City of Coppell, Texas 255 E. Parkway Boulevard
Coppell, Texas
75019-9478
File Number: 2023-6775
File ID: Type: Status: 2023-6775 Agenda Item Agenda Ready
1Version: Reference: In Control: City Council
02/20/2023File Created:
Final Action: WKSFile Name:
Title: A.Discussion regarding agenda items.
B.Receive a legislative update.
C.FOARD Task Force presentation regarding the village concept.
Notes:
Sponsors: Enactment Date:
Legislative Update Memo.pdf, FOARD Task Force
Memo.pdf, Coppell Village Business Plan.pdf
Attachments: Enactment Number:
Hearing Date: Contact:
Effective Date: Drafter:
Related Files:
History of Legislative File
Action: Result: Return
Date:
Due Date: Sent To: Date: Acting Body: Ver-
sion:
Text of Legislative File 2023-6775
Title
A.Discussion regarding agenda items.
B.Receive a legislative update.
C.FOARD Task Force presentation regarding the village concept.
Summary
Page 1City of Coppell, Texas Printed on 2/24/2023
MEMORANDUM
To: Mayor and City Council
From: Christel Pettinos, Chief of Staff
Date: February 28, 2023
Reference: Receive a Legislative Update.
2040: Sustainable Government
Introduction:
Legislative Consultant, Jennifer Rodriguez, will be providing a brief update on the legislative session.
Legal Review:
N/A
Fiscal Impact:
None at this time.
Recommendation:
N/A
1
MEMORANDUM
To: Mayor and City Council
From: Mindi Hurley, Director of Community Development
Date: February 28, 2023
Reference:
2040:
FOARD Task Force presentation regarding the village concept.
Future Oriented Approach to Residential Development
Introduction:
The Task Force has spent a considerable amount of time researching ideas and preparing a potential
business plan for the village concept. The chair of the FOARD Task Force, Peggy Quinn, will
present the findings to City Council during Work Session.
Analysis:
The Future Oriented Approach to Residential Development (FOARD) Task Force was created by
City Council to address the future residential needs of Coppell. Since inception in 2020, the Task
Force has focused primarily on senior housing needs. The village concept is one potential concept
that the Task Force felt was a viable option for Coppell.
Legal Review:
Agenda item did not require legal review.
Fiscal Impact:
N/A
Recommendation:
The Community Development Department recommends reviewing the information presented.
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Coppell Village
Business Plan for
a Village
Sponsored &
Supported by the
City
FOARD Pillar: Explore new options
for 55 plus (or aging in place) that
maintain high standard of living
while reducing footprint.
Sub-Pillar: Select several key pilot
areas, that allow more varied housing
options.
Future Oriented Approach to Residential Development Taskforce
CITY COUNCIL PRESENTATION: FEBRUARY 28, 2023
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Table of Contents
Sections Page(s)
Executive Summary 2-4
Business Concept Overview 5-12
Management & Organization Overview / Business Operations
Overview
13-16
Organizational Timeline 17
Financial Projections & Pro Forma 18
Marketing Plan 19-21
Appendix A: HUD Income Thresholds 22
Appendix B: Job Description for Coppell Village Coordinator 23
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Coppell Village Business Plan for a Village Sponsored & Supported by the City
Executive Summary – (include goals & objectives + membership parameters + pricing strategy)
In accordance with the Coppell Vision 2040 mantra, to make Coppell a “family community for a lifetime”, The
Coppell Village will enable citizens to maneuver the various stages of later life allowing them to age in place,
staying in their home and in the community. The Coppell Village will be a ‘virtual’ 55+ Active Adult
Community’, where citizens can gain valuable information and resources; acquire assistance with life’s projects
requiring help or advocacy; partake in social & educational events keeping them engaged in an active life
within our community.
The Village models across the nation allow for citizens to:
• make your own choices about how and where to live as you age.
• live in your own home and community longer with the support services to make it possible.
• connect with, care about and engage with your neighbors, friends and community.
• embrace an active and healthy life.
• explore opportunities for what’s next.
• support your community through volunteering opportunities and giving back.
Thus, Coppell citizens will have an expanded ability to age in place, remaining independent, engaging in the
community, and being safe within their home.
The Village-to-Village Network (a consortium of Villages) tool kit provides the ability to start, organize, and
implement a Village. The table below shows the overview of the Village model. The Coppell Village will start
up with a subset of the services noted in the model based on extensive focus groups that were conducted to fully
understand and document what our community citizens feel they need to age in place.
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In the Coppell Village, 3 major committees will work through their City of Coppell Coordinator to take the lead
aligning and coordinating services through:
• city departments (Police Department, & Allies in the Community),
• Coppell Village member committees,
• community volunteers,
• group volunteer organizations that have shown interest in participating, should the city support and
sponsor a Coppell Village:
o Coppell Independent School District,
o Assistance League of Coppell,
o Metrocrest,
o Caregiving Heroes of Coppell Facebook Group,
o First United Methodist Church
• business partners – the FOARD board didn’t feel comfortable talking to business since this is just a
high-level theoretical proposal, however, in our research we found that the Container Store supports the
Fort Bend YANA program, so it’s possible that business partners here in Coppell could also play a role.
While informational meetings have produced a great deal of support of the Coppell Village to flourish, there
will need to be one (1) additional full-time headcount added to the City to focus on the ever-evolving Coppell
Village through coordination of member committees, expanded services and the service-rending entities tapped
for their expertise. Besides meetings with the general public about the Village model, input and support has
been initially reviewed from:
• Coppell Police Department
• Allies for the Community
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The list of volunteer groups will grow as we do have others that have expressed an interest, but these groups
currently provide services or have pledged new services they can provide to citizens who are aging in place
within Coppell.
While the FOARD Taskforce is recommending the city take on the Coppell Village for support, other Villages
throughout the US have been created by local folks forming a non-profit organization. There are also
opportunities for self-funding through grants that can pay for a part or all of it. However, grants are scarce when
it comes to a community with our average income. However, if the city wishes to go this route, then the creation
of the Coppell Village will take a lot longer than what this proposal suggests, can cost more for 3rd parties to
organize, and may never materialize given a possible lack for total commitment for the citizens aging in place
here.
Third party vendors can also lend a hand with advertising opportunities in newsletters or website presence –
sponsoring events - a kind of self-funding through sponsorship, which can be included with the City sponsored
and supported Village as part of the structure requirements, if the city prefers. For purposes of this proposal, the
third-party sponsorship is noted in the Financials but not in specifics since this is a very broad business
proposal, and the committee was not comfortable speaking directly with any corporations for sponsorship input.
Membership to The Coppell Village will be voluntary and will be available to all citizens who are 55 years of
age or older, and live within the city limits taxing authority. More specifically, the citizen can be renting a
property, rather than owning, but must be on the water bill and be able to prove age. Members must also
provide insight to the Village committees and are encouraged to work with city staff on pertinent decisions
about services, referrals, and programs offered by the Village.
Even though the city is 25% of residents 55+, the absolute number we have focused on is the 2526 homes where
we know 65+ & disabled folks are living according to Dallas County Tax Exemptions. Using this number of
homes, we have set a goal of 250 households joining the Coppell Village during the first whole year of
existence. The Village initial offerings will be based on request and may/or may not require the member to pay
for the service themselves, the board feels the initial Village should cost each home $60, which will subsidize
the city expenses for this population of citizens.
The FOARD Taskforce recognizes that $60 a year per household will not totally pay for the extra headcount to
oversee the leg work to create, maintain, and run the Coppell Village. Nor will it pay for the large database &
application needed to track the operations and auto-email participants. But it will cover the incremental work
from each city department to support this undertaking. And it will solidify the community as a place to live for a
lifetime. In the event a citizen wishes to be a member of the Coppell Village, but cannot pay the $60, they will
be able to claim a hardship using a form, their latest IRS Tax Return, and meeting the same criteria of income
level as for HUD assistance for “Low Income Median”. (Housing & Urban Development Income Threshold
Chart is Appendix A)
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To keep the Coppell Village vibrant for every year, all services and programs will be reviewed every 6 months
for usage numbers, reviews, and changes if needed to adjust, add, or delete services as needed. For example, if a
service or program is not used, then it can be deleted from the village at year end. Likewise, the Coppell Village
committees will be inserting various new programs and services, or altering existing services when demand
warrants it. The FTE Coordinator will lead and coordinate with the appropriate village committee, for making
changes, or creating new services with the documented service and process of usage and upkeep. National
trends for Villages are discussed with regularly scheduled meetings of the Village-to-Village Network. It’s
anticipated that the Coppell Village Coordinator and the 3 committees will attend these meetings which take
place virtually.
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Business Concept Overview – (Initial Offerings; City existing equipment needs like membership tracking
software breakout; Village foundations of committees and offerings; – defined Committees and who makes up
the committee – “how” vendor list is vetted and by who; etc.)
The first 9 to 12 months of the Coppell Village will be spent organizing and creating the support structure
within city to launch the initial drive for members, services & programs. Additionally, there will need to be set-
up of technology to house and work with following attributes:
• Membership profiles
o Name(s)
o Address
o Phone Number
o E-Mail
o Age
o Hobbies
o Interests
o Talents
o Work Status: Retired; Part Time; Still Working
o Driving Capabilities (day/night)
o Member & Volunteer Willingness to Volunteer on which Committee or Talent Need
o Address Mapped to Zone in Coppell: (1-5 just like the current surveying company uses)
**NOTE: this functionality may be needed for “ride-share” should the committee choose to
launch a program to support City events at night, like library Crocheting sessions, etc.
o Payment information – i.e. date of annual payment and payment amount – “accountant”
record
o E-Mail communication for Village Members
• Volunteering profiles
o Name(s) – If a member also, then their member profile is tagged as volunteer also, so no
“separate” profile is needed
o Volunteering Organization (this could be “Individual” if they are not affiliated with an
organization)
o Address – Can be individual address or the address for the Volunteering Organization
o Phone Number
o E-Mail
o Volunteer Specific: “Advocacy Program”; Affinity Group, etc.
o E-Mail communication for Village Volunteers
• Services & Event Forms – These forms must be able to be repetitive on a weekly or monthly or yearly
basis, so a new form doesn’t have to be created each time.
o Service or Event Name:
o Date / Time
o Attendance List – Statistics on Age, Gender, should be tabulated from Names for monthly
report output – payment status of Attendance List if applicable
o Sponsor Information
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o Monetary Cost or “value” if any
o Services & Events Not attended or used should be also tabulated per month
o Review auto-emails should be sent after service usage or event occurrence to add to the form
and used monthly for reports as well.
o E-Mail communication for Village Events and Services to Village Members
• Vetted Vendor / Business / Supplier Form
o Vendor / Business / Supplier Name
o Address
o Phone Number
o Specialty or Type of Business
o Licensed / Bonded – or – Background Checked
o If Background Checked – by What Company (Background Check should be able to be
scanned in as an attachment
o Date they were included on the Bi-Annual Listing
o Discount they agreed too
o Referred for List by: “City Business Registry”; or “Chamber of Commerce” or “Facebook”;
etc.
o Document Link on Website to open the Vetted Vender / Services Listing
For a city supported and sponsored Coppell Village, it would begin by hiring the Village coordinator who will
recruit initial committee members for 3 described committees in this document, that will define roles and
responsibilities of the various city departments, volunteer groups; create processes and protocols for each
service offered as well as management and periodic self-evaluation of processes and protocols, as well as
monthly evaluation of reports from the Coppell Village Database/Application.
The initial Village will offer citizens:
1. Vetted Listings of Businesses and Providers for:
o Home health aide companies
o Cleaning Services or Individuals
o Handymen
o Electricians
o Plumbers
o Landscapers
o Contractors for home modifications
o Roofers
o Bookkeepers
o Estate Planning
Attorney’s
Investment Counselors
Accounting
Burial Plans
o Downsizing Experts
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o Life Changes Experts
2. Advocacy Help or Assistance with:
o Identity theft rectification – provided by the Coppell Police Department (both actual police and
possibly CPAC members depending on the system constructed by Kelly Luther & Lt. Asher)
NOTE: this advocacy help is ONLY for Identity Theft (not scams) because it requires FTC (Federal Trade
Commission) intervention.
o Medicare & Insurance assistance to organize, understand coverage / policies – Program
Committee
o One-Off projects or problem solving
o Transportation Options that go beyond what SPAN and others offer –
this could include a ride-share for city events (profiles of members and volunteers would
ask if they currently drive and if so, would they be willing to provide a ride to city events
to a Village member)
Go Go Grandparent instructions and FAQs
AARP Transportation Information
o Technical Assistance for smart phones and laptop computers – program could take on the
look/feel of the technical assistance offered by YANA / Fort Bend Sheriff Dept., where several
member-volunteers are computer savvy and offer precise help on a one-on-one basis – or -
mirrored after the Lewisville ISD services provided to Lewisville Senior Thrive Members.
3. Friendly check-ins – provided by the Coppell Village Volunteers or COPs (Citizen Patrol through the
Coppell Police Department), depending upon type of Friendly Check-Ins (our research of various
Villages saw both, weekly phone calls – or - monthly visits depending on city need)
4. Social & educational events – Social events and educational events for active adult communities
frequently involve actual outings where people gather to carpool to the event.
5. Travel opportunities via specialty companies who put together packages for active-adult travel across
the metroplex.
In this initial phase, city coordinators (City Enterprise Solutions Dept. (Jerod Anderson); Coppell Police
Department, & Allies in the Community) will meet weekly to:
• Establish a Database Application that will serve the cities purposes by capturing Member Profiles,
Volunteer Profiles & Types, Village Activity Statistics, and produce various reports on a monthly basis
to document programs and services that are used and those not used. The application will also keep track
of event registrations, payments, and be able to send e-mails to the entire membership or just a subset
that are participating in an event.
o The Village-to-Village Network has a vendor for this that many Villages use, and that vendor
(HelpfulVillage.com, owned by Manuel Acevedo) can be interviewed as a possible Application
Provider for the Coppell Village. However, the FOARD board felt the company was small and
the application was very rudimentary when it came to the ability of reporting the board felt
would be necessary to monitor the success/failure of services and events within the Village.
**Note: The board used our meeting with HelpfulVillage owner to figure costs for the
Database/Application needed at a high level in the Financial Section of this document.
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• Ensure the new database application can in fact track, and technically function for the best outcome of
the Coppell Village by accommodating:
o (a) new profile types for Coppell Village Members, business partners, and volunteers (individual
volunteers as well as group volunteers) &
o (b) recording of services used or requested by Coppell Village Members &
o (c) auto-emails and text messaging for members and volunteers for confirming services or
date/time appointments, or reminder of event details for a subset of members attending a specific
event – or – committee member e-mails for meetings, agendas, & event setup.
o (d) tracking payments for annual membership, as well as individual events that cost the member
o (e) geo-coding in the 5 Coppell Areas so if Ride-Share for city events come about, the matching
of drivers to riders is easy to assign
o All of these databases will be constructed with the ability for auto-reporting monthly,
documenting the ongoing functions and usage within the Coppell Village.
o All created database profiles and processes is be documented and maintained so consistency can
be achieved from day one and through the years, adjustments can be made to make these
processes more efficient or effective depending upon technological changes or needs or
membership needs to age in place.
