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CP 2025-05-13
City Council City of Coppell, Texas Meeting Agenda 255 E. Parkway Boulevard Coppell, Texas 75019-9478 Council Chambers6:00 PMTuesday, May 13, 2025 WES MAYS KEVIN NEVELS Mayor Mayor Pro Tem JIM WALKER RAMESH PREMKUMAR Place 1 Place 5 BRIANNA HINOJOSA-SMITH BIJU MATHEW Place 2 Place 6 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 6:00 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. To deliberate the appointment, employment, evaluation, reassignment, Page 1 City of Coppell, Texas Printed on 5/9/2025 May 13, 2025City Council Meeting Agenda duties, discipline, or dismissal of a public officer or employee: Annual Evaluation of City Manager. 3.Work Session (Open to the Public) 1st Floor Conference Room Citizen comments will not be heard during the Work Session, but will be heard during the Regular Session under Citizens' Appearance. A. Discussion regarding agenda items. B.Discussion regarding Mayor Pro Tem. C. Discussion regarding City Council Committee Liaisons. Memo.pdfAttachments: Regular Session 4. Invocation 7:30 p.m. 5.Pledge of Allegiance Proclamations 6.Presentation of a Proclamation designating May 13, 2025, as “Coppell Cowgirls Golf Day”. Proclamation.pdfAttachments: 7.Presentation of a Proclamation designating the week of May 18-24, 2025, as “Emergency Medical Services Week”. Proclamation.pdfAttachments: 8.Presentation of a Proclamation designating the month of May 2025 as “National Water Safety Month”. Proclamation.pdfAttachments: 9.Presentation of a Proclamation designating the week of May 18-24, 2025 as “National Public Works Week”. Proclamation.pdfAttachments: 10. Citizens’ Appearance 11.Consent Agenda A.Consider approval of the Minutes: April 22, 2025 and May 6, 2025. CM 2025-04-22.pdf CM 2025-05-06 (WKS).pdf Attachments: B.Consider approval of two Amended and Restated Civic Center Development Agreements by and between the City of Coppell and Dividend Hospitality, Ltd., and authorizing the Mayor to sign. Page 2 City of Coppell, Texas Printed on 5/9/2025 May 13, 2025City Council Meeting Agenda Memo.pdf Homewood Agreement.pdf Hilton Agreement.pdf Attachments: C.Consider approval of a purchase for the replacement of the Automatic Materials Handler (AMH) to Bibliotheca, in the amount of $129,705.60 as budgeted in the General Fund; with contract pricing through Buyboard, Contract No. 739-24 and authorizing the City Manager to sign any necessary documents. Memo.pdf Quote.pdf Attachments: D.Consider approval of an award of TIPS Contract #241001 with Custard Construction in the amount of $197,869.58 for the remodel of an Open-Air Greenroom and Staff Breakroom at the Coppell Arts Center, as provided for in the Coppell Recreation Development Corporation (CRDC) Fund; and authorizing the City Manager to sign any necessary documents. Memo.pdf Quote.pdf Floorplan.pdf Attachments: E.Consider approval of a payment to Coppell Independent School District in the amount of $232,660.00, as budgeted in the Coppell Recreation Development Corporation (CRDC) fund, to replace the synthetic field turf at Coppell Middle School North per the Interlocal Cooperation Agreement and License and Use Agreement between the Coppell Independent School District and the City of Coppell; and authorizing the City Manager to sign any necessary documents. Memo.pdf Interlocal Agreement.pdf Invoice.pdf Attachments: F.Consider approval and adoption of the 2025 Community Experiences Master Plan. Memo.pdf Community Experiences 2025 Master Plan.pdf Attachments: G.Consider award of a professional services agreement with Teague Nall and Perkins, Inc. for the design of Andrew Brown East Park Pond Restoration, in the amount of $93,730.00, as budgeted in the Coppell Recreation & Development Corporation (CRDC) fund; and authorizing the City Manager to sign any necessary documents. Memo.pdf Proposal.pdf Attachments: Page 3 City of Coppell, Texas Printed on 5/9/2025 May 13, 2025City Council Meeting Agenda End of Consent Agenda 12.CONTINUED PUBLIC HEARING: Consider approval of PD-313R2-MF-2, a zoning change request from C (Commercial) to PD-313R2-MF-2 (Planned Development 313- Revision 2 -Multi-Family 2) to approve a Detailed Site Plan for a 71-unit, four (4) story condominium apartment complex on approximately 4.4 acres located on the east side of S. Belt Line Road and west side of Sanders Loop, approximately 660 feet south of E. Belt Line Road and an amendment to the 2030 Comprehensive Master Plan from Mixed Use Community Center to Urban Residential Neighborhood. Memo.pdf Withdrawal Letter.pdf Attachments: 13.Consider appointment of Mayor Pro Tem as required by Section 3.05 of the Home Rule Charter. 14.City Manager Reports, Project Updates, Future Agendas, and Direction from Work Session 15. Mayor and Council Reports on Recent and Upcoming Events. 16.Public Service Announcements concerning items of community interest with no Council action or deliberation permitted. 17.Necessary Action from Executive Session 18. Adjournment ________________________ Wes Mays, Mayor 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 9th day of May, 2025, at _____________. ______________________________ Ashley Owens, City Secretary Page 4 City of Coppell, Texas Printed on 5/9/2025 May 13, 2025City Council Meeting Agenda PUBLIC NOTICE - STATEMENT FOR ADA COMPLIANCE The City of Coppell acknowledges its responsibility to comply with the Americans With Disabilities Act of 1990. Thus, in order to assist individuals with disabilities who require special services (i.e. sign interpretative services, alternative audio/visual devices, and amanuenses) for participation in or access to the City of Coppell sponsored public programs, services and/or meetings, the City requests that individuals make requests for these services 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). This publication can be made available in alternative formats, such as Braille or large print, by contacting Kori Allen, ADA Coordinator, or other designated official at (972) 462-0022, or (TDD 1-800-RELAY, TX 1-800-735-2989). Page 5 City of Coppell, Texas Printed on 5/9/2025 Master City of Coppell, Texas 255 E. Parkway Boulevard Coppell, Texas 75019-9478 File Number: 2025-8047 File ID: Type: Status: 2025-8047 Agenda Item Executive Session 1Version: Reference: In Control: City Council 05/05/2025File Created: Final Action: CM EvalFile Name: Title: To deliberate the appointment, employment, evaluation, reassignment, duties, discipline, or dismissal of a public officer or employee: Annual Evaluation of City Manager. Notes: Sponsors: Enactment Date: Attachments: Enactment Number: Hearing Date: Contact: Effective Date: Drafter: History of Legislative File Action: Result: Return Date: Due Date: Sent To: Date: Acting Body: Ver- sion: Text of Legislative File 2025-8047 Title To deliberate the appointment, employment, evaluation, reassignment, duties, discipline, or dismissal of a public officer or employee: Annual Evaluation of City Manager. Summary Page 1City of Coppell, Texas Printed on 5/9/2025 Master City of Coppell, Texas 255 E. Parkway Boulevard Coppell, Texas 75019-9478 File Number: 2025-8046 File ID: Type: Status: 2025-8046 Agenda Item Work Session 1Version: Reference: In Control: City Council 05/05/2025File Created: Final Action: WKS 5/13File Name: Title: A. Discussion regarding agenda items. B.Discussion regarding Mayor Pro Tem. C. Discussion regarding City Council Committee Liaisons. Notes: Sponsors: Enactment Date: Memo.pdfAttachments: Enactment Number: Hearing Date: Contact: Effective Date: Drafter: History of Legislative File Action: Result: Return Date: Due Date: Sent To: Date: Acting Body: Ver- sion: Text of Legislative File 2025-8046 Title A. Discussion regarding agenda items. B. Discussion regarding Mayor Pro Tem. C. Discussion regarding City Council Committee Liaisons. Summary Page 1City of Coppell, Texas Printed on 5/9/2025 1 MEMORANDUM To: Mayor and City Council From: Ashley Owens, City Secretary Date: May 13, 2025 Reference: Discussion regarding the designation of a Mayor Pro Tem and City Council committee assignments. 2040: Sustainable Government Introduction: As required by Section 3.05 of the Home Rule Charter, City Council elects a councilmember to fill the role of Mayor Pro Tem following either each regular city election or runoff election if such occurs. City elections are held in a cycle where every third year there is no election due to the staggered terms of the Mayor and Council members. In addition, the Mayor assigns liaisons to regional committees and school boards. Community Benefit: Ensure business continuity. Legal Review: N/A Fiscal Impact: N/A Recommendation: N/A Master City of Coppell, Texas 255 E. Parkway Boulevard Coppell, Texas 75019-9478 File Number: 2025-8045 File ID: Type: Status: 2025-8045 Agenda Item Proclamations 1Version: Reference: In Control: City Council 05/05/2025File Created: Final Action: Cowgirls Golf DayFile Name: Title: Presentation of a Proclamation designating May 13, 2025, as “Coppell Cowgirls Golf Day”. Notes: Sponsors: Enactment Date: Proclamation.pdfAttachments: Enactment Number: Hearing Date: Contact: Effective Date: Drafter: History of Legislative File Action: Result: Return Date: Due Date: Sent To: Date: Acting Body: Ver- sion: Text of Legislative File 2025-8045 Title Presentation of a Proclamation designating May 13, 2025, as “Coppell Cowgirls Golf Day”. Summary Page 1City of Coppell, Texas Printed on 5/9/2025 PROCLAMATION WHEREAS, the Coppell High School Varsity Girls Golf Team has achieved an extraordinary milestone by winning the 2025 UIL Class 6A State Championship for the first time in school history; and WHEREAS, under the outstanding leadership of Head Coach Gary Beyer and Assistant Coach Jason Spoor, the team demonstrated exceptional talent, perseverance, and sportsmanship throughout the season, achieving all three of their goals: district, regional, and state titles; and WHEREAS, the team’s victory was solidified at the UIL 6A Girls State Golf Championship held at White Wing Golf Club in Georgetown, Texas, on April 29, 2025, where they posted a two-day team total of 607, surpassing the reigning state champions Vandegrift High School; and WHEREAS, Junior Alicia Bellendir captured the individual UIL Class 6A Girls State Title, earning All-State honors, and; WHEREAS, the full roster of this historic championship team includes: • Alicia Bellendir – 1st Place Individual / All-State • Riya Bapna – Tied for 5th / 1st Team All-State • Nethra Sheri – Tied for 11th / 2nd Team All-State • And Junior Isabella Nguyen and Freshman Elizabeth Bellendir WHEREAS, this team’s remarkable performance and deep bond reflect the values of commitment, teamwork, and pride that define Coppell Independent School District and the Coppell community; and WHEREAS, with four juniors and one freshman on the roster, the team’s future remains exceptionally bright as they look forward to building on this legacy; NOW, THEREFORE, I, Wes Mays, Mayor of the City of Coppell, do hereby recognize and commend the Coppell High School Girls Varsity Golf Team and proclaim May 13, 2025, as “COPPELL COWGIRLS GOLF DAY” and encourage all citizens to congratulate the team for their extraordinary achievement. IN WITNESS THEREOF, I have set my hand and caused the seal of the City of Coppell to be affixed this 13th day of May 2025. Wes Mays, Mayor ATTEST: Ashley Owens, City Secretary Master City of Coppell, Texas 255 E. Parkway Boulevard Coppell, Texas 75019-9478 File Number: 2025-8030 File ID: Type: Status: 2025-8030 Agenda Item Proclamations 1Version: Reference: In Control: Fire 04/24/2025File Created: Final Action: 2025 EMS Week ProclamationFile Name: Title: Presentation of a Proclamation designating the week of May 18-24, 2025, as “Emergency Medical Services Week”. Notes: Sponsors: Enactment Date: Proclamation.pdfAttachments: Enactment Number: Hearing Date: Contact: Effective Date: Drafter: History of Legislative File Action: Result: Return Date: Due Date: Sent To: Date: Acting Body: Ver- sion: Text of Legislative File 2025-8030 Title Presentation of a Proclamation designating the week of May 18-24, 2025, as “Emergency Medical Services Week”. Summary Fiscal Impact: No fiscal impact. Staff Recommendation: Approval recommended. Goal Icon: Sustainable Government Page 1City of Coppell, Texas Printed on 5/9/2025 PROCLAMATION WHEREAS, emergency medical services are a vital public service; and is provided by the Coppell Fire Department; WHEREAS, the members of the Coppell Fire Department are ready to provide advanced lifesaving care to those in need 24 hours a day, seven days a week; and WHEREAS, access to quality emergency care dramatically improves the survival and recovery rate of those who experience sudden illness or injury; and WHEREAS, emergency medical services have grown to fill a gap by providing important, out of hospital care, including preventative medicine, follow-up care, and access to telemedicine; and WHEREAS, the members of emergency medical services teams, engage in thousands of hours of specialized training and continuing education to enhance their lifesaving skills; and WHEREAS, it is appropriate to recognize the value and the accomplishments of emergency medical services providers by designating Emergency Medical Services Week; NOW, THEREFORE, I, Wes Mays, Mayor of the City of Coppell, do hereby proclaim the week of May 18-24, 2025, as “Emergency Medical Services Week” The 51st Anniversary of EMS Week theme, EMS WEEK: “We Care. For Everyone.”, I encourage the community to observe this week with appropriate programs, ceremonies, and activities in honor of the EMS profession and the essential service it provides. IN WITNESS THEREOF, I have set my hand and caused the seal of the City of Coppell to be affixed this 13 day of May 2025. Wes Mays, Mayor ATTEST: Ashley Owens, City Secretary Master City of Coppell, Texas 255 E. Parkway Boulevard Coppell, Texas 75019-9478 File Number: 2025-8042 File ID: Type: Status: 2025-8042 Agenda Item Proclamations 1Version: Reference: In Control: Parks and Recreation 05/05/2025File Created: Final Action: National Water Safety Month ProclamationFile Name: Title: Presentation of a Proclamation designating the month of May 2025 as “National Water Safety Month”. Notes: Sponsors: Enactment Date: Proclamation.pdfAttachments: Enactment Number: Hearing Date: Contact: Effective Date: Drafter: History of Legislative File Action: Result: Return Date: Due Date: Sent To: Date: Acting Body: Ver- sion: Text of Legislative File 2025-8042 Title Presentation of a Proclamation designating the month of May 2025 as “National Water Safety Month”. Page 1City of Coppell, Texas Printed on 5/9/2025 PROCLAMATION WHEREAS, citizens of Coppell recognize the vital role that swimming and aquatic-related activities relate to good physical and mental health and enhance the quality of life for all people; and WHEREAS, the citizens of Coppell understand the essential role that education regarding the topic of Water Safety plays in preventing drowning and recreational water- related injuries; and WHEREAS, the City of Coppell is aware of the contributions made by the recreational water industry in developing safe swimming facilities, aquatic programs, home pools and spas, and related activities providing healthy places to recreate, learn and grow, confidence and sense of self-worth which contributes to the quality of life in our community; and WHEREAS, the citizens of Coppell recognize the ongoing efforts and commitments to educate the public on pool and spa safety issues; and WHEREAS, Greg Abbott, Governor of Texas, has proclaimed May to be Water Safety Month; and WHEREAS, the citizens of Coppell understand the vital importance of communicating Water Safety rules and programs to individuals of all ages, whether owners of private pools, users of public swimming facilities, or visitors to waterparks; NOW, THEREFORE, I, Wes Mays, Mayor of the City of Coppell, do hereby proclaim the month of May as "NATIONAL WATER SAFETY MONTH" IN WITNESS THEREOF, I have set my hand and caused the seal of the City of Coppell to be affixed this 13th day of May 2025. ________________________ Wes Mays, Mayor ATTEST: ____________________________ Ashley Owens, City Secretary Master City of Coppell, Texas 255 E. Parkway Boulevard Coppell, Texas 75019-9478 File Number: 2025-8049 File ID: Type: Status: 2025-8049 Agenda Item Proclamations 1Version: Reference: In Control: Public Works 05/06/2025File Created: Final Action: PWW Proclamation 2025File Name: Title: Presentation of a Proclamation designating the week of May 18-24, 2025 as “National Public Works Week”. Notes: Sponsors: Enactment Date: Proclamation.pdfAttachments: Enactment Number: Hearing Date: Contact: Effective Date: Drafter: History of Legislative File Action: Result: Return Date: Due Date: Sent To: Date: Acting Body: Ver- sion: Text of Legislative File 2025-8049 Title Presentation of a Proclamation designating the week of May 18-24, 2025 as “National Public Works Week”. Summary Fiscal Impact: [Enter Fiscal Impact Statement Here] Staff Recommendation: [Enter Staff Recommendation Here] 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 Page 1City of Coppell, Texas Printed on 5/9/2025 Master Continued (2025-8049) Implement Innovative Transportation Networks Apply 'Smart City' Approach to Resource Management Sustainable Government Page 2City of Coppell, Texas Printed on 5/9/2025 PROCLAMATION WHEREAS, Public Works employees design, construct, operate and maintain infrastructure, facilities and equipment that are of vital importance to the health, safety, welfare, and high quality of life of the citizens of COPPELL; and, WHEREAS these infrastructure, facilities and equipment could not be provided without the dedicated service, teamwork and innovation of Public Works employees; and, WHEREAS it is in the public interest for the citizens, civic leaders, and business leaders to gain knowledge of and maintain an interest in Public Works; and, WHEREAS the year 2025 marks the 65th annual National Public Works Week sponsored by the American Public Works Association. NOW, THEREFORE, I, Wes Mays, Mayor of the City of Coppell, do hereby proclaim May 18-24, 2025, as NATIONAL PUBLIC WORKS WEEK in the City of Coppell and encourage all citizens to join with representatives of the American Public Works Association and the City of Coppell in support of our public works employees; and to recognize the substantial contributions they make while providing and protecting our health, safety, welfare, and quality of life. IN WITNESS THERE OF, I have set my hand and caused the seal of the City of Coppell to be affixed this 13th day of May 2025. ATTEST: Wes Mays, Mayor Ashley Owens, City Secretary Master City of Coppell, Texas 255 E. Parkway Boulevard Coppell, Texas 75019-9478 File Number: 2025-8044 File ID: Type: Status: 2025-8044 Agenda Item Consent Agenda 1Version: Reference: In Control: City Council 05/05/2025File Created: Final Action: 4/22 MinutesFile Name: Title: Consider approval of the Minutes: April 22, 2025 and May 6, 2025. Notes: Sponsors: Enactment Date: CM 2025-04-22.pdf, CM 2025-05-06 (WKS).pdfAttachments: Enactment Number: Hearing Date: Contact: Effective Date: Drafter: History of Legislative File Action: Result: Return Date: Due Date: Sent To: Date: Acting Body: Ver- sion: Text of Legislative File 2025-8044 Title Consider approval of the Minutes: April 22, 2025 and May 6, 2025. Summary Page 1City of Coppell, Texas Printed on 5/9/2025 255 E. Parkway Boulevard Coppell, Texas 75019-9478 City of Coppell, Texas Minutes City Council 6:00 PM Council ChambersTuesday, April 22, 2025 WES MAYS KEVIN NEVELS Mayor Mayor Pro Tem JIM WALKER RAMESH PREMKUMAR Place 1 Place 5 BRIANNA HINOJOSA-SMITH BIJU MATHEW Place 2 Place 6 DON CARROLL MARK HILL Place 3 Place 7 MIKE LAND City Manager Wes Mays;Jim Walker;Don Carroll;Kevin Nevels;Ramesh Premkumar;Biju Mathew and Mark Hill Present 7 - Brianna Hinojosa-SmithAbsent1 - Also present were Deputy City Manager Traci Leach, Deputy City Manager Kent Collins, and City Secretary Ashley Owens. The City Council of the City of Coppell met in Regular Session on Tuesday, April 22, 2025, 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 Executive Session at 6:00 p.m. Executive Session (Closed to the Public) 1st Floor Conference Room2. Section 551.087, Texas Government Code - Economic Development Negotiations. Discussion regarding economic development prospects south of Dividend Drive and west of S. Belt Line Road. Discussed under Executive Session Page 1City of Coppell, Texas April 22, 2025City Council Minutes Work Session (Open to the Public) 1st Floor Conference Room3. Mayor Wes Mays adjourned the Executive Session at 6:09 p.m. and convened into the Work Session at 6:11 p.m. A. Discussion regarding agenda items. B.Presentation and discussion relating to Community Experiences Master Plan. C. Vision 2040 Refresh Update. Presented in Work Session Regular Session Mayor Wes Mays adjourned the Work Session at 6:55 p.m. and convened into the Regular Session at 7:30 p.m. Invocation 7:30 p.m.4. Fr. Kevin Wilwert, with St. Ann Parish, gave the invocation. Pledge of Allegiance5. Mayor Wes Mays led the audience in the Pledge of Allegiance. Proclamations 6.Presentation of a Proclamation designating April 22, 2025, as “Coppell Cowgirls Soccer Day”. Mayor Wes Mays read the Proclamation into the record and presented the same to Coach Craig Able and the Coppell Cowgirls Soccer Team. Citizens’ Appearance7. Mayor Wes Mays asked for those who signed up to speak: 1) Mercedes Hall, 483 Grace, spoke in regards to the newly-founded Kiwanis Club. 2) Diane Evans, 777 Fairway, spoke in regards to the newly-founded Kiwanis Club. Consent Agenda8. A.Consider approval of the Minutes: April 8, 2025. A motion was made by Councilmember Ramesh Premkumar, seconded by Councilmember Don Carroll, that Consent Agenda Items A through E be approved. The motion passed by an unanimous vote. Page 2City of Coppell, Texas April 22, 2025City Council Minutes B.Consider approval to award a Professional Services Contract to TRC Engineers, Inc (TRC); for the design of approximately 1,838 linear feet of 12-inch water line located along E. Beltline Road and 2,205 linear feet of 8-inch water line along Northlake Dr.; in the amount of $157,350.00; as budgeted in the Water/Sewer fund; and authorizing the City Manager to sign any necessary documents. A motion was made by Councilmember Ramesh Premkumar, seconded by Councilmember Don Carroll, that Consent Agenda Items A through E be approved. The motion passed by an unanimous vote. C.Consider approval for the installation of a new generator and transfer switch at the Coppell Arts Center to our current electric vendor, Nema 3 Electric, Inc.; as budgeted in Facilities Infrastructure Maintenance Fund; in the amount of $147,392.52; and authorizing the City Manager to sign any necessary documents. A motion was made by Councilmember Ramesh Premkumar, seconded by Councilmember Don Carroll, that Consent Agenda Items A through E be approved. The motion passed by an unanimous vote. D.Consider approval of RFP #216 Audit Services of the Fiscal Year 2025, Fiscal Year 2026, and Fiscal Year 2027 to Weaver and Tidwell; and authorizing the City Manager to sign any necessary documents. A motion was made by Councilmember Ramesh Premkumar, seconded by Councilmember Don Carroll, that Consent Agenda Items A through E be approved. The motion passed by an unanimous vote. E.Consider the appointment of John Dobmeier to the Planning and Zoning Commission for a term expiring December 31, 2025. A motion was made by Councilmember Ramesh Premkumar, seconded by Councilmember Don Carroll, that Consent Agenda Items A through E be approved. The motion passed by an unanimous vote. End of Consent Agenda 9.PUBLIC HEARING: Consider the adoption of the International Building Code, 2024 Edition and Chapter 15 of the City of Coppell Code of Ordinances. Steve Schubert, Chief Building Official, was present to answer questions from City Council. Mayor Wes Mays opened the Public Hearing and stated that no one had signed up to speak. A motion was made by Councilmember Jim Walker, seconded by Mayor Pro Tem Kevin Nevels, to close the Public Hearing and approve this agenda item. The motion passed by an unanimous vote. Enactment No: OR 2025-1627, 2025-1628, 2025-1629 Page 3City of Coppell, Texas April 22, 2025City Council Minutes City Manager Reports, Project Updates, Future Agendas, and Direction from Work Session 10. City Manager Mike Land gave the following project updates: MacArthur Park Playground Community Input Meeting – Join Coppell Community Experiences for a community input meeting to help shape an exciting new all-abilities playground at MacArthur Park. The meeting will be held on Wednesday, April 30, at 6:30 pm at Mockingbird Elementary. Share ideas and help us ensure the space is inclusive, fun, and accessible for everyone. Magnolia Park Trail – The contractor completing the gabion mattress. Fire Station #5 – Continuing the interior work. Service Center –the contractor is finishing up the plumbing under the slab. DART – Continue to work on punch list items at all the Railroad crossings. TxDOT project at the Belt Line bridge over IH 635- The contractor has lane closures to complete work on the existing bridge over 635. Freeport Traffic Signal – The signal poles are scheduled to arrive in early May and will be installed soon after. Mayor and Council Reports on Recent and Upcoming Events.11. On Friday, May 2nd from 7 – 9 p.m. join us in Old Town for the Old Town Anniversary celebration. Limelight will take the stage for an evening of great tunes and great times! Sing and dance with family and friends while the kiddos enjoy the Old Town Playground and splash around in the Main Street Interactive Fountain. Food trucks will feature Easy Slider and Nacho Loco, and Marble Slab to satisfy your sweet tooth. Come join the party! Council Committee Reports concerning items of community involvement with no Council action or deliberation permitted. 12. A. Report on Carrollton/Farmers Branch ISD and Lewisville ISD - Councilmember Mark Hill B.Report on Coppell ISD - Mayor Pro Tem Kevin Nevels C. Report on Coppell Seniors - Mayor Pro Tem Kevin Nevels Read and Filed Public Service Announcements concerning items of community interest with no Council action or deliberation permitted. 13. Prayers and thoughts are being sent to Denton County Commissioner Bobbie Mitchell and her family as they deal with a recent tragedy. Necessary Action from Executive Session14. Page 4City of Coppell, Texas April 22, 2025City Council Minutes There was no necessary action from Executive Session. Adjournment15. There being no further business before this Council, the meeting adjourned at 8:05 p.m. ________________________ Wes Mays, Mayor ATTEST: ________________________ Ashley Owens, City Secretary Page 5City of Coppell, Texas 255 E. Parkway Boulevard Coppell, Texas 75019-9478 City of Coppell, Texas Minutes City Council 6:00 PM 2nd Floor Conference RoomTuesday, May 6, 2025 WES MAYS KEVIN NEVELS Mayor Mayor Pro Tem JIM WALKER RAMESH PREMKUMAR Place 1 Place 5 BRIANNA HINOJOSA-SMITH BIJU MATHEW Place 2 Place 6 DON CARROLL MARK HILL Place 3 Place 7 MIKE LAND City Manager Wes Mays;Don Carroll;Kevin Nevels;Ramesh Premkumar;Biju Mathew and Mark Hill Present 6 - Jim Walker and Brianna Hinojosa-SmithAbsent2 - Also present were Deputy City Managers Traci Leach and Kent Collins, Director of Strategic Financial Engagement Kim Tiehen, Assistant Director of Strategic Financial Engagement Vanessa Tarver, Budget Manager Jesica Almendarez. The City Council of the City of Coppell met in Work Session on Tuesday, May 6, 2025, at 6:00 p.m. in the 2nd Floor Conference Room at Town Center, 255 Parkway Boulevard, Coppell, Texas. Work Session (Open to the Public) 2nd Floor Conference Room Call to Order1. Mayor Wes Mays called the meeting to order, determined that a quorum was present and convened into the Work Session at 6:00 p.m. Citizens’ Appearance2. Mayor Wes Mays asked for those who signed up to speak: 1) Valerie Shoup, 6939 Winterwood Lane, Dallas, spoke in regards to the Texas Pace Authority and Texas energy grid. Page 1City of Coppell, Texas May 6, 2025City Council Minutes 3.A. Presentation of the Five-Year Forecast. B.Discussion regarding bond refunding. C. Discussion regarding the Drainage Utility District (DUD). D. Review of the Fund Balance Policy. E. FY26 Work Plan Preview. Budget Manager Jesica Alemendarez introduced Assistant Director of Strategic Financial Engagement Vanessa Tarver and Assistant Director of Community Experiences Adam Richter. Presentation: Vanessa and Adam provided the Five-Year Forecast and answered questions from Mayor and City Council. Presentation: Director of Strategic Financial Engagement Kim Tiehen discussed bond refunding with Mayor and City Council. Mayor Wes Mays recessed the Work Session at 7:19 p.m., and reconvened the Work Session at 7:23 p.m. Presentation: Kim Tiehen and Director of Public Works Mike Garza provided a presentation regarding the Drainage Utility District (DUD) and answered questions from Mayor and City Council. Presentation: Kim Tiehen reviewed the Fund Balance Policy with Mayor and City Council. Presentation: Deputy City Manager Traci Leach previewed the FY26 Work Plan with Mayor and City Council. Adjournment4. There being no further business before the City Council, the meeting was adjourned at 8:20 p.m. ________________________ Wes Mays, Mayor ATTEST: ________________________ Ashley Owens, City Secretary Page 2City of Coppell, Texas Master City of Coppell, Texas 255 E. Parkway Boulevard Coppell, Texas 75019-9478 File Number: 2025-8031 File ID: Type: Status: 2025-8031 Agenda Item Consent Agenda 1Version: Reference: In Control: City Council 04/29/2025File Created: Final Action: Amended and Restated Civic Center Agreements - Dividend Hospitality File Name: Title: Consider approval of two Amended and Restated Civic Center Development Agreements by and between the City of Coppell and Dividend Hospitality, Ltd., and authorizing the Mayor to sign. Notes: Sponsors: Enactment Date: Memo.pdf, Homewood Agreement.pdf, Hilton Agreement.pdf Attachments: Enactment Number: Hearing Date: Contact: Effective Date: Drafter: History of Legislative File Action: Result: Return Date: Due Date: Sent To: Date: Acting Body: Ver- sion: Text of Legislative File 2025-8031 Title Consider approval of two Amended and Restated Civic Center Development Agreements by and between the City of Coppell and Dividend Hospitality, Ltd., and authorizing the Mayor to sign. Summary Dividend Hospitality, Ltd. is constructing two hotels in Coppell. Those hotels are Homewood Suites and Hilton Garden Inn. The Commencement of Construction and Completion of Construction dates are being modified to allow for the successful completion of both hotels. Fiscal Impact: N/A Staff Recommendation: Staff recommends approval. Strategic Pillar Icon: Page 1City of Coppell, Texas Printed on 5/9/2025 Master Continued (2025-8031) Create Business and Innovation Nodes Page 2City of Coppell, Texas Printed on 5/9/2025 1 MEMORANDUM To: Mayor and City Council From: Mindi Hurley, Director of Community Development Date: May 13, 2025 Reference: Consider approval of two Amended and Restated Civic Center Development Agreements by and between the City of Coppell and Dividend Hospitality, Ltd., and authorizing the Mayor to sign. 2040: Create Business and Innovation Nodes Introduction: On May 24, 2022, City Council approved two Civic Center Agreements for Dividend Hospitality, Ltd. for the construction of two hotels in Coppell, Homewood Suites and Hilton Garden Inn. Dividend Hospitality has requested an extension of time to complete the construction for both hotels, and the amended agreements will provide new dates for both hotels. Background: Dividend Hospitality, Ltd. is constructing a two-phase development of hotels on one lot of land. The development will consist of a Homewood Suites and a Hilton Garden Inn. Homewood Suites is a select-service hotel containing approximately 95,000 gross square feet of space and containing a minimum of 135 guest rooms and not less than 1,300 square feet of meeting space. Hilton Garden Inn is a full-service hotel containing approximately 75,000 gross square feet of space and containing a minimum of 125 guest rooms and not less than 1,200 square feet of meeting space. City Council granted a Civic Center Agreement for each hotel that would allow the expenditure of a portion of the Hotel/Motel Occupancy Tax for a period of 10 years as payment to Dividend Hospitality, Ltd. for the use of the meeting space. This meeting space will operate as a civic center and is an authorized expenditure of funds by Chapter 351 of the Tax Code. Due to economic conditions and construction times, the owner has requested an extension on the completion of construction for the Homewood Sites and an extension of the commencement and completion of construction dates for the Hilton Garden Inn. The Completion of Construction date for Homewood Suites, which is currently under construction, will now be May 26, 2026. The Commencement of Construction and Completion of Construction for the Hilton Garden Inn will now be May 26, 2029, and May 26, 2031, respectively. 2 Benefit to the Community: These hotels will provide additional lodging options for the community. Legal Review: The documents were created by Pete Smith. Fiscal Impact: N/A Recommendation: Staff recommends approval. PAGE 1 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT - HOMEWOOD SUITES CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. STATE OF TEXAS § § COUNTY OF DALLAS § AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT This Amended and Restated Civic Center Development Agreement (“Amended and Restated Agreement”) is made by and between the City of Coppell, Texas (“City”), and Dividend Hospitality, Ltd., a Texas limited partnership (the “Company”) (collectively the “Parties,” or singularly as a “Party”), acting by and through their respective authorized officers. WITNESSETH: WHEREAS, the Parties previously entered into that certain Civic Center Development Agreement dated December 14, 2022 (the “Original Agreement”); and WHEREAS, the Parties desire to amend and restate the Original Agreement as set forth herein.; and WHEREAS, Chapter 351, Tax Code authorizes the City to expend hotel/motel occupancy tax revenue for the acquisition, lease, construction, improvement, enlarging, maintenance, equipping and operation of a convention center facility which includes civic centers, auditoriums, parking areas and auditoriums, owned or managed by the City; and WHEREAS, a Civic Center (hereinafter defined) located in a hotel and conference center located in the City, will enhance and promote tourism and the hotel and convention industry and will attract visitors from outside the City into the City or its vicinity; and WHEREAS, Company is under contract to purchase or owns the land described in Exhibit “A” (“Land”), and intends to construct or cause to be constructed thereon a Select Service Hotel (hereinafter defined) containing approximately 95,000 gross square feet of space and containing a minimum of one hundred thirty-five (135) guest rooms (the “Hotel”), and not less than one thousand three hundred (1,300) gross square feet of meeting space attached to the Hotel (the “Conference Center”), and other ancillary facilities such as reasonably required parking and landscaping more fully described in the submittals filed by Company with the City, from time to time, in order to obtain a building permit(s) (collectively the Hotel and Conference Center referred to as the “Improvements” or as the “Hotel and Conference Center”); and WHEREAS, Company intends to allow the City to use a designated portion of the Conference Center as Civic Center; and WHEREAS, City intends, as lessee of the Conference Center, to contract with the Company to manage and operate the Civic Center for the City; and WHEREAS, City has found and determined that the expenditure of hotel/motel occupancy tax revenue for the lease, operation, and management of the designated portion of the Conference Center, as a Civic Center, is authorized by Chapter 351, Tax Code, and will benefit the City; and PAGE 2 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT - HOMEWOOD SUITES CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. WHEREAS, promoting the location of new business enterprises within City will promote economic development, stimulate commercial activity, generate additional sales tax and will enhance the property tax base and economic vitality of City; NOW THEREFORE, in consideration of the foregoing, and other valuable consideration, the receipt and sufficiency of which is hereby acknowledged, the Parties agree as follows: Article I Findings and Determinations The City Council hereby finds and determines that: (i) City is authorized to enter into this Amended and Restated Agreement; (ii) Chapter 351, Tax Code authorizes the expenditure of City hotel/motel occupancy tax revenue for the lease, operation and management of the portion of Conference Center; (iii) the use and management of the portion of the Conference Center as a municipal civic center is authorized by Chapter 351, Tax Code and will enhance and promote tourism and the hotel and convention industry and will attract visitors from outside the City into the City or its vicinity; and (iv) the City is authorized to contract for the management of the Conference Center for use as a civic center. Article II Term The term of this Amended and Restated Agreement (“Term”) shall commence on the Effective Date and shall continue until the Expiration Date, unless sooner terminated. Article III Definitions Wherever used in this Amended and Restated Agreement, the following terms shall have the meaning ascribed to them unless the context clearly indicates otherwise: “Approved Franchise” shall mean franchise agreements with Approved Franchisor whereby the Company is permitted to operate the Hotel and Conference Center using the name and reservation system of the Approved Franchisor. “Approved Franchisor” shall mean national or international hotel franchisors, for a specific hotel product, approved by the City; provided, however, that the City shall not unreasonably withhold its consent to a franchisor of a Select Service Hotel and Conference Center, and which is one of the five (5) largest national or ten (10) largest international hotel chains as of such date. The City has approved Homewood Suites as the initial Approved Franchisor. “Bankruptcy or Insolvency” shall mean the dissolution or termination of the Party’s existence, insolvency, employment of a receiver for any part of Company’s property and such appointment is not terminated within ninety (90) days after such appointment is initially made, any general assignment for the benefit of creditors or the commencement of any proceedings under PAGE 3 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT - HOMEWOOD SUITES CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. any bankruptcy or insolvency laws by or against the Party and such proceedings are not dismissed within ninety (90) days after the filing thereof. “Casualty” shall mean the Improvements are wholly or partially destroyed by fire, earthquake, flood or similar casualty that renders the Improvements unfit for the intended purpose. “City” shall mean the City of Coppell, Texas. “Civic Center” shall mean the use of designated portions of the Conference Center by the City for use as a municipal civic center pursuant to Tax Code Chapter 351 as set forth in Section 5.3. “Commencement Date” shall mean the later of: (i) the date the first final permanent certificate of occupancy is issued by the City for the Hotel and Conference Center; and (ii) the date the Hotel and Conference Center are open for business and serving the citizens of the City and its visitors. “Commencement of Construction” shall mean that: (i) the plans have been prepared and all approvals thereof and permits with respect thereto required by applicable governmental authorities have been obtained for construction of the Improvements; (ii) all necessary permits for the construction of the Improvements on the Land, pursuant to the respective plans therefore having been issued by all applicable governmental authorities; and (iii) grading of the Land or the construction of the vertical elements of the Improvements has commenced. “Company” shall mean Dividend Hospitality, Ltd., a Texas limited partnership. “Company Affiliate” shall mean Company’s its parent company, and any affiliated or related entity controlled or owned by Company, or its parent company. “Completion of Construction” shall mean: (i) substantial completion of the Improvements; and (ii) a final certificate of occupancy has been issued for the Company’s occupancy of the Improvements. “Conference Center” shall mean that portion of the Improvements dedicated and used as a full service, upscale, conference center containing not less than one thousand three hundred (1,300) gross square feet of conference space. “Effective Date” shall mean the last date of execution of this Amended and Restated Agreement. “Expiration Date” shall mean the tenth (10h) anniversary date of the Commencement Date. “Force Majeure” shall mean any contingency or cause beyond the reasonable control of a Party including, without limitation, acts of God or the public enemy, war, riot, terrorism, civil commotion, insurrection, government or de facto governmental action, restrictions or interferences (unless caused by the intentional acts or omissions of the Party), fires, explosions, floods or other PAGE 4 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT - HOMEWOOD SUITES CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. inclement weather, strikes, slowdowns or work stoppages, incidence of disease or other illness that reaches outbreak, epidemic, or pandemic proportions or similar causes that results in a reduction of labor force or work stoppage in order to comply with local, state, or national disaster orders, construction delays, shortages or unavailability of supplies, materials or labor, necessary condemnation proceedings, or any other circumstances which are reasonably beyond the control of the Party obligated or permitted under the terms of this Amended and Restated Agreement to do or perform the same, regardless of whether any such circumstances are similar to any of those enumerated or not, the Party so obligated or permitted shall be excused from doing or performing the same during such period of delay, so that the time period applicable to such obligation or performance shall be extended for a period of time equal to the period such Party was delayed, provided the Party whose performance is delayed provides written notice to the other Party not later than fifteen (15) business days after the last day of the month of the occurrence of the event(s) or condition(s) causing the delay or the date the Party whose performance has been delayed becomes aware or should have reasonably known of the event, describing such event(s) and/or condition(s) and the date on which such event(s) and/or condition(s) occurred. “Hotel” shall mean a Select Service Hotel containing approximately 95,000 gross square feet of space and containing a minimum of one hundred thirty-five (135) guest rooms. “Hotel Occupancy Tax” or “HOT” shall mean the City’s receipt of tax imposed by the City pursuant to Chapter 351, Tax Code, as amended, on a person who, under a lease, concession, permit, right of access, license, contract or agreement pays for the use or possession or possession of a sleeping room in the Hotel during the calendar year immediately preceding each Rent payment date. “Hotel Tax Report” shall have the same meaning assigned by Tax Code, Chapter 156.151, or if such report is not available then a written certificate or statement authenticated by an appropriate management official of the Company that contains the amount of Hotel Occupancy Tax collected by the Company and paid to the City and to the State Comptroller, or its successor, for the preceding calendar quarter. Such report shall include the total amount of the payments made for sleeping rooms at the Hotel and Conference Center during the preceding reporting period; and the amount of the HOT collected by the Hotel and Conference Center during the preceding reporting period. “Impositions” shall mean all taxes, assessments, use and occupancy taxes, charges, excises, license and permit fees, and other charges by public or governmental authority, general and special, ordinary and extraordinary, foreseen and unforeseen, which are or may be assessed, charged, levied, or imposed by any public or governmental authority on Improvements, the Company, of Company Affiliate, the then owner or operator of the Improvements or any property or any business owned by Company and/or Company Affiliates within the City. “Improvements” or “Hotel and Conference Center” shall mean collectively, the Hotel and attached Conference Center further described as a Select Service Hotel containing approximately 95,000 gross square feet of space and containing a minimum of one hundred thirty-five (135) guest rooms, and not less than one thousand three hundred (1,300) gross square feet of meeting space, and other ancillary facilities such as reasonably required parking and landscaping more fully PAGE 5 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT - HOMEWOOD SUITES CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. described in the submittals filed by Company with the City, from time to time, in order to obtain a building permit(s). “Land” means the real property described in Exhibit “A”. “Lease Term” mean ten (10) consecutive periods of twelve (12) months beginning on the Commencement Date. “Premises” shall mean the Land and the Improvements following construction thereof. “Related Agreement” shall mean any agreement, other than this Amended and Restated Agreement, by and between the City and the Company, its parent company, and any affiliated or related entity controlled or owned by Company, or its parent company. “Rent” shall mean: (i) for years 1 and 2 of the Lease Term an amount equal to one hundred percent (100%) of the maximum amount allowed by law of the Hotel Occupancy Tax; (ii) for year 3 of the Lease an amount equal to seventy-five percent (75%) of the maximum amount allowed by law of the Hotel Occupancy Tax; (iii) for year 4 of the Lease an amount equal to fifty percent (50%) of the maximum amount allowed by law of the Hotel Occupancy Tax; and (iv) for years 5- 10 of the Lease an amount equal to o percent (25%) of the maximum amount allowed by law of the Hotel Occupancy Tax . “Required Use” shall mean the Company’s ownership and operation of the Hotel and Conference Center, and related amenities, open to the public and serving the adjacent business community and the citizens of the City, under and in accordance with the standards of an Approved Franchise. “Select Service Hotel” shall have the same meaning assigned by the City Comprehensive Zoning Ordinance, as amended. Article IV Hotel and Conference Center 4.1 Construction of Hotel and Conference Center. Company shall, subject to events of Force Majeure, cause Commencement of Construction of the Hotel and Conference Center to occur on or before January 1, 2023; and subject to events of Force Majeure, cause Completion of Construction of Hotel and Conference Center to occur on or before May 26, 2026. 4.2 Inspection/Access. The City, its agents and employees, shall have the right of reasonable access to the Hotel and Conference Center during construction to inspect the Hotel and Conference Center, at reasonable times during normal business hours and with reasonable notice to Company and in accordance with their visitor access and security policies, in order to insure that the construction is in accordance with this Amended and Restated Agreement and all applicable state and local laws and regulations (or valid waiver thereof). PAGE 6 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT - HOMEWOOD SUITES CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. 4.3 Casualty and Condemnation. (a) If the Hotel and Conference Center are damaged partially or destroyed by Casualty, regardless of the extent of the damage or destruction, Company shall, subject to events of Force Majeure and the availability of adequate insurance proceeds, within two hundred seventy (270) days from the date of such Casualty commence to repair, reconstruct or replace the damaged or destroyed portion of the Hotel and/or Conference Center, as applicable, and pursue the repair, reconstruction, or replacement with reasonable diligence so as to restore the Hotel and Conference Center to substantially the condition it was in before the Casualty. In the event, Company fails to timely repair, restore or reconstruct the Hotel and Conference Center and complete the same within eighteen (18) months from the date Company commences the restoration work, this Amended and Restated Agreement and the City’s obligation to pay any Rent shall terminate. The City shall not be obligated to pay Rent during any period for the repair, restoration or reconstruction of the Hotel and Conference Center. (b) If the Hotel and Conference Center or any material portion thereof is taken for public or quasi-public purposes by condemnation as a result of any action or proceeding in eminent domain, or transferred in lieu of condemnation to any authority entitled to exercise the power of eminent domain, this Amended and Restated Agreement and the City’s obligation to pay any Rent shall terminate. 4.4 Required Use. Beginning on the Commencement Date, and continuing thereafter until the Expiration Date, or earlier termination, the Hotel and Conference Center shall not be used for any purpose other than the Required Use and the Company shall not allow the operation of the Hotel and Conference Center in conformance with the Required Use to cease for more than thirty (30) days, except: (i) in connection with and to the extent of an event of Casualty or Force Majeure, and (ii) except in connection with any cessation of not more than ninety (90) days that is due to a change in the Approved Franchisor. Article V Civic Center 5.1 Lease. In consideration of the covenants, agreements and conditions set forth herein, Company does hereby lease, let, demise and rent, for the Lease Term and City does hereby rent and lease from Company for the Lease Term, the Civic Center for the Civic Center Use (as defined in Section 5.3 (b) of this Amended and Restated Agreement). 5.2 Rent. (a) Subject to the continued satisfaction of the terms and conditions of this Amended and Restated Agreement by the Company and provided the Company has timely caused Commencement and Completion of Construction of the Hotel and Conference Center to occur the City shall, during the Lease Term, pay to Company or to such person or entity as Company shall designate in writing, Rent, for the use and occupancy of the Civic Center, and as consideration for Company’s management of the Civic Center for the City. Rent shall be paid on an annual basis within sixty (60) days after the end of each of the ten (10) consecutive twelve (12) month periods PAGE 7 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT - HOMEWOOD SUITES CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. following the Commencement Date. Any payment made by the City hereunder is limited to the extent of the lawfully available funds from the City’s receipts from the collection of the Hotel Occupancy Tax revenue imposed pursuant to Chapter 351, Tax Code attributable to the occupancy of sleeping rooms at the Hotel. (b) The obligation of the City to pay Rent shall be conditioned upon the compliance and satisfaction of the terms and conditions of this Amended and Restated Agreement by Company and each of the following: (i) Good Standing. Company shall not have an uncured breach or default of this Amended and Restated Agreement or a Related Agreement. (ii) Required Use. During the Term of this Amended and Restated Agreement following the Commencement Date and continuing thereafter until the Expiration Date, or earlier termination, the Hotel and Conference Center shall not be used for any purpose other than the Required Use, and that Company shall not allow the use and operation of the Hotel and Conference Center in conformance with the Required Use to cease for more than thirty (30) days, except (i) in connection with, and to the extent of an event of Force Majeure, or (ii) in connection with any cessation of not more than ninety (90) days that is due to a change in the Approved Franchisor. (iii) Hotel Tax Reports. Company shall have timely delivered the Hotel Tax Reports to the City for the applicable calendar year as provided by Section 5.5; and (iv) Receipt of HOT. City shall have received HOT for the applicable calendar year. 5.3 Conditions of Use. (a) Company Exclusive Use. Company shall have exclusive use of the Hotel and Conference Center, except the City may use the Civic Center portion of the Conference Center for Civic Center Use as set forth in this Section 5.3. (b) Civic Center Use. As consideration for the Rent City shall, without charge or expense, be entitled to the use of the main ballroom and the meeting rooms at least four (4) times (each such use not to exceed two (2) consecutive days unless otherwise agreed by the Parties) each calendar year upon ninety (90) days prior written notice, and at additional times as may be agreed by the Parties when available (“Civic Center Use”). All other uses, if any, of the Conference Center by the City shall be at times mutually approved by Company and the City. Any food and beverage, set up, cleaning or other agreed services shall be charged to the City at Company’s direct cost to provide the same. Civic Center Use must conform to the Approved Franchise uses, except that the City is not required to use the food and beverage services of the Hotel and Conference Center during Civic Center Use, and may cater food and beverages during periods of Civic Center Use. (c) Civic Center Standards. Company shall equip and furnish the Civic Center portion of the Conference Center in such manner that it is readily useable by the City as a municipal civic PAGE 8 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT - HOMEWOOD SUITES CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. center for the booking of business conventions, meetings, and similar activities. Company shall keep and maintain the Conference Center in a good state of appearance and repair (except for reasonable wear and tear) at Company’s own expense. City shall be responsible for, and pay for any damages to, the Civic Center and/or the Conference Center, or promptly repair any such damages that occur during the City’s use of the Conference Center. 