• Create the best process and protocols for creating, and updating The Vendor / Services List, with the
initial offering listed in the Business Concept Overview (a vendor list & service list available to
members). In reviewing the practices for the List from Fort Bend Sheriff’s Office that runs the Fort
Bend Village, YANA, the list of vendors comes from the Chamber of Commerce.
o The Vendor / Services List:
A list of Companies or individuals who have been vetted for integrity, honesty, and
quality work for maintenance, repair, and personal services for members
Vendor Services on the initial launch will
• (1) mimic the list from Fort Bend's YANA (List in the Business Concept
Overview Section) &
• (2) represent choices for members and doesn't mean the Village guarantees any
work or request completion – it is merely a vetted list of reviewed vendors &
services that have:
o reputable businesses (in accordance to the BBB, Yelp, & Google)
o are licensed & bonded,
o have been background checked if working as an individual at residences.
Will be compiled by the Steering Committee with the help of the City of Coppell,
(registered companies doing business within the city) Coppell Chamber of Commerce
(Chamber Members), Metrocrest, as well as other sources that the Steering Committee
finds
Each category of vendor / service should have at least 2 choices if not 3 if in existence.
(i.e. Burial Insurance policies are handled by one vendor where the only competition
exists at specific cemeteries; but plumbers are more abundant, for 3 choices)
If a vendor is not licensed & bonded; then a third-party background check will be
warranted. (The Police Department cannot do background checks on individuals unless
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they are being employed by the city or they are volunteering for the city in a critical
position, therefore, the board has put in a price for a third-party vendor to perform
background checks on independent companies that may make the lists, such as
handymen, etc.)
Companies registered with the city and those who are members of The Chamber of
Commerce will render some vendors needed for the list; but additionally, the committee
compiling the listing should research these companies with all sources:
• BBB – entity should have an A- rating or better
• Yelp – entity should have a 4.2 rating or better
• Google – entity should have a 4.2 rating or better
If the City and the Chamber can’t produce a vendor or not enough companies in one
category then the committee will need to look on the Local Coppell Facebook Page, or
Metrocrest, or other resources to find enough choices (2 or 3) for the list. Any additional
resources (personal like a handyman) or businesses found from other sources will still go
through the same review as those found through the City and the Chamber and will need
to meet the criteria as outlined above.
National, State, and County Services on the list will not be vetted as they are derived
from lists by AARP, the Council on Aging, and government offices
The List may include consultant companies or organizations deemed necessary by the
Steering Committee to help in completing a large project (EX: Metrocrest Ramp
Construction; Downsizing Experts; etc.)
Updated twice a year by the Village Member Committee using the prescribed Vendor
Listing Procedure which includes how to find participants and vet them
Must be completed prior to launch of the Village
Is merely a tool for Village members to operate on their own, making it easier to find
help when needed without going to family & friends and having to do a great deal of
research or using the first vendor they find without having the ability to research the
company's viability and integrity
The listing should have disclaimers that while the list is vetted for honesty and integrity,
the village is not guaranteeing the quality or adhered too timelines of any members using
the vendors or services for their projects.
• Review current practices and processes of the YANA Village (You Are Not Alone) in Fort Bend as it
relates to friendly checks (checks by phone or in person? Or both? How often? Etc.) for the Coppell
Village. (Kelly Luther-Coppell Police Department involved) Process & procedure will be constructed so
volunteers can follow it when this service is launched to the membership on day one.
• Creation & management of performing background checks on some volunteers:
o Overall volunteers who help set up events, etc will not need to be background checked
o Volunteers who will be working the Advocacy Programs where they will be working
independently with a member and may see sensitive information, will need to have a background
check – however some of the anticipated participation is from organizations that already perform
background checks:
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CPAC volunteers or police department staff working on identify theft advocacy will have
already gone through a background check as part of their CPAC / Police affiliation
Charity League volunteers who participate in their Senior Programs at nursing homes, go
through a background check by the national club, so any work they choose to do for a
Coppell Village will also be at a savings to the city.
Volunteers from the community who want to participate in programs where they will be
working one-on-one with a member or exposed to sensitive, personal information about
the member will need to be background checked by a third-party vendor.
• Creation of process & protocols for the Advocacy Program – i.e., defining the types of advocacy
projects and the parameters of assistance will be deemed appropriate for each need.
o The Advocacy Program – this program will be extremely considerate of a citizen that needs the
program because the individuals who help them may be privy to personal information and it’s
important to be mindful of the security of the member(s) who need the help.
Matches Village members with specific project needs with a person to help them with
information, definitions, and explanations of items not understood.
The one-off projects will be coordinated by the Services Committee and utilize one of the
community-based organizations that have expressed interest in working with the Coppell
Village.
The Identify Theft assistance will be coordinated by the Coppell Police Department. In
the case of identity theft, the police must get involved because the rectification comes
through the Federal Trade Commission which insists on a police report and report # for
their file. The FTC ID Theft site can be complicated to maneuver which is why some
citizens may need some extra help.
The community-based organizations who have offered support, should the city move
forward with a Coppell Village, will work with the Village Steering Committee on
written due processes and parameters for taking on a project as well as setting boundaries
on projects
Some community-based organizations are already working with citizens and thus have
been thoroughly with a background check within their organization. In these cases, the
Coppell Village will utilize their positive background check and not duplicate any effort
which will save money with the shared resources.
The community-based organization will share the official records of the Coppell Village
when it comes to (1) project type; (2) time spent for project; (3) assignment of personnel
assisting member; (4) outcome reviews by both the advocate & the member helped &
share a monthly report that outlines the statistics so we can see growth or holes in the
program that needs attention (these records should be in the overall application keeping
track of such events within the Village)
Technical Assistance will fall under Advocacy Program but will mimic either (1) the
volunteer system that YANA/Fort Bend Sheriff’s Department has in place – or – (2) the
services that are in place in Lewisville using the High School Computer Department.
• Because some technical assistance may accidently expose the advocate to
sensitive information, they will need to be either:
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o background checked by a third-party vendor or
o monitored the entire time helping the member as the case with the
Lewisville High School program with Thrive
Some Technical Assistance Programs in other villages, connect volunteers who visit
members in their homes to help with technical help; in our initial launch the business plan
will only lay out a public Technical Assistance Program as listed above
The Advocacy Program is not to be used for emergency services - it's to be used for a
broader scope project where one-on-one help is needed for guidance and explanation
• Creation and management of the initial Membership Based Committees (although no members exist, the
Coppell Village Coordinator will take the lead to recruit 6 to 12 people for each committee so the
Village formation can be created and be readied for launch) These active committees will research,
construct process & protocols for all the services and events for the initial Village offering; create
services and events needed by the Coppell Village. The initial committees will be:
o Member Recruitment & Engagement Committee (Responsible for the Marketing & continued
Public Relations about the Village as well as overall monthly reports monitoring progress):
Works intensely with the requirements for a database application that will not only
capture the members, volunteers, & business partner profiles, but also documents
services, & events and their successfulness as well as their attendants or usage. Define
regular monthly reports that need to come from this database and make sure the
application can easily generate those reports.
works closely with the Member Services staff to welcome new members –
MOREOVER, to facilitate and encourage engagement with the Village. Just as
important, the committee actively seeks ways to help all members enhance their Village
experience.
They run the “Villages Ambassador Program” matching new members with existing
members to foster their involvement.
Creates, and disseminates information about the Coppell Village through all
communication and media outlets available through the city, volunteer Organizations,
etc.
o Program Committee (Responsible for the Friendly Checks & Social Programs, as well as
assisting Affinity Groups):
Plans & develops programs and activities for members – focus is on offerings that center
on the whole person, mind, body, & spirit; i.e., members keeping active
Cultural & educational programs to keep mind and body working; ex: social gathers,
museum/historical site trips, performing arts, etc.
Affinity Groups – will come after launch since to create and Affinity Group, you need
members with the same hobbies or interests
**Note: Affinity Groups examples: Photography Group, Woodworking Group, Book
Club, Dinner Out Club, Gourmet Cooking Club, etc.
Exercise & wellness program
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This committee works with transformation/advocacy services – support for ‘life changes’
such as caregivers’ groups for widow/widowers’; specific interest topics of members;
facilitate the organized creation, schedule, & running “Affinity Groups”
Creates and disseminates information about the Coppell Village programs through all
communication and media outlets available through the city, volunteer organizations, etc.
o Service Committee (Responsible for the Vetted Vendor List / Advocacy Program outlined
above):
Identifying, addressing & facilitating solutions for member’s needs & issues
Responsible for the Vetted Vendor / Services List and it’s maintenance.
Frontline response to member’s needs & solutions as response. Ex: an expansion of
Vetted Vendor types; or expansion of type of advocacy or different methodology for
transportation help.
Creates, and disseminates information about the Coppell Village through all
communication and media outlets available through the city, volunteer Organizations,
etc.
• Once a milestone is reached of:
o Having the city technical databases/application and forms ready for use – i.e. population of
members, volunteers, business partners, functional tracking, e-mail/texting forms & triggers, &
city website “contact us” form as well as the system is tested thoroughly
o Vetted vendors / services for initial offering sheet completed
o Police department is ready to enact process for friendly checks, & Identity Theft Advocacy
Assistance
o Advocacy Assistance or Help options has been created and is ready to launch for:
Identity theft rectification – assistance with the Federal Trade Commission Identity Theft
website for filing identity theft and record retrieval with the financial institution where
the fraud was committed
Medicare & Insurance assistance to organize, understand coverage
Transportation Options that go beyond what SPAN and others offer with local mileage
restrictions. Cost to member is expected with 3rd party solutions such as GoGo
Grandparents.
o Technical Assistance Process developed and ready to implement by the school system or by
volunteers
Then recruitment for volunteers and members can begin – this recruitment should be 3 to 4 months prior
to expected “Launch” of the Coppell Village. In this way, the initial members will participate in what
will be known as the “soft launch” of the Village. It will be a time to work out any kinks or any
unknown issues that came up with the working Village.
This will also be the time to form Affinity Groups, and work with members on what expertise they may
want to share throughout the village. This will be the time that programs committee has the ability to
take off running with the identified “wants” of the Village community.
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Management & Organization Overview / Business Operations Overview – (including employee needs)
(Goods & Services) – defined jobs within city services/departments & volunteer groups – defined Committees
and who makes up the committee – “how” vendor list is vetted and by who; etc.)
The Coppell Village Coordinator will provide the main leadership/coordination of the overall Village and daily
operations. They will also be directly involved with the databases needed to track the Village members,
activities, processes, & procedures. The Coppell Village Coordinator will need a phone number and a backup of
someone to answer their phone if they are out so that high-level questions about the Coppell Village can be
answered or messages taken for the coordinator. Additionally, he/she will be the financial focal point for the
Coppell Village as well.
The Coppell Village Coordinator will also be an integral part of the committees working with the city
departments and the community-based organizations on all offerings from the Village. This coordinator will
also review all the affinity groups or programs being constructed for the Village, prior to their offering, so they
can make sure they don’t need additional review by the Director of Community Experience.
The working committees mentioned above (Member Recruitment / Engagement; Program; & Service) will meet
every month to:
• go over activity usage (review usage and make decisions to change services/activities to make them
more conducive to citizen need or abandon the ones that are not being utilized)
• review new activities, services, or needs for the Village community and how they can be done
• organize and monitor the Affinity Groups for changes; create programs needed by the community and
coordinate date/time/place for those
• align written pamphlets, e-mails, etc. for the Village communication accuracy and timeliness
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Organizational Overview picture is as follows:
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Village Committees
(Vender/Services List / Program Alignment)
Community-Based Organiztion(Volunteer Recruitment)
Volunteers / Police Dept.(Friendly Checks / Fraud Assistance)
Community-Based Organization(ADA Needs, Home Enhancements)
Community-Based Organization(Advocacy Projects)
Volunteer / ISD
(Computer / Smart Phone Assistance)
Volunteers
(Advocacy / Program Positions)
LEADERSHIP /
COORDINATION OF
SERVICES / PROVIDERS PROVIDERS OF SERVICES
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Organizational Timeline – (timeline of preparing city databases for member profile entry; timeline for forming
the Village; timeline for lining up initial offerings / opening up member sign-up / etc.)
If the City Council decides to move forward with the Coppell Village, the city will begin advertising and hire a
full-time Coordinator for the Coppell Village based on the Job Description (Appendix B). The hiring for this
position should take no longer than 3 months. The first day of the coordinators day on the job begins the first
day of a 9-to-12-month journey to construct the Coppell Village. The following is a list of items that will need
to get done during this ‘construction’ period:
The following tasks need to get accomplished during these 9 to 12 months in order to launch a Coppell Village:
• City Enterprise Solutions department works with the Coppell Village Coordinator to set up the
Database/Application with direct input from the 3 major committees, city departments, and community-
based organizations performing services:
o database of Volunteers;
o database of Members;
o Record keeping for events; services, etc.;
o Reports for events; services etc.
o E-Mail communication for Village
• Coppell Village Coordinator puts together a body of perspective members of the Coppell Village
(named “Village Body”) (no fewer than 6; no more than 12) to work on the 3 committees that will begin
the task of putting together the Coppell Village, services offered by the Village and to write up the
processes and procedures for each offering. These citizens that agree to sit on the 3 committees should
come from all age groups that would be eligible to be a Village member. Recruiting can be done using
the water bill system from 65+ citizens, as well as core memberships for citizens 55+.
• Village Body starts putting the processes and procedures together
• Coppell Village Coordinator & Village Body Committees starts coordinating with Coppell Police and
other volunteering agencies on processes and procedures for the services they will be offering
• Coppell Village Coordinator & Village Body Committees to coordinate with City Enterprise Solutions
department on creation & testing of database system supporting the Village
• Coppell Village Coordinator and Village Body creates and maintains Procedure Book to capture
processes/procedures for each service offered and Methods of Procedures for how processes work, like
“vetting vendors for vendor listing”; etc.
• Massive advertising (See Marketing Plan below) and recruitment for volunteers and members for soft
launch of program
• Initial Offerings launch – The Coppell Village is now Active
• Recruitment of new members though city marketing capabilities
• Monthly review of:
o Membership numbers
o Volunteer numbers
o Services used by age-group & how many times
o Reviews of service providers and of members using services
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Financial
Preliminary Budget Estimate for Coppell Village
** Assumption: 250 Membership on Full 1st Year, with 25% Growth each year (based on 1910 Homes in 2021 with 65+ tax exemptions)
** Assumption: 3% Increase in Goods & Services Over the Years (Salary + Benefits)
** Assumption: Village to Village Membership remains constant to keep up with trends & updates
** Coppell Village Database & Application is based on HelpfulVillage.com (Common Village Application)
D escription Year 1 $$ Year 2 $$ Year 3 $$ Year 4 $$ Year 5 $$
Membership Fees: $60 Flat Fee
YR 1 = 250 Members
YR 2 = 312 Members
YR 3 = 390 Members
YR 4 = 488 Members
YR 5 = 610 Members
$12,500.00 $18,720.00 $23,400.00 $29,280.00 $36,600.00
Possible Underwriting for Events from Corp.
Possible Fundraisers (ex: T-Shirts)
REVENUE TOTAL:$12,500.00 $18,720.00 $23,400.00 $29,280.00 $36,600.00
D escription Year 1 $$ Year 2 $$ Year 3 $$ Year 4 $$ Year 5 $$
Actual payments needed to Vendors & for
Salaries
Village-to-Village Membership $250.00 $250.00 $250.00 $250.00 $250.00
Helpful Village Software (Year 1 has one-
time fee built-in + some customization &
development costs versus other years)
$19,300.00 $5,744.00 $6,680.00 $7,856.00 $9,320.00
Mail Chimp to integrate with Helpful Village $240.00 $240.00 $240.00 $240.00 $240.00
Salaries (FTE - Coordinator)$65,000.00 $66,950.00 $68,958.50 $71,027.26 $73,158.07
Benefits (FTE - Coordinator)$22,750.00 $23,432.50 $24,135.48 $24,859.54 $25,605.33
Computer HW and SW $3,400.00 $0.00 $0.00 $0.00 $0.00
Cell phones $1,200.00 $1,200.00 $1,200.00 $1,200.00 $1,200.00
3rd Party Background Checks $300.00 $300.00 $300.00 $300.00 $300.00
PROJECTED P&L EXPENSE TOTAL:$112,440.00 $98,116.50 $101,763.98 $105,732.79 $110,073.40
Normal Departmental Funds + extra used for
Coppell Village too (i.e. Police Citizen Patrol
cars, training, people; City Website presence,
pamphlets, brochures, etc.)
Police Advocacy for Fraud
($30 per hour for extra assistance)
Assumption: 10 people need extra hour per
year
$300.00 $300.00 $300.00 $300.00 $300.00
Office Supplies (Incremental Elevation)$1,200.00 $1,200.00 $1,200.00 $1,200.00 $1,200.00
Food and Beverage (Incremental Elevation $200.00 $200.00 $200.00 $200.00 $200.00
Training - Software or City Training $1,000.00 $1,000.00 $1,000.00 $1,000.00 $1,000.00
Printing $200.00 $200.00 $200.00 $200.00 $200.00
Marketing $1,000.00 $1,000.00 $1,000.00 $1,000.00 $1,000.00
Volunteer Training (Police Dept)
($40 per hour for Instructor / Supplies)$80.00 $80.00 $80.00 $80.00 $80.00
Paper $200.00 $200.00 $200.00 $200.00 $200.00
Promotional Gifts $200.00 $200.00 $200.00 $200.00 $200.00
Public Service Video Production $3,000.00 $3,000.00 $3,000.00 $3,000.00 $3,000.00
DIRECT CITY PROJECTED EXPENSES TOTAL:$7,380.00 $7,380.00 $7,380.00 $7,380.00 $7,380.00
TOTAL BUDGET FOR COPPELL VILLAGE:$119,820.00 $105,496.50 $109,143.98 $113,112.79 $117,453.40
Direct City Projected
Expenses
Corporate Sponsorship
INCOME
Revenue
Donations
EXPENSES
Projected P&L
Expenses
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Projections & Pro-Forma
Marketing Plan
Marketing Plan: Marketing for the Coppell Village should take advantage of all of the marketing channels
available to the Coppell City Communications Department. There should be two phases to the marketing with
each phase broken into specific verticals.
Phase One – Initial Recruitment
Initial recruitment can be further divided into three verticals.
• 3 Village Committees recruitment
• Membership recruitment
• Volunteer recruitment
3 Village Committees (Member Recruitment/Engagement; Program; & Services) – These 3
committees will work within their group on their segments of the Village and along with constructing
those segments, they will be compiling marketing materials for each facet being worked on.
Marketing Campaign Options
1. Word of mouth enlisting our volunteer partners; Allies, Citizen’s Patrol, Non-Profit partners.
a. This could help make sure that all volunteers are people who will be fully engaged and
have participated in other efforts.
2. Open call using Coppell Newsletter/E-Newsletter.
Membership – these are the people who will take advantage of the Village services. All members have
the ability to also serve as volunteers if necessary.
Timeline for Membership recruitment marketing – Three months from proposed launch date. This date
can be flexible and move based on the progress toward the actual launch.
Marketing Campaign Options
1. Need a Coppell Village is coming campaign.
a. Content explains what the Coppell Village is so that it is not confusing.
b. Start – when Village is approved.
c. Offer more informational meetings.
d. Signup interest list is collected.
i. Name
ii. Address
iii. Email
iv. Willingness to participate in formation committees
DRAFT - SUBJECT TO CHANGE
v. Willingness to volunteer as well as receive services.
e. Channels
i. Water bill Newsletter/E-Newsletter
ii. Coppell Happenings Magazine
iii. Social Media – FB, Instagram, Twitter, WhatsApp (if available)
iv. Mail campaign sent out to all residents who have a 65+ homestead exemption.
v. Only go to Ads if necessary
vi. Include a way for people to invite their friends to join.
f. Budget
i. The Mail campaign to 65+ would have additional costs over normal channel
costs.
ii. Ads if necessary, would have additional costs.
g. Questions
i. Do we want to limit membership at first so as not to overwhelm the village when
it starts?
1. If yes, then we want to market this group as the pioneers that will help test
out the Villages processes and procedures. Something like we are
recruiting a cohort of xxx hundred people to kick off the village.
2. Duration until the cohort is filled.
3. Even if we do this, we want to signup everyone we can, maybe the early
cohort will push people to sign up faster and not put it off.
Volunteers – these are the people who perform or will help village members obtain village services. A
volunteer can also be a member.
Timeline for Volunteer recruitment marketing – Three months from proposed launch date. This date can
be flexible and move based on the progress toward the actual.
Marketing Campaign Options
1. Need a Coppell Village is coming campaign. Combined with the member its coming campaign.
a. Content explains what the Coppell Village is and how the volunteers can help.
b. Start – when Village is approved.
c. Offer more informational meetings.
d. Signup interest list is collected.
i. Name
ii. Address
iii. Email
iv. Willingness to participate in formation committees.
v. Willingness to volunteer as well as receive services.
e. Channels
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i. Coordinated email campaigns with all of the partner organizations to get the word
out to their members.
ii. Water bill Newsletter/E-Newsletter
iii. Social Media – FB, Instagram, Twitter, WhatsApp (if available)
iv. Only go to Ads if necessary
v. Include a way for people to invite their friends to join.
f. Budget
i.
g. Questions
i. Do we want to have separate campaigns, different blurbs for members vs
volunteers?
1. Example: Would you like to help your fellow citizens. Volunteer with the
new Coppell Village helping Coppell Citizens stay in their homes, making
Coppell a community for a lifetime.
Phase Two – Ongoing Recruitment
Continuous recruitment can be further divided into three verticals.
• Membership recruitment
• Volunteer recruitment
The only major differences between the initial and ongoing will be the types of content presented in
the adds which should be rotated.
• Same as initial recruitment with explanations of the village.
• Informational types of content with number of members, services provided per month,
number of volunteers, hours donated per month.
Slice of life with stories of how the village helped a specific Village member or how it affected a
volunteer.
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APPENDIX A: HUD Income Thresholds
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Appendix B: Job Description for Coppell Village Coordinator
The Coordinator for the Coppell Village will:
Guide Village Committees to construct & vet the Vetted Vendor / Services List
Oversee processes for background checks on volunteers
Guide Village Committees on their duties to:
1. Welcome New Members & get them involved
2. Secure Profiles on Members & Volunteers & Business Partners
3. Gain marketing opportunities whenever presented
4. Update Strategic Plan & iterations of community needs
Recruit Business Partners
Test process enhancements & improvements
Advocate for intradepartmental support
Brand & socialize Coppell Village within city structure & events
FTE Function
Vet Suppliers
Process background checks
Handle Public Relations
Process Applications and Welcome
Brand and Socialize Project
Advocate for Intradepartmental support
Test Processes and Improvements
Maintain accurate records for public/retention and audit
Update Strategic Plan and Iteration of Community Need
Collaborate with Community Interests
Create Value in the Coppell Village as it Evolves
Tie to Social Media Outreach
Master
City of Coppell, Texas 255 E. Parkway Boulevard
Coppell, Texas
75019-9478
File Number: 2023-6776
File ID: Type: Status: 2023-6776 Agenda Item Agenda Ready
1Version: Reference: In Control: City Council
02/20/2023File Created:
Final Action: MinutesFile Name:
Title: Consider approval of the Minutes: January 24, 2023, and February 14, 2023.
Notes:
Sponsors: Enactment Date:
CM 2023-01-24.pdf, CM 2023-02-14.pdfAttachments: Enactment Number:
Hearing Date: Contact:
Effective Date: Drafter:
Related Files:
History of Legislative File
Action: Result: Return
Date:
Due Date: Sent To: Date: Acting Body: Ver-
sion:
Text of Legislative File 2023-6776
Title
Consider approval of the Minutes: January 24, 2023, and February 14, 2023.
Summary
Page 1City of Coppell, Texas Printed on 2/24/2023
255 E. Parkway Boulevard
Coppell, Texas 75019-9478City of Coppell, Texas
Minutes
City Council
5:30 PM Council ChambersTuesday, January 24, 2023
WES MAYS BIJU MATHEW
Mayor Mayor Pro Tem
CLIFF LONG KEVIN NEVELS
Place 1 Place 4
BRIANNA HINOJOSA-SMITH JOHN JUN
Place 2 Place 5
DON CARROLL MARK HILL
Place 3 Place 7
MIKE LAND
City Manager
Wes Mays;Cliff Long;Brianna Hinojosa-Smith;Don Carroll;Kevin
Nevels;John Jun;Biju Mathew and Mark Hill
Present 8 -
Also present were Deputy City Managers Vicki Chiavetta and Traci Leach, City Attorney
Victoria Thomas and City Secretary Ashley Owens.
The City Council of the City of Coppell met in Regular Session on Tuesday, January 24,
2023 at 5:30 p.m. in the City Council Chambers of Town Center, 255 Parkway
Boulevard, Coppell, Texas.
Call to Order1.
Mayor Wes Mays called the meeting to order, determined that a quorum was
present and convened into the Executive Session at 5:30 p.m.
Executive Session (Closed to the Public) 1st Floor Conference Room2.
City Council shall convene into closed executive session pursuant to
Sections 551.076 and 551.089 of the Tex. Government Code to
deliberate security deployments and security information and
implementation of financial transactions; and or implementation of
security personnel measures and devices involving financial
transactions within the financial department.
Discussed under Executive Session
Page 1City of Coppell, Texas
January 24, 2023City Council Minutes
Work Session (Open to the Public) 1st Floor Conference Room3.
Mayor Wes Mays adjourned the Executive Session at 6:04 p.m. and convened
into the Work Session at 6:06 p.m.
A.Discussion regarding agenda items.
B.Presentation by City of Coppell’s Financial Advisor.
C.Discussion regarding cashless transactions at city facilities.
D.Discussion regarding the cancellation of the March 14, 2023, City
Council Meeting.
E.Discussion concerning service organization presentation funding
process.
Presented in Work Session
Regular Session
Mayor Wes Mays adjourned the Work Session at 6:57 p.m. and reconvened into
the Regular Session at 7:30 p.m.
Invocation 7:30 p.m.4.
Beth Kellner with the First United Methodist Church gave the invocation.
Pledge of Allegiance5.
Mayor Wes Mays led the audience in the Pledge of Allegiance.
Presentations
6.Recognition of Ed Guignon for his years of service to the City of
Coppell.
Mayor, City Council, and the Community Experiences Department honored Ed
Guignon for his years of service to the City of Coppell.
Proclamation
7.Consider approval of a Proclamation designating January 24, 2023, as
“Vicki Chiavetta Appreciation Day”; and authorizing the Mayor to sign.
Mayor Wes Mays read the proclamation into the record and presented the
same to Deputy City Manager Vicki Chiavetta.
A motion was made by Councilmember Brianna Hinojosa-Smith, seconded by
Councilmember Kevin Nevels, that this Agenda Item be approved. The motion
passed by an unanimous vote.
Citizens’ Appearance8.
Mayor Wes Mays advised that no one signed up to speak.
Page 2City of Coppell, Texas
January 24, 2023City Council Minutes
Consent Agenda9.
A.Consider approval of the Minutes: January 10, 2023.
A motion was made by Councilmember Don Carroll, seconded by
Councilmember Cliff Long, that Consent Agenda Items A-E be approved. The
motion passed by an unanimous vote.
B.Consider approval to enter into a master maintenance agreement for
the annual subscription of the City of Coppell Enterprise Asset
Management System (EAM) Contract with Cartegraph Systems, LLC;
with an option to renew annually for three (3) additional years; and
authorizing the City Manager to sign any necessary documents.
A motion was made by Councilmember Don Carroll, seconded by
Councilmember Cliff Long, that Consent Agenda Items A-E be approved. The
motion passed by an unanimous vote.
C.Consider approval to purchase five (5) Interceptor Utility Hybrids from
Silsbee Ford through TIPS #210907; for replacement of existing
vehicles; as provided for in the Capital Replacement Fund; in the
amount of $285,875.00; and authorizing the City Manager to sign all
necessary documents.
A motion was made by Councilmember Don Carroll, seconded by
Councilmember Cliff Long, that Consent Agenda Items A-E be approved. The
motion passed by an unanimous vote.
D.Consider accepting the resignation of Ed Guignon from the Parks and
Recreation Board and appointing Jeff Roller as a Regular member for
the remainder of the unexpired term.
A motion was made by Councilmember Don Carroll, seconded by
Councilmember Cliff Long, that Consent Agenda Items A-E be approved. The
motion passed by an unanimous vote.
E.Consider approval of an amended and restated grant agreement
between the City of Coppell and the Coppell Chamber of Commerce
for the Discover Coppell Marketing Campaign; and authorizing the City
Manager to sign any necessary documents.
A motion was made by Councilmember Don Carroll, seconded by
Councilmember Cliff Long, that Consent Agenda Items A-E be approved. The
motion passed by an unanimous vote.
End of Consent Agenda
10.Consider the cancellation of the March 14, 2023, City Council Meeting
due to the date falling during Spring Break.
A motion was made by Councilmember Kevin Nevels, seconded by
Councilmember Mark Hill, that this Agenda Items be approved. The motion
Page 3City of Coppell, Texas
January 24, 2023City Council Minutes
passed by an unanimous vote.
11.Consider approval of a Resolution ordering a General Municipal
Election to be held on May 6, 2023, for Councilmembers Place 1, 3, 5,
and 7; and authorizing the Mayor to sign and execute a Joint Election
Agreement with Dallas and Denton Counties.
Considerar la aprobación de una Resolución donde convoca una
Elección General para miembros del consejo de los Lugares 1, 3, 5 y
7; para el sábado 6 de mayo del 2023; y autorizar al alcalde para
firmar y ejecutar un contrato de Elección Conjunta con los condados
de Dallas y Denton.
THEO ĐÂY RA QUYẾT ĐỊNH rằng cuộc tổng tuyển cử sẽ được tổ
chức vào ngày 6 tháng 5 năm 2023, từ 7:00 sáng đến 7:00 tối, với
mục đích bầu một Ủy Viên Hội Đồng cho Vị Trí 1, một Ủy Viên Hội
Đồng cho Vị Trí 3, một Ủy Viên Hội Đồng cho Vị Trí 5, một Ủy Viên
Hội Đồng cho Vị Trí 7 với nhiệm kỳ ba năm. Ứng viên cho một vị trí
nhận được đa số trong tổng số phiếu bầu cho tất cả ứng viên cho vị trí
đó sẽ được chọn để đảm nhận nhiệm kỳ đó hoặc cho đến khi người
kế nhiệm của người đó được bầu hợp lệ và đủ tiêu chuẩn. Cuộc bầu
cử sẽ được tổ chức dưới hình thức Bầu Cử Chung do Quản Trị Viên
Bầu Cử của Quận Dallas và Denton quản lý, tương ứng, theo các
điều khoản của Bộ Luật Bầu Cử Texas và Thỏa Thuận Bầu Cử Chung
với mỗi quận.
A motion was made by Councilmember Kevin Nevels, seconded by
Councilmember Cliff Long, that this Agenda Item be approved. The motion
passed by an unanimous vote.
Enactment No: RE 2023-0124.1
City Manager Reports - Project Updates and Future Agendas12.
City Manager gave the following project updates:
Intersection Improvements - work is substantially complete. Design work is
beginning for the right-turn lane at Eastlake.
S. Belt Line Road work is continuing with concrete paving on the northbound
lanes.
Moore Road Boardwalk is tentatively scheduled to begin on January 30th.
Denton Creek grade control structure construction is substantially complete.
The Village Parkway Pump Station's permanent backup generator is being
delayed to late summer of 2023 from late spring of 2023 due to delays in supply
of generator enclosure and fuel equipment.
The pavement striping contractor is currently working on E Belt Line Road.
The contractor is scheduled to stripe school zones once E Belt Line Road is
Page 4City of Coppell, Texas
January 24, 2023City Council Minutes
complete.
Mayor and Council Reports13.
Report by Mayor and City Council on recent and upcoming events.
Are you interested in the future of Old Town Coppell? You are encouraged to
take part in a conversation about the next steps for Old Town. Join us at the
Coppell Senior and Community Center at 6 pm next Tuesday night, January
31st, for the Old Town Community Conversation. Share your ideas and
feedback with City leadership.
For the upcoming May 6, 2023, Election the filing period is open now through
Friday, February 17, 2023. Visit the Election webpage for more information.
The Tri-Cities will be hosting a Regional Neighborhood Summit from 8 am –
noon, Saturday, February 18, at Life Safety Park, 820 S. Coppell Rd. Free coffee
and breakfast will be provided. RSVPs are required and can be submitted
through the Town of Flower Mound’s website at flower-mound.com.
Council Committee Reports concerning items of community involvement with no
Council action or deliberation permitted.
14.
A.Report on Carrollton/Farmers Branch ISD and Lewisville ISD -
Councilmember Mark Hill
B.Report on Coppell ISD - Councilmember Kevin Nevels
C.Report on Coppell Seniors - Councilmember John Jun
Reports by City Council members were read and filed.
Public Service Announcements concerning items of community interest with no
Council action or deliberation permitted.
15.
Nothing to report.
Necessary Action from Executive Session16.
There was no action resulting from Executive Session.
Adjournment17.
There being no further business before the City Council, the meeting was
adjourned at 8:15 p.m.
Page 5City of Coppell, Texas
January 24, 2023City Council Minutes
________________________
Wes Mays, Mayor
ATTEST:
_________________________
Ashley Owens, City Secretary
Page 6City of Coppell, Texas
255 E. Parkway Boulevard
Coppell, Texas
75019-9478
City of Coppell, Texas
Minutes
City Council
5:30 PM Council ChambersTuesday, February 14, 2023
WES MAYS BIJU MATHEW
Mayor Mayor Pro Tem
CLIFF LONG KEVIN NEVELS
Place 1 Place 4
BRIANNA HINOJOSA-SMITH JOHN JUN
Place 2 Place 5
DON CARROLL MARK HILL
Place 3 Place 7
MIKE LAND
City Manager
Wes Mays;Cliff Long;Brianna Hinojosa-Smith;Don Carroll;Kevin Nevels;John
Jun;Biju Mathew and Mark Hill
Present 8 -
Also present were Deputy City Managers Kent Collins and Traci Leach, City Attorney
Robert Hager and City Secretary Ashley Owens.
The City Council of the City of Coppell met in Regular Session on Tuesday, February
14, 2023, at 6:00 p.m. in the City Council Chambers of Town Center, 255 Parkway
Boulevard, Coppell, Texas.
Call to Order1.
Mayor Wes Mays called the meeting to order, determined that a quorum was
present and convened into the Work Session at 5:35 p.m.
Work Session (Open to the Public) 1st Floor Conference Room2.
A.Discussion regarding agenda items.
B.Discuss City of Coppell and Coppell Arts Center Foundation
partnership and proposal by the Devos Institute of Arts Management.
C.Business Support Program and American Rescue Plan Act Project
Update.
D.Presentation and discussion regarding Waggin’ Tails Dog Park.
E.Discussion regarding Texas House Bill 1514, MUD Reform Bill, and
Page 1City of Coppell, Texas
February 14, 2023City Council Minutes
City of Coppell’s Capital Day.
Presented in Work Session
Regular Session
Mayor Wes Mays adjourned the Work Session at 6:57 p.m. and reconvened into
the Regular Session at 7:30 p.m.
Invocation 7:30 p.m.3.
Adam Paulson with the Church of Jesus Christ of Latter-day Saints, gave the
invocation.
Pledge of Allegiance4.
Mayor Wes Mays led the audience in the Pledge of Allegiance.
Proclamation
5.Consider approval of a Proclamation celebrating the month of February
as “Black History Month;” and authorizing the Mayor to sign.
Mayor Wes Mays read the proclamation into the record and presented the
same to Allies in Community members. A motion was made by Councilmember
Kevin Nevels, seconded by Councilmember John Jun, that this Agenda Item be
approved. The motion passed by an unanimous vote.
Citizens’ Appearance6.
Mayor Wes Mays asked for those who signed up to speak:
1) Zari St. Jean, spoke in regards to Black History Month and the proclamation
presented during the City Council meeting.
2) Todd Tarkington, 981 Red Wing Drive, spoke in regards to the Waggin' Tails
Dog Park.
Consent Agenda7.
A.Consider approval of the Minutes: January 10, 2023, and January 27-28,
2023.
Note: Minutes from January 27-28, 2023, were approved.
A motion was made by Councilmember Kevin Nevels, seconded by
Councilmember Don Carroll, that Consent Agenda Items A and E through, with
the amendment to Item A, be approved. The motion passed by an unanimous
vote.
B.Consider approval of an Ordinance for PD-299R-C, a zoning change
request from PD-299-C (Planned Development-299-Commercial) to
PD-299R-C (Planned Development-299 Revised-Commercial) to revise
Page 2City of Coppell, Texas
February 14, 2023City Council Minutes
the Planned Development to allow for three office/retail buildings on
approximately 2.7 acres of property located on the northeast corner of N.
Coppell Road and SH 121 and authorizing the Mayor to sign.
A motion was made by Councilmember Kevin Nevels, seconded by
Councilmember Don Carroll, that Consent Agenda Items A and E through, with
the amendment to Item A, be approved. The motion passed by an unanimous
vote.
Enactment No: OR 91500-A-787
C.Consider approval of an Ordinance for PD-301R3-HC, Victory at
Coppell, a zoning change request from PD-301R2-HC (Planned
Development 301 Revision 2- Highway Commercial) to PD-301R3-HC
(Planned Development 301-Revision 3- Highway Commercial) to revise
the Concept Plan for the overall development of the site and allow for a
combination of retail, restaurant, offices, medical office, and daycare on
10 lots totaling approximately 16.77 acres of property; which
incorporates a Detail Site Plan to allow a 12,510-sf multi-tenant building
with restaurant and retail uses on Lot 3, Block A, on approximately 1.89
acres; a Detail Site Plan for a 10,990-sf multi-tenant building with
restaurant and retail uses on Lot 4, Block A, on approximately 1.72
acres; a Detail Site Plan for a 7,530-sf building with medical and retail
uses on Lot 9, Block A, on approximately 0.97 acres; and a Detail Site
Plan for a 4,900-sf multi-tenant building with restaurant and retail uses on
Lot 10, Block A, on approximately 1.18 acres located at the southeast
quadrant of S. Belt Line Road and Dividend Drive and authorizing the
Mayor to sign.
A motion was made by Councilmember Kevin Nevels, seconded by
Councilmember Don Carroll, that Consent Agenda Items A and E through, with
the amendment to Item A, be approved. The motion passed by an unanimous
vote.
Enactment No: OR 91500-A-788
D.Consider approval of Coppell Recreation Development Corporation
appointment of officers.
A motion was made by Councilmember Kevin Nevels, seconded by
Councilmember Don Carroll, that Consent Agenda Items A and E through, with
the amendment to Item A, be approved. The motion passed by an unanimous
vote.
E.Consider approval of two (2) Interlocal Agreements (Memorandums of
Understanding) by and between the City of Coppell and Dallas County;
and authorizing the City Manager to sign.
A motion was made by Councilmember Kevin Nevels, seconded by
Councilmember Don Carroll, that Consent Agenda Items A and E through, with
the amendment to Item A, be approved. The motion passed by an unanimous
vote.
Page 3City of Coppell, Texas
February 14, 2023City Council Minutes
End of Consent Agenda
City Manager Reports - Project Updates and Future Agendas8.
City Manager Mike Land gave the following project updates:
Mobilization has begun for the Moore Road Boardwalk project. Construction is
expected to last eight to ten months.
DART is expected to set beams across S. Belt Line starting February 22nd,
during the evening. Once completed, beams on Sanders Loop will be set.
Mayor and Council Reports9.
Report by Mayor and City Council on recent and upcoming events.
The filing period for the upcoming May 6th election is open now through
Friday, February 17, 2023, at 5 p.m. Visit the City’s election page for more
information.
The Tri-Cities will be hosting a Regional Neighborhood Summit from 8 am –
noon, Saturday, February 18, at Life Safety Park, 820 S. Coppell Rd. Free
coffee and breakfast will be provided. RSVPs are required and can be
submitted through the Town of Flower Mound’s website at flower-mound.com.
Join the City of Coppell for a meeting to discuss preliminary plans to construct
an additional fire station in Coppell at 157 S. Moore Road, next to Austin
Elementary. The addition of Fire Station #5 will help the Coppell Fire
Department safeguard the lives and property of residents while maintaining
service standards. The meeting will be held on Thursday, February 23rd
beginning at 6 p.m. in the Austin Elementary Cafeteria.
Public Service Announcements concerning items of community interest with no
Council action or deliberation permitted.
10.
Nothing to report.
Necessary Action from Executive Session11.
There was no Executive Session.
Adjournment12.
There being no further business before the City Council, the meeting was
adjourned at 7:46 p.m.
Page 4City of Coppell, Texas
February 14, 2023City Council Minutes
________________________
Wes Mays, Mayor
ATTEST:
________________________
Ashley Owens, City Secretary
Page 5City of Coppell, Texas
Master
City of Coppell, Texas 255 E. Parkway Boulevard
Coppell, Texas
75019-9478
File Number: 2023-6777
File ID: Type: Status: 2023-6777 Agenda Item Agenda Ready
1Version: Reference: In Control: Parks and
Recreation
02/20/2023File Created:
Final Action: Library BoardFile Name:
Title: Consider approval of accepting the resignation of Sekhar Katkam from the
Library Advisory Board and appointing alternate member, Carly Brenner, to a
regular member for the remainder of the unexpired term; and appointing
Sandra Johnson to an alternate member to fill the unexpired term.
Notes:
Sponsors: Enactment Date:
Memo.pdf, Resignation Letter.pdfAttachments: Enactment Number:
Hearing Date: Contact:
Effective Date: Drafter:
Related Files:
History of Legislative File
Action: Result: Return
Date:
Due Date: Sent To: Date: Acting Body: Ver-
sion:
Text of Legislative File 2023-6777
Title
Consider approval of accepting the resignation of Sekhar Katkam from the Library Advisory
Board and appointing alternate member, Carly Brenner, to a regular member for the remainder
of the unexpired term; and appointing Sandra Johnson to an alternate member to fill the
unexpired term.
Summary
See attached memo.
Page 1City of Coppell, Texas Printed on 2/24/2023
1
MEMORANDUM
To: Mayor and City Council
From: Dennis Quinn, Director of Library Services
Via: Jessica Carpenter, Director of Community Experiences
Date: February 28, 2023
Reference: Consider approval of accepting the resignation of Sekhar Katkam from the Library
Advisory Board and appointing alternate member, Carly Brenner, to a regular
member for the remainder of the unexpired term; and appointing Sandra Johnson
to an alternate member to fill the unexpired term.
2040: Foster an Inclusive Community Fabric
Introduction:
The purpose of this agenda item is for the City Council to appointment individuals to fill two
potential vacancies on Library Advisory Board. On February 9, 2023, Board member Sekhar
Katkam submitted his resignation from the Library Advisory Board, which leaves one unexpired
term for a voting member and potentially one unexpired term for the alternate positions.
Background:
Sekhar Katkam was appointed in December 2021 to serve a two-year term as a voting member on
the Library Advisory Board. In his notice of resignation, Mr. Katkam indicated he had recently
changed employers, and that the travel schedule of his new role will preclude him from
participating effectively as a board member, even with accommodations for virtual attendance.
Carly Brenner was appointed to a two-year term for an alternate position in December 2021. The
Board liaison recommends moving Ms. Brenner to the regular position to replace Mr. Katkam.
Sandra Johnson was originally interviewed for the Library Advisory Board in the fall of 2022 and
placed on an eligibility list. The City Council representatives who participated in the original
interview process are in agreement that Sandra Johnson is the best candidate to fill the alternate
member vacancy at this time.
2
Benefit to the Community:
Moving Ms. Brenner into Mr. Katkam’s position and appointing Sandra Johnson as an alternate
member will ensure there are an adequate number of regular voting members on the Library
Advisory Board.
Legal Review:
Item does not need legal review.
Fiscal Impact:
There is no fiscal impact related to this agenda item.
Recommendation:
The Community Experiences Department recommends approval of this item.
1
Sara Egan
From:Sekhar Katkam
Sent:Thursday, February 9, 2023 1:57 PM
To:Ashley Owens; CITYSEC
Cc:Dennis Quinn
Subject:my resignation from Library Board
Follow Up Flag:Follow up
Flag Status:Flagged
Hello City Council,
It has been a pleasure serving the Coppell Library board over the last year till now. It has been more than fulfilling to
work closely with Mr.Quinn, all the library staff and fellow board members. I have recently changed my job and the new
job involves a lot of travel out of Dallas (both domestic and international) because of which I feel it would be difficult for
me to attend all the meetings in person during this year. Recently i did come to know about the option of joining the
meetings virtually as well. However, after careful consideration, I think someone else in my place would do a more
diligent job as a board member and hence I herewith tender my resignation from Coppell Library board
effective immediately. I thank the City Council, the Library Director and the staff for giving me an opportunity to serve
the Coppell community.
Please do let me know if there is any process that I need to follow or sign any documents as part of the resignation.
Please treat this as the formal letter of resignation.
Thank you
Regards
Sekhar Katkam
Master
City of Coppell, Texas 255 E. Parkway Boulevard
Coppell, Texas
75019-9478
File Number: 2023-6778
File ID: Type: Status: 2023-6778 Agenda Item Agenda Ready
1Version: Reference: In Control: Engineering
02/20/2023File Created:
Final Action: Thweatt Park Pond ContractFile Name:
Title: Consider approval to enter a contract with McMahon Contracting, L.P.; for the
reconstruction of Thweatt Park Pond; in the amount of $414,041.62; as
provided for in the CRDC and DUD funds; and authorizing the City Manager
to sign any necessary documents after approval by the City Attorney.
Notes:
Sponsors: Enactment Date:
Thweatt Park Project Memo.pdf, Thweatt Park
Exhibit.pdf, Thweatt Park Pond Quote.pdf
Attachments: Enactment Number:
Hearing Date: Contact:
Effective Date: Drafter:
Related Files:
History of Legislative File
Action: Result: Return
Date:
Due Date: Sent To: Date: Acting Body: Ver-
sion:
Text of Legislative File 2023-6778
Title
Consider approval to enter a contract with McMahon Contracting, L.P.; for the reconstruction of
Thweatt Park Pond; in the amount of $414,041.62; as provided for in the CRDC and DUD
funds; and authorizing the City Manager to sign any necessary documents after approval by the
City Attorney.
Summary
Fiscal Impact:
The fiscal impact of this project is $414,041.62. CRDC funds will cover $250,000 of the project
and the remaining $164,041.62 will come out of DUD funds.
Staff Recommendation:
Page 1City of Coppell, Texas Printed on 2/24/2023
Master Continued (2023-6778)
The Public Works Department recommends approval.
Strategic Pillar Icon:
Sustainable Government
Page 2City of Coppell, Texas Printed on 2/24/2023
1
MEMORANDUM
To: Mayor and City Council
From: Mike Garza, P.E., Assistant Director of Public Works
Jamie Brierton, Interim Director of Public Works
Date: February 28, 2023
Reference: Consider approval to enter a contract with McMahon Contracting, L.P.; for the
reconstruction of Thweatt Park Pond; in the amount of $414,041.62; as provided for
in the CRDC and DUD funds; and authorizing the City Manager to sign any necessary
documents after approval by the City Attorney.
2040: Enhance the Unique 'Community Oasis' Experience
Introduction:
The memo is to consider approval to enter a contract with McMahon Contracting, L.P.; for the
reconstruction of Thweatt Park Pond; in the amount of $414,041.62 as provided for in the CRDC and
DUD funds.
Background:
In August 2020, a scope of work was prepared by city staff to refurbish the Thweatt Park Pond
because the clay liner in the pond was leaking. Shortly thereafter, the project was bid and the City
received one bid in the amount of $167,500.00. However, when the City met with the contractor’s
representative it was discovered that more work was needed than was originally scoped, and
determined that the contractor could not complete the project for the amount originally bid. The City
then made the decision to hire a consultant to prepare a design.
In April 2021, the City entered a contract with Teague Nall and Perkins for design of the project.
During the design process, it was determined that previously eroded areas in the park could be
regained through the installation of an underground storm drain system that would discharge water
from the pond to the creek. Installing the underground system will significantly reduce the potential
for future erosion. This underground drainage system was added to the original scope of dredging the
pond and replacing the pond liner.
In March of 2022, the City bid the project and received two bids. The original budget from CRDC
was $225,000.00. The two bids that came in were $283,000.00 and $424,000.00. After checking
2
references of the low bidder, city staff did not feel comfortable awarding the project to them. During
this same time, the Park Projects Manager resigned, and city staff chose to delay re-bidding the project
until the position was filled.
In September 2022, the City rebid the project and zero bids were received. After discussing the
situation internally, it was determined that staff had performed the necessary due diligence and could
proceed with gathering quotes from individual contractors. Shortly thereafter, three quotes were
received from contractors who have successfully performed work within the City. McMahon
Contracting provided the lowest quote in the amount of $414,041.62, with the additional quotes
ranging from $627,000.00 - $818,000.00. McMahon Contracting is the current contractor for the
South Belt Line Reconstruction Project. The City has had a good experience working with them.
Benefit to the Community:
The main benefit to the community that this project will provide is park beautification. The placement
of the clay pond liner will help the pond retain water as it should. The underground storm drain
system, coupled with re-grading the existing channel and removal of the riprap, will produce better
drainage results from the pond to the creek while eliminating erosion. The fountain will be replaced
with a separate contract.
Legal Review:
The City Attorney has reviewed the standard construction contract.
Fiscal Impact:
The fiscal impact of this project is $414,041.62. CRDC funds will cover $250,000 of the project and
the remaining $164,041.62 will come out of DUD funds.
Thweatt Park
W Sandy Lake Rd at S Coppell Rd
City of Coppell
Created in CIVIL3D
1 INCH = 1 MILE
0
S:\CAD\In_Design\MISC EXHIBITS\dwg\EXHIBITS 2022.dwg\THWEATT PARK
Created on: 22 February 2023 by Scott Latta 1/2
1/2 1
1 INCH = FT.
0 200
200
100
Thweatt Park
W Sandy Lake Rd at S Coppell Rd
City of Coppell
Created in CIVIL3DS:\CAD\In_Design\MISC EXHIBITS\dwg\EXHIBITS 2022.dwg\THWEATT PARK
Created on: 22 February 2023 by Scott Latta 2/2
THWEATT PARK LIMITS W SANDY LAKE ROADS COPPELL ROAD
Master
City of Coppell, Texas 255 E. Parkway Boulevard
Coppell, Texas
75019-9478
File Number: 2023-6770
File ID: Type: Status: 2023-6770 Agenda Item Agenda Ready
1Version: Reference: In Control: Parks and
Recreation
02/10/2023File Created:
Final Action: Arts StudyFile Name:
Title: Consider approval of an agreement between the City of Coppell and the
Coppell Arts Center Foundation for a study to be completed by the DeVos
Institute of Arts Management, in the amount of $65,000.00 plus reasonable
travel expenses not to exceed $4,000.00, funded by the Coppell Arts Center
Foundation and the general fund budget; and authorizing the City Manager to
sign any documents.
Notes:
Sponsors: Enactment Date:
DeVos Institute Memo.pdf, Consulting Services
Agreement.pdf
Attachments: Enactment Number:
Hearing Date: Contact:
Effective Date: Drafter:
Related Files:
History of Legislative File
Action: Result: Return
Date:
Due Date: Sent To: Date: Acting Body: Ver-
sion:
Text of Legislative File 2023-6770
Title
Consider approval of an agreement between the City of Coppell and the Coppell Arts Center
Foundation for a study to be completed by the DeVos Institute of Arts Management, in the
amount of $65,000.00 plus reasonable travel expenses not to exceed $4,000.00, funded by the
Coppell Arts Center Foundation and the general fund budget; and authorizing the City Manager
to sign any documents.
Summary
See attached memo.
Fiscal Impact:
Page 1City of Coppell, Texas Printed on 2/24/2023
Master Continued (2023-6770)
Funding for this work will be provided by the Coppell Arts Center Foundation in the amount of
$10,000 and $55,000 provided by the General Fund budget.
Staff Recommendation:
The Community Experiences Department recommends approval.
Strategic Pillar Icon:
Perpetuate a Learning Environment
Foster an Inclusive Community Fabric
Enhance the Unique 'Community Oasis' Experience
Future Oriented Approach to Residential Development
Create Business and Innovation Nodes
Implement Innovative Transportation Networks
Apply 'Smart City' Approach to Resource Management
Sustainable Government
Page 2City of Coppell, Texas Printed on 2/24/2023
1
MEMORANDUM
To: Mayor and City Council
From: Mike Land, City Manager
Date: February 28, 2023
Reference: Consider approval of an agreement between the City of Coppell and the Coppell Arts
Center Foundation for a study to be completed by the DeVos Institute of Arts
Management, in the amount of $65,000.00 plus reasonable travel expenses not to
exceed $4,000.00, funded by the Coppell Arts Center Foundation and the general fund
budget; and authorizing the City Manager to sign any documents.
2040: Sustainable Government
Introduction:
This agenda item is regarding a proposed agreement between the City of Coppell, the Coppell Arts
Center Foundation and The Devos Institute of Arts Management at the University of Maryland.
Based on the City Council’s direction, this item is being presented for Council consideration.
The scope of this study is designed to support the City, the Foundation, the Center, and its Resident
Companies and make recommendations on key questions regarding the long-term sustainability of
the Center and its relationship with vested parties.
Background:
A key result of this proposal is a vision for increased ease of process and overall inflow of revenue
for arts and culture in Coppell from the private sector.
1) A review of current scheduling and fee conditions at the Coppell Arts Center to include:
a. Recommendations for that structure for the period 2023-2025
b. A rationale for any changes to current structure
c. Expectations for both the Center and resident companies
2) Facilitation of a discussion on the above with the Center, Resident Companies, and the City
Council, leading to of scheduling and rental fee recommendations.
3) A plan to strengthen the fundraising activities of the Foundation, including its relationship with
other funding entities in the City, both public and private
2
a. Consideration of whether the Foundation can partner more extensively with other entities
and in that scenario a vision for roles each party might play in a heightened relationship
b. A vision for the Foundation’s relationship with the Center, Resident Companies, and other
local stakeholders
4) Support for the Center’s Resident Companies with a focus on the development of key strategies
to assist in their own revenue development
Legal Review:
Fiscal Impact: Funding for this work will be provided by the Coppell Arts Center Foundation in the
amount of $10,000 and $59,000 provided by the General Fund budget.
Recommendation: Staff recommends approval.
PAGE 1 CONSULTING SERVICES AGREEMENT TM 133711
STATE OF TEXAS §
§ CONSULTING SERVICES AGREEMENT
COUNTY OF DALLAS §
This Consulting Services Agreement (“Agreement”) is made by and among the City of
Coppell, Texas (“City”), Coppell Arts Center Foundation (“Foundation”) (Collectively
“COPPELL”) and Arts Manager, a limited liability company dba DeVos Institute of Arts
Management at the University of Maryland (“CONSULTANT”), (Collectively the “Parties”),
acting by and through their authorized representatives.
Recitals:
WHEREAS, the COPPELL desires to engage the services of CONSULTANT as an
independent contractor and not as an employee in accordance with the terms and conditions set
forth in this Agreement; and
WHEREAS, CONSULTANT desires to render consulting services to establish a process
to increase the revenue from the private sector for the Arts and Culture at the Coppell Arts Center
and Resident Companies located therein, and in accordance with the terms and conditions set forth
in this Agreement;
NOW THEREFORE, in exchange for the mutual covenants set forth herein and other
valuable consideration, the sufficiency and receipt of which is hereby acknowledged, the Parties
agree as follows:
Article I
Term
1.01 The Term of this Agreement shall commence on the last day of execution hereof
(the “Effective Date”) and shall continue until CONSULTANT completes the services required
under this Agreement, unless sooner terminated as provided herein.
1.02 Either party will have the right to terminate this Agreement with 14 consecutive
days prior written notice to the other party with or without cause. In the event that either party
determines that the other party has not made sufficient progress in fulfilling its obligations
hereunder or has otherwise breached this Agreement, then the party allegedly in breach shall be
provided with a reasonable cure period determined by the terminating party after consulting with
the other party. But, if in the reasonable opinion of the terminating party, the other party has not
cured such failure of performance or other breach, the termination will be effective on the 14th
consecutive day following the date of the written termination notice.
1.03 In the event of termination for any reason, whether or not for cause, COPPELL
agrees to pay to CONSULTANT a prorated portion of the unpaid amount of the Fee for any work
completed by CONSULTANT as of the date of the written notice of such termination.
PAGE 2 CONSULTING SERVICES AGREEMENT TM 133711
Article II
Contract Documents
2.01 This Agreement consists of the following items:
A. This Agreement; and
B. CONSULTANT’s Proposal
2.02 In the event there exists a conflict in interpretation, the documents shall control in
the order listed above. These documents shall be referred to collectively as “Contract Documents”.
Article III
Scope of Services
3.01 CONSULTANT shall provide the services specifically set forth in Exhibit “A”,
Scope of Services.
3.02 CONSULTANT shall not directly or indirectly disclose to an outside person or
entity and shall not use for CONSULTANT’s benefit or the benefit of others any material or
information that the City deems “confidential”.
3.03 Deliverables: that all deliverables shall be solely owned by the City upon delivery.
The final deliverables are:
A. A system for the identification, cultivation, solicitation, and stewardship of
individual, foundation, and corporate sponsors/donors.
B. Talking points (or revised talking points, based on current Foundation materials)
outlining the Foundation Case for Support.
C. An institutional marketing strategy for the Foundation Institutional marketing is the
strategy required in order to increase visibility for Foundation activities and build
a sense of loyalty and appreciation of them. This in our view would be imperative
for the Foundation to maximize its argument amongst COPPELL area prospects.
D. Research conducted by our team on the Foundation’s top 50 current or likely
donors. This will include wealth screening and other research on a list of current
donors or prospects provided by Foundation.
E. In addition, our team will develop a list of no fewer than 20 new individual,
corporate, government, or foundation prospects for cultivation by Foundation, and
present this list, together with associated research.
F. Three model paths for cultivation and solicitation, illustrating a replicable process
for each of the three solicitations.
1. For Individual Donors
2. For Foundations
3. For Corporate Sponsors
PAGE 3 CONSULTING SERVICES AGREEMENT TM 133711
These paths will include:
1. A Case for Support
2. A cultivation strategy
3. A solicitation strategy
4. A rationale for the figure requested.
As part of the Planning process, our team will additionally:
1. Consult with Foundation on the identification of a proper CRM, if
necessary, to support its fundraising and research efforts
2. Develop a staffing model to support the fundraising effort, accounting for
current resources, and establishing thresholds for additional investment in
human resources, based on new revenues.
Following the completion of Strategy, the Consultant will provide Foundation with a
detailed implementation plan that assigns responsibility and a timeline for the execution of each
strategy. This plan is built in Excel and ensures a practical path toward the implementation of each
objective and attendant strategy or tactic. A financial plan will also be built, for the fundraising
operation for a three-year period illustrating ROI, Delta, and key performance metrics.
3.04 COPPELL and CONSULTANT hereby agree that all of the works of authorship,
copyrightable and otherwise protectable, that CONSULTANT may create, make, or develop in
connection with the Services outlined in this Agreement will be the sole property of City.
3.05 Nothing in this Agreement shall be construed to grant to CONSULTANT any rights
in or to the name “Coppell Arts Center Foundation,” or any derivative thereof or COPPELL’s logo
or images, all of which are expressly reserved by City or Foundation, as applicable. COPPELL is
not at this time granting a license to use any of its trademarks and expects CONSULTANT to
obtain COPPELL’s permission before making any use of the COPPELL name, other than as part
of a client list in CONSULTANT’s marketing and promotional materials (only for the term of the
Services under this Agreement or such additional period as COPPELL may approve from time to
time), or building images beyond factual documentation necessary to accomplish the Services.
Nothing herein shall be construed to grant to COPPELL any rights to use any trademark, service
mark, trade name of CONSULTANT, or any name under which CONSULTANT does business,
including any CONSULTANT names and logos, which may only be used with CONSULTANT’s
express permission.
Article IV
Schedule of Work
4.01 CONSULTANT agrees to commence work under this Agreement upon written
direction from the COPPELL and shall complete the required services in accordance with a
work schedule mutually established by the Coppell and CONSULTANT (the “Work Schedule”).
Any work performed or expenses incurred by CONSULTANT prior to CONSULTANT’s receipt
of a Notice to Proceed from the COPPELL shall be entirely at CONSULTANT’s own risk.
PAGE 4 CONSULTING SERVICES AGREEMENT TM 133711
4.02 The anticipated process and timeline is as follows:
Discovery Weeks 1-4
Environmental Analysis Weeks 3-6
Consultation with Resident Companies Weeks 4-7
Recommendations Weeks 9
Consultation Period Weeks 9-12
Final Deliverables Week 13
Article V
Compensation and Method of Payment
5.01 COPPELL shall compensate CONSULTANT for services performed under this
Agreement in the amount of Sixty-Five Thousand Dollars ($65,000.00), split between City and
Foundation, Fifty-Five Thousand Dollars ($55,000.00) and Ten Thousand Dollars ($10,000.00),
respectively; City will be responsible for reasonable travel expenses not to exceed Four Thousand
Dollars ($4,000.00). The fee will be paid as follows:
A. Upon Contract (25% of the Fee)
B. Upon Delivery of Recommendations (50% of the Fee)
C. Upon Delivery of Final Deliverables (25% of the Fee)
5.02 CONSULTANT shall be entitled to actual reasonable travel expenses not to exceed
Four Thousand Dollars which shall be invoiced, as incurred to the City.
5.03 CONSULTANT shall submit an invoice to the COPPELL upon execution in
accordance with the pay schedule under this section. COPPELL shall pay CONSULTANT within
thirty (30) days of the receipt of a proper invoice provided there are no errors or discrepancies and
that all work noted on the invoice has been completed. Any errors, discrepancies or the invoicing
of work not completed may result in a delay in payment.
Article VI
Suspension of Work
COPPELL shall have the right to immediately suspend work by CONSULTANT if
COPPELL determines in its sole discretion that CONSULTANT has, or will fail to perform, in
accordance with this Agreement. In such event, any payments due CONSULTANT shall be
suspended until CONSULTANT has taken satisfactory corrective action.
Article VII
Devotion of Time; Personnel; and Equipment
7.01 CONSULTANT shall devote such time as reasonably necessary for the satisfactory
performance of the work under this Agreement. Should COPPELL require additional services not
included under this Agreement, CONSULTANT shall make reasonable efforts to provide such
additional services at mutually agreed upon, and within the time schedule prescribed by
PAGE 5 CONSULTING SERVICES AGREEMENT TM 133711
COPPELL, and without decreasing the effectiveness of the performance of services required under
this Agreement.
7.02 To the extent reasonably necessary for CONSULTANT to perform the services
under this Agreement, CONSULTANT shall be authorized to engage the services of any agents,
assistants, persons, or corporations that CONSULTANT may deem proper to aid or assist in the
performance of the services under this Agreement. The cost of such personnel and assistance shall
be borne exclusively by CONSULTANT.
7.03 CONSULTANT shall furnish the vehicles, maintenance for vehicles, facilities,
equipment, telephones, facsimile machines, software, email facilities, and personnel necessary to
perform the services required under this Agreement unless otherwise provided herein.
Article VIII
Relationship of Parties
It is understood and agreed by and between the Parties that in satisfying the conditions of
this Agreement, CONSULTANT is acting independently, and that neither the City nor Foundation
assume no responsibility or liabilities to any third party in connection with these actions. All
services to be performed by CONSULTANT pursuant to this Agreement shall be in the capacity
of an independent contractor, and not as an agent or employee of COPPELL. CONSULTANT
shall supervise the performance of her services and shall be entitled to control the manner and
means by which her services are to be performed, subject to the terms of this Agreement. As such,
the COPPELL shall not: train CONSULTANT, require CONSULTANT to devote her full-time
services to COPPELL, or dictate CONSULTANT’s sequence of work or location at which
CONSULTANT performs her work.
Article IX
Availability of Funds
If monies are not appropriated or otherwise made available to support continuation of
performance in a subsequent fiscal period, this Agreement shall be canceled, and CONSULTANT
may only be compensated for the reasonable value of any non-recurring costs incurred but not
amortized in the price of services delivered under this Agreement or which are otherwise not
recoverable. The cost of cancellation may be paid from any appropriations for such purposes.
Article X
Insurance
CONSULTANT shall provide and maintain for the duration of this Agreement and, all
insurance necessary for its employees and agents. CONSULTANT shall provide a signed
Certificate of Insurance verifying that CONSULTANT has obtained and maintained the required
insurance coverage during the term of this Agreement.
PAGE 6 CONSULTING SERVICES AGREEMENT TM 133711
Article XI
Indemnification
COPPELL SHALL NOT BE LIABLE FOR ANY LOSS, DAMAGE, OR INJURY
OF ANY KIND OR CHARACTER TO ANY PERSON OR PROPERTY ARISING FROM
THE SERVICES OF CONSULTANT PURSUANT TO THIS AGREEMENT.
CONSULTANT HEREBY WAIVES ALL CLAIMS AGAINST COPPELL, ITS
OFFICERS, AGENTS AND EMPLOYEES (COLLECTIVELY REFERRED TO IN THIS
SECTION AS “COPPELL”) FOR DAMAGE TO ANY PROPERTY OR INJURY TO, OR
DEATH OF, ANY PERSON ARISING AT ANY TIME AND FROM ANY CAUSE OTHER
THAN THE NEGLIGENCE OR WILLFUL MISCONDUCT OF THE COTY.
CONSULTANT AGREES TO INDEMNIFY AND SAVE HARMLESS COPPELL FROM
AND AGAINST ANY AND ALL LIABILITIES, DAMAGES, CLAIMS, SUITS, COSTS
(INCLUDING COURT COSTS, ATTORNEYS’ FEES AND COSTS OF
INVESTIGATION) AND ACTIONS BY REASON OF INJURY TO OR DEATH OF ANY
PERSON OR DAMAGE TO OR LOSS OF PROPERTY TO THE EXTENT CAUSED BY
THE CONSULTANT’S NEGLIGENT PERFORMANCE OF SERVICES UNDER THIS
AGREEMENT OR BY REASON OF ANY ACT OR OMISSION ON THE PART OF
CONSULTANT, ITS OFFICERS, DIRECTORS, SERVANTS, AGENTS, EMPLOYEES,
REPRESENTATIVES, CONSULTANTS, SUBCONTRACTORS, LICENSEES,
SUCCESSORS OR PERMITTED ASSIGNS (EXCEPT WHEN SUCH LIABILITY,
CLAIMS, SUITS, COSTS, INJURIES, DEATHS OR DAMAGES ARISE FROM OR ARE
ATTRIBUTED TO SOLE NEGLIGENCE OF COPPELL). IF ANY ACTION OR
PROCEEDING SHALL BE BROUGHT BY OR AGAINST COPPELL IN CONNECTION
WITH ANY SUCH LIABILITY OR CLAIM, CONSULTANT, ON NOTICE FROM
COPPELL, SHALL DEFEND SUCH ACTION OR PROCEEDINGS AT CONSULTANT’S
EXPENSE, BY OR THROUGH ATTORNEYS REASONABLY SATISFACTORY TO
COPPELL. THIS PROVISION SHALL SURVIVE THE TERMINATION OF THIS
AGREEMENT.
Article XII
Miscellaneous
12.01 Each party represents and warrants that it has the authority to enter into this
Agreement and to fulfill its responsibilities hereunder.
12.02 COPPELL acknowledges that CONSULTANT shall be making recommendations
as part of the Services, but that CONSULTANT makes no representations and warranties as to the
success and outcome of any advice or recommendation provided as part of the Services, and
COPPELL shall not hold CONSULTANT liable for any such outcome. This provision is not
intended, and will not be construed, to modify the obligation of CONSULTANT to provide the
services to the standard of professionalism reasonably expected by COPPELL from a company
with the stature and reputation of CONSULTANT and its President and senior staff.
12.03 CONSULTANT and COPPELL each assume liability for any costs, suits, or claims
for personal injury or death or damage to property arising out of the negligent acts or omissions of
PAGE 7 CONSULTING SERVICES AGREEMENT TM 133711
its own officers, employees, and agents. Neither CONSULTANT nor COPPELL shall be liable to
the other party for any type of damages other than direct or consequential damages.
12.04 Successors and Assigns. Subject to the provisions regarding assignment, this
Agreement shall be binding on and inure to the benefit of the Parties to it and their respective heirs,
executors, administrators, legal representatives, successors and assigns.
12.05 Governing Law. The laws of the State of Texas shall govern this Agreement; and
venue for any action concerning this Agreement shall be in Dallas County, Texas. The Parties
agree to submit to the personal and subject matter jurisdiction of said Court.
12.06 Amendments. This Agreement may be amended by the mutual written agreement
of the Parties.
12.07 Severability. In the event any one or more of the provisions contained in this
Agreement shall for any reason be held to be invalid, illegal, or unenforceable in any respect, such
invalidity, illegality or unenforceability shall not affect any other provisions, and the Agreement
shall be construed as if such invalid, illegal, or unenforceable provision had never been contained
in it.
12.08 Survival of Covenants. Any of the representations, warranties, covenants, and
obligations of the Parties, as well as any rights and benefits of the Parties, pertaining to a period
of time following the termination of this Agreement shall survive termination.
12.09 Recitals. The recitals to this Agreement are incorporated herein.
12.10 Notice. Any notice required or permitted to be delivered hereunder may be sent by
first class mail, overnight courier or by confirmed telefax or facsimile to the address specified
below, or to such other party or address as either Party may designate in writing, and shall be
deemed received three (3) days after delivery set forth herein:
If intended for City, to: With Copy to:
City of Coppell, Texas Robert E. Hager
Attn: Mike Land, City Manager Nichols, Jackson, L.L.P.
255 E. Parkway Blvd. 1800 Ross Tower
Coppell, Texas 75019 500 North Akard
Phone: (972) 462-0022 Dallas, Texas 75201
Phone: (214) 965-9900
If intended for Foundation, to:
Coppell Arts Center Foundation
Attn: _____________
505 Travis St.
Coppell, Texas 75019
Phone: ________________
PAGE 8 CONSULTING SERVICES AGREEMENT TM 133711
If intended for CONSULTANT, to:
DeVoss Institute of Arts Management
of University of Maryland
Attn: Brett Egen
1300 Pennsylvania Avenue, NW Suite 410
Washington DC 20004
12.11 Counterparts. This Agreement may be executed by the Parties hereto in separate
counterparts, each of which when so executed and delivered shall be an original, but all such
counterparts shall together constitute one and the same instrument. Each counterpart may consist
of any number of copies hereof each signed by less than all, but together signed by all of the Parties
hereto.
12.12 Exhibits. The exhibits attached hereto are incorporated herein and made a part
hereof for all purposes.
12.13 Audits and Records. CONSULTANT agrees that during the term hereof COPPELL
and its representatives may, during normal business hours and as often as deemed necessary,
inspect, audit, examine and reproduce any and all of CONSULTANT’s records relating to the
services provided pursuant to this Agreement for a period of one year following the date of
completion of services as determined by COPPELL or date of termination if sooner.
12.14 Conflicts of Interests. CONSULTANT represents that no official or employee of
COPPELL has any direct or indirect pecuniary interest in this Agreement.
12.15 Compliance with Federal, State & Local Laws. CONSULTANT shall comply in
performance of services under the terms of this Agreement with all applicable laws, ordinances
and regulations, judicial decrees or administrative orders, ordinances, and codes of federal, state
and local governments, including all applicable federal clauses.
12.16 Confidential Information
(a) The parties acknowledge that, in the course of providing the Services set out herein, each
party may have access to confidential and proprietary information of the other. Each party
represents, warrants and covenants that it shall not divulge, communicate, or in any way
make use of any non-public or confidential, proprietary or sensitive information, including
financial data, acquired in the performance of Services hereunder, other than as necessary
to perform the Services.
(b) Except as otherwise specifically set forth in this Agreement, neither party shall maintain
copies of the other party’s confidential information at the termination of this Agreement.
Each party’s obligations under this Section shall continue in effect after the expiration of
this Agreement.
PAGE 9 CONSULTING SERVICES AGREEMENT TM 133711
12.16 Force Majeure. No Party will be liable for any default or delay in the performance
of its obligations under this Agreement if and to the extent such default or delay is caused, directly
or indirectly, by fire, flood, earthquake, elements of nature or acts of God, riots, civil disorders,
acts of terrorism or any similar cause beyond the reasonable control of such Party, provided that
the non-performing Party is without fault in causing such default or delay. The non-performing
Party agrees to use commercially reasonable efforts to recommence performance as soon as
possible.
12.17 Boycott Israel, Boycott Energy Companies, and Prohibition of Discrimination
Against Firearm Entities and Firearm Trade Associations.
(a) CONSULTANT verifies that it does not Boycott Israel and agrees that during the
term of the Agreement will not Boycott Israel as that term is defined in Texas
Government Code Section 808.001, as amended.
(b) CONSULTANT verifies that it does not Boycott Energy Companies and agrees
that during the term of this Agreement will not Boycott Energy Companies as that
term is defined in Texas Government Code Section 809.001, as amended.
(c) CONSULTANT verifies that it does not have a practice, policy, guidance, or
directive that discriminates against a firearm entity or firearm trade association as
those terms are defined in Texas Government Code Section 2274.001, as amended;
and (ii) will not discriminate during the term of this Agreement against a firearm
entity or firearm trade association.
(d) This section does not apply if CONSULTANT is a sole proprietor, a non-profit
entity, or a governmental entity; and only applies if: (i) CONSULTANT has ten
(10) or more fulltime employees and (ii) this Agreement has a value of $100,000.00
or more to be paid under the terms of this Agreement.
(Signature page to follow)
PAGE 10 CONSULTING SERVICES AGREEMENT TM 133711
EXECUTED this _______ day of _____________________, 2023.
CITY OF COPPELL, TEXAS
By: ____________________________________
Mike Land, City Manager
Approved as to Form:
By: ________________________________
Robert E. Hager, City Attorney
EXECUTED this _______ day of _____________________, 2023.
DEVOSS INSTITUTE OF ARTS
MANAGEMENT OF UNIVERSITY OF
MARYLAND
By: ______________________________________
Name: ___________________________________
Title: _____________________________________
EXECUTED this _______ day of _____________________, 2023.
COPPELL ARTS CENTER FOUNDATION
By: ____________________________________
Name: _________________________________
Title: _________________________________
PROPOSAL
FOR
THE CITY OF COPPELL
COPPELL ARTS CENTER FOUNDATION
FROM
THE DEVOS INSTITUTE OF ARTS MANAGEMENT AT THE UNIVERSITY OF MARYLAND
FEBRUARY 7, 2023
The terms of this Proposal are valid for 60 days
EXHIBIT "A"
Page 2 of 14
TABLE OF CONTENTS
I. SCOPE ................................................................................................................................................ 3
II. METHODOLOGY AND PROCESS .................................................................................................. 3
A. Discovery ......................................................................................................................................... 3
B. Environmental Analysis .................................................................................................................. 4
C. Consultation with Resident Companies ....................................................................................... 4
D. Recommendations, Consultation Period, and Implementation Plan ....................................... 4
III. DELIVERABLES .............................................................................................................................. 5
IV. PROCESS AND TIMELINE ............................................................................................................ 5
V. FORMAT OF MEETINGS ............................................................................................................... 5
VI. BUDGET AND PAYMENT SCHEDULE ........................................................................................ 5
VII. APPENDICES .................................................................................................................................. 6
A. Consultant Information ................................................................................................................... 6
B. Detail – Fundraising Plan for the Foundation .............................................................................. 6
C. About the DeVos Institute of Arts Management ......................................................................... 8
D. DeVos Institute Expertises ............................................................................................................. 9
E. Conceptual Approach .................................................................................................................. 11
F. Key Personnel Biographies ......................................................................................................... 12
Page 3 of 14
I. SCOPE
The scope of this proposal is designed to support the City, the Foundation, the Center, and its
Resident Companies resolve key questions regarding the long -term sustainability of the Center
and its relationship with vested parties.
A key result of this proposal is a vision for increased ease of process and overall inflow of
revenue for arts and culture in Coppell from the private sector.
1) A review of current scheduling and fee conditions at the Coppell Arts Center to include:
a. Recommendations for that structure for the period 2023-2025
b. A rationale for any changes to current structure
c. Expectations in that case for both the Center and resident companies
2) Facilitation of a discussion on the above with the Center, Resident Companies, and the
City Council, leading to a resolution of scheduling and rental fee questions
3) A plan to strengthen the fundraising activities of the Foundation, including its relationship
with other funding entities in the City, both public and private
a. Consideration of whether the Foundation can partner more extensively with other
entities and in that scenario a vision for roles each party might play in a
heightened relationship
b. A vision for the Foundation’s relationship with the Center, Resident Companies,
and other local stakeholders
4) Support for the Center’s Resident Companies with a focus on the development of key
strategies to assist in their own revenue development
II. METHODOLOGY AND PROCESS
A. Discovery
At the onset of the process we will meet with all vested parties – in person, by phone, or
videoconference – to understand their perspective on the issues at hand. Specifically this will
include representatives from Arts Center management, Resident Company management,
Foundation management, and City management. We will request appropriate data from each
party to understand current conditions regarding fees and scheduling at the Center. We will also
seek to understand precedent decisions – including directions from Council – that influence
current activities and the successes and concerns that characterize the discussion regarding
scheduling and fees to-date.
Page 4 of 14
B. Environmental Analysis
Taking into consideration the study that has already been done on these matters our team will
supplement existing data from peer set examples at the regional and national levels, seeking to
illustrate methodologies by which similar institutions in similar circumstances have approached
these questions to achieve long -term sustainability. In this effort we recognize that significant
study has already been undertaken and that there is no 1-1 fit for the conditions at Coppell Arts
Center. This supplemental data will serve to augment extant analysis and provide additional
context and additional rationale for the path chosen.
C. Consultation with Resident Companies
At this stage, our team will work one on one with each Resident Company by videoconference to
understand the conditions faced internally and consider additional strategies for revenue
development relevant to their needs and capacity. As a result of these meetings we will offer
recommendations and strategies for enhanced revenue development for each resident
company, to the extent such is desired.
D. Recommendations, Consultation Period, and Implementation Plan
At this stage, our team will issue Recommendations pertaining to:
i. Scheduling
ii. Fee Structure
iii. Foundation Fundraising (see appendix for detail)
iv. Foundation relationship with Other Parties – including the Arts Center, the City, and
Resident Companies
We will issue these recommendations in a setting and format convenient to the City and the
Foundation.
Following the issue of recommendations, we will engage in a one -month consultation period,
wherein we will take feedback from all vested parties and, as necessary, modify the
recommendations before issuing a final set of recommendations at the conclusion of the
process.
A top-line implementation plan – illustrating key actions and responsible parties for the
implementation of the recommendations – will attend the final recommendations.
Page 5 of 14
III. DELIVERABLES
The final deliverables are:
A. Summary of Discovery and Environmental Analysis
B. Recommendations and Plans
C. Implementation Plan
These deliverables will be provided in narrative format (e.g. Microsoft Word).
IV. PROCESS AND TIMELINE
The anticipated process and timeline is as follows:
Discovery Weeks 1-4
Environmental Analysis Weeks 3-6
Consultation with Resident Companies Weeks 4-7
Recommendations Week 9
Consultation Period Weeks 9-12
Final Deliverables Week 13
V. FORMAT OF MEETINGS
The process anticipates two in-person visits: at the onset of Discovery and to issue initial
Recommendations. All other meetings are anticipated to be conducted by phone or
videoconference.
VI. BUDGET AND PAYMENT SCHEDULE
The fee for services is $65,000 plus travel support of $4,000. This fee is inclusive and covers all
Institute expenses including salaries, insurances and taxes. It does not include any business
registrations to conduct business in Coppell, if any, which will be billed for reimbursement in
addition to this fee.
The fee is requested in three installments:
A. Upon Contract (25% of the Fee)
B. Upon Delivery of Recommendations (50% of the Fee)
C. Upon Delivery of Final Deliverables (25% of the Fee)
Page 6 of 14
VII. APPENDICES
A. Consultant Information
DeVos Institute of Arts Management at the University of Maryland
1300 Pennsylvania Avenue NW, Suite 410
Washington, District of Columbia 20004
http://devosinstitute.net/
Primary Consultant
Brett Egan
President
DeVos Institute of Arts Management at the University of Maryland
1300 Pennsylvania Avenue NW, Suite 410
Washington, District of Columbia 20004
B. Detail – Fundraising Plan for the Foundation
The analysis would seek to answer several key questions, for the purpose of strengthening and
advancing the mission of the Foundation.
• What is timely, unique and vital about current Center programs? What is the
Foundation’s vision, together with Staff, for the future of the Center? What is its case
for support?
• What is the Foundation’s unique role in the funding ecology, and why is providing
funding through the Foundation efficient for donors?
• What is the Foundation’s potential role in support of Resident Companies?
• What is the current strength of understanding of this position amongst the Coppell
public?
• What arguments will motivate the public, philanthropists, foundations and corporations
(current and prospective) to further invest, or invest for the first time, in the
Foundation?
• How will these arguments be conveyed? Who will convey them, and through what
vehicles?
• What methods will be most effective for the Foundation to convert interest and goodwill
developed through this argument into philanthropic support (e.g. annual funds,
targeted campaigns, special events)?
• Upon which foundations, corporations, and individuals should Foundation focus its
cultivation and solicitation efforts?
• What internal infrastructure, including systems and human resources, will be needed to
facilitate a sustainable, effective approach to building and sustaining a broader donor
base?
• What role will the Foundation Board and Staff play in this effort?
Page 7 of 14
Deliverables
1. A system for the identification, cultivation, solicitation, and stewardship of individual,
foundation, and corporate sponsors/donors.
2. Talking points (or revised talking points, based on current Foundation materials) outlining
the Foundation Case for Support.
3. An institutional marketing strategy for the Foundation Institutional marketing is the
strategy required in order to increase visibility for Foundation activities, and build a sense
of loyalty and appreciation of them. This in our view would be imperati ve for the
Foundation to maximize its argument amongst Coppell area prospects.
4. Research conducted by our team on the Foundation’s top 50 current or likely donors.
This will include wealth screening and other research on a list of current donors or
prospects provided to the Institute by Foundation.
5. In addition, our team will develop a list of no fewer than 20 new individual, corporate,
government, or foundation prospects for cultivation by Foundation, and present this list,
together with associated research.
6. Three model paths for cultivation and solicitation, illustrating a replicable process for
each of the three solicitations.
a. For Individual Donors
b. For Foundations
c. For Corporate Sponsors
These paths will include:
a. A Case for Support
b. A cultivation strategy
c. A solicitation strategy
d. A rationale for the figure requested
As part of the Planning process, our team will additionally:
a. Consult with Foundation on the identification of a proper CRM, if necessary, to
support its fundraising and research efforts
b. Develop a staffing model to support the fundraising effort, accounting for current
resources, and establishing thresholds for additional investment in human
resources, based on new revenues
Following the completion of Strategy, the Institute will provide Foundation with a detailed
implementation plan that assigns responsibility and a timeline for the execution of each
strategy. This plan is built in Excel and ensures a practical path toward the implementation of
each objective and attendant strategy or tactic. A financial plan will also be built, for the
fundraising operation for a three -year period illustrating ROI, Delta, and key performance
metrics.
Page 8 of 14
C. About the DeVos Institute of Arts Management
The DeVos Institute of Arts Management at the University of Maryland provides training,
consultation, and implementation support for arts, culture, education, and humanities institutions
worldwide. Since its inception in 2001 at the John F. Kennedy Center for the Performing Arts in
Washington, D.C., the Institute has advised more than 2,000 organizations from over 80
countries in the implementation of a wide variety of planning and operational objectives.
Foremost amongst its services is the development of practical strategic and business plans to
support organizations at start-up, transitional, and advanced operational stages. In this work the
Institute has advised a broad range of institutions in the United States, Europe, Asia, and the
Middle East including the Apollo Theater (New York City), the American Repertory Theater at
Harvard University (Cambridge, MA); the Yale Schwarzman Center (New Haven, CT); Qatar
Foundation (Doha, Qatar), The National Kaoshiung Center for the Arts (Taiwan), Motown
Museum (Detroit, MI), the National Symphony Orchestra (Washington, D.C.); Cooper Union
(New York City); The National September 11 Memorial and Museum (New York City), the
Serpentine Galleries (London); and the Royal Opera House Muscat (Oman), to name a few.
These services often combine the development of program planning; marketing and fundraising
strategy; board development; and financial planning with comprehensive capital campaign
planning services that assist organizations in determining right-size and fundraising potential.
Campaign planning and implementation services support clients in the development of
campaign goals and budgets; calibrating goals to market as advised by robust feasibility
analysis; source prospecting, cultivation, and solicitation; anticipating the impact of the
campaign on the core operation; identifying and structuring campaign leadership; and campaign
implementation.
In this work, the Institute has developed expertise in a wide range of arts, culture, humanities
and educational institutions, including performing and presenting organizations, museums,
galleries, art schools, libraries, universities, public media, public art trusts, and nonprofit
filmmaking institutions. Recent, representative clients illustrating this range of application include
the National Public Radio Foundation (Washington, D.C.); the Sundance Institute (Park City, UT
and Los Angeles, CA); the City of Philadelphia Mural Arts Program; the Park Avenue Armory
(New York City); the Charles H. Wright Museum of African American History (Detroit, MI); the
National YoungArts Foundation (Miami, FL); the Loggerhead MarineLife Center (Jupiter, FL);
Miami City Ballet (Miami, FL); the LongHouse Reserve (East Hampton, NY); Santa Monica
College and the Broad Stage (Santa Monica, CA); and Public Art Fund (New York City).
As a consultant and educator, the Institute has been engaged by national, state, and local
governments as well as leading philanthropies to provide long-term, intensive training and
support for thousands of cultural organizations in over 30 American cities and over a dozen
countries around the globe. These philanthropies include the Ford Foundation, for which the
Institute led a multi-year initiative to support 27 diverse organizations throughout the United
States in the development of right-sized, sustainable infrastructure. Other recent philanthropic
and government partners include the national funding and/or arts agencies of England, Ireland,
Page 9 of 14
the Czech Republic, Vietnam, Norway, Croatia, Trinidad and Tobago, Oman, and Taiwan.
In partnership with Bloomberg Philanthropies, the Institute has led the most comprehensive
known capacity building program in United States history. Through this partnership, which
extends from 2009 to present, the Institute has trained and/or consulted over 700 organizations
in fourteen American cities: Atlanta, Austin, Baltimore, Boston, Chicago, Dallas, Denver, Detroit,
Los Angeles, New Orleans, New York City, Pittsburgh, San Francisco, and Washington, D.C.
Other philanthropies by which the DeVos Institute has been recently engaged as a consultant or
service provider include the American Express Foundation; Bank of America; Business to Arts
(Ireland); Cultural Council of Palm Beach County; DTE Energy Foundation; Frey Foundation;
Grand Rapids Community Foundation; John S. and James L. Knight Foundation; Kresge
Foundation; Miami-Dade County Department of Cultural Affairs; Michigan Council for Arts and
Cultural Affairs; the Murdoch Trust; the Oregon Community Foundation; Steelcase Foundation;
Trust for Mutual Understanding; Upper Manhattan Empowerment Zone; and the U.S. Department
of State.
D. DeVos Institute Expertises
▪ Strategic Planning. For the last decade, we have deepened our work in strategic
planning with arts institutions, city governments, philanthropies, community
organizations, arts schools, and other non-profit entities worldwide. Our six-phase
planning process is designed to address a range of organizational states: from those in
crisis to those looking to cement and accelerate a position of strength. Throughout the
process, we engage key stakeholders and beneficiaries to provide insight into the
organization and its environment. Each plan is carefully tailored to address the
organization’s unique mission, goals, and challenges, as well as seek increased
relevance for all members of its communities. The Institute’s approach values
transparency and due process but does not forgo visionary action for the sake of
consensus.
▪ Creative Placemaking. From 2010-2017, we had the pleasure of collaborating with the
Ford Foundation to implement the capacity-building functions of its 10-year,
$100,000,000 Supporting Diverse Arts Spaces initiative. During this time, we supported
the creation or expansion of 24 arts facilities throughout the United States, from
Anchorage to Miami. Many of these centers were focused on building place-based
cultural infrastructure in ALAANA communities. The goal of this program was to develop
cultural infrastructure that was economically sustainable, accessible, equitable, and of a
quality on par the creative practices they house.
▪ Capacity Building. We have worked with philanthropic, civic, cultural, and corporate
leadership to provide cohort-based capacity building in 19 American cities and 6
countries worldwide. These two-year group intensives provide in-person group training,
web-based master classes, and one-on-one, on-site consultation with each participating
organization. Capacity Building Intensives have been mounted in: Atlanta, Austin,
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Baltimore, Boston, Chicago, Dallas, Denver, Detroit, Grand Rapids, Los Angeles, Miami,
New Orleans, New York City, Orlando, Pittsburgh, Portland, San Francisco, San Jose,
and Washington, DC. An international version has been offered in Croatia, England,
Ireland, Trinidad & Tobago, Vietnam, and Oman. Through these programs, we have had
the opportunity to support deep partnerships between foundations, governments,
cultural organizations, and their communities with the goal of increased sector-wide
resilience.
▪ Capital Campaign Planning and Implementation. Our team has undertaken planning
for capital campaigns ranging from the hundreds of thousands to hundreds of millions of
dollars. A current, $3 million campaign focuses on developing working capital, an
endowment, and a programming reserve for the country’s largest and most diverse book
fair, housed within the nation’s largest community college. A recent planning process
defined a path for a historic museum dedicated to one of our country’s legendary
recording studios to raise $50 million, while developing new functions to increase
relevance, such as a vibrant social enterprise focused on connecting African-American
youth to opportunity in the creative industries. And our team oversaw the planning phase
of a $250 million expansion effort at the John F. Kennedy Center for the Performing Arts
in Washington, D.C. This campaign sought to link the Center – which has been
historically segregated from both Washington and Northern Virginia by impassable
highways and the Potomac River – with its neighboring constituents and create a
stronger sense of place for this American icon.
▪ Sector Planning. We have led city-wide planning efforts in Memphis, St. Louis, Grand
Rapids, and Detroit, focusing on developing synergy and collective impact. Here we
support our partners in philanthropy and government to seek innovative, cross-sector,
and inter- agency responses to city-wide objectives, while keeping art and creative
economy at the center of the conversation. This work has extended in to the
development of new, landmark cultural infrastructure to anchor creative communities,
such as a recently-completed effort in support of a first-of-its-kind center for creative
industry in Doha, Qatar – a roughly billion-dollar cultural and civic center in downtown
Doha, Qatar.
▪ Services for Arts Schools. The Institute provides specialty services for art schools. The
Institute understands that art schools – inclusive of public, private, or charter institutions –
face a wide range of specific challenges. In response, the Institute provides such tailored
services as: Executive, senior staff, and board leadership coaching; strategic planning;
board and staff intensives; academic and artistic program evaluation; and fundraising and
marketing consultation.
▪ Board Development. The Institute offers Board Development Intensives in cities around
the United States in partnership with local leadership. These two-day intensives address
the following topics through the lens of the challenges facing the environment: recruiting
and management board members; achieving fundraising success; maximizing the staff -
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board relationship; creating institutional image and impact; financial planning; developing
and supporting effective marketing campaigns; and identifying and hiring an executive
director.
▪ Leadership Development. The Institute’s fellowship program is offered free of charge to
arts managers from across the United States and around the world who are selected
through a competitive application process. These fellows attend a four-week program in
residence at the University of Maryland each summer for three consecutive years.
Graduates of the fellowship programs have gone on to senior positions at such
organizations as the American Conservatory Theater (San Francisco), Ghetto Film
School (Los Angeles), Bosnian National Theatre Zenica, Ciudad Cultural Konex
(Argentina), Cultural Center of the Philippines, Dance UK, Estonian Philharmonic
Chamber Choir, Ivan Honchar Museum & National Center of Folk Culture (Ukraine),
Lincoln Center for the Performing Arts (New York), Los Angeles Chamber Orchestra,
Mexican Center for Music and Sonic Arts, Moscow Virtuosi Chamber Orchestra (Russi a),
Nashville Children’s Theatre, National Arts Council of Zimbabwe, National Centre for the
Performing Arts (China), Queensland Performing Arts Centre (Australia), Singapore
Repertory Theatre, and Vancouver International Film Company (Canada).
E. Conceptual Approach
At the highest level, the Institute’s planning approach is informed by its proprietary model for
building and sustaining healthy cultural organizations and ecosystems: The Cycle. This practical
philosophy of organizational and sector-wide development and sustainability observes that
thriving cultural ecologies hold several core characteristics in common:
• Their constituents’ programming is bold, mission-driven, and
balanced;
• They are positioned to aggressively market their programming, as
well as the institutions behind it;
• The resulting visibility produces a swell of interest and
enthusiasm among a diverse “family” of ticket-buyers, community
members, students, board members, donors, funders, and
volunteers;
• They make it easy and enjoyable for that family to get more
involved—to contribute money, time, or connections; and
• They reinvest revenue produced by that family in necessary
infrastructure, as well as ever-more dominant programming that,
marketed well, entices a larger, more diverse, generous, and connected family.
When this cycle repeats year after year, all stakeholders—governments, workforce, volunteer
trustees, community members, and other members of the ecosystem’s “family”—sense they are
part of a strong, successful, progressive enterprise. For those with means, this momentum
encourages increased generosity and ambassadorship; for those with skill and time, a swell of
pride and focus drives increased engagement and productivity. These organizations and
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ecosystems grow steadily – donor by donor, patron by patron, ally by ally – to build and sustain
superior artistic program, community relevance, and financial health.
F. Key Personnel Biographies
Brett Egan
President, DeVos Institute of Arts Management
Brett Egan provides planning and training services for arts and culture organizations in the
United States and around the world. He specializes in strategic planning; succession planning;
capital campaigns; annual fundraising; fundraising campaigns; community- based practice;
human resource development; board development; and institutional and programmatic
marketing.
Recent representative clients include the Apollo Theater (New York City); Sundance Institute
(Los Angeles and Park City); National Public Radio Foundation (Washington, D.C.); Doha Center
for Creative Industry (Doha, Qatar); American Repertory Theater (Cambridge, MA); The National
Symphony Orchestra (Washington, D.C.); The September 11 National Memorial and Museum
(New York City); Motown Museum (Detroit, MI); Movimiento de Arte y Cultura Latino Americana
(San Jose, CA); KERA (PBS/NPR North Texas; Dallas); Outfest (Los Angeles); International
Center for Photography (NYC); Women in Film (Los Angeles); Philadelphia Mural Arts Program;
the Longhouse at Evergreen State College (Olympia, WA); Hi-Arts/Hip Hop Theater Festival
(NYC); Arts for LA (Los Angeles, CA); Cornerstone Theater (Los Angeles, CA); Center for Asian
American Media (San Francisco, CA); Asian Arts Initiative (Philadelphia, PA); Memphis
Symphony Orchestra (Memphis, TN); National Black Arts Festival (Atlanta, GA); and From the
Top (Boston, MA).
As needed, he partners with clients to provide interim leadership while permanent leadership is
sought. For instance, in 2011 and 2012, Mr. Egan served as Interim CEO of the Royal Opera
House Muscat (Oman), working with local leadership to open this first-of- its-kind institution on
the Arabian Peninsula. Mr. Egan led the organization through a successful first season with
performances by Renée Fleming and Andrea Bocelli; the Mariinsky Ballet, La Scala Ballet, and
American Ballet Theatre; the Royal Philharmonic, Vienna Philharmonic, and the London
Philharmonic Orchestra; and four operas including Franco Zeffirelli's Metropolitan Opera
production of Turandot and the world premiere of a new Carmen commissioned and produced
by the Royal Opera House. The inaugural season attracted a diverse audience of Omanis and
expatriates with average attendance at 92 percent of seating capacity. In 2013, Mr. Egan again
supported the Opera House in its development of the first library of musical arts and education
on the Arabian Peninsula. Mr. Egan’s tenure ended with a successful transition of responsibility
to the institution’s first permanent CEO.
From 2006 to 2009, Mr. Egan served as Executive Director of the New York-based modern
dance company, Shen Wei Dance Arts, which toured an average of two dozen cities worldwide
each year, was a Kennedy Center resident company, and was a principal contributor to the 2008
Olympic Opening Ceremonies in Beijing. Prior to 2006, Mr. Egan worked with a variety of
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cultural organizations including Lincoln Center Theater, New York Theater Workshop, the Annie
Leibowitz Studio, and Santa Fe Opera.
Mr. Egan is the co-author, with Michael M. Kaiser, of The Cycle: A Practical Approach to
Managing Arts Organizations (2013).
Mr. Egan is a frequent guest at national and international conferences, speaking on a range of
topics from audience engagement and fundraising to the role and impact of new media in arts
management today. He regularly facilitates discussions amongst diverse stakeholders on behalf
of regional and national foundations to identify common interest and deliver strategic direction,
often at the intersection of cultural practice and broader civic concerns.
Mr. Egan graduated magna cum laude from Harvard University with a degree in Cultural and
Performance Theory, received the Antarctic Service Medal and a Princess Grace Fellowship
(Monaco), and wrote a travel guide on the Trans-Siberian Railroad. He is a trained actor and
theater director and, throughout his upbringing in Long Beach, California, studied classical piano
theory and performance.
He and his wife, Joan, and daughters, Bell, Lark, and River, live in Asheville, North Carolina.
Nicole Kidston
Senior Consultant, Development
Nicole Kidston most recently served as the Deputy Director of Development for Park Avenue
Armory, a groundbreaking cultural institution in New York that produces unconventional work
that cannot be mounted in traditional performance halls and museums. In this capacity, Nicole
led the day-to-day operations of the 13-person Development Office and worked closely with this
staff to continue fundraising growth across the corporate, government, foundation, events and
individual giving areas. Nicole joined the fundraising team of the Armory in 2015 and has grown
fundraising 30% from 2015 to 2017.
From 2005 to 2015, Nicole served in a variety of capacities in the Development Office of the
John F. Kennedy Center for the Performing Arts. In her last role at the Kennedy Center, she
served as one of the Directors of Development, focusing on the National Symphony Orchestra
(NSO) and Washington National Opera (WNO). Her portfolio included identifying and raising
over $25 million annually, with a team of 18, through individual, government, foundation and
corporate support. Her portfolio included 4,700 donors, with 150 at the $25,000 level and above.
She focused particularly on Board development, Major Gifts, sponsorships of concerts,
productions, series, and educational initiatives, and event fundraising including the annual NSO
Season Opening Ball, the annual WNO Opera Ball and over 170 cultivation events throughout
the year. Nicole designed the $10 million fundraising campaign for the WNO’s 2016 Ring Cycle.
Also at the Kennedy Center, Nicole served as the Director of Affiliate Individual Giving and the
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Manager of National Symphony Orchestra Development. In her time as a Director and Manager
at the Kennedy Center, she and her teams raised approximately $120 million.
Prior to that, Nicole coordinated Kennedy Center major giving for the Washington, DC area and
also facilitated the international donor travel program and major giving for international festivals
and programming.
Nicole has a degree in Art History from the Ohio State University.
Lucy Pope Doughty
Manager of Consulting Services, DeVos Institute of Arts Management
Lucy Doughty serves as the primary project manager for the Institute's portfolio of pay-for-
service consultancies and provides research, internal assessment, and strategy development
support for clients across a range of arts and cultural industries.
Lucy has a background in visual arts. She received her master's degree in history of decorative
art from the Corcoran College of Art + Design program at the Smithsonian Institute, with a focus
on 19th-century American furniture, as well as a bachelor's degree in history from Wake Forest
University. Her onsite experience extends to museums throughout the Southeast and Mid-
Atlantic including the Biltmore House, Newseum, Sandy Spring Museum, and Earl Scruggs
Center.
Master
City of Coppell, Texas 255 E. Parkway Boulevard
Coppell, Texas
75019-9478
File Number: 2023-6780
File ID: Type: Status: 2023-6780 Presentation Agenda Ready
1Version: Reference: In Control: Finance
02/20/2023File Created:
Final Action: PresentationFile Name:
Title: Consider acceptance of the Annual Comprehensive Financial Report (ACFR)
for the fiscal year ending September 30, 2022.
Notes:
Sponsors: Enactment Date:
ACFR Memo.pdfAttachments: Enactment Number:
Hearing Date: Contact:
Effective Date: Drafter:
Related Files:
History of Legislative File
Action: Result: Return
Date:
Due Date: Sent To: Date: Acting Body: Ver-
sion:
Text of Legislative File 2023-6780
Title
Consider acceptance of the Annual Comprehensive Financial Report (ACFR) for the fiscal year
ending September 30, 2022.
Summary
See attached memorandum.
Fiscal Impact:
There is no direct fiscal impact from this agenda item.
Staff Recommendation:
The Strategic Financial Engagement department recommends acceptance of the ACFR for
fiscal year ending September 30, 2022.
Strategic Pillar Icon:
Page 1City of Coppell, Texas Printed on 2/24/2023
Master Continued (2023-6780)
Sustainable Government
Page 2City of Coppell, Texas Printed on 2/24/2023
To: Mayor and City Council
MEMORANDUM
From: Kim Tiehen, Director of Strategic Financial Engagement
Date: February 28, 2023
Reference: Consider acceptance of the Annual Comprehensive Financial Report (ACFR) for the
fiscal year ending September 30, 2022.
2040: Sustainable City Government
Introduction:
As required by Section 7.13 of the City of Coppell Home Rule Charter, an independent audit must be made of
all accounts of the City by a Certified Public Accountant. John DeBurro, Partner, with the audit firm of
Weaver, will present the results of the annual financial audit.
Benefit to the Community
The annual audit provides the community with the knowledge that the City’s financial statements accurately
report the financial activity of the City.
Legal Review:
N/A
Fiscal Impact:
There is no direct fiscal impact from this agenda item.
Recommendation:
The Strategic Financial Engagement department recommends acceptance of the ACFR for fiscal year ending
September 30, 2022.
Master
City of Coppell, Texas 255 E. Parkway Boulevard
Coppell, Texas
75019-9478
File Number: 2023-6779
File ID: Type: Status: 2023-6779 Agenda Item Agenda Ready
1Version: Reference: In Control: City Council
02/20/2023File Created:
Final Action: ReportFile Name:
Title: A.Report on Dallas Regional Mobility Coalition - Councilmember Don
Carroll
B.Report on Woven Health Clinic - Councilmember Mark Hill
C.Report on Metrocrest Services - Mayor Pro Tem Biju Mathew
D.Report on Historical Society - Councilmember Cliff Long
Notes:
Sponsors: Enactment Date:
Attachments: Enactment Number:
Hearing Date: Contact:
Effective Date: Drafter:
Related Files:
History of Legislative File
Action: Result: Return
Date:
Due Date: Sent To: Date: Acting Body: Ver-
sion:
Text of Legislative File 2023-6779
Title
A.Report on Dallas Regional Mobility Coalition - Councilmember Don Carroll
B.Report on Woven Health Clinic - Councilmember Mark Hill
C.Report on Metrocrest Services - Mayor Pro Tem Biju Mathew
D.Report on Historical Society - Councilmember Cliff Long
Summary
Page 1City of Coppell, Texas Printed on 2/24/2023