5.4 Management Duties. The Company shall maintain, manage and operate the Civic Center on behalf of the City. The Company will cause the Civic Center to be operated and maintained according to this Amended and Restated Agreement. The Company agrees to provide management services at least equal to those provided for comparable facilities in the DFW Metroplex. 5.5 Hotel Tax Report. Company shall provide, or cause the Hotel Operator to provide, the City with a Hotel Tax Report within thirty (30) days after the end of each calendar month beginning with the thirtieth (30th) day immediately following the last day of the month in which the Commencement Date occurs and continuing thereafter on the thirtieth (30th) day after each calendar month during the Lease Term. The Hotel Tax Report shall be accompanied by a copy of the Hotel and Conference Center report required to be submitted to the Comptroller of the State of Texas, or its successor, pursuant to Texas Tax Code Section 156.151. For purposes of payment of Rent pursuant to this Amended and Restated Agreement only and for no other purpose, if the Hotel Tax Report is not submitted within one hundred eighty (180) days after the date the respective report is due, then Company is deemed to have forfeited payment of Rent by the City for the period to which the undelivered report relates. The City shall not be required to pay any Rent for any calendar year during the Lease Term for so long as the City has not received Hotel Occupancy Tax in full for such period. 5.6 Hotel Tax Records. The Company shall keep and maintain accurate records of the Hotel Occupancy Tax collected by the Company and paid to the City, and to the State Comptroller, or successor agency, during the term of this Amended and Restated Agreement that is paid by the occupant of each sleeping room in the Improvements. Such records shall include, but not be limited to, at a minimum, guest folios, tax exemption certificates, and any original documents such as posting ledgers and rate and stay adjustment reports. These records may be retained in any retrievable format, including but not limited to micro form; shall be maintained for a period of not less than five (5) years; and shall be available for inspection upon request by any employee, agent, officer or representative of the City at all reasonable times. Any adjustments or allowances made or granted shall be reported to the City on a form prescribed by the City. 5.7 Hotel Records Inspection; Annual Audit. The City shall have the right to audit the books and records of Company pertaining to the operation of the Hotel and Conference Center and any operator thereof during normal business hours upon prior written notice thereof to determine the correctness of the Hotel Tax Reports or the amount of taxes due City and/or State of Texas under Texas Tax Code Chapter 351 and/or 156. Company agrees to pay the cost of an annual audit of the Hotel Tax Records to be performed by an independent party selected by the City. Company shall cause the Hotel Operator to cooperate with the City with any such audit. PAGE 9 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT - HOMEWOOD SUITES CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. Article VI Termination; Repayment 6.1 Termination. This Amended and Restated Agreement terminates upon any one or more of the following: (a) by written agreement of the Parties; (b) at 11:59 pm Dallas, Texas, time on the Expiration Date; (c) upon written notice by either Party in the event the other Party breaches any of the terms or conditions of this Amended and Restated Agreement or a Related Amended and Restated Agreement and such breach is not cured within sixty (60) days after written notice thereof in accordance with this Amended and Restated Agreement; (d) upon written notice by the City, if Company suffers an event of Bankruptcy or Insolvency; (e) upon written notice by the City, if any Impositions owed to the City or the State of Texas by Company shall become delinquent after thirty (30) days written notice is delivered pursuant to this Amended and Restated Agreement (provided, however, Company retains the right to timely and properly protest and contest any such Impositions); (f) upon written notice by either Party, if any subsequent Federal or State legislation or any decision of a court of competent jurisdiction declares or renders this Amended and Restated Agreement in whole, but not in part, invalid, illegal or unenforceable; or (g) upon written notice by either Party, if any decision of a court of competent jurisdiction declares or renders this Amended and Restated Agreement invalid, illegal or unenforceable. 6.2 In the event this Amended and Restated Agreement is terminated by the City pursuant to Section 6.1 (c), (d), (e), (f) or (g), the City shall be relieved of any further obligation to pay any Rent to the Company and Company shall immediately pay to City an amount equal to the Rent previously paid by City to Company, as of the date of termination, plus interest at the rate periodically announced by the Wall Street Journal as the prime or base commercial lending rate, or if the Wall Street Journal shall ever cease to exist or cease to announce a prime or base lending rate, then at the annual rate of interest from time to time announced by Citibank, N.A. (or by any other New York money center bank reasonably selected by City) as its prime or base commercial lending rate, which shall accrue from the dates of the payment of Rent until paid. 6.3 Right of Offset. City may, at its option, offset any amounts due and payable under this Amended and Restated Agreement against any debt (including taxes) due to City from Company and/or any Company Affiliate, regardless of whether the amount due arises pursuant to the terms of this Amended and Restated Agreement, a Related Agreement, or otherwise, and regardless of whether the debt due City has been reduced to judgment by a court. PAGE 10 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT - HOMEWOOD SUITES CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. Article VII Miscellaneous 7.1 Binding Agreement. The terms and conditions of this Amended and Restated Agreement are binding upon the successors and permitted assigns of the Parties hereto. 7.2 Limitation on Liability. It is understood and agreed between the Parties that the Company and City, in satisfying the conditions of this Amended and Restated Agreement, have acted independently, and the City assumes no responsibilities or liabilities to third parties in connection with these actions. 7.3 No Joint Venture. It is acknowledged and agreed by the Parties that the terms hereof are not intended to and shall not be deemed to create a partnership or joint venture between the Parties. 7.4 Notice. Any notice required or permitted to be delivered hereunder shall be deemed received: (i) three (3) days after deposit in United States Mail, postage prepaid, addressed to the Party at the address set forth below (or such other address as such Party may subsequently designate in writing); (ii) or on the day received if sent by courier or otherwise hand delivered. If intended for City, to: Attn: City Manager City of Coppell, Texas P. O. Box 478 Coppell, Texas 75019 With a copy to: Peter G. Smith Nichols | Jackson 1800 Ross Tower 500 N. Akard Dallas, Texas 75201 If intended for Company: Attn: Vimal Patel, Director Dividend Hospitality, Ltd. 3051 N. Stemmons Freeway Dallas, Texas 75247 With a copy to: Hitesh Jariwala 8601 Lindenwood Lane Irving, Texas 75063 7.5 Authorization. Each Party represents that it has full capacity and authority to grant all rights and assume all obligations that are granted and assumed under this Amended and Restated Agreement. 7.6 Severability. In the event any section, subsection, paragraph, sentence, phrase or word herein is held invalid, illegal or unconstitutional, the balance of this Amended and Restated Agreement shall stand, shall be enforceable and shall be read as if the Parties intended at all times to delete said invalid section, subsection, paragraph, sentence, phrase or word. PAGE 11 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT - HOMEWOOD SUITES CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. 7.7 Governing Law. This Amended and Restated Agreement shall be governed by the laws of the State of Texas without regard to any conflict of law rules. Exclusive venue for any action under this Amended and Restated Agreement shall be the State District Court of Dallas County, Texas. The Parties agree to submit to the personal and subject matter jurisdiction of said court. 7.8 Counterparts. This Amended and Restated Agreement may be executed in any number of counterparts, each of which shall be deemed an original and constitute one and the same instrument. 7.9 Entire Agreement. This Amended and Restated Agreement embodies the complete agreement of the Parties hereto, superseding all oral or written previous and contemporary agreements between the Parties and relating to the matters in this Amended and Restated Agreement, and except as otherwise provided herein cannot be modified without written agreement of the Parties to be attached to and made a part of this Amended and Restated Agreement. 7.10 Recitals. The determinations recited and declared in the preambles to this Amended and Restated Agreement are hereby incorporated herein as part of this Amended and Restated Agreement. 7.11 Exhibits. All exhibits to this Amended and Restated Agreement are incorporated herein by reference for all purposes wherever reference is made to the same. 7.12 Amendment. This Amended and Restated Agreement may only be amended by the mutual written agreement of the Parties. 7.13 Legal Construction. In the event any one or more of the provisions contained in this Amended and Restated Agreement shall for any reason be held to be invalid, illegal, or unenforceable in any respect, such invalidity, illegality, or unenforceability shall not affect other provisions, and it is the intention of the Parties to this Amended and Restated Agreement that in lieu of each provision that is found to be illegal, invalid, or unenforceable, a provision shall be added to this Amended and Restated Agreement which is legal, valid and enforceable and is as similar in terms as possible to the provision found to be illegal, invalid or unenforceable. 7.14 Assignment. This Amended and Restated 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 permitted assigns. This Amended and Restated Agreement may not be assigned by the Company without the prior written consent of the City Manager. Notwithstanding the foregoing, the Company, may upon thirty (30) days prior written notice to City, assign this Amended and Restated Agreement to a Company Affiliate in connection with the sale and transfer of the Premises to a Company Affiliate provided: (i) the Improvements remain subject to an Approved Franchise; and (ii) such assignee executes and delivers to City a written assumption, in a form and substance reasonably approved by City, of all of the obligations of Company under this Amended and Restated Agreement. PAGE 12 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT - HOMEWOOD SUITES CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. 7.15 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 Amended and Restated Agreement shall survive termination. 7.16 Employment of Undocumented Workers. During the term of this Amended and Restated Agreement, the Company agrees not to knowingly employ any undocumented workers and, if convicted of a violation under 8 U.S.C. Section 1324a (f), the Company shall repay the Rent and any other funds received by the Company from the City as of the date of such violation within 120 days after the date the Company is notified by the City of such violation, plus interest at the rate of 4% compounded annually from the date of violation until paid. Company is not liable for a violation of this section by a subsidiary, affiliate, or franchisee of Company or by a person with whom Company contracts. (Signature page to follow) PAGE 13 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT - HOMEWOOD SUITES CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. EXECUTED on this _______ day of _____________________, 2025. CITY OF COPPELL, TEXAS By: Wes Mays, Mayor ATTEST: By: Ashley Owens, City Secretary APPROVED AS TO FORM: By: Robert E. Hager, City Attorney EXECUTED on this _______ day of _____________________, 2025. DIVIDEND HOSPITALITY, LTD., a Texas limited partnership By: Pegasus Hospitality Group, LLC, a Texas limited liability company, its general partner By: Kamlesh Patel, Director PAGE 1 EXHIBIT “A” TO AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT - HOMEWOOD SUITES CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. EXHIBIT “A” (Legal Description of the Land) Being a 5.496 acre tract of land situated in the Cordelia Bowen Survey, Abstract No. 56, in the City of Coppell, Dallas County, Texas; being part of a tract of land described in a Special Warranty Deed as to Trophy Lodging LTS recorded in Instrument No. 201500272307 of the Deed Records of Dallas County, Texas; said 5.496 acre tract being more particularly described as follows: BEGINNING at a at a 1/2-inch iron rod with ''Pacheco Koch'' cap set at the northeast end of a comer-clip at the intersection of the east right-of-way line of Point West Boulevard (a 50- foot wide right-of-way) according to the plat of Lot 1, Block C, Duke Lesley Addition Dividend Drive and Point West Boulevard, an addition to the City of Coppell, Dallas County, Texas, according to the plat recorded in Instrument No. 20070240528 of said Deed Records with the south right of-way line of Dividend Drive (a 90-foot right-of- way); said point being the beginning of a curve to the left; THENCE, along the said south line of Dividend Drive, the following three (3) calls: In a easterly direction, along said curve, having a central angle of31 degrees, 37 minutes, 32 seconds, a radius of 495.00 feet, a chord bearing and distance of North 73 degrees, 49 minutes, 52 seconds East, 269.77 feet, an arc distance of 273.22 feet to a 1/2-inch iron rod with ''Pacheco Koch'' cap set at the beginning of a reverse curve to the right; In a easterly direction, along said curve, having a central angle of 32 degrees, 01 minutes, 21 seconds, a radius of 405.00 feet, a chord bearing and distance of North 74 degrees, 01 minutes, 46 seconds East, 223.42 feet, an arc distance of226.35 feet to a 1 /2-inch Iron rod with ''Pacheco Koch'' cap set at the end of said curve; South 89 degrees, 57 minutes, 33 seconds East, a distance of 94.88 feet to a 1/2-inch iron rod with ''Pacheco Koch'' cap set for comer; said point being the northwest comer of Lot 3R, Block C, Duke Lesley Addition, an addition to the City of Coppell, according to the Re plat recorded in Instrument No. 200900210489 of said Deed Records; THENCE, South 00 degrees, 02 minutes, 27 seconds West, departing the said south line of Dividend Drive and along the west line of said Lot 3R, a distance of 480.17 feet to a point for comer; said point being a point along said Lot 3R; said point also, being in the north line of Lot 4 Block C of Duke Lesley Addition, an addition to the City of Coppell, Dallas County, Texas, according to the plat recorded in Instrument No. xxxxxxxx of said Deed Records; THENCE, North 89 degrees, 57 minutes, 33 seconds West, along the said north line of Lot 4, a distance of 513.14 feet to a point, said point being along the east right of way line of Point West Boulevard; said point also being the northwest corner of said Lot 4, Block C of the Duke Lesley Addition; PAGE 2 EXHIBIT “A” TO AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT - HOMEWOOD SUITES CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. THENCE, along the said east line of Point West Boulevard, the following two (2) calls: In a northerly di1·ection, along said curve, having a central angle of 33 degrees, 29 minutes, 11 seconds, a radius of 425.00 feet, a chord bearing and distance of North 16 degrees, 42 minutes, 08 seconds West, 244,87 feet, an a1·c distance of 248.39 feet to a 1/2-inch iron rod with ''Pacheco Koch'' cap set at the end of said curve; North 00 degrees, 02 minutes, 27 seconds East, a distance of 93.74 feet to a 1/2-inch i1·on rod with ''Pacheco Koch'' cap set for comer at the southwest end of said comer-clip at the Intersection of the said east line of Point West Boulevard with the said south line of Dividend Drive; THENCE, North 45 degrees, 01 minutes, 05 seconds East, along said comer-clip, a distance of 21.22 feet to the POINT of BEGINNING and containing 239,416 square feet or 5.496 acres of computed land. PAGE 1 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT – HILTON GARDEN INN CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. STATE OF TEXAS § § COUNTY OF DALLAS § AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT This Amended and Restated Civic Center Development Agreement (“Amended and Restated Agreement”) is made by and between the City of Coppell, Texas (“City”), and Dividend Hospitality, Ltd., a Texas limited partnership (the “Company”) (collectively the “Parties,” or singularly as a “Party”), acting by and through their respective authorized officers. WITNESSETH: WHEREAS, the Parties entered into that certain Civic Center Development Agreement dated December 14, 2022 (the “Original Agreement”); and WHEREAS, the Parties desire to amend and restate the Original Agreement as set forth herein; WHEREAS, Chapter 351, Tax Code authorizes the City to expend hotel/motel occupancy tax revenue for the acquisition, lease, construction, improvement, enlarging, maintenance, equipping and operation of a convention center facility which includes civic centers, auditoriums, parking areas and auditoriums, owned or managed by the City; and WHEREAS, a Civic Center (hereinafter defined) located in a hotel and conference center located in the City, will enhance and promote tourism and the hotel and convention industry and will attract visitors from outside the City into the City or its vicinity; and WHEREAS, Company is under contract to purchase or owns the land described in Exhibit “A” (“Land”), and intends to construct or cause to be constructed thereon a Full Service Hotel (hereinafter defined) containing approximately 75,000 gross square feet of space and containing a minimum of one hundred thirty-four (134) guest rooms (the “Hotel”), and not less than twelve hundred (1,200) gross square feet of meeting space attached to the Hotel (the “Conference Center”), and other ancillary facilities such as reasonably required parking and landscaping more fully described in the submittals filed by Company with the City, from time to time, in order to obtain a building permit(s) (collectively the Hotel and Conference Center referred to as the “Improvements” or as the “Hotel and Conference Center”); and WHEREAS, Company intends to allow the City to use a designated portion of the Conference Center as Civic Center; and WHEREAS, City intends, as lessee of the Conference Center, to contract with the Company to manage and operate the Civic Center for the City; and WHEREAS, City has found and determined that the expenditure of hotel/motel occupancy tax revenue for the lease, operation, and management of the designated portion of the Conference Center, as a Civic Center, is authorized by Chapter 351, Tax Code, and will benefit the City; and PAGE 2 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT – HILTON GARDEN INN CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. WHEREAS, promoting the location of new business enterprises within City will promote economic development, stimulate commercial activity, generate additional sales tax and will enhance the property tax base and economic vitality of City; and NOW THEREFORE, in consideration of the foregoing, and other valuable consideration, the receipt and sufficiency of which is hereby acknowledged, the Parties agree as follows: Article I Findings and Determinations The City Council hereby finds and determines that: (i) City is authorized to enter into this Amended and Restated Agreement; (ii) Chapter 351, Tax Code authorizes the expenditure of City hotel/motel occupancy tax revenue for the lease, operation and management of the Civic Center; (iii) the use and management of the portion of Conference Center as a municipal civic center is authorized by Chapter 351, Tax Code and will enhance and promote tourism and the hotel and convention industry and will attract visitors from outside the City into the City or its vicinity; and (iv) the City is authorized to contract for the management of the portion of the Conference Center for use as a civic center. Article II Term The term of this Amended and Restated Agreement (“Term”) shall commence on the Effective Date and shall continue until the Expiration Date, unless sooner terminated. Article III Definitions Wherever used in this Amended and Restated Agreement, the following terms shall have the meaning ascribed to them unless the context clearly indicates otherwise: “Affiliate” shall mean any entity under the common control or ownership of Company or its parent company. “Approved Franchise” shall mean franchise agreements with Approved Franchisor whereby the Company is permitted to operate the Hotel and Conference Center using the name and reservation system of the Approved Franchisor. “Approved Franchisor” shall mean national or international hotel franchisors, for a specific hotel product, approved by the City; provided, however, that the City shall not unreasonably withhold its consent to a franchisor of a Full Service Hotel and Conference Center, and which is one of the five (5) largest national or ten (10) largest international hotel chains as of such date. The City has approved Hilton Garden Inn as the initial Approved Franchisor. PAGE 3 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT – HILTON GARDEN INN CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. “Bankruptcy or Insolvency” shall mean the dissolution or termination of the Party’s existence, insolvency, employment of a receiver for any part of Company’s property and such appointment is not terminated within ninety (90) days after such appointment is initially made, any general assignment for the benefit of creditors or the commencement of any proceedings under any bankruptcy or insolvency laws by or against the Party and such proceedings are not dismissed within ninety (90) days after the filing thereof. “Casualty” shall mean the Improvements are wholly or partially destroyed by fire, earthquake, flood or similar casualty that renders the Improvements unfit for the intended purpose. “City” shall mean the City of Coppell, Texas. “Civic Center” shall mean the use of designated portions of the Conference Center by the City for use as a municipal civic center pursuant to Tax Code Chapter 351 as set forth in Section 5.3. “Commencement Date” shall mean the later of: (i) the date the first final permanent certificate of occupancy is issued by the City for the Hotel and Conference Center; and (ii) the date the Hotel and Conference Center are open for business and serving the citizens of the City and its visitors. “Commencement of Construction” shall mean that: (i) the plans have been prepared and all approvals thereof and permits with respect thereto required by applicable governmental authorities have been obtained for construction of the Improvements; (ii) all necessary permits for the construction of the Improvements on the Land, pursuant to the respective plans therefore having been issued by all applicable governmental authorities; and (iii) grading of the Land or the construction of the vertical elements of the Improvements has commenced. “Company” shall mean Dividend Hospitality, Ltd., a Texas limited partnership. “Company Affiliate” shall mean Company’s parent company, and any affiliated or related entity controlled or owned by Company, or its parent company. “Completion of Construction” shall mean: (i) substantial completion of the Improvements; and (ii) a final certificate of occupancy has been issued for the Company’s occupancy of the Improvements. “Conference Center” shall mean that portion of the Improvements dedicated and used as a full service, upscale, conference center containing not less than twelve-hundred (1,200) gross square feet of conference space. “Effective Date” shall mean the last date of execution of this Amended and Restated Agreement. “Expiration Date” shall mean the tenth (10th) anniversary date of the Commencement Date. PAGE 4 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT – HILTON GARDEN INN CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. “Force Majeure” shall mean any contingency or cause beyond the reasonable control of a Party including, without limitation, acts of God or the public enemy, war, riot, terrorism, civil commotion, insurrection, government or de facto governmental action, restrictions or interferences (unless caused by the intentional acts or omissions of the Party), fires, explosions, floods or other inclement weather, strikes, slowdowns or work stoppages, incidence of disease or other illness that reaches outbreak, epidemic, or pandemic proportions or similar causes that results in a reduction of labor force or work stoppage in order to comply with local, state, or national disaster orders, construction delays, shortages or unavailability of supplies, materials or labor, necessary condemnation proceedings, or any other circumstances which are reasonably beyond the control of the Party obligated or permitted under the terms of this Amended and Restated Agreement to do or perform the same, regardless of whether any such circumstances are similar to any of those enumerated or not, the Party so obligated or permitted shall be excused from doing or performing the same during such period of delay, so that the time period applicable to such obligation or performance shall be extended for a period of time equal to the period such Party was delayed, provided the Party whose performance is delayed provides written notice to the other Party not later than fifteen (15) business days after the last day of the month of the occurrence of the event(s) or condition(s) causing the delay or the date the Party whose performance has been delayed becomes aware or should have reasonably known of the event, describing such event(s) and/or condition(s) and the date on which such event(s) and/or condition(s) occurred. “Full Service Hotel” shall have the same meaning assigned by the City Comprehensive Zoning Ordinance, as amended. “Hotel” shall mean a Full Service Hotel containing approximately 75,000 gross square feet of space and containing a minimum of one hundred thirty-four (134) guest rooms. “Hotel Occupancy Tax” or “HOT” shall mean the City’s receipt of tax imposed by the City pursuant to Chapter 351, Tax Code, as amended, on a person who, under a lease, concession, permit, right of access, license, contract or agreement pays for the use or possession or possession of a sleeping room in the Hotel during the calendar year immediately preceding each Rent payment date. “Hotel Tax Report” shall have the same meaning assigned by Tax Code, Chapter 156.151, or if such report is not available then a written certificate or statement authenticated by an appropriate management official of the Company that contains the amount of Hotel Occupancy Tax collected by the Company and paid to the City and to the State Comptroller, or its successor, for the preceding calendar quarter. Such report shall include the total amount of the payments made for sleeping rooms at the Hotel during the preceding reporting period; and the amount of the HOT collected by the Hotel and Conference Center during the preceding reporting period. “Impositions” shall mean all taxes, assessments, use and occupancy taxes, charges, excises, license and permit fees, and other charges by public or governmental authority, general and special, ordinary and extraordinary, foreseen and unforeseen, which are or may be assessed, charged, levied, or imposed by any public or governmental authority on Improvements, the Company, of PAGE 5 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT – HILTON GARDEN INN CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. Company Affiliate, the then owner or operator of the Improvements or any property or any business owned by Company and/or Company Affiliates within the City. “Improvements” or “Hotel and Conference Center” shall mean collectively, the Hotel and attached Conference Center further described as a Full Service Hotel containing approximately 75,000 gross square feet of space and containing a minimum of one hundred thirty-four (134) guest rooms, and not less than two thousand (2,000) gross square feet of meeting space, and other ancillary facilities such as reasonably required parking and landscaping more fully described in the submittals filed by Company with the City, from time to time, in order to obtain a building permit(s). “Land” means the real property described in Exhibit “A”. “Lease Term” mean ten (10) consecutive periods of twelve (12) months beginning on the Commencement Date. “Premises” shall mean the Land and the Improvements following construction thereof. “Related Agreement” shall mean any agreement, other than this Amended and Restated, Agreement by and between the City and the Company, its parent company, and any affiliated or related entity controlled or owned by Company, or its parent company. “Rent” shall mean: (i) for years 1 and 2 of the Lease Term an amount equal to one hundred percent (100%) of the maximum amount allowed by law of the Hotel Occupancy Tax; (ii) for year 3 of the Lease an amount equal to seventy-five percent (75%) of the maximum amount allowed by law of the Hotel Occupancy Tax; (iii) for year 4 of the Lease an amount equal to fifty percent (50%) of the maximum amount allowed by law of the Hotel Occupancy Tax; and (iv) for years 5- 10 of the Lease an amount equal to o percent (25%) of the maximum amount allowed by law of the Hotel Occupancy Tax . “Required Use” shall mean the Company ownership and operation of the Hotel and Conference Center, and related amenities, open to the public and serving the adjacent business community and the citizens of the City, under and in accordance with the standards of an Approved Franchise. Article IV Hotel and Conference Center 4.1 Construction of Hotel and Conference Center. Company shall, subject to events of Force Majeure, cause Commencement of Construction of the Hotel and Conference Center to occur on or before May 26, 2029; and subject to events of Force Majeure, cause Completion of Construction of Hotel and Conference Center to occur on or before May 26, 2031. 4.2 Inspection/Access. The City, its agents and employees, shall have the right of reasonable access to the Hotel and Conference Center during construction to inspect the Hotel and Conference Center, at reasonable times during normal business hours and with reasonable notice PAGE 6 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT – HILTON GARDEN INN CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. to Company and in accordance with their visitor access and security policies, in order to insure that the construction is in accordance with this Amended and Restated Agreement and all applicable state and local laws and regulations (or valid waiver thereof). 4.3 Casualty and Condemnation. (a) If the Hotel and Conference Center are damaged partially or destroyed by Casualty, regardless of the extent of the damage or destruction, Company shall, subject to events of Force Majeure and the availability of adequate insurance proceeds, within two hundred seventy (270) days from the date of such Casualty commence to repair, reconstruct or replace the damaged or destroyed portion of the Hotel and/or Conference Center, as applicable, and pursue the repair, reconstruction, or replacement with reasonable diligence so as to restore the Hotel and Conference Center to substantially the condition it was in before the Casualty. In the event, Company fails to timely repair, restore or reconstruct the Hotel and Conference Center and complete the same within eighteen (18) months from the date Company commences the restoration work, this Amended and Restated Agreement and the City’s obligation to pay any Rent shall terminate. The City shall not be obligated to pay Rent during any period for the repair, restoration or reconstruction of the Hotel and Conference Center. (b) If the Hotel and Conference Center or any material portion thereof is taken for public or quasi-public purposes by condemnation as a result of any action or proceeding in eminent domain, or transferred in lieu of condemnation to any authority entitled to exercise the power of eminent domain, this Amended and Restated Agreement and the City’s obligation to pay any Rent shall terminate. 4.4 Required Use. Beginning on the Commencement Date, and continuing thereafter until the Expiration Date, or earlier termination, the Hotel and Conference Center shall not be used for any purpose other than the Required Use and the Company shall not allow the operation of the Hotel and Conference Center in conformance with the Required Use to cease for more than thirty (30) days, except: (i) in connection with and to the extent of an event of Casualty or Force Majeure, and (ii) except in connection with any cessation of not more than ninety (90) days that is due to a change in the Approved Franchisor. Article V Civic Center 5.1 Lease. In consideration of the covenants, agreements and conditions set forth herein, Company does hereby lease, let, demise and rent, for the Lease Term and City does hereby rent and lease from Company for the Lease Term, the Civic Center for the Civic Center Use (as defined in Section 5.3 (b) of this Amended and Restated Agreement). 5.2 Rent. (a) Subject to the continued satisfaction of the terms and conditions of this Amended and Restated Agreement by the Company and provided the Company has timely caused Commencement and Completion of Construction of the Hotel and Conference Center to occur the PAGE 7 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT – HILTON GARDEN INN CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. City shall, during the Lease Term, pay to Company or to such person or entity as Company shall designate in writing, Rent, for the use and occupancy of the Civic Center, and as consideration for Company’s management of the Civic Center for the City. Rent shall be paid on an annual basis within sixty (60) days after the end of each of the ten (10) consecutive twelve (12) month periods following the Commencement Date. Any payment made by the City hereunder is limited to the extent of the lawfully available funds from the City’s receipts from the collection of the Hotel Occupancy Tax revenue imposed pursuant to Chapter 351, Tax Code attributable to the occupancy of sleeping rooms at the Hotel. (b) The obligation of the City to pay Rent shall be conditioned upon the compliance and satisfaction of the terms and conditions of this Amended and Restated Agreement by Company and each of the following: (i) Good Standing. Company shall not have an uncured breach or default of this Amended and Restated Agreement or a Related Agreement. (ii) Required Use. During the Term of this Amended and Restated Agreement following the Commencement Date and continuing thereafter until the Expiration Date, or earlier termination, the Hotel and Conference Center shall not be used for any purpose other than the Required Use, and that Company shall not allow the use and operation of the Hotel and Conference Center in conformance with the Required Use to cease for more than thirty (30) days, except (i) in connection with, and to the extent of an event of Force Majeure, or (ii) in connection with any cessation of not more than ninety (90) days that is due to a change in the Approved Franchisor. (iii) Hotel Tax Reports. Company shall have timely delivered the Hotel Tax Reports to the City for the applicable calendar year as provided by Section 5.5; and (iv) Receipt of HOT. City shall have received HOT for the applicable calendar year. 5.3 Conditions of Use. (a) Company Exclusive Use. Company shall have exclusive use of the Hotel and Conference Center, except the City may use the Civic Center portion of the Conference Center for Civic Center Use as set forth in this Section 5.3. (b) Civic Center Use. As consideration for the Rent City shall, without charge or expense, be entitled to the use of the main ballroom and the meeting rooms at least four (4) times (each such use not to exceed two (2) consecutive days unless otherwise agreed by the Parties) each calendar year upon ninety (90) days prior written notice, and at additional times as may be agreed by the Parties when available (“Civic Center Use”). All other uses, if any, of the Conference Center by the City shall be at times mutually approved by Company and the City. Any food and beverage, set up, cleaning or other agreed services shall be charged to the City at Company’s direct cost to provide the same. Civic Center Use must conform to the Approved Franchise uses, except that the City is not required to use the food and beverage services of the Hotel and Conference PAGE 8 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT – HILTON GARDEN INN CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. Center during Civic Center Use, and may cater food and beverages during periods of Civic Center Use. (c) Civic Center Standards. Company shall equip and furnish the Civic Center portion of the Conference Center in such manner that it is readily useable by the City as a municipal civic center for the booking of business conventions, meetings, and similar activities. Company shall keep and maintain the Conference Center in a good state of appearance and repair (except for reasonable wear and tear) at Company’s own expense. City shall be responsible for, and pay for any damages to, the Civic Center and/or the Conference Center, or promptly repair any such damages that occur during the City’s use of the Conference Center. 5.4 Management Duties. The Company shall maintain, manage and operate the Civic Center on behalf of the City. The Company will cause the Civic Center to be operated and maintained according to this Amended and Restated Agreement. The Company agrees to provide management services at least equal to those provided for comparable facilities in the DFW Metroplex. 5.5 Hotel Tax Report. Company shall provide, or cause the Hotel Operator to provide, the City with a Hotel Tax Report within thirty (30) days after the end of each calendar month beginning with the thirtieth (30th) day immediately following the last day of the month in which the Commencement Date occurs and continuing thereafter on the thirtieth (30th) day after each calendar month during the Lease Term. The Hotel Tax Report shall be accompanied by a copy of the Hotel and Conference Center report required to be submitted to the Comptroller of the State of Texas, or its successor, pursuant to Texas Tax Code Section 156.151. For purposes of payment of Rent pursuant to this Amended and Restated Agreement only and for no other purpose, if the Hotel Tax Report is not submitted within one hundred eighty (180) days after the date the respective report is due, then Company is deemed to have forfeited payment of Rent by the City for the period to which the undelivered report relates. The City shall not be required to pay any Rent for any calendar year during the Lease Term for so long as the City has not received Hotel Occupancy Tax in full for such period. 5.6 Hotel Tax Records. The Company shall keep and maintain accurate records of the Hotel Occupancy Tax collected by the Company and paid to the City, and to the State Comptroller, or successor agency, during the term of this Amended and Restated Agreement that is paid by the occupant of each sleeping room in the Improvements. Such records shall include, but not be limited to, at a minimum, guest folios, tax exemption certificates, and any original documents such as posting ledgers and rate and stay adjustment reports. These records may be retained in any retrievable format, including but not limited to micro form; shall be maintained for a period of not less than five (5) years; and shall be available for inspection upon request by any employee, agent, officer or representative of the City at all reasonable times. Any adjustments or allowances made or granted shall be reported to the City on a form prescribed by the City. 5.7 Hotel Records Inspection; Annual Audit. The City shall have the right to audit the books and records of Company pertaining to the operation of the Hotel and Conference Center and any operator thereof during normal business hours upon prior written notice thereof to determine the correctness of the Hotel Tax Reports or the amount of taxes due City and/or State of Texas PAGE 9 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT – HILTON GARDEN INN CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. under Texas Tax Code Chapter 351 and/or 156. Company agrees to pay the cost of an annual audit of the Hotel Tax Records to be performed by an independent party selected by the City. Company shall cause the Hotel Operator to cooperate with the City with any such audit. Article VI Termination; Repayment 6.1 Termination. This Amended and Restated Agreement terminates upon any one or more of the following: (a) by written agreement of the Parties; (b) at 11:59 pm Dallas, Texas, time on the Expiration Date; (c) upon written notice by either Party in the event the other Party breaches any of the terms or conditions of this Amended and Restated Agreement or a Related Agreement and such breach is not cured within sixty (60) days after written notice thereof in accordance with this Amended and Restated Agreement; (d) upon written notice by the City, if Company suffers an event of Bankruptcy or Insolvency; (e) upon written notice by the City, if any Impositions owed to the City or the State of Texas by Company shall become delinquent after thirty (30) days written notice is delivered pursuant to this Amended and Restated Agreement (provided, however, Company retains the right to timely and properly protest and contest any such Impositions); (f) upon written notice by either Party, if any subsequent Federal or State legislation or any decision of a court of competent jurisdiction declares or renders this Amended and Restated Agreement in whole, but not in part, invalid, illegal or unenforceable; or (g) upon written notice by either Party, if any decision of a court of competent jurisdiction declares or renders this Amended and Restated Agreement invalid, illegal or unenforceable. 6.2 In the event this Amended and Restated Agreement is terminated by the City pursuant to Section 6.1 (c), (d), (e), (f) or (g), the City shall be relieved of any further obligation to pay any Rent to the Company and Company shall immediately pay to City an amount equal to the Rent previously paid by City to Company, as of the date of termination, plus interest at the rate periodically announced by the Wall Street Journal as the prime or base commercial lending rate, or if the Wall Street Journal shall ever cease to exist or cease to announce a prime or base lending rate, then at the annual rate of interest from time to time announced by Citibank, N.A. (or by any other New York money center bank reasonably selected by City) as its prime or base commercial lending rate, which shall accrue from the dates of the payment of Rent until paid. 6.3 Right of Offset. City may, at its option, offset any amounts due and payable under this Amended and Restated Agreement against any debt (including taxes) due to City from Company and/or any Company Affiliate, regardless of whether the amount due arises pursuant to PAGE 10 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT – HILTON GARDEN INN CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. the terms of this Amended and Restated Agreement, a Related Agreement, or otherwise, and regardless of whether the debt due City has been reduced to judgment by a court. Article VII Miscellaneous 7.1 Binding Agreement. The terms and conditions of this Amended and Restated Agreement are binding upon the successors and permitted assigns of the Parties hereto. 7.2 Limitation on Liability. It is understood and agreed between the Parties that the Company and City, in satisfying the conditions of this Agreement, have acted independently, and the City assumes no responsibilities or liabilities to third parties in connection with these actions. 7.3 No Joint Venture. It is acknowledged and agreed by the Parties that the terms hereof are not intended to and shall not be deemed to create a partnership or joint venture between the Parties. 7.4 Notice. Any notice required or permitted to be delivered hereunder shall be deemed received: (i) three (3) days after deposit in United States Mail, postage prepaid, addressed to the Party at the address set forth below (or such other address as such Party may subsequently designate in writing); (ii) or on the day received if sent by courier or otherwise hand delivered. If intended for City, to: Attn: City Manager City of Coppell, Texas P. O. Box 478 Coppell, Texas 75019 With a copy to: Peter G. Smith Nichols | Jackson 1800 Ross Tower 500 N. Akard Dallas, Texas 75201 If intended for Company: Attn: Vimal Patel, Director Dividend Hospitality, Ltd. 3051 N. Stemmons Freeway Dallas, Texas 75247 With a copy to: Hitesh Jariwala 8601 Lindenwood Lane Irving, Texas 75063 7.5 Authorization. Each Party represents that it has full capacity and authority to grant all rights and assume all obligations that are granted and assumed under this Amended and Restated Agreement. 7.6 Severability. In the event any section, subsection, paragraph, sentence, phrase or word herein is held invalid, illegal or unconstitutional, the balance of this Amended and Restated Agreement shall stand, shall be enforceable and shall be read as if the Parties intended at all times to delete said invalid section, subsection, paragraph, sentence, phrase or word. PAGE 11 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT – HILTON GARDEN INN CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. 7.7 Governing Law. This Amended and Restated Agreement shall be governed by the laws of the State of Texas without regard to any conflict of law rules. Exclusive venue for any action under this Amended and Restated Agreement shall be the State District Court of Dallas County, Texas. The Parties agree to submit to the personal and subject matter jurisdiction of said court. 7.8 Counterparts. This Amended and Restated Agreement may be executed in any number of counterparts, each of which shall be deemed an original and constitute one and the same instrument. 7.9 Entire Agreement. This Amended and Restated Agreement embodies the complete agreement of the Parties hereto, superseding all oral or written previous and contemporary agreements between the Parties and relating to the matters in this Amended and Restated Agreement, and except as otherwise provided herein cannot be modified without written agreement of the Parties to be attached to and made a part of this Amended and Restated Agreement. 7.10 Recitals. The determinations recited and declared in the preambles to this Amended and Restated Agreement are hereby incorporated herein as part of this Amended and Restated Agreement. 7.11 Exhibits. All exhibits to this Amended and Restated Agreement are incorporated herein by reference for all purposes wherever reference is made to the same. 7.12 Amendment. This Amended and Resetated Agreement may only be amended by the mutual written agreement of the Parties. 7.13 Legal Construction. In the event any one or more of the provisions contained in this Amended and Restated Agreement shall for any reason be held to be invalid, illegal, or unenforceable in any respect, such invalidity, illegality, or unenforceability shall not affect other provisions, and it is the intention of the Parties to this Amended and Restated Agreement that in lieu of each provision that is found to be illegal, invalid, or unenforceable, a provision shall be added to this Amended and Restated Agreement which is legal, valid and enforceable and is as similar in terms as possible to the provision found to be illegal, invalid or unenforceable. 7.14 Assignment. This Amended and Restated 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 permitted assigns. This Amended and Restated Agreement may not be assigned by the Company without the prior written consent of the City Manager. Notwithstanding the foregoing, the Company, may upon thirty (30) days prior written notice to City, assign this Amended and Restated Agreement to a Company Affiliate in connection with the sale and transfer of the Premises to a Company Affiliate provided: (i) the Improvements remain subject to an Approved Franchise; and (ii) such assignee executes and delivers to City a written assumption, in a form and substance reasonably approved by City, of all of the obligations of Company under this Amended and Restated Agreement. PAGE 12 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT – HILTON GARDEN INN CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. 7.15 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 Amended and Restated Agreement shall survive termination. 7.16 Employment of Undocumented Workers. During the term of this Amended and Restated Agreement, the Company agrees not to knowingly employ any undocumented workers and, if convicted of a violation under 8 U.S.C. Section 1324a (f), the Company shall repay the Rent and any other funds received by the Company from the City as of the date of such violation within 120 days after the date the Company is notified by the City of such violation, plus interest at the rate of 4% compounded annually from the date of violation until paid. Company is not liable for a violation of this section by a subsidiary, affiliate, or franchisee of Company or by a person with whom Company contracts. (Signature page to follow) PAGE 13 AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT – HILTON GARDEN INN CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. EXECUTED on this _______ day of _____________________, 2025. CITY OF COPPELL, TEXAS By: Wes Mays, Mayor ATTEST: By: Ashley Owens, City Secretary APPROVED AS TO FORM: By: Robert E. Hager, City Attorney EXECUTED on this _______ day of _____________________, 2025. DIVIDEND HOSPITALITY, LTD., a Texas limited partnership By: Pegasus Hospitality Group, LLC, a Texas limited liability company, its general partner By: Kamlesh Patel, Director PAGE 1 EXHIBIT “A” TO AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT – HILTON GARDEN INN CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. EXHIBIT “A” (Legal Description of the Land) Being a 5.496 acre tract of land situated in the Cordelia Bowen Survey, Abstract No. 56, in the City of Coppell, Dallas County, Texas; being part of a tract of land described in a Special Warranty Deed as to Trophy Lodging LTS recorded in Instrument No. 201500272307 of the Deed Records of Dallas County, Texas; said 5.496 acre tract being more particularly described as follows: BEGINNING at a at a 1/2-inch iron rod with ''Pacheco Koch'' cap set at the northeast end of a corner-clip at the intersection of the east right-of-way line of Point West Boulevard (a 50-foot wide right-of-way) according to the plat of Lot 1, Block C, Duke Lesley Addition Dividend Drive and Point West Boulevard, an addition to the City of Coppell, Dallas County, Texas, according to the plat recorded in Instrument No. 20070240528 of said Deed Records with the south right of-way line of Dividend Drive (a 90-foot right-of- way); said point being the beginning of a curve to the left; THENCE, along the said south line of Dividend Drive, the following three (3) calls: In a easterly direction, along said curve, having a central angle of 31 degrees, 37 minutes, 32 seconds, a radius of 495.00 feet, a chord bearing and distance of North 73 degrees, 49 minutes, 52 seconds East, 269.77 feet, an arc distance of 273.22 feet to a 1/2-inch iron rod with ''Pacheco Koch'' cap set at the beginning of a reverse curve to the right; In a easterly direction, along said curve, having a central angle of 32 degrees, 01 minutes, 21 seconds, a radius of 405.00 feet, a chord bearing and distance of North 74 degrees, 01 minutes, 46 seconds East, 223.42 feet, an arc distance of 226.35 feet to a l /2-inch Iron rod with ''Pacheco Koch'' cap set at the end of said curve; South 89 degrees, 57 minutes, 33 seconds East, a distance of 94.88 feet to a 1/2-inch iron rod with ''Pacheco Koch'' cap set for corner; said point being the northwest corner of Lot 3R, Block C, Duke Lesley Addition, an addition to the City of Coppell, according to the Re plat recorded in Instrument No. 200900210489 of said Deed Records; THENCE, South 00 degrees, 02 minutes, 27 seconds West, departing the said south line of Dividend Drive and along the west line of said Lot 3R, a distance of 480.17 feet to a point for corner; said point being a point along said Lot 3R; said point also, being in the north line of Lot 4 Block C of Duke Lesley Addition, an addition to the City of Coppell, Dallas County, Texas, according to the plat recorded in Instrument No. xxxxxxxx of said Deed Records; THENCE, North 89 degrees, 57 minutes, 33 seconds West, along the said north line of Lot 4, a distance of 513.14 feet to a point, said point being along the east right of way line of Point West Boulevard; said point also being the northwest corner of said Lot 4, Block C of the Duke Lesley Addition; PAGE 2 EXHIBIT “A” TO AMENDED AND RESTATED CIVIC CENTER DEVELOPMENT AGREEMENT – HILTON GARDEN INN CITY OF COPPELL AND DIVIDEND HOSPITALITY, LTD. THENCE, along the said east line of Point West Boulevard, the following two (2) calls: In a northerly direction, along said curve, having a central angle of 33 degrees, 29 minutes, 11 seconds, a radius of 425.00 feet, a chord bearing and distance of North 16 degrees, 42 minutes, 08 seconds West, 244,87 feet, an arc distance of 248.39 feet to a 1/2-inch iron rod with ''Pacheco Koch'' cap set at the end of said curve; North 00 degrees, 02 minutes, 27 seconds East, a distance of 93.74 feet to a 1/2-inch iron rod with ''Pacheco Koch'' cap set for corner at the southwest end of said corner-clip at the Intersection of the said east line of Point West Boulevard with the said south line of Dividend Drive; THENCE, North 45 degrees, 01 minutes, 05 seconds East, along said corner-clip, a distance of 21.22 feet to the POINT of BEGINNING and containing 239,416 square feet or 5.496 acres of computed land. Master City of Coppell, Texas 255 E. Parkway Boulevard Coppell, Texas 75019-9478 File Number: 2025-8038 File ID: Type: Status: 2025-8038 Agenda Item Consent Agenda 1Version: Reference: In Control: Parks and Recreation 05/05/2025File Created: Final Action: AMH ReplacementFile Name: Title: Consider approval of a purchase for the replacement of the Automatic Materials Handler (AMH) to Bibliotheca, in the amount of $129,705.60 as budgeted in the General Fund; with contract pricing through Buyboard, Contract No. 739-24 and authorizing the City Manager to sign any necessary documents. Notes: Sponsors: Enactment Date: Memo.pdf, Quote.pdfAttachments: Enactment Number: Hearing Date: Contact: Effective Date: Drafter: History of Legislative File Action: Result: Return Date: Due Date: Sent To: Date: Acting Body: Ver- sion: Text of Legislative File 2025-8038 Title Consider approval of a purchase for the replacement of the Automatic Materials Handler (AMH) to Bibliotheca, in the amount of $129,705.60 as budgeted in the General Fund; with contract pricing through Buyboard, Contract No. 739-24 and authorizing the City Manager to sign any necessary documents. Summary See attached memo. Fiscal Impact: The fiscal impact of this item is $129,705.60, as budgeted in the General Fund. Staff Recommendation: [Enter Staff Recommendation Here] Strategic Pillar Icon: Perpetuate a Learning Environment Page 1City of Coppell, Texas Printed on 5/9/2025 Master Continued (2025-8038) 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 5/9/2025 MEMORANDUM To: Mayor and City Council From: Alexis Wellborn, Cozby Library Manager Jessica Carpenter, Director of Community Experiences Date: May 13, 2025 Reference: Consider approval of a purchase for the replacement of the Automatic Materials Handler (AMH) to Bibliotheca, in the amount of $129,705.60 as budgeted in the General Fund; with contract pricing through Buyboard, Contract No. 739-24 and authorizing the City Manager to sign any necessary documents. Introduction: The purpose of this agenda item is to seek approval for purchasing a replacement Automatic Materials Handler (AMH) for the Cozby Library, from Bibliotheca in the amount of $129,706.65 as budgeted in the General Fund, through Buyboard, Contract No. 739-24. Background: The current AMH was installed during the 2015 renovation of the Cozby Library and Community Commons. Over time, the AMH has become obsolete, needing more and more repair work as time goes on, which includes the physical rolling mechanisms as well as the outdated software. In its current state, it is not able to consistently meet the necessary demands for patrons and staff. Patrons utilize the machine through the external drive-through, while staff scan and sort items inside the building. With a new AMH, facility users can expect an expedited process for turning around books to be reshelved. The purchase of this item includes a 5-bin Flex AMH System, 5 large bins, 2 self-check desktop units, onsite setup and configuration, shipping, and a one-year warranty. Benefit to the Community: The main benefit to the community that this purchase will provide is that there will be less interruption to core services offered by the library. Additionally, the AMH will continue to allow for a quick drive-through experience for patrons while allowing staff to get books back on the shelves expediently. Legal Review: This item has been reviewed by the City Attorney. Fiscal Impact: The fiscal impact of this item is $129,705.60, as budgeted in the General Fund. Recommendation: The Community Experiences Department recommends approval of this item. www.bibliotheca.com Australia | Belgium | Brazil | Canada | China | Denmark | Finland | France | Germany | Hong Kong | Japan | Netherlands New Zealand | Norway | Singapore | South Korea | Sweden | Switzerland | Taiwan | United Kingdom | United States Cozby Library and Community Commons AMH and selfCheck Solution Proposal 5.13.25 BuyBoard Contract #739-24 Valid until May 20th, 2025 © Bibliotheca, LLC Confidential Do Not Distribute Page | 2 Solution Pricing We have provided the best value solutions for Cozby Library and Community Commons . Please contact us with any questions. AMH 5-Bin Lead Solutions Quantity Unit Price Extended Price Flex AMH System 1 $92,650.56 $92,650.56 AMH Bin large 900 x 600 x 865mm 5 $999.00 $4,995.00 Onsite set-up and configuration (if applicable) 1 Included Included One Year Warranty: Onsite Maintenance + parts and remote software support 1 Included Included Shipping and Administration 1 $10,695.39 $10,695.39 Total $108,340.95 (2) selfCheck 3000s Lead Solutions Quantity Unit Price Extended Price selfCheck™ 3000 - Desktop 2 $9,284.35 $18,568.70 Subscription: libraryConnect™ LINK subscription - 1 license / device 2 $299.00 $598.00 quickConnect selfCheck NoveList (1 kiosk annual) 2 $349.00 $698.00 Onsite set-up and configuration (if applicable) 1 Included Included One Year Warranty: Onsite Maintenance + parts and remote software support 1 Included Included Shipping and Administration 1 $1,500.00 $1,500.00 Total $21,364.70 Total for selfChecks/AMH Lead Solutions Quantity Extended Price (2) selfCheck 3000 2 $21,364.70 5-Bin AMH 1 $108,340.90 Total $129,705.60 Master City of Coppell, Texas 255 E. Parkway Boulevard Coppell, Texas 75019-9478 File Number: 2025-8039 File ID: Type: Status: 2025-8039 Agenda Item Consent Agenda 1Version: Reference: In Control: Parks and Recreation 05/05/2025File Created: Final Action: CAC BreakroomFile Name: Title: Consider approval of an award of TIPS Contract #241001 with Custard Construction in the amount of $197,869.58 for the remodel of an Open-Air Greenroom and Staff Breakroom at the Coppell Arts Center, as provided for in the Coppell Recreation Development Corporation (CRDC) Fund; and authorizing the City Manager to sign any necessary documents. Notes: Sponsors: Enactment Date: Memo.pdf, Quote.pdf, Floorplan.pdfAttachments: Enactment Number: Hearing Date: Contact: Effective Date: Drafter: History of Legislative File Action: Result: Return Date: Due Date: Sent To: Date: Acting Body: Ver- sion: Text of Legislative File 2025-8039 Title Consider approval of an award of TIPS Contract #241001 with Custard Construction in the amount of $197,869.58 for the remodel of an Open-Air Greenroom and Staff Breakroom at the Coppell Arts Center, as provided for in the Coppell Recreation Development Corporation (CRDC) Fund; and authorizing the City Manager to sign any necessary documents. Summary See attached emo. Fiscal Impact: The fiscal impact of this agenda item is $197,869.58 as provided for in the CRDC Fund. Staff Recommendation: The Community Experiences Department recommends approval. Strategic Pillar Icon: Page 1City of Coppell, Texas Printed on 5/9/2025 Master Continued (2025-8039) Sustainable Government Page 2City of Coppell, Texas Printed on 5/9/2025 MEMORANDUM To: Mayor and City Council From: Ginene Delcioppo, Community Experiences Arts Center Manager Jessica Carpenter, Director of Community Experiences Date: May 13, 2025 Reference: Consider approval of an award of TIPS Contract #241001 with Custard Construction in the amount of $197,869.58 for the remodel of an Open-Air Greenroom and Staff Breakroom at the Coppell Arts Center, as provided for in the Coppell Recreation Development Corporation (CRDC) Fund; and authorizing the City Manager to sign any necessary documents. 2040: Sustainable Government Introduction: The purpose of this agenda item is to seek approval of TIPS Contract #241001 with Custard Construction in the amount of $197,869.58 for the remodel of the southeast back-of-house area at the Coppell Arts Center. The project includes the creation of an Open-Air Greenroom, a staff breakroom, and a private office, based on architectural designs by Parkhill Architects. Background: The Coppell Arts Center is a facility that supports a wide range of programming with staff, artists, resident arts groups, and rental clients. Currently, staff-exclusive spaces are limited to shared offices, with only the manager having a private office. Due to long and irregular hours—ranging from 8 to 18 hours per day—staff currently lack a dedicated space for rest and reset, which is needed to allow the Arts Center team to continue delivering exceptional service to the community. The Arts Center team worked with Parkhill Architects and the Public Works Department to design a remodel of the southeast back corner of the building. The redesigned layout maximizes the existing footprint to include: - A smaller, enclosed office space - A staff-only breakroom - An Open-Air Greenroom adjacent to the Wilson Theatre With architectural drawings complete, this item is a request to utilize a TIPS contract with Custard Construction to execute the remodel at the Arts Center. Custard Construction will transform the current hallway, office, and greenroom into the new functional areas. The Open-Air Greenroom will offer amenities expected of a professional arts facility, including comfortable seating, TV and sound monitors for stage activity, and a hospitality area with kitchenette. The staff breakroom will provide a private, dedicated space for employees to take meaningful breaks, store meals, and recharge—free from interruption by artists, caterers, or clients. Construction will be planned in coordination with the Arts Center, Facilities, and Custard Construction to avoid disrupting operations or public access. The estimated timeline for completion is 5 to 6 weeks, with strategically scheduled “stop work” days to accommodate sensitive event times when construction noise is not permissible. Custard Construction is a reputable contractor with a proven record of success in municipal construction, including several innovative projects throughout the region and within the City of Coppell. Benefit to the Community: The remodel will enhance backstage amenities for artists and resident companies while significantly improving work conditions for staff. A dedicated staff breakroom promotes employee wellness and retention, allowing the Arts Center team to continue delivering exceptional service to the community. Legal Review: N/A Fiscal Impact: The fiscal impact of this agenda item is $197,869.58 as provided for in the CRDC Fund. Recommendation: The Community Experiences Department recommends approval of this item. Freeport PkwySouthwestern Blvd Hammond StTravis St Burns St NORTH VICINITY MAP (NOT TO SCALE) #DATE DESCRIPTION - KEY PLAN CLIENT PROJECT NO. Parkhill.com 12/18/2024 2:07:27 PM42443.24 12/20/2024 R_v24Issue for Construction12/20/2024 505 Travis Street, Coppell, TX 75019 The City of Coppell G-001 Cover Sheet & Sheet IndexCoppell Arts CenterGreen Room RemodelCoppell Arts Center Greenroom Remodel The City of Coppell 505 Travis Street, Coppell, TX 75019 3000 Internet Blvd, Suite 550 Frisco, TX 75034 972.987.1670 SHEET INDEX GENERAL G-001 Cover Sheet & Sheet Index G-011 Symbols, Legends & Abbreviations G-021 Accessibility Standards G-022 Accessibility Standards ARCHITECTURAL A-001 Architectural & Interior Legends A-002 Interior Partition Schedule A-101 Demolition Plans A-111 Floor Plan & Reflected Ceiling Plan A-211 Interior Elevations A-311 Millwork Sections A-601 Door & Glazing Schedule INTERIOR I-001 Interior Legends & Abbreviations FIRE PROTECTION F-111 Fire Protection Plan PLUMBING P-001 Plumbing Abbreviations & Legends P-101 Plumbing Plans MECHANICAL M-001 Mechanical Abbreviations & Legends M-111 Mechanical Plan ELECTRICAL E-001 Electrical Abbreviations & Legend E-101 Electrical Demolition Plan E-111 Lighting Plan E-121 Power and Communications Plan E-502 Electrical Details UTILITY 158B CORRIDOR 146 STORAGE 158A T8 BREAKROOM 164 OFFICE 162 SHOP 160 CORRIDOR 148 NOT IN SCOPE 901 902 901 901 903 902 3 1/4"3' - 4"1' - 0 7/8"4' - 9"904 9055' - 0 7/8"913 GENERAL NOTES A. ISOLATE AREAS OCCUPIED BY OWNER OR PUBLIC WITH DUST BARRIERS DURING DEMOLITION AND CONSTRUCTION. EXTEND BARRIERS FROM FLOOR TO DECK AND WALL TO WALL. B. PRIOR TO BEGINNING DEMOLITION, SURVEY FACILITY AND NOTIFY ARCHITECT IN WRITING OF DISCREPANCIES BETWEEN EXISTING CONDITIONS AND THOSE SHOWN ON DRAWINGS. C. DEMOLITION WORK INCLUDES, BUT IS NOT LIMITED TO, THOSE ITEMS NOTED. OTHER ITEMS OF MINOR NATURE MAY EXIST WHICH ARE NOT SPECIFICALLY NOTED ON DRAWINGS ARE TO BE REMOVED AS REQUIRED TO PROVIDE ACCESS OR ALLOW ALTERATIONS FOR WORK TO PROCEED. D. REMOVE FLOOR FINISH AND ADHESIVES IN AFFECTED AREAS AS REQUIRED. E. WHERE DEMOLITION EXPOSES SUBSTRATES TO RECEIVE FINISH MATERIALS, PROPERLY REMOVE EXISTING MATERIALS AS REQUIRED AND PREP TO RECEIVE NEW FINISHES. F. PROVIDE MEASURES TO PROTECT MATERIAL INDICATED TO REMAIN DURING CONSTRUCTION. G. PATCH AND REPAIR ADJACENT SURFACES TO MATCH EXISTING WHERE REQUIRED DUE TO DEMOLITION. H. OWNER SHALL HAVE FIRST SALVAGE RIGHTS TO IMPROVEMENTS REMOVED DURING CONSTRUCTION. COORDINATE WITH OWNER PRIOR TO BEGINNING OF PROJECT FOR ITEMS TO BE SALVAGED. I. COORDINATE DEMOLITION WORK WITH MECHANICAL, ELECTRICAL AND PLUMBING DRAWINGS. J. EXISTING CONDITIONS REMAINING ARE TO BE PROTECTED DURING CONSTRUCTION. DAMAGE OCCURRING DURING CONSTRUCTION SHALL BE REPAIRED TO MATCH ORIGINAL CONDITION. K. VERIFY WITH OWNER FINAL DISPOSITION OF SALVAGED MATERIAL OR EQUIPMENT REMOVED DURING CONSTRUCTION. SHOP 160 BREAKROOM 164 OFFICE 162 908 908 911 909 909 910 910 912 #DATE DESCRIPTION - KEY PLAN CLIENT PROJECT NO. Parkhill.com 12/18/2024 2:08:11 PM42443.24 12/20/2024 R_v24Issue for Construction12/20/2024 505 Travis Street, Coppell, TX 75019 The City of Coppell A-101 Demolition PlansCoppell Arts CenterGreen Room Remodel1/4" = 1'-0"A3 FIRST FLOOR - DEMOLITION FLOOR PLAN NORTH AS INDICATED BY:# DEMOLITION NOTES 901 REMOVE EXISTING WALL 902 REMOVE AND SALVAGE GLAZED SYSTEM, DOOR, AND HARDWARE; RELOCATE TO NEW OFFICE & BREAKROOM, REF. PLAN 903 REMOVE EXISTING COUNTER AND RELOCATE PLUMBING AS NEEDED; REF. PLAN 904 CUT 3'-4"W X 7'-2"H OPENING FOR A NEW DOOR, REF. PLAN FOR LOCATION AND DIMENSION 905 CUT 4'-9"W X 8'-0"H OPENING FOR A NICHES, REF. PLAN FOR LOCATION AND DIMENSION 908 REMOVE EXISTING CEILING 909 REMOVE SUSPENDED CEILING GRID, ACOUSTICAL TILES 910 CEILING TILE TO REMAIN, MAINTAIN IN PLACE CEILING GRID. REF. TO ELEC AND MECH DRAWINGS FOR LIGHT FIXTURES, AND DIFFUSERS 911 DEMO LIGHT FIXTURE, REF. ELEC DRAWINGS 912 EXISTING LIGHT FIXTURES TO REMAIN 913 THE CONTRACTOR TO VERIFY SALVAGE AND REUSE REQUIREMENTS PRIOR TO DEMOLITION OF CASEWORK 1/4" = 1'-0"C3 FIRST FLOOR - REFLECTED CEILING DEMO PLAN NORTH 0 4'8'2' 0 4'8'2' Exsiting Floorplan of the hallway behind theWilson Theatre, Office & Current Green Room UTILITY 158B CORRIDOR 146 STORAGE 158A T8 B 2 b PARTITION TYPE ABOVE CEILING CONDITION PARTITION GENERAL NOTES THE FOLLOWING PARTITION GRAPHIC SYMBOL AND THREE PART NOTATION SYSTEM IS USED IN THE CONSTRUCTION DOCUMENTS FOR THIS PROJECT. NOTE: THE PARTITION CONSTRUCTION WILL MAINTAIN ITS DESIGNATION TO THE POINT OF AN INTERSECTING PARTITION. IF NO CHANGE IN DESIGNATION IS SHOWN BEYOND THE INTERSECTION, THE PREVIOUS PARTITION CONSTRUCTION DESIGNATION APPLIES. REFER TO CODE PLAN G-101 FOR RATED WALLS. GENERAL NOTES A. REFER TO ACCESSIBILITY STANDARDS SHEETS FOR TYPICAL MOUNTING HEIGHTS/LOCATIONS FOR TOILET ROOM ACCESSORIES. B. ALL INTERIOR WALLS ARE A6a UNLESS NOTED OTHERWISE. REFER TO SHEET A-002 FOR INTERIOR PARTITION SCHEDULE. XX ww 27 30 31 3226.9 BREAKROOM 164 OFFICE 162 SHOP 160 CORRIDOR 148 2' - 10"6' - 11"- --- ________ A3 / A -211 GREENROOM 149 - --- ________6' - 11"A162B A164A A164B 6' - 7 1/4"5' - 4 1/4" 2' - 8 3/8" A6b 5' - 6"4' - 9"4' - 9 1/4"B4b ALIGN 5' - 6"1' - 0" 7"7"7"5' - 6"3' - 7 3/8" A4 / A -211 A2 / A-211NOT IN SCOPE STOR. 164BC1 / A-211631 2" 1' - 6" 574 574 C6b A6b C6b 6' - 1"C6 A-311 ________ 630 634 CR OFFICE 162 BREAKROOM 164 GREENROOM 149 CORRIDOR 148 SHOP 160 NOT IN SCOPE EQ EQ EQ EQ STOR. 164B 910 ( )8' - 0"( )8' - 0" EXISTING, V.I.F. ( )10' - 8" EXISTING, V.I.F. 910 ( )18' - 8" 633 861 861 861 ALIGN ALIGN ALIGN GENERAL NOTES A. DIMENSIONS ARE TO FACE OF STUD, CMU, OR CENTERLINE OF STRUCTURE UNO. B. COORDINATE WITH MEP DRAWINGS FOR LOCATIONS OF FIXTURES. LOCATE AS SHOWN ON ARCHITECTURAL PLANS AND DETAILS. NOTIFY ARCHITECT OF CONFLICTS PRIOR TO CONSTRUCTION. C. FINAL SPRINKLER HEAD LOCATIONS SHALL BE SET BY FIRE PROTECTION ENGINEER AND APPROVED BY ARCHITECT. D. CENTER DEVICES, SPRINKLER HEADS, ETC. IN CEILING TILES UNO. E. CEILING HEIGHTS SHALL BE 9' - 0" ABOVE FINISHED FLOOR UNO. F. REFER TO INTERIOR ELEVATIONS AND ROOM FINISH SCHEDULE FOR ADDITIONAL INFORMATION CONCERNING HEIGHTS, CEILING MATERIALS AND FURRED CEILINGS. G. AT LOCATIONS OF PERFORATED RETURN AIR GRILLES, WIRING, CABLING, ETC. TO BE HELD CLEAR OF OPEN LINE OF SIGHT THROUGH GRILLE. IN CASES WHERE THIS IS UNAVOIDABLE, ITEMS VISIBLE ABOVE GRILLE ARE TO BE PAINTED FLAT BLACK. - RCP GYPSUM WALL BOARD CEILING LAY-IN CEILING DENOTES SOUND INSULATION LEGEND 1/4" = 1'-0"C3 FIRST FLOOR - REFLECTED CEILING PLAN #DATE DESCRIPTION - KEY PLAN CLIENT PROJECT NO. Parkhill.com 12/18/2024 2:08:15 PM42443.24 12/20/2024 R_v24Issue for Construction12/20/2024 505 Travis Street, Coppell, TX 75019 The City of Coppell A-111 Floor Plan & Reflected Ceiling Plan Coppell Arts CenterGreen Room Remodel1/4" = 1'-0"A3 FIRST FLOOR - ANNOTATED/DIMENSIONED FLOOR PLAN NORTH04'8'2' 574 TV, COORDINATE INSTALLATION WITH OWNER, OFCI 630 UNDERCOUNT REFRIGERATOR, COORDINATE INSTALLATION WITH OWNER, OFCI 631 REFRIGERATOR, COORDINATE INSTALLATION WITH OWNER, OFCI 633 PAINTED EXPOSED STRUCTURE, AS SCHED 634 OPEN SHELVING BY OWNER 861 LIGHT FIXTURE, REF ELECT 910 CEILING TILE TO REMAIN, MAINTAIN IN PLACE CEILING GRID. REF. TO ELEC AND MECH DRAWINGS FOR LIGHT FIXTURES, AND DIFFUSERS - PLAN NORTH 0 4'8'2' AS INDICATED BY: # KEY NOTES New designed space of the hallway behind the Wilson Theatreto create an Open-Air Greenroom, an office and a staff Breakroom Master City of Coppell, Texas 255 E. Parkway Boulevard Coppell, Texas 75019-9478 File Number: 2025-8040 File ID: Type: Status: 2025-8040 Agenda Item Consent Agenda 1Version: Reference: In Control: Parks and Recreation 05/05/2025File Created: Final Action: MSN TurfFile Name: Title: Consider approval of a payment to Coppell Independent School District in the amount of $232,660.00, as budgeted in the Coppell Recreation Development Corporation (CRDC) fund, to replace the synthetic field turf at Coppell Middle School North per the Interlocal Cooperation Agreement and License and Use Agreement between the Coppell Independent School District and the City of Coppell; and authorizing the City Manager to sign any necessary documents. Notes: Sponsors: Enactment Date: Memo.pdf, Interlocal Agreement.pdf, Invoice.pdfAttachments: Enactment Number: Hearing Date: Contact: Effective Date: Drafter: History of Legislative File Action: Result: Return Date: Due Date: Sent To: Date: Acting Body: Ver- sion: Text of Legislative File 2025-8040 Title Consider approval of a payment to Coppell Independent School District in the amount of $232,660.00, as budgeted in the Coppell Recreation Development Corporation (CRDC) fund, to replace the synthetic field turf at Coppell Middle School North per the Interlocal Cooperation Agreement and License and Use Agreement between the Coppell Independent School District and the City of Coppell; and authorizing the City Manager to sign any necessary documents. Summary See attached memo. Fiscal Impact: The fiscal impact of participation in this project is $232,660.00, as budgeted in the Coppell Recreation Development Corporation (CRDC) fund. Staff Recommendation: Page 1City of Coppell, Texas Printed on 5/9/2025 Master Continued (2025-8040) The Community Experiences Department recommends approval. Strategic Pillar Icon: Sustainable Government Page 2City of Coppell, Texas Printed on 5/9/2025 MEMORANDUM To: Mayor and City Council From: David Ellison, Park Operations Manager Via: Jessica Carpenter, Director of Community Experiences Date: May 13, 2025 Reference: Consider approval of a payment to Coppell Independent School District in the amount of $232,660.00, as budgeted in the Coppell Recreation Development Corporation (CRDC) fund, to replace the synthetic field turf at Coppell Middle School North per the Interlocal Cooperation Agreement and License and Use Agreement between the Coppell Independent School District and the City of Coppell; and authorizing the City Manager to sign. 2040: Sustainable City Government: Excellent and Well-Maintained City Infrastructure and Facilities Introduction: This agenda item is presented for Council consideration for the City to contribute a payment to CISD in the amount of $232,660.00, as budgeted in the Coppell Recreation Development Corporation (CRDC) fund, to replace the synthetic field turf at Coppell Middle School North (CMSN) per the Interlocal Cooperation Agreement and License and Use Agreement between the Coppell Independent School District and the City of Coppell. The amount of $232,660.00 represents fifty percent (50%) of the total synthetic field turf replacement cost. Background: In July of 2014, the City of Coppell entered into an agreement with CISD for the use of a synthetic turf field at CMSN. Since 2014, this field has been extensively used by the Coppell Youth Sports Associations, especially Coppell Lacrosse, Coppell Youth Football and Coppell Youth Soccer. Furthermore, this agreement has served as an alternative solution to relieving the pressure of the multi-purpose fields at Andrew Brown Park Central and West facilities, accomplishing exactly what the associations and the City expected that it would. CISD is now in the process of making improvements to the CMSN athletic field, and per the Interlocal Cooperation Agreement with CISD, the City is responsible for contributing fifty percent (50%) toward the synthetic field turf replacement cost. Benefit to the Community: Coppell Youth Sports Associations utilize the CMSN field for games and practices per a schedule that is negotiated between the sports associations prior to each season. Additionally, having access to this field provides an alternative solution for the associations to play when the City’s natural grass fields are closed due to rain events. Along with the Interlocal Cooperation and License and Use Agreement the City has with CISD for Lesley Field, these agreements allow youth association participants to experience high quality playing conditions while allowing the city to continue developing a strong, healthy relationship with CISD. Legal Review: The city attorney has reviewed the Interlocal Cooperation Agreement and License Use Agreement, and CISD Invoice #04292025. Fiscal Impact: The fiscal impact of this item is $232,660.00, as budgeted in the Coppell Recreation Development Corporation (CRDC) fund. Recommendation: The Community Experiences Department recommends approval of this item. THE STATE OF TEXAS COUNTY OF DALLAS INTERLOCAL COOPERATION AGREEMENT AND LICENSE AND USE AGREEMENT BETWEEN COPPELL INDEPENDENT SCHOOL DISTRICT AND CITY OF COPPELL, TEXAS THIS INTERLOCAL COOPERATION AGREEMENT is made and entered into on this c61'- day of j,,,,2014, by and between the COPPELL INDEPENDENT SCHOOL DISTRICT ("CISD"), acting by and through its Board of Trustees, Superintendent or designee, and the CITY OF COPPELL ("CITY'), acting by and through its City Council, Mayor or designee. WITNESSETH: WHEREAS, the Texas State Legislature has authorized the use of interlocal cooperation agreements between and among governmental entities; and WHEREAS, this Interlocal Cooperation Agreement ("Agreement") is made under the authority granted by and pursuant to the Interlocal Cooperation Act, Texas Government Code, Chapter 791, and as otherwise provided herein, relative to CISD installing artificial turf on the stadium athletic field, hereinafter the improvements; and, subject to approval of a construction contract by the CISD Board of Trustees, constructing a building containing restrooms and concession stand located on CISD Property and in exchange for joint use of the CISD Property, in exchange for the City to partially fund the installation and construction cost of the improvements, plus sharing in the utility and other actual operational costs of operating the facility located on CISD Property CISD Property"); and WHEREAS, CISD and CITY find that the performance of this Agreement is in the common public interest of both parties, and that the payment to be provided by CITY fairly compensates CISD for the use of CISD Property; and WHEREAS, CISD and CITY, in expending funds in the performance of governmental functions or in performing such governmental functions under this Agreement, shall make payments therefore only from current revenues legally available to each party; and INTERLOCAL COOPERATION AGREEMENT BETWEEN COPPELL INDEPENDENT SCHOOL DISTRICT AND CITY OF COPPELL PAGE 1 WHEREAS, CISD and CITY agree that CISD Property shall be used by CITY for the purpose of providing public recreational and athletic opportunities for its citizens as set out herein. NOW, THEREFORE, FOR AND IN CONSIDERATION of the mutual agreements contained herein, the parties hereto agree as follows: I. AGREEMENT 1.01. In consideration of the mutual covenants of this Agreement, and other good and valuable consideration, CISD shall permit CITY to use CISD Property subject to approval and notice as provided herein, a copy of which is attached hereto and incorporated herein for all purposes. The portions of CISD Property that will be available for CITY use under this Agreement are the following: the athletic field, bleachers, running track, press box, adjacent parking, sidewalks, and (subject to approval of a construction contract by the CISD Board of Trustees) building to be constructed that will include a concession stand and restrooms located on CISD Property. The purposes for which CITY may use CISD Property are City-licensed athletic league practices and games. 1.02 CITY shall have the right of access to and use of CISD Property at all times outside of normal school hours, except that the parties expressly agree that CISD shall, at all times, have priority of use on CISD Property, when such use is necessary for educational purposes, including but not limited to, all extracurricular and co-curricular activities, practices, and games. Furthermore, CITY's right of access to and use of CISD Property shall be subject to any and all easements now existing or subsequently granted by CISD regarding CISD Property. CITY right of access and use of CISD Property shall be used solely for licensed recreational athletic purposes or events and for no other purpose under this agreement, without the express written consent of the Board of Trustees of the Coppell Independent School District. 1.03 The use of the future concession stand shall be coordinated in advance with the Coppell Middle School North band department. The contact information for the band department is as follows: Jeremy Lindquist, Coppell Middle School North Band Director, (214) 496-7177 (such contact information is subject to change with notice from CISD). The Coppell Middle School North band department has priority of use of the future concession stand and has the right to sell concessions at any CITY-licensed event. If the Coppell Middle School North band department decides not to sell concessions at any CITY-licensed event, then the CITY may INTERLOCAL COOPERATION AGREEMENT BETWEEN COPPELL INDEPENDENT SCHOOL DISTRICT AND CITY OF COPPELL PAGE 2 sell concessions at the future concession stand upon satisfaction of all of the following: written approval by the City of the concessionaire, written notice to the CISD facilities department of intent to have such concession usage, written approval by CISD in its sole discretion of such concessionaire and usage, and contact and coordination with CISD facilities department as to scheduling and use. Any such City-approved concessionaire shall be fully responsible and liable for its own products for sale, labor, materials, utilities, maintenance, security, custodial services and all other matters related to the use of the concessions area. 1.04. CITY shall provide the CISD facilities department with dates and times of planned use at least thirty (30) days in advance of regularly scheduled events, and all other scheduled events as soon as known. CISD shall provide CITY with dates and times of planned use at least thirty (30) days in advance of regularly scheduled events, and all other scheduled events as soon as known. CITY and CISD shall work cooperatively in the scheduling of the facility and in avoiding scheduling conflicts; however CISD shall have first priority of use as described above. In general, CISD will utilize the field for educational, extra-curricular, and co- curricular purposes as follows, based on its traditional use of the CISD facilities, the superintendent and the City Manager or their designee shall enter into an annual facilities use schedule in compliance with the duties and obligations set forth herein. 1.05 In exchange for the license to use of CISD Property for City as provided in Paragraph 1.02, CITY shall fund one half of the actual costs to install artificial turf and construct a building containing a concession stand/restrooms (the Improvements") located on CISD property, with such CITY in an amount not to exceed one million dollars ($1,000,000.00). Payment of CITY costs for the Improvements shall be due within thirty (30) days after substantial completion as follows: 1. Payment for one-half of the actual construction cost of the installation of the artificial turf; and 2. Payment for one-half of the actual construction cost of the installation of the concession stands/restrooms.. 1.06 CISD Property shall be maintained solely at the cost of CISD. CITY shall reimburse CISD for the actual cost of electricity used for stadium lighting for CITY-licensed league events. CITY shall be responsible for providing supervision of the facility as described below in Section I.G. CISD will invoice CITY for actual electricity costs on a monthly basis for City use. While using CISD Property, CITY shall maintain CISD Property in full compliance with CISD's acceptable maintenance standard. CITY shall maintain CISD Property INTERLOCAL COOPERATION AGREEMENT BETWEEN COPPELL INDEPENDENT SCHOOL DISTRICT AND CITY OF COPPELL PAGE 3 free of litter, trash, and other natural or manmade conditions which would diminish the quality of CISD Property. 1.07 CITY acknowledges that CISD Property is useful to CITY in its current condition, as is" without any modification or maintenance required on the part of CISD. CITY must obtain prior written approval from CISD before installing any equipment on or making any improvements to CISD Property except as otherwise provided herein. 1.08 Security of CISD Property shall be the responsibility of CITY during any City league licensed events. During the term of this Agreement, and any extensions thereof, CITY agrees to guard CISD Property from abuse or loss through vandalism, wanton destruction, or theft during any City licensed events. A CITY employee or designee shall supervise at all times during the event during any CITY-licensed event where (1) spectators are present; (2) and/or where the press box is in use; (3) and/or where the concession stand is in use; (4) and/or where the field lighting is in use. CITY shall perform and exercise all rights, duties, functions and services in compliance with all valid and applicable laws, statutes, codes, regulations, policies and ordinances of the United States, the State of Texas, the County of Dallas, CITY, CISD, or other lawful authority with jurisdiction over the premises. 1.09 CITY shall be responsible for any and all claims, damages, and/or causes acts of negligence or action arising from, caused by, or in any way related to its use of CISD Property, except that CITY shall not be liable for normal wear and tear. All determinations regarding wear and tear and damage to the property shall be made by CISD, in its sole discretion, and such determinations shall be final. 1.10 CITY shall not apply any pesticides or herbicides or make any material alterations to CISD Property. 1.11 TO THE EXTENT ALLOWED BY LAW, CITY SHALL INDEMNIFY AND HOLD HARMLESS CISD AND ITS BOARD OF TRUSTEES, EMPLOYEES, AGENTS OR VISITORS, FROM AND AGAINST ANY AND ALL CLAIMS, LOSS, COST, DAMAGES, EXPENSE OR LIABILITY OF ANY KIND, INCLUDING ATTORNEY'S FEES, ARISING OUT OF OR IN ANY WAY CONNECTED WITH THIS AGREEMENT OR THE USE OF CISD PROPERTY BY CITY. NOTHING HEREIN SHALL BE CONSTRUED TO AFFECT, ALTER, OR MODIFY IMMUNITY UNDER TEXAS CIVIL PRACTICE AND REMEDIES CODE §101.051. INTERLOCAL COOPERATION AGREEMENT BETWEEN COPPELL INDEPENDENT SCHOOL DISTRICT AND CITY OF COPPELL PAGE 4 II. TERM 2.01 The term of this Agreement shall be for a period of one year, beginning on October 1, 2014, but shall automatically renew from year to year unless terminated by either party in accordance with the terms herein on or before August 1st of each year during this Agreement. III. TERMINATION 3.01 Either party may terminate this Agreement, for any reason, or no reason, upon ninety (90) days prior written notice of the date of termination to the other party. This Agreement may be terminated in whole or in part and will apply only to the property so identified in the notice of termination. CISD agrees that CITY may use CISD Property as outlined in this Agreement for a minimum of ten (10) years from the date of this Agreement as long as CITY pays CITY's portion of the costs and CITY does not substantially default under the terms and obligations of this Agreement. CISD may terminate this Agreement for cause upon thirty (30) days prior written notice, including but not limited to, if CITY does not pay for the installation and maintenance of CITY Property in accordance with Section I of this Agreement, upon thirty (30) days prior written notice. All determinations regarding proper maintenance of CISD Property shall be made by CISD, in its sole discretion, and such determinations shall be final. 3.02 If either party terminates this Agreement pursuant to the terms herein, CISD shall reimburse CITY for the remaining prorated share of the initial cost of any improvements made to CISD Property by CITY prorated over a ten year amortization period. 3.03 Upon termination, CITY may remove all personal property or removable structures owned by CITY, provided that CITY thereafter returns CISD Property to its original condition. CITY shall remove any improvements or alterations upon termination of this Agreement if requested in writing by CISD. Upon termination, CITY, at its sole expense, shall bear the cost of any alterations or improvements owned by CITY to CISD property. Any addition or improvement to CISD Property if not removed shall, upon termination of this Agreement and a reasonable time to remove said improvements or alterations, belong to and become the property of CISD without cost to CISD. Nothing shall be removed which may affect the structural integrity of any building or structure. INTERLOCAL COOPERATION AGREEMENT BETWEEN COPPELL INDEPENDENT SCHOOL DISTRICT AND CITY OF COPPELL PAGE 5 Iv. GENERAL REQUIREMENTS APPLICABLE TO CISD AND CITY The following subsections shall apply to CITY's use of CISD Property. 4.01 A. IMMUNITY: Nothing in this Agreement, or in any exhibit or attachment hereto, shall be construed to affect, alter, or modify the immunity of either party under the Texas Civil Practice and Remedies Code §101.001 et seq. It is expressly understood and agreed that in the execution of this Agreement, neither CITY nor CISD waives, nor shall be deemed to waive, any immunity or defense that would otherwise be available to each against claims arising in the exercise of governmental powers and functions. B. INSURANCE: During the term of this Agreement, and any extensions thereof, CITY agrees to obtain and maintain, at its sole expense, insurance to protect against potential claims for which it would otherwise be liable under State law, and arising out of CITY's use of CISD Property and facilities designated on the Exhibit "A" attached hereto. CITY shall furnish CISD proof of insurance in accordance with this Section within thirty (30) days from the date of execution of this Agreement. Nothing contained herein shall be construed to grant any third party rights or waive the governmental and/or public purpose of the operation or use of any of CISD Property. 4.02 THIRD PARTIES: This Agreement does not create any third-party beneficiaries. Nothing in this Agreement, or in any exhibit or attachment hereto, shall be construed to create, expand, or form a basis for liability to any third party under any theory of law against either CITY or CISD unless such a basis exists independent of this Agreement under State or federal law. 4.03 NOTICE: Each notice or other communication which may be or is required to be given under this Agreement shall be in writing and shall be deemed to have been properly given when delivered personally during the normal business hours of the party to whom such communication is directed, or upon receipt when sent by United States registered or certified mail, return receipt requested, postage prepaid, to the appropriate one of the following addresses as may be designated by the appropriate party; however, each party has a right to designate a different address by giving the other party fifteen (15) days prior written notice of such designation: If to CISD: Mr. Sid Grant INTERLOCAL COOPERATION AGREEMENT BETWEEN COPPELL INDEPENDENT SCHOOL DISTRICT AND CITY OF COPPELL PAGE 6 Assistant Superintendent for Business and Support Services Coppell Independent School District 200 S. Denton Tap Road Coppell, Texas 75019 If to CITY: Clay Phillips City Manager City of Coppell 255 Parkway Boulevard P.O. Box 9478 Coppell, Texas 75019 4.04 MANAGEMENT AUTHORITY: During the term of this Agreement, and any extensions thereof, CITY agrees to provide adequate police and fire protection and other necessary emergency services for CISD Property at all times, and shall especially guard the property from abuse through vandalism or wanton destruction. Each party shall have the right to remove and/or control occupancy of CISD Property as to third parties or the general public. CITY shall perform and exercise all rights, duties and functions and services in compliance with all applicable Federal, State and local laws and regulations. CITY in joint cooperation with CISD may establish necessary rules and regulations as may be required to ensure the safe and orderly operation of recreational programs and the subject facilities, provided that any such rules and regulations do not conflict with CITY or CISD policy or State and federal law. 4.05 CLAIMS AGAINST PARTIES: Subject to the provisions of Article I of this Agreement, each party shall be responsible for defending and/or disposing of all causes arising against the respective party as a result of its use or occupation of CISD Property. It is expressly understood and agreed that in the execution of this Agreement, neither CITY nor CISD waives, nor shall be deemed to waive, any immunity or defense that would otherwise be available to each against claims arising in the exercise of governmental powers and functions. 4.06 ENTIRE AGREEMENT: This Agreement contains the entire agreement of the parties hereto, and no other oral or written commitments shall have any force or effect if not contained herein. No amendment, modification, or alteration of this Agreement is binding unless in writing and duly executed by the parties subsequent to this Agreement. 4.07 SEVERABILITY: If any one or more of the provisions contained herein shall for any reason be held to be invalid, illegal, or unenforceable in any respect, such INTERLOCAL COOPERATION AGREEMENT BETWEEN COPPELL INDEPENDENT SCHOOL DISTRICT AND CITY OF COPPELL PAGE 7 invalidity, illegality, or unenforceability shall not affect any other provision of the Agreement, and this Agreement shall be construed as if such invalidity, illegality, or unenforceable provision had never been contained herein. 4.08 AUTHORITY: The undersigned officers and/or agents are authorized to execute this Agreement on behalf of the parties hereto, and each party hereto certifies to the other that any necessary resolutions extending such authority have been duly passed and are now in full force and effect. 4.09 DEFECT: Each party shall promptly report to the other party any defects or dangerous conditions it discovers on or concerning CISD Property, and shall cease any such use until such defect or condition is repaired or cured. V. REMEDIES 5.01 No right or remedy granted or reserved to the parties is exclusive of any other right or remedy herein by law or equity provided or permitted; but each shall be cumulative of every other right or remedy given hereunder. No covenant or condition of this Agreement may be waived without written consent of the parties. Forbearance or indulgence by either party shall not constitute a waiver of any covenant or condition to be performed pursuant to this Agreement. VI. APPLICABLE LAW 6.01 This Agreement is to be construed under Texas law, and all obligations of the parties created in this Agreement are performable in Dallas County, Texas. Venue for any disputes arising out of this Agreement shall be in Dallas County, Texas. VII. SUCCESSORS AND ASSIGNS 7.01 This Agreement is binding on and inures to the benefit of the successors, executors, administrators and assigns of the parties to this Agreement and affects the use of land and shall run with the land. Neither CITY nor CISD shall assign, sublet, subcontract, or transfer this Agreement without the written consent of the other party. No assignment, delegation of duties, or subcontract under this Agreement shall be effective without the prior written consent of the other party. INTERLOCAL COOPERATION AGREEMENT BETWEEN COPPELL INDEPENDENT SCHOOL DISTRICT AND CITY OF COPPELL PAGE 8 VIII. RECITALS AND ATTACHMENTS 8.01 The recitals and attachments to this Agreement are incorporated herein for all purposes as if set out herein verbatim. IX. EXECUTION 9.01 This Agreement may be executed in any number of counterparts, each of which shall be deemed an original and constitute one and the same instrument. EXECUTED between the parties on the date first written above. COPP. I.S.D • WITNESS: By JA AV' 't. Ant • y Hill Bye-, Pres.dent, Board o rustees Thom Hulme Secretary, Board of Trustees CITY OF OPP.'LL, TEX• : WITNESS: By: Ai / 1 bp .,1.. Karen unt Mayor By: ii ` / Chr tel Pettinos City Secretary INTERLOCAL COOPERATION AGREEMENT BETWEEN COPPELL INDEPENDENT SCHOOL DISTRICT AND CITY OF COPPELL PAGE 9 THE STATE OF TEXAS § CISD ACKNOWLEDGEMENT COUNTY OF DALLAS § BEFORE ME, the undersigned authority, a Notary Public in and for the State of Texas, on this day personally appeared ANTHONY HILL, known to me to be the person whose name is subscribed to the foregoing instrument, and acknowledged to me that he executed same for and as the act and deed of COPPELL INDEPENDENT SCHOOL DISTRICT, a political subdivision of the State of Texas, with its administration building located in Dallas County, Texas, and as the President of the Board of Trustees thereof, and for the purposes and consideration therein expressed and in the capacity therein stated. GIVEN UNDER MY HAND AND SEAL OF OFFICE this, the a 2 day of vLy 2014. L0 . '1c1- Notary Public In d F the State of Texas ads:P1a y4 D. KAY RYON Notary Public,State of Texas o,':., f My Commission Expires a' ;Wss. May 17, 2017 INTERLOCAL COOPERATION AGREEMENT BETWEEN COPPELL INDEPENDENT SCHOOL DISTRICT AND CITY OF COPPELL PAGE 10 THE STATE OF TEXAS § CITY ACKNOWLEDGEMENT COUNTY OF DALLAS § BEFORE ME, the undersigned authority, a Notary Public in and for the State of Texas, on this day personally appeared KAREN HUNT, known to me to be the person whose name is subscribed to the foregoing instrument, and acknowledged to me that she executed same for and as the act and deed of CITY OF COPPELL, TEXAS, a municipal corporation of Dallas County, Texas, and as the Mayor thereof and for the purposes and consideration therein expressed and in the capacity therein stated. GIVEN UNDER MY HAND AND SEAL OF OFFICE this, the 61/.` day of 2014. c:: L CHRISTEL B PETTINOS otary Public In and For the tate of Texas My Commission Expires May 10,2015 INTERLOCAL COOPERATION AGREEMENT BETWEEN COPPELL INDEPENDENT SCHOOL DISTRICT AND CITY OF COPPELL PAGE 11 EXHIBIT "A" CISD PROPERTY The CISD Property is located at Coppell Middle School North, 120 Natches Trace, Coppell, Texas 75019, and includes the athletic field, bleachers, running track, press box, adjacent parking, and (subject to approval of a construction contract by the CISD Board of Trustees) a building yet to be constructed that will include a concession stand and restrooms. INTERLOCAL COOPERATION AGREEMENT BETWEEN COPPELL INDEPENDENT SCHOOL DISTRICT AND CITY OF COPPELL PAGE 12 C O P P E L L IN D E P E N D E N T S CH OO L D IS T R IC T INVO ICE #04292025 April 29,2025 City of Coppell Attn:David Ellison Park Operations Manager 255 E.Parkway Blvd. Coppell,TX 75019 Dear Mr.Ellison: Please allow this letter to serve as the invoice for the City of Coppell's fifty percent (50%) contribution of the actual cost for the turf replacement atthe Coppell Middle School North athletic field located at 120 Natches Trace,Coppell,Texas per the lnterlocal Cooperation Agreement and License and Use Agreement Between Coppell Independent School District and City of Coppell,Texas entered into on July 8,2014. Fifty percent (50%)of the total cost ofthe turf replacement is $232,660.00 and is due upon substantial completion of the turf replacement on or about August 1,2025. Payment is to be made payable to: Coppell Independent School District 200 South Denton Tap Road Coppell,TX 75019 Attn:Chief Operations Officer Please let me know if you have any questions or need additional information. Interim Chief Operations Officer 200 S.DENTON TA?ROAD I COPPELL,TX 7501.9 P:214-496-6000 I F:214-496-6036 WWW.COPPELL ISD.COM Master City of Coppell, Texas 255 E. Parkway Boulevard Coppell, Texas 75019-9478 File Number: 2025-8041 File ID: Type: Status: 2025-8041 Agenda Item Consent Agenda 1Version: Reference: In Control: Parks and Recreation 05/05/2025File Created: Final Action: Master PlanFile Name: Title: Consider approval and adoption of the 2025 Community Experiences Master Plan. Notes: Sponsors: Enactment Date: Memo.pdf, Community Experiences 2025 Master Plan.pdf Attachments: Enactment Number: Hearing Date: Contact: Effective Date: Drafter: History of Legislative File Action: Result: Return Date: Due Date: Sent To: Date: Acting Body: Ver- sion: Text of Legislative File 2025-8041 Title Consider approval and adoption of the 2025 Community Experiences Master Plan. Summary Fiscal Impact: There is no fiscal impact to this agenda item. Staff Recommendation: The Community Experiences Department recommends approval. Strategic Pillar Icon: Sustainable Government Page 1City of Coppell, Texas Printed on 5/9/2025 MEMORANDUM To: Mayor and City Council From: Lauren Rodriguez, CORE Manager Jessica Carpenter, Director of Community Experiences Date: May 13, 2025 Reference: Consider approval and adoption of the 2025 Community Experiences Master Plan. 2040: Sustainable City Government: Excellent and Well-Maintained City Infrastructure and Facilities Introduction: The purpose of this agenda item is to consider approval and adoption of the 2025 Community Experiences Master Plan. Background: The Community Experiences Department, with recommendations from the National Recreation and Park Association (NRPA), recommends updating master plans every five to seven years as a standard for incorporating current and future trends into parks, facilities, and programs. The last department Master Plan was completed and approved in July 2017 and all major goals and objectives of that plan have either been completed or were due for reevaluation to align with current and future community needs. The primary purpose of the new Master Plan is to create a clear set of goals and objectives that will provide direction to City staff, the Parks and Recreation Board, and the City Council for maintenance and enhancement of the City’s park system, open space, trails, recreation facilities and programs over the next five to ten years. Benefit to the Community: The Master Plan will provide the community with a clear, community-driven roadmap for future improvements, ensuring the department continues to meet the needs of the community. Legal Review: Legal review is not required for this agenda item. Fiscal Impact: There is no fiscal impact related to this agenda item. Recommendation: The Community Experiences Department recommends approval of this item. A special thanks to the Coppell Parks and Recreation Board and Coppell City Council for their continued support of Coppell Community Experiences and their valued input during the Master Planning Process. CITY COUNCIL Wes Mays Mayor Jim Walker Council Member, Place 1 Brianna Hinojosa-Smith Council Member, Place 2 Don Carroll Council Member, Place 3 Kevin Nevels Mayor Pro Tem, Place 4 Ramesh Premkumar Council Member, Place 5 Biju Mathew Council Member, Place 6 Mark Hill Council Member, Place 7 PARKS AND RECREATION BOARD Nick Paschal Chair Mary Arnold Vice Chair Maureen Corcoran Margaret Bryan Edward Rose Jeffrey Roller Zainab Tinwala Steve Harrison Kori Stolar CITY STAFF Mike Land, CPM, ICMA-CM City Manager Jessica Carpenter Director of Community Experiences Adam Richter Asst. Director of Community Experiences Sheri Belmont Asst. Director of Community Experiences Lauren Rodriguez Master Plan Project Manager Tiffany Anderson Community Engagement Manager Abby Sandy Project Coordinator Ginene Delcioppo Coppell Arts Center Manager CONSULTANTS Brad Moulton, PLA, ASLA Project Manager, Dunaway Philip Neeley, PLA, ASLA Sr. Engagement Manager, Dunaway Shelby Horton Landscape Architect, Dunaway Ellen Soward, AICP Planner, Dunaway Andrea Thomas National Service Research Melva Barresi National Service Research Brian Trusty PROS Consulting ACKNOWLEDGMENTSACKNOWLEDGMENTS TABLE OF TABLE OF CONTENTSCONTENTS INTRODUCTION 7 PLANNING PROCESS 15 DEPARTMENT INVENTORY 19 POPULATION & DEMOGRAPHICS 59 STANDARDS 67 BENCHMARK ANALYSIS 79 RECREATION PROGRAM ANALYSIS 89 FINANCIAL ASSESSMENT 121 NEEDS ASSESSMENT 127 PRIORITY RANKINGS 151 IMPLEMENTATION PLAN & RECOMMENDATIONS 159 APPENDIX 179 0101INTRODUCTION 8 COMMUNITY EXPERIENCES MASTER PLAN Coppell is located in the heart of North Texas, and is a vibrant city that offers a blend of suburban charm and urban amenities. One of the city’s standout features is its extensive parks system, designed to serve the recreational needs of its growing community. The city’s parks range from tranquil nature preserves to well- maintained sports complexes, providing residents with a variety of outdoor activities. The Coppell Nature Park, a 66-acre wildlife haven, offers walking trails, birdwatching, and environmental education programs, making it a favorite for nature enthusiasts. Meanwhile, the popular Andrew Brown Park West features sports fields and playgrounds, making it a go-to spot for families and sports teams alike. The city is also home to numerous smaller neighborhood parks, offering unique amenities like fishing ponds and picnic areas, ensuring there’s something for everyone. COPPELL COMMUNITY EXPERIENCES INTrOduCTION » 9 Over the years, Coppell has developed a reputation for offering accessible, high-quality parks that encourage active lifestyles and outdoor engagement. Coppell’s park system is complemented by a robust schedule of community events and programming designed to engage residents of all ages. Year-round, the city organizes events that bring the community together, including outdoor concerts, movies, and holiday celebrations featuring drone shows, fireworks, parades, and other family friendly activities. residents and out of town guests can visit the weekly Coppell Farmers Market for fresh, local grocery items and handmade artisan goods. Additionally, Coppell Community Experiences offers a variety of programs and activities, including youth sports leagues, fitness classes, and summer camps, ensuring that there are ample opportunities for both recreation and social connection. Whether you’re interested in outdoor adventure, fitness, or cultural experiences, Coppell’s parks and events make it a dynamic place to live and visit. 10 GOALS & OBJECTIVES As Coppell continues to grow, Community Experiences has expanded their offerings to meet the needs of its increasing population. Coppell’s population is projected to grow to over 44,000 by 2038; City Staff initiated the Community Experiences Master Plan to serve as a guiding document for the further development of green spaces, recreational facilities, and event programming in alignment with the Community Experiences Mission: The city actively engaged with community members and other partners to shape the Community Experiences Master Plan, ensuring that new spaces align with the needs and desires of the growing population. As the city looks toward the future, Coppell’s commitment to enhancing its parks system will help maintain its high quality of life and create an even stronger sense of community. Coppell’s vision to create a community connected through people, parks and programs aligns with the National recreation and Park Association’s (NrPA) philosophy of creating equitable, healthy and sustainable communities. These principles helped guide city staff and the consulting team in the development of this Master Plan. Coppell’s efforts to increase sustainability and stewardship of environmental resources are additional aspects to the overall vision that this Master Plan will help to frame. People • Social Equity We believe communities are built on people, and that everyone should have equal access to programs and spaces that make our community great. We offer free programs throughout the year covering topics ranging from environmental education to healthy living and fitness, literacy, and water safety. We also present numerous special events each year that are free to the public. Parks • Conservation Protecting open spaces, teaching conservation to current and future generations, and connecting people to nature is our goal. Through diligent conservation practices, Coppell Community Experiences has maintained a “Tree City uSA” designation for over 20 years. The department also recycles all landscape debris. Since 2015, over 600,000 pounds of material has been diverted from landfills. Environmental education aims to create an eco-conscious citizenry, and focuses on native and drought-tolerant plants, insects, and water conservation. Programs • Health & Wellness We provide opportunities for citizens to live healthy, active lifestyles, both outdoors and indoors! Coppell’s trail system has increased by 25% since 2015, and it continues to grow and connect the community to the rest of the dFW region. The trail system is made up of hike and bike trails, a decomposed granite soft running trail, nature trails, and opportunities for cyclists to safely share roadways. Fitness classes and athletic opportunities are offered at all facilities. Additionally, the department partners with Living Well in Coppell to offer a variety of fitness screenings and opportunities to increase awareness and participation in health and wellness activities. “The mission of Coppell Community Experiences is to cultivate community by creating diverse opportunities to connect through shared experiences.” INTrOduCTION » 11 COPPELL 2040 VISION In addition to responding to Coppell Community Experiences overarching objectives and community feedback received during the planning process, the Community Experiences Master Plan also follows the goals and objectives set forth in the Coppell Vision 2040 Strategic Plan where applicable. 12 COMMUNITY EXPERIENCES MASTER PLAN The purpose of this Master Plan is to focus on documenting existing Community Experiences offerings, identify opportunities for expansion, and prepare an implementation timeline for ranked action plan programs for the city’s parks and recreational needs for the next five to ten year period. This master plan addresses the entire City of Coppell limits including existing, proposed, and future Parks and recreation opportunities. The planning team interacted with City Staff, community leaders, and citizen groups during the planning process to ensure the Master Plan is fulfilling expressed needs of Coppell’s community. In preparing this plan, some of the key objectives for future direction of the Coppell Community Experiences system included the following: 1. Document the current park system resources and identify any possible gaps in service. 2. Pursue a balanced representation of all citizens by utilizing a proven methodology for public engagement. 3. Consolidate community input into clear priorities, resulting in a well-defined plan for capital improvements. 4. Consider replanning and modernizing older parks and resources. 5. Consider future partnerships to provide new urban parks and pocket parks in densely populated areas. 6. Outline various projects for consideration within an Action Plan for the next 5 to 10 years. 7. Identify a range of funding sources and implementation strategies that might be used for annual improvements. To ensure these objectives were addressed, City Staff worked closely with the planning team through key steps of the planning process. They also helped facilitate communication between City Staff and public officials and served as a sounding board for the Action Plan initiatives within the plan. As a guideline document, this Master Plan will serve as strategic tool for fiscal planning and development of the Coppell park system and Community Experiences programming. Annual reviews of this plan will also allow City Staff and city leaders to address specific changes in priorities and/or special needs that may arise. The key is to maintain a commitment for developing a vibrant, balanced park system that serves Coppell today and for generations to come. PURPOSE OF THE MASTER PLAN INTrOduCTION » 13 NrPA’s Commission for Accreditation of Park and recreation Agencies (CAPrA) Standards for national accreditation provide an authoritative assessment tool for park and recreation organizations. Through a process of peer verification of compliance with these national standards, CAPrA accreditation assures policymakers, department staff, and the general public that an accredited park and recreation organization has the operational capacity to deliver programs, facilities, and services at a high level of quality. While accreditation standards effectively distinguish between organizations that should and should not be accredited, they are not a guarantee of quality, safety or ethical practice. (Source: NRPA) Part of the CAPrA accreditation requires city adoption and periodic review of a Parks and recreation System Master Plan that aligns with the city’s “Mission, Vision and Strategic Plan, that creates a basis for strategic investment in assets, property, facilities, and improvements.” (Source: NRPA 2024 CAPRA National Accreditation Standards) CAPRA ACCREDITATION REQUIREMENTS SUGGESTED EVIDENCE OF COMPLIANCE: Analysis of current conditions through Community Needs Assessment pg. 117 Community Inventory pg. 19 Level of Service Analysis pg. 69 Current Trends pg. 61 Narrative demonstrating how plan findings and recommendations are tied to Mission, Vision and Strategic Plan objectives to formulate a progression strategy from existing conditions to desired conditions. pg. 149 Include input, feedback, and describe processes used to reach and include members of the community, users and non-users, to attempt to achieve statistically valid results that can be applied community wide. pg. 141 As appropriate, historical and/or cultural aspects of the community. pg. 8 SCORING RUBRIC: does the agency have an updated up-to-date Parks and recreation System Master Plan that includes all required elements listed in the EOC? (Table at left) This master plan includes all current parks and facilities within Coppell’s Community Experiences system, including any proposed improvements or additions. Detailed narratives and graphics supporting suggested evidence can be found on the pages listed next to each requirement. Has the agency demonstrated that the Master Plan is a designed set of progressive steps that are in alignment with mission and strategic direction from the vision and strategic plan? This plan’s narrative supports and aligns with Coppell’s Mission and Strategic Objectives. Detailed information can be found on the previous pages in this section. Has the agency demonstrated that it engaged in a diverse, equitable, and inclusive community engagement and input collection process? Detailed narratives of the engagement process regarding the Master Plan can be found in the Needs Assessment and Priority Rankings Sections of this document. Included in the appendix is the citizen survey instrument and exhaustive survey results. Has the agency demonstrated that community input collected was used to inform planning objectives? Detailed narrative regarding how community and stakeholder input is synthesized can be found within the Priority Rankings Section of this document. 14 COMMUNITY EXPERIENCES MASTER PLAN The mission of Coppell Community Experiences is to cultivate community by creating diverse opportunities to connect through shared experiences. Though the City is only 14 square miles, our team takes pride creating unique experiences and a special look and feel in our parks and facilities. We maintain a small town feel in a large metro area, providing connectivity to nearby communities, while building close-knit relationships through nature and recreation. Managing 545 acres of city assets, the department is responsible for the upkeep of parks, nature preserves, the city cemetery, and all municipal grounds. This includes the operation of prominent facilities like The COrE, Wagon Wheel Tennis & Pickleball Center, the Coppell Senior and Community Center at Grapevine Springs, the Biodiversity Education Center, Cozby Library & Community Commons, rolling Oaks Memorial Center, and the Coppell Arts Center. Through strong citizen collaboration, the department has successfully implemented community initiatives such as three community gardens, a dog park, a healthy living campaign, and integrated public art into park spaces. Community Experiences vision to create a community connected through people, parks and programs aligns with the National recreation and Park Association’s (NrPA) philosophy of creating equitable, healthy and sustainable communities. The City of Coppell’s dedication to providing outstanding public service and building a strong, lifelong family community is reflected in its many recognitions from local and national agencies. Some of these recognitions include: COPPELL COMMUNITY EXPERIENCES’ ACCOMPLISHMENTS 2023 TEXAS RECREATION AND PARKS SOCIETY NORTH REGION’S PROMOTIONS AWARD - “FRIENDS” THEMED CAMPAIGN FOR DEPARTMENT REBRAND 2021 NATIONAL RECREATION AND PARK ASSOCIATION GOLD MEDAL WINNER 2019 NATIONAL RECREATION AND PARK ASSOCIATION GOLD MEDAL AWARD FINALIST 2020 NATIONAL RECREATION AND PARK ASSOCIATION GOLD MEDAL AWARD FINALIST ACCREDITED BY THE COMMISSION FOR ACCREDITATION OF PARK AND RECREATION AGENCIES KEEP COPPELL BEAUTIFUL - KEEP TEXAS BEAUTIFUL GOLD STAR AFFILIATE (3+ YEARS) 0202PLANNING PROCESS Throughout the master planning process, the dunaway team worked closely with city leaders, Coppell Community Experiences Staff, Parks and recreation Board, and Sports Council. Each of these groups provided significant input at key meetings that helped guide the process and gain consensus for the overall Master Plan. The Master Plan was prepared using a two-phase planning process. Phase I focused on the Inventory and Needs Assessment. Phase II involved recommendations, implementations, and preparation of the Master Plan document. An outline of the process is listed below and defined in detail within the next few pages. PHASE I: INVENTORY AND NEEDS ASSESSMENT data Collection & Base Mapping Inventory & Facility Analysis Population Analysis & demographic Trends Standards Analysis Benchmarking recreation Program Analysis demands Analysis & Needs Assessment PHASE 2: MASTER PLANNING Priority rankings Action Plan Implementation Plan Financial Assessment Preliminary Master Plan Final Master Plan 18 COMMUNITY EXPERIENCES MASTER PLAN 1 DATA COLLECTION & BASE MAPPING Coppell provided all available data in order to prepare a base map for existing department inventory. The base map illustrated information such as existing park sites, schools, city facilities, drainage corridors, streets, etc. 2 INVENTORY & FACILITY ANALYSIS Team members and City Staff performed a tour of the existing city parks and recreational facilities available throughout Coppell. Each park and facility was documented with its existing conditions and amenities. 3 POPULATION ANALYSIS & DEMOGRAPHIC TRENDS PrOS conducted an analysis with the latest update of demographic and population data from the u.S. Census Bureau and Environmental Systems research Institute, Inc. (ESrI). This included factors of population, race, housing, employment, income, and future growth. 4 STANDARDS ANALYSIS The Master Plan team utilized published recommendations by the National recreation and Park Association (NrPA), as well as local dFW guidelines, for evaluating existing and projected recommendations among both park acreages and facilities. 5 BENCH- MARKING PrOS and dunaway coordinated with City Staff to select comparable agencies in the dFW region and select nationwide cities with similar characteristics such as built-out communities, evolving demographics, and key urban spaces. 6 RECREATION PROGRAM ANALYSIS PrOS conducted a recreation program analysis based on current programs offered (age segment distribution, life cycle analysis, core programs, similar providers/ duplication, market position/methods, etc.). recommendations were provided for program enhancements that result in successful and innovative recreation programs. 7 DEMANDS ANALYSIS & NEEDS ASSESSMENT With National Service research leading the ef fort, a series of steps were utilized to determine the park and recreation needs of the community. This included focus groups, public open houses, and an online survey through the city’s website. From the feedback received, the team was able to quantify the specific needs or desires of the citizens. PHASE I: INVENTORY AND NEEDS ASSESSMENT PLANNING PrOCESS » 19 PHASE II: MASTER PLANNING 11 FINANCIAL ASSESSMENT PrOS performed an analysis of the Community Experiences financials with data collected for fiscal years 2021 through 2024. The analysis compared the current budget against the past budgets to define trends and opportunities for financial policies such as user fees, revenue generators, grants, funding, foundations, and other best practices. 12 PRELIMINARY MASTER PLAN A Preliminary Master Plan document was prepared outlining the entire process, findings, and recommendations. This included detailed exhibits and maps for the items recommended within the Action Plan. 13 FINAL MASTER PLAN The Final Master Plan document was accepted after revisions by the Parks and recreation Board. This task included final presentations to the Parks and recreation Board and City Council. 9 ACTION PLAN dunaway worked with Coppell Community Experiences staff to prepare specific recommendations in an Action Plan that outlines renovations and new development of parks and recreational facilities to meet current and future needs within the community. 8 PRIORITY RANKINGS A priority criteria system for ranking high, moderate, and lower priority needs was developed following the survey. From these criteria, a weighted priority ranking was established based upon input from the citizen survey, Parks and recreation Board, Community Experiences Staff, Sports Council, and the dunaway team. 10 IMPLEMENTATION PLAN An Implementation Plan was developed for potential projects within the Action Plan. This included funding recommendations that could be utilized over the next 10 years. 0303DEPARTMENT INVENTORY utilizing information provided by City Staff, a complete inventory of existing parks, facilities and open spaces was compiled. From this inventory, the dunaway team toured and photographed each park site and facility in Coppell. Acreage and amenity inventories for each of the city-owned parks were provided to dunaway. The following pages provide a summary inventory of the existing parks and facilities within the city including park location, size, and list of amenities per park. (See pg. 22 for the full department inventory map.) 22 COMMUNITY EXPERIENCES MASTER PLAN Allen Road Park The Duck Pond Park Magnolia Park Villawood Linear Park MacArthur Park Woodhurst Linear Park Grapevine Creek Park Natches Trace Riverchase Park Grapevine Springs Park Town Center Plaza Hunterwood Park Waggin' Tails Dog Park The Square at Old Town Helping Hands Community Garden Ground Delivery Community Garden Main Street Interactive Fountain Senior & Community Center at Grapevine Springs The CORE Rolling Oaks Memorial Center Old Town Community Garden Andrew Brown East Andrew Brown Central Thweatt Park Coppell Nature Park Denton Creek Park Moore Road Park Andrew Brown West Wagon Wheel Tennis and Pickleball Center Coppell Arts Center Cozby Library and Community Commons Wagon Wheel Park Biodiversity Education Center RO YALLN BELT LINE RDFREE P O R T P K WYDENTONTAP RDSANDY LAKE RD PARKWAYB L VDCOPPELLRD MACARTHUR BLV D BE THEL RD s 121 North Lake CollegeNorth Campus CottonwoodCreekElementary WilsonElementary CoppellMiddleSchool West CoppellHigh School Pinkerton Elementary CoppellMiddle School North Denton Creek Elementary Town CenterElementary Coppell ClassicalAcademy New TechHigh Schoolat Coppell CoppellMiddleSchool East AustinElementary LakesideElementary Mockingbird Elementary UniversalAcademy RiverchaseElementary 0 2,750 FT LEGEND City Limits Building Footprints School Highway Major Roadways Minor Roadways Trails Parks Lake / Pond River / Stream 100-Yr Flood Zone 2020 Residential Zoning COPPELL PARKS & TRAILS MAP dEPArTMENT INVENTOrY » 23 Allen Road Park The Duck Pond Park Magnolia Park Villawood Linear Park MacArthur Park Woodhurst Linear Park Grapevine Creek Park Natches Trace Riverchase Park Grapevine Springs Park Town Center Plaza Hunterwood Park Waggin' Tails Dog Park The Square at Old Town Helping Hands Community Garden Ground Delivery Community Garden Main Street Interactive Fountain Senior & Community Center at Grapevine Springs The CORE Rolling Oaks Memorial Center Old Town Community Garden Andrew Brown East Andrew Brown Central Thweatt Park Coppell Nature Park Denton Creek Park Moore Road Park Andrew Brown West Wagon Wheel Tennis and Pickleball Center Coppell Arts Center Cozby Library and Community Commons Wagon Wheel Park Biodiversity Education Center RO YALLN BELT LINE RDFREE P O R T P K WYDENTONTAP RDSANDY LAKE RD PARKWAYB L VDCOPPELLRD MACARTHUR BLV D BETHELRD s 121 North Lake CollegeNorth Campus CottonwoodCreekElementary WilsonElementary CoppellMiddleSchool West CoppellHigh School Pinkerton Elementary CoppellMiddle School North Denton Creek Elementary Town CenterElementary Coppell ClassicalAcademy New TechHigh Schoolat Coppell CoppellMiddleSchool East AustinElementary LakesideElementary Mockingbird Elementary UniversalAcademy RiverchaseElementary 0 2,750 FT LEGEND City Limits Building Footprints School Highway Major Roadways Minor Roadways Trails Parks Lake / Pond River / Stream 100-Yr Flood Zone 2020 Residential Zoning 24 COMMUNITY EXPERIENCES MASTER PLAN Address: 400 N MacArthur Blvd Acres: 5.5 Classification: Neighborhood Amenities: Benches Fishing Grills Signage Pavilion Picnic Tables Playground Pond Trails (.11 Miles) ALLEN ROAD PARK dEPArTMENT INVENTOrY » 25 Address: 364 N denton Tap rd Acres: 8 Classification: Community Amenities: Baseball/Softball Fields Bleachers Historical Marker Multipurpose Field Parking restrooms Signage Trails (.47 Miles) ANDREW BROWN CENTRAL 26 COMMUNITY EXPERIENCES MASTER PLAN Address: 260 E Parkway Blvd Acres: 118 Classification: Community Amenities: Benches Bocceball Court disc Golf (18 Holes) Fishing dock Parking Pavilions Picnic Tables Playground Pond Public Art restrooms Signage Trails (1.7 Miles) Sand Volleyball Courts ANDREW BROWN EAST dEPArTMENT INVENTOrY » 27 Address: 363 N denton Tap rd Acres: 52 Classification: Community Amenities: ANDREW BROWN WEST Basketball Courts Benches Bleachers Concessions Parking Pavilions Picnic Tables Playground restrooms Signage Soccer Fields Softball Fields Trails (3.41 Miles) Sand Volleyball Courts 28 COMMUNITY EXPERIENCES MASTER PLAN Address: 367 Freeport Pkwy Acres: 3.5 Classification: Facility Amenities: Benches Nature Area Outdoor Classroom Parking Picnic Tables Nature Explorer Playground Signage BIODIVERSITY EDUCATION CENTER dEPArTMENT INVENTOrY » 29 Address: 367 Freeport Pkwy Acres: 70.5 Classification: Special use Amenities: Benches Nature Area Outdoor Classroom Parking Picnic Tables Signage Trails (3 Miles) COPPELL NATURE PARK 30 COMMUNITY EXPERIENCES MASTER PLAN Address: 505 Travis St Acres: 3.5 Classification: Facility Amenities: The Grove Performance Plaza & Gathering Space The Lobby Gallery Main Hall Theatre Wheelice Wilson Jr, Theatre reception Hall Vari Studio Workspace Parking COPPELL ARTS CENTER dEPArTMENT INVENTOrY » 31 Address: 177 N Heartz rd Acres: 2.5 Classification: Facility Amenities: Business Center Computer Stations & Printing Conference room digital Library Meeting room AB Meeting room B Monthly Events research resources restrooms COZBY LIBRARY & COMMUNITY COMMONS 32 COMMUNITY EXPERIENCES MASTER PLAN Address: W denton Creek Acres: 52 Classification: undeveloped Amenities: Benches Pond Stream Trails (2 Miles) DENTON CREEK PARK dEPArTMENT INVENTOrY » 33 Address: 600 Moore rd Acres: 33.1 Classification: undeveloped Amenities: Stream GRAPEVINE CREEK PARK 34 COMMUNITY EXPERIENCES MASTER PLAN Address: 700 S Park rd Acres: 23 Classification: Community Amenities: Picnic Tables Historical Marker Stream Trails (.62 Miles) GRAPEVINE SPRINGS PARK dEPArTMENT INVENTOrY » 35 Address: 450 S denton Tap rd Acres: 1 Classification: Special use Amenities: Compost Bins Garden Plots Parking GROUND DELIVERY COMMUNITY GARDEN 36 COMMUNITY EXPERIENCES MASTER PLAN Address: 255 E Parkway Blvd Acres: 0.5 Classification: Special use Amenities: Compost Bins Garden Plots Parking HELPING HANDS COMMUNITY GARDEN dEPArTMENT INVENTOrY » 37 Address: 700 S Coppell rd Acres: 0.7 Classification: Special use Amenities: Coppell Historical Museum Benches Historical Markers Signage Parking HERITAGE PARK 38 COMMUNITY EXPERIENCES MASTER PLAN Address: 553 Anderson Ave Acres: 7.7 Classification: Neighborhood Amenities: Benches Grills Signage Picnic Tables Playground Stream Trails (.53 Miles) HUNTERWOOD PARK dEPArTMENT INVENTOrY » 39 Address: 400 S MacArthur Blvd Acres: 17 Classification: Community Amenities: Baseball Fields Batting Cages Bleachers Concessions Signage Parking Picnic Tables Playground restrooms Multipurpose Field Trails (.46 Miles) MACARTHUR PARK 40 COMMUNITY EXPERIENCES MASTER PLAN Address: 600 Levee Place Acres: 27 Classification: Community Amenities: Benches Fishing Playground Trails (.4 Miles) Ponds MAGNOLIA PARK dEPArTMENT INVENTOrY » 41 Address: 768 W Main St Acres: 0.1 Classification: Special use Amenities: Interactive Fountain Parking MAIN STREET INTERACTIVE FOUNTAIN 42 COMMUNITY EXPERIENCES MASTER PLAN Address: 600 N Moore rd Acres: 30 Classification: Community Amenities: Baseball Fields Batting Cages Benches Bleachers disc Golf (18 Holes) Fishing Parking Pond Signage Softball Field Trails (1.48 Miles) MOORE ROAD PARK dEPArTMENT INVENTOrY » 43 NATCHES TRACE Address: 211 Vista ridge Blvd Acres: 45.3 Classification: Linear Amenities: Fishing Signage Stream Trails (1.53 Miles) 44 COMMUNITY EXPERIENCES MASTER PLAN Address: 345 W Bethel rd Acres: 0.8 Classification: Special use Amenities: Benches Garden Plots Greenhouse raised Beds Parking OLD TOWN GARDEN dEPArTMENT INVENTOrY » 45 Address: 1401 Glade Point dr Acres: 0.5 Classification: Pocket Park Amenities: Benches Playground Signage RIVERCHASE PARK 46 COMMUNITY EXPERIENCES MASTER PLAN Address: 400 S Freeport Pkwy Acres: 38.6 Classification: Special use Amenities: Facility Angel of Hope Statue Burial Gardens Butterfly Garden Columbarium Crematorium Cremation Benches On-Site Funeral Home Parking Pavilions Pond ROLLING OAKS MEMORIAL CENTER dEPArTMENT INVENTOrY » 47 Address: 345 W Bethel rd Acres: 5.7 Classification: Facility - 13,560 SF Amenities: Classrooms Fitness Center Signage Parking rental room Veranda Trails (.43) SENIOR & COMMUNITY CENTER AT GRAPEVINE SPRINGS 48 COMMUNITY EXPERIENCES MASTER PLAN Address: 234 E Parkway Blvd Acres: 6 Classification: Facility - 53,000 SF Amenities: Benches Classrooms Fitness Center Gymnasium Indoor Aquatic Center Indoor Walking Track Locker rooms Outdoor Pools Parking Snack Shack THE CORE dEPArTMENT INVENTOrY » 49 Address: 400 E Bethel School rd Acres: 5 Classification: Neighborhood Amenities: Benches Fishing Parking Picnic Tables Playground Pond Signage Trails THE DUCK POND PARK 50 COMMUNITY EXPERIENCES MASTER PLAN Address: 768 W Main St Acres: 2.2 Classification: Special use Amenities: Benches Parking Pavilion Playground Public Art restrooms Signage THE SQUARE AT OLD TOWN dEPArTMENT INVENTOrY » 51 Address: 101 N Coppell rd Acres: 5 Classification: Neighborhood Amenities: Benches Fishing Pond Signage Trails (.15 Miles) THWEATT PARK 52 COMMUNITY EXPERIENCES MASTER PLAN Address: 255 E Parkway Blvd Acres: 4.7 Classification: Neighborhood Amenities: Benches Memorial Signage Obelisk Parking Pavilion Picnic Tables Trails (.85 Miles) Storybook Walk TOWN CENTER PLAZA dEPArTMENT INVENTOrY » 53 Address: 575 Villawood dr Acres: 3.3 Classification: undeveloped VILLAWOOD LINEAR PARK 54 COMMUNITY EXPERIENCES MASTER PLAN Address: 400 S MacArthur Blvd Acres: 1.9 Classification: Special use Amenities: Benches Parking Picnic Tables Signage WAGGIN’ TAILS DOG PARK dEPArTMENT INVENTOrY » 55 Address: 345 Freeport Pkwy Acres: 68.7 Classification: Metropolitan Amenities: Baseball Fields Batting Cages Benches Concessions Cricket Pitch Parking Pavilions restrooms Signage Soccer Fields WAGON WHEEL PARK 56 COMMUNITY EXPERIENCES MASTER PLAN Address: 950 Creekview dr Acres: 7.3 Classification: Special use Amenities: Parking Pavilion Pickleball Courts Tennis Courts Pro Shop WAGON WHEEL TENNIS & PICKLEBALL CENTER dEPArTMENT INVENTOrY » 57 WOODHURST LINEAR PARK Address: 402 Woodhurst dr Acres: 3.9 Classification: undeveloped 58 COMMUNITY EXPERIENCES MASTER PLAN PARK NAME ADDRESS CLASSIFICATIONACRES (GIS)BASEBALL FIELDSBASKETBALLCRICKET PITCHCOMMUNITY GARDENDISC GOLF (HOLES)FACILITY (SF)FISHINGPARKINGPLAYGROUNDPICKLEBALL COURTSPOND OR STREAMRESTROOMSSOCCER FIELDSOFTBALL FIELDSPLASHPADSWIMMING POOLTENNIS COURTSTRAIL (MILES)VOLLEYBALL COURTSAllen road Park 400 N MacArthur Blvd N 5.5*Y Y 1 0.11 Andrew Brown Central 364 N denton Tap rd C 8*2 Y Y 0.47 Andrew Brown East 260 E Parkway Blvd C 118*Y Y Y 2 Y 1.7 2 Andrew Brown West 363 N denton Tap rd C 52*2 Y Y Y 8 4 3.41 2 Coppell Nature Park 367 Freeport Pkwy S 70.5**Y 1 Y 3.00 denton Creek Park W denton Creek u 52*1 2.00 Grapevine Creek Park 600 Moore rd u 33.1* Grapevine Springs Park 700 S Park rd C 23*1 0.62 Ground delivery Community Garden 450 S denton Tap rd S 1 Y Y Helping Hands Community Garden 255 E Parkway Blvd S .5 Y Y Heritage Park 700 S Coppell rd S .7 Y Hunterwood Park 553 Anderson Ave N 7.7*Y 1 0.53 MacArthur Park 400 S MacArthur Blvd C 17*7 Y Y Y 1 2 0.46 Magnolia Park 600 Levee Place C 27*Y Y 2 0.4 Main Street Interactive Fountain 768 W Main St S .1 Y 1 Moore road Park 600 N Moore rd C 30*1 18 Y Y 1 1 1.48 Natches Trace 211 Vista ridge Blvd L 45.3 1.53 Old Town Community Garden 345 W Bethel rd S .8 Y Y riverchase Park 1401 Glade Point dr P .5*Y The duck Pond Park 400 E Bethel School rd N 5*Y Y Y 1 0.14 The Square at Old Town Coppell 768 W Main St S 2.2 Y Y Y 0.36 Thweatt Park 101 N Coppell rd N 5*Y 1 0.15 Town Center Plaza 255 E Parkway Blvd N 4.7 Y Y 0.85 Villawood Linear Park 575 Villawood dr u 3.3* Waggin’ Tails dog Park 400 S MacArthur Blvd S 1.9*Y Wagon Wheel Park 345 Freeport Pkwy M 153*8 1 Y Y 10 Woodhurst Linear Park 402 Woodhurst dr u 3.9*Y FACILITY NAME ADDRESS Biodiversity Education Center 367 Freeport Pkwy F 3.5**3,592 Y Y 1 Y Coppell Arts Center 505 Travis St F 3.5 33,000 Y Cozby Library & Community Commons 177 N Heartz rd F 2.5 32,270 Y Senior & Community Center at Grapevine Springs 345 W Bethel rd F 5.7 13,560 Y Y 0.43 rolling Oaks Memorial Center 400 S Freeport Pkwy S 38.6 12,000 Y 1 Y The COrE 234 E Parkway Blvd F 6 53,000 Y Y 4 0.09 Wagon Wheel Tennis & Pickleball Center 950 Creekview dr F 7.3**Y 18 Y 10 TOTAL:545 18 2 1 4 18 6 20 11 18 14 14 19 7 1 4 10 17.73 4 Classification Key: F= Facility, S = Special Use, P = Pocket Park, N = Neighborhood Park, C = Community Park, M = Metropolitan Park, L = Linear Park, U = Undeveloped Park dEPArTMENT INVENTOrY » 59 PARK NAMEADDRESSCLASSIFICATIONACRES (GIS)BASEBALL FIELDSBASKETBALLCRICKET PITCHCOMMUNITY GARDENDISC GOLF (HOLES)FACILITY (SF)FISHINGPARKINGPLAYGROUNDPICKLEBALL COURTSPOND OR STREAMRESTROOMSSOCCER FIELDSOFTBALL FIELDSPLASHPADSWIMMING POOLTENNIS COURTSTRAIL (MILES)VOLLEYBALL COURTSAllen road Park400 N MacArthur Blvd N5.5*Y Y 1 0.11 Andrew Brown Central364 N denton Tap rd C8*2 Y Y 0.47 Andrew Brown East260 E Parkway Blvd C118*Y Y Y 2 Y 1.7 2 Andrew Brown West363 N denton Tap rd C52*2 Y Y Y 8 4 3.41 2 Coppell Nature Park367 Freeport Pkwy S70.5**Y 1 Y 3.00 denton Creek ParkW denton Creeku52*1 2.00 Grapevine Creek Park600 Moore rdu33.1* Grapevine Springs Park700 S Park rdC23*1 0.62 Ground delivery Community Garden450 S denton Tap rd S 1Y Y Helping Hands Community Garden255 E Parkway Blvd S.5Y Y Heritage Park700 S Coppell rdS.7 Y Hunterwood Park553 Anderson AveN7.7*Y 1 0.53 MacArthur Park400 S MacArthur Blvd C17*7 Y Y Y 1 2 0.46 Magnolia Park600 Levee PlaceC27*Y Y 2 0.4 Main Street Interactive Fountain768 W Main StS.1 Y 1 Moore road Park600 N Moore rdC30*118 Y Y 1 1 1.48 Natches Trace211 Vista ridge Blvd L45.3 1.53 Old Town Community Garden345 W Bethel rdS.8Y Y riverchase Park1401 Glade Point dr P.5*Y The duck Pond Park400 E Bethel School rd N5*Y Y Y 1 0.14 The Square at Old Town Coppell768 W Main StS2.2 Y Y Y 0.36 Thweatt Park101 N Coppell rdN5*Y 1 0.15 Town Center Plaza255 E Parkway Blvd N4.7Y Y 0.85 Villawood Linear Park575 Villawood dru3.3* Waggin’ Tails dog Park400 S MacArthur Blvd S1.9*Y Wagon Wheel Park345 Freeport Pkwy M153*81 Y Y 10 Woodhurst Linear Park402 Woodhurst dru3.9*Y FACILITY NAMEADDRESS Biodiversity Education Center367 Freeport Pkwy F3.5**3,592 Y Y 1 Y Coppell Arts Center505 Travis StF3.5 33,000 Y Cozby Library & Community Commons 177 N Heartz rdF2.5 32,270 Y Senior & Community Center at Grapevine Springs345 W Bethel rdF5.7 13,560 Y Y 0.43 rolling Oaks Memorial Center400 S Freeport Pkwy S38.6 12,000 Y 1 Y The COrE234 E Parkway Blvd F 6 53,000 Y Y 4 0.09 Wagon Wheel Tennis & Pickleball Center 950 Creekview drF7.3**Y 18 Y 10 TOTAL:545182 1 418 6 20 11 18 14 14 19 7 1 4 10 17.73 4 Classification Key: F= Facility, S = Special Use, P = Pocket Park, N = Neighborhood Park, C = Community Park, M = Metropolitan Park, L = Linear Park, U = Undeveloped Park *Park and Facility Acreages included in the overall inventory total for Coppell Community Experiences Managed acreage. **Acreages included in the Wagon Wheel Park Total Acreage. 0404 The population of a community can be evaluated in a variety of ways for purposes of park planning, both physically and financially. The offering of public facilities is based in part on the consumption characteristics of the residents. The location, size, and amenities of parks should be based on the density and distribution of the population as recipients of these services. In order to assist in forecasting the future park and recreation needs throughout Coppell, this section provides information on some particular characteristics over the past fourteen years and for the projected future. POPULATION & DEMOGRAPHICS 62 COMMUNITY EXPERIENCES MASTER PLAN INTRODUCTION A key component of the Community Experiences Master Plan is a demographics and recreation Trends Analysis. The purpose of this analysis is to provide Coppell Community Experiences (“department”) insight into the makeup of the population they serve and identify market trends in recreation. The report also helps to quantify the market in and around the City of Coppell, Texas (“city”) and assists in providing a better understanding of the types of parks, facilities, and services used to satisfy the needs of residents. DEMOGRAPHIC ANALYSIS This analysis is two-fold; it aims to identify the who and the what. First, it assesses the demographic characteristics and population projections of Coppell residents to understand who the department serves. Second, recreational trends are examined on a national and local level to understand what the population may want to do. Findings from this analysis establish a fundamental understanding that provides a basis for prioritizing the community need for parks, trails, facilities, and recreation programs. The demographic Analysis describes the population in Coppell. This assessment is reflective of the city’s total population and its key characteristics such as age, race, and income levels. It is important to note that future projections are based on historical patterns and unforeseen circumstances during or after the time of the analysis could have a significant bearing on the validity of projected figures. demographic data used for the analysis was obtained from u.S. Census Bureau and from Environmental Systems research Institute, Inc. (ESrI), the largest research and development organization dedicated to Geographical Information Systems (GIS) and specializing in population projections and market trends. All data was acquired in June 2023 and reflects actual numbers as reported in the 2020 Census. ESrI then estimates the current population (2023) as well as a 5-year projection (2028). PrOS then utilized straight line linear regression to forecast demographic characteristics for 10 and 15-year projections (2033 and 2038). Please note: Some data has yet to be released from the 2020 Census, resulting in certain analyses utilizing 2010 Census data instead (e.g., age segmentation). POPULATION & DEMOGRAPHICS POPULATION 2023 Population: 42,026 Projected Growth rate (2023-2038): 0.35% Total Households: 14,703 AGE Median Age: 39.1 Large Age Segment: 35-54 Continued growth of 55+ population through 2038. RACE AND ETHNICITY 49% White Alone 28% Asian Alone 15% Hispanic/Latino INCOME Median Household: $131,665 Per Capita: $63,775 Continued economic growth through 2038. POPuLATION & dEMOGrAPHICS » 63 38,419 42,983 42,026 41,138 43,345 44,209 1.19% -0.74%-0.42% 1.07% 0.40% 35,000 36,000 37,000 38,000 39,000 40,000 41,000 42,000 43,000 44,000 45,000 2010 Census 2020 Census 2023 Estimate 2028 Projection 2033 Projection 2038 Projection POPULATION Total Population Population Annual Growth Rate 38,419 42,983 42,026 41,138 43,345 44,209 1.19% -0.74%-0.42% 1.07% 0.40% 35,000 36,000 37,000 38,000 39,000 40,000 41,000 42,000 43,000 44,000 45,000 2010 Census 2020 Census 2023 Estimate 2028 Projection 2033 Projection 2038 Projection POPULATION Total Population Population Annual Growth Rate 13,773 15,009 14,703 14,403 14,998 15,205 0.90% -1.02% -0.41% 0.83% 0.28 13,000 13,500 14,000 14,500 15,000 15,500 2010 Census 2020 Census 2023 Estimate 2028 Projection 2033 Projection 2038 Projection HOUSEHOLDS Number of Households Households Annual Growth Rate 13,773 15,009 14,703 14,403 14,998 15,205 0.90% -1.02% -0.41% 0.83% 0.28 13,000 13,500 14,000 14,500 15,000 15,500 2010 Census 2020 Census 2023 Estimate 2028 Projection 2033 Projection 2038 Projection HOUSEHOLDS Number of Households Households Annual Growth Rate POPULATION Coppell has a relatively static population that ranges from moderate increases to light yearly decreases; in fact, the population has fluctuated from 38,419 in 2010 to an estimated 42,026 in 2023. Coppell’s population is expected to continue to grow slightly in the following 15 years, where it is projected to reach 44,209 residents by 2038. The total number of households has also experienced many ups and downs, only increasing from 13,773 in 2010 to an estimated 14,703 in 2023. By 2038, it is estimated that there will be 15,205 total households within Coppell, which is likely to steadily continue growing. TOTAL POPULATION AND ANNUAL GROWTH RATE: TOTAL HOUSEHOLDS AND ANNUAL GROWTH RATE: 64 COMMUNITY EXPERIENCES MASTER PLAN AGE ASSESSMENT The largest age segments of Coppell’s current population are 35-54 (27%), 18-34 (22%), and 55-64 (16%), comprising a relatively middle-aged city population. Within the community, there is an aging trend with people between the ages of 35-54, decreasing from making up 38% of the population in 2010 to making up 21% of the population by 2038; as the population projects to slightly age over time, younger populations will thus decrease in exchange for an increase in middle age and elderly populations. The median age has risen from 37.3 in 2010 to 39.1 in 2023 and is projected to continue increasing slightly in the coming years. Therefore, the amenities updated and developed for Coppell should likely be designed to be appealing for an increasing elderly demographic, while also remaining accessible for people of all ages. RACE Analyzing race, Coppell’s current population makeup is majority ‘White Alone’, with the 2023 estimate showing 49% of the population falling into the White Alone category, along with ‘Asian Alone’ (28%), and ‘Two or More races’ (12%), representing the second and third largest categories. Predictions for 2028 and beyond expect the population to shift, with a major decrease in the White Alone population, and minor increases to most other race categories. Within this change, the ‘Asian Alone’ category will increase the most from 28% to 41%, becoming the largest race segment by 2038. ETHNICITY Coppell’s population was also assessed based on Hispanic/Latino ethnicity, which by the Census Bureau definition is viewed independently from race. It is important to note that individuals who are Hispanic/Latino in ethnicity can also identify with any racial categories identified above. Based on the current 2023 estimate, people of Hispanic/Latino origin represent 15% of Coppell’s population, which is slightly below the national average (19% Hispanic/Latino) and state of Texas average (22% Hispanic/Latino). The city’s Hispanic/Latino population has experienced a minor increase over time and is expected to continue growing slightly to 18% of Coppell’s total population by 2038. POPuLATION & dEMOGrAPHICS » 65 00--1122 33%%1133--1177 88%% 1188--3344 1177%% 3355--5544 2277%% 5555--6644 2222%% 6655--7744 77%% 7755++ 1166%% POPULATION BY AGE 0-12 13-17 18-34 35-54 55-64 65-74 75+ POPULATION BY AGE SEGMENTS: POPULATION BY RACE: 66 COMMUNITY EXPERIENCES MASTER PLAN INCOME CHARACTERISTICS When analyzing income, the per capita income is that earned by an individual while the median household income is based on the total income of everyone over the age of sixteen living within the same household. Coppell’s per capita income ($63,775) and median household income ($131,665) are both well above the state of Texas averages ($38,123 and $72,284) and national averages ($41,804 and $74,755). Coppell projects to increase in both median household and per capita income, where the averages are expected to increase to $85,159 and $188,734 respectively by 2038. These significant income projections should be taken into consideration when the department is pricing out programs, calculating cost recovery goals, or planning out amenities for potential parks and facilities. $63,775 $70,903 $78,031 $85,159 $131,665 $150,688 $169,711 $188,734 $0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 $160,000 $180,000 $200,000 2023 Estimate 2028 Projection 2033 Projection 2038 Projection INCOME CHARACTERISTICS Per Capita Income Median Household Income $63,775 $70,903 $78,031 $85,159 $131,665 $150,688 $169,711 $188,734 $0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 $160,000 $180,000 $200,000 2023 Estimate 2028 Projection 2033 Projection 2038 Projection INCOME CHARACTERISTICS Per Capita Income Median Household Income $63,775 $38,123 $41,804 $131,665 $72,284 $74,755 $0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 City of Coppell Texas United States of America COMPARATIVE INCOME Per Capita Income Median Household Income $63,775 $38,123 $41,804 $131,665 $72,284 $74,755 $0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 City of Coppell Texas U.S.A COMPARATIVE INCOME Per Capita Income Median Household Income POPuLATION & dEMOGrAPHICS » 67 DEMOGRAPHIC IMPLICATIONS While it is important not to generalize recreation needs and priorities based solely on demographics, the analysis suggests some potential implications for Coppell, Texas: 1. Coppell’s aging population trends may indicate a need to identify and understand the interests of all ages, especially middle-aged and elderly populations. Adding more recreational activities for the active adult population, such as exercise classes or recreational leagues, may prove to be beneficial in keeping many populations active. In addition to adults, the increasing percentage of children under the age of 13 may also give the city a better idea of what offerings may serve the community best. 2. Coppell’s above average household income characteristics suggest potential disposable income at the individual and family level. The depar tment should be mindful of this when pricing out programs and events and considering amenities, while staying aware of the projected upward income trend that they can expect over the next decade. 3. In comparison to the united States average (0.61%), Coppell had a low annual growth rate from 2020 to 2023, dipping down from previous years (-0.74%). However, the annual growth rate is projected to increase to 0.35% from 2023 to 2038, showing a continuation of the steady growth the community has seen in the past decade. This population growth should be considered and accounted for when planning new amenities and offerings for the community, as well as the maintenance and upkeep of current offerings. 4. Finally, Coppell should ensure its diversifying population is reflected in its offerings, marketing/communications, and public outreach. With increasing diversity in both race and age, Coppell should remain prepared to change its offerings over time. 0505 When the dunaway team evaluated the current inventory of parks and facilities in Coppell, it was important to understand the range of parks, recreation facilities, and other open space areas utilized for recreational activities. A key part of this evaluation was assessing needs of the present population as well as considering future growth. This Master Plan includes a selection of Traditional Level of Service (LOS) standards established by the National recreation and Park Association (NrPA), especially applicable to growing communities like Coppell. The NrPA LOS standards have been the most widely accepted and used standards for decades. This section includes a comparison of Coppell’s current system to NrPA LOS standards based upon park acreage per population, as well as recreational facilities per population. STANDARDS 70 COMMUNITY EXPERIENCES MASTER PLAN The most common LOS standards for park planning, as recognized by park and recreational professionals, are the published standards by the NrPA. A s acknowledged in their publications, the NrPA recognizes the importance of establishing and using park and recreation standards as: The purpose of the NrPA LOS standards is to present park and recreation space guidelines that are applicable for planning, acquisition, and development of parks systems. These standards should be viewed as a guide by those municipalities that use them. The standards are to be coupled with the expertise of park planners when evaluating a community to which they are applied. Variations in the standards can also be established to reflect the unique social and geographical conditions of the community. CRITERIA FOR STANDARDS A national expression of minimum acceptable facilities for the citizens of urban and rural communities. A guideline to determine land requirements for various kinds of park and recreation areas and facilities. A basis for relating recreation needs to spatial analysis within a community wide system of parks and open spaces. One of the major structuring elements that can be used to guide and assist regional development. A means to justify the need for parks and open space within the overall land use pattern of a region or community. STANdArdS » 71 PARK CLASSIFICATION SYSTEM As the team evaluated the Coppell park system, they slightly revised the classification of each park by type, size, service area, and acres per 1,000 population. The following seven (7) NrPA classifications for parks were used for this Master Plan: Pocket Park (Mini Park) is used to address limited, isolated or unique recreational needs of concentrated populations. Typically 1/4 mile distance away, the size of a Pocket Park ranges between 2,500 square feet and 1 acre in size. These parks may be either active or passive, but speak to a specific recreational need rather than a particular density. NrPA standards for these parks are .25 to .50 acres per 1,000 population. Neighborhood Parks serve a variety of age groups within a limited area or “neighborhood”. They range in size from 1-15 acres and generally serve residents within a 1/4 to 1/2 mile radius. The neighborhood park is an area for active recreation such as field games, court games, playgrounds, picnicking, etc. Facilities are generally unlighted and there is limited parking, if any, on site. NrPA standards for these parks are 1 to 2 acres per 1,000 population. Community Parks are larger than neighborhood parks and serve several neighborhoods. They range in size from 16-99 acres and serve the entire city. The community park may be a natural area or developed area for a variety of outdoor recreation such as ballfields, playgrounds, boating, fishing, swimming, camping, picnicking, and trail systems. NrPA standards for these parks are 5 to 8 acres per 1,000 population. Metropolitan Parks are large park facilities that serve multiple surrounding communities. They range in size from 100-499 acres and serve the entire city. The metropolitan park is a natural area or developed area for a variety of outdoor recreation such as ballfields, playgrounds, boating, fishing, swimming, camping, picnicking, and trail systems. NrPA standards for these parks are 5 to 10 acres per 1,000 population Regional Parks are very large multi-use parks that serve several communities within a particular region. They range in size from 500 acres and above and serve those areas within a one hour driving distance. The regional park provides both active and passive recreation, with a wide selection of facilities for all age groups. They may also include areas of nature preservation for activities such as sight-seeing, nature study area, wildlife habitat, and conservation areas. NrPA standards for regional parks vary due to the specific site and natural resources. Special Use Areas and parks are for specialized or single purpose recreation activities. NrPA defines these areas such as historical areas, nature centers, marinas, zoos, conservatories, arboretums, arenas, amphitheaters, plazas or community squares. There are no specific standards for size or acreage since each community will vary. Linear Parks are built connections or natural corridors that link parks together. Typically, the linear park is developed for one or more modes or recreational travel such as walking, jogging, biking, in-line skating, hiking, horseback riding, and canoeing. NrPA does not have any specific standards for linear parks other than they should be sufficient to protect the resources and provide maximum usage. 72 COMMUNITY EXPERIENCES MASTER PLAN NRPA PARK ACREAGE GUIDELINES Type Size/Acres Service Area* Acres per 1,000 Population Pocket Park 2500 S.F. - 1 Acre Less Than 1/4 Mile Distance in Residential Setting .25 - .5 Ac/1,000 Neighborhood Park 1–15 Acres Neighborhood 1/4 to 1/2 Mile Radius 1–2 Ac/1,000 Community Park 16–99 Acres Several Neighborhoods 5–8 ac/1,000 Metropolitan Park 100–499 Acres Several Communities Within 1 Hour Driving 5-10 ac/1,000 Regional Park 500+ Acres Several Communities Within 1 Hour Driving Varies Special Use Areas Varies Depending on Desired Size No Applicable Standard Varies Linear Park Sufficient Width to Protect the Resource and Provide Maximum Usage No Applicable Standard Varies Total 11.25–20.5Ac/1,000 Population * The graphic on pg. 78 illustrates the service areas of each park facility in Coppell’s existing system. STANdArdS » 73 Classification Existing Acreage NRPA Guidelines for 2023 Population of 42,026 Difference Between NRPA Guidelines and Existing Coppell Parks Range Range Pocket Park .05 10.51 - 21.01 10.00 - 20.51 Neighborhood Park 27.9 42.03 - 84.05 14.13 - 56.15 Community Park 275 210.13 - 336.21 (64.87) - 61.21 Metropolitan 153 210.13 - 420.26 57.13 - 267.26 Special Use Park 123.69 n/a n/a Greenbelt/Linear Parks 45.3 n/a n/a Undeveloped 92.3 n/a n/a Total:545 472.79 - 861.53 72.21 - (316.53) Classification Existing Acreage NRPA Guidelines for 2033 Population of 43,345 Difference Between NRPA Guidelines and Existing Coppell Parks Range Range Pocket Park .05 10.84 - 21.67 10.34 - 21.17 Neighborhood Park 27.9 43.35 - 86.69 15.45 - 58.79 Community Park 275 216.73 - 346.76 (58.28) - 71.76 Metropolitan 153 216.73 - 433.45 63.73 - 280.45 Special Use Park 123.69 n/a n/a Greenbelt/Linear Parks 45.3 n/a n/a Undeveloped 92.3 n/a n/a Total:545 487.63 - 888.57 57.37 - (343.57) NRPA PARK ACREAGE GUIDELINES COMPARED TO CURRENT POPULATION NRPA PARK ACREAGE GUIDELINES COMPARED TO FUTURE POPULATION (2033) 74 COMMUNITY EXPERIENCES MASTER PLAN Activity/ Facility Recommended Guidelines: Facilities Per Population Existing Facilities in Coppell Recommended Guidelines: Facilities for 2023 Population of 42,026 Recommended Guidelines: Facilities for Projected 2033 Population of 43,345 Baseball Fields 1 per 4,000 1 18 10 10 Basketball Courts (Outdoor) 1 per 5,000 2 2 8 8 Football Fields 1 per 20,000 2 0 2 2 Pavilion/Picnic Shelter 1 per 3,000 1 8 14 14 Picnic Tables 1 per 300 2 67 140 147 Playgrounds 1 area per 1,000 2 10 42 44 Soccer Fields (League)1 per 4,000 1 18 10 11 Softball Fields 1 per 4,000 1 4 10 11 Swimming Pool (Outdoor)1 per 20,000 2 3 2 2 Tennis Courts 1 court per 2,000 2 10 21 21 Pickleball Courts 1 court per 7,7373 18 5 6 Trails 1 mile per 4,000 2 20.33 10 11 Volleyball Courts (Outdoor)1 per 5,0002 4 8 8 1 Dunaway recommendation for high use by Youth Sports. 2 Facility guidelines from NRPA guidelines as well as DFW area standards. 3 Facility recommendation adapted from NRPA 2024 Agency Performance Review for jurisdictions with populations between 20,000 and 49,999. FACILITY DEVELOPMENT STANDARDS APPLIED TO COPPELL STANdArdS » 75 10-MINUTE WALK TO A PARK In addition to distributing park service areas according to the NrPA standards described above, Coppell leaders may choose to utilize a nationwide movement led by NrPA, urban Land Institute (uLI), and the Trust for Public Land. This movement encourages communities to set goals to provide all residents “safe access to a quality park or green space within a 10-minute walk from home by 2050” (10minutewalk.org). The city should continue to pursue the goal of providing a 10-minute walk throughout the park system. The map on the following page represents the service area of Coppell’s existing park and facility offerings within a 10 minute walk to the park entrances. About fifty-one percent (51%) of Coppell’s total area is within a 10 minute walk to a developed park. Furthermore, sixty-eight percent (68%) of residential zoning within Coppell is located within a 10 minute walk to a developed park. While Coppell provides substantial open space and recreation offerings to a majority of neighborhoods within their system, additional attention in select areas could be provided for additional walkability access. It is also important to consider private recreation offerings and trail access that is not apparent on the following map. Evident gaps in city provided park offerings exist near river road, East Bethel road and the Carter Addition Neighborhoods, the southwest Northlake Woodlands developments, the area between E Parkway Boulevard and E Sandy Lake road, and neighborhoods along the northeast city limits of Coppell. Grapevine Creek Park is an undeveloped park in an ideal location to provide offerings for neighborhoods not currently within a 10 minute walking distance. Coppell should focus attention on providing trail or park access to two underserved areas: neighborhoods around river road and in between E Parkway Boulevard and E Sandy Lake road. Coppell is also implementing new policies to ensure all new redevelopments, or master plans, include pocket parks for residents to have dedicated recreation space within an accessible walking distance. PARK SERVICE AREAS 76 COMMUNITY EXPERIENCES MASTER PLAN Allen Road Park Parkwood Park The Duck Pond Park Magnolia Park MacArthur Park Natches Trace Riverchase Park Grapevine Springs Park Town Center Plaza Hunterwood Park Heritage Park Waggin' Tails Dog Park The Square at Old Town Helping Hands Community Garden Ground Delivery Community Garden Main Street Interactive Fountain Senior & Community Center at Grapevine Springs The CORE Old Town Community Garden Andrew Brown East Andrew Brown Central Thweatt Park Coppell Nature Park Moore Road Park Andrew Brown West Wagon Wheel Tennis and Pickleball Center Coppell Arts Center Cozby Library and Community Commons Wagon Wheel Park Biodiversity Education Center Villawood Linear ParkWoodhurst Linear Park Grapevine Creek Park Rolling Oaks Memorial Center Denton Creek Park R OYALL N BELT LINE RDFREE P O R T P K WYDENTONTAP RD SANDY LAKE RD P ARKW AY B L VDCOPPELLRDMACA RTHURBLVD BE THEL RD s 121 0 2,750 FT LEGEND City Limits Major Roadways Minor Roadways Trails Park Entrances & Trailheads Developed Parks 10 Minute Walk to Park Other / Undeveloped Parks 2020 Residential Zoning 100-Yr Flood Zone 10 MINUTE WALK TO PARK STANdArdS » 77 Allen Road Park Parkwood Park The Duck Pond Park Magnolia Park MacArthur Park Natches Trace Riverchase Park Grapevine Springs Park Town Center Plaza Hunterwood Park Heritage Park Waggin' Tails Dog Park The Square at Old Town Helping Hands Community Garden Ground Delivery Community Garden Main Street Interactive Fountain Senior & Community Center at Grapevine Springs The CORE Old Town Community Garden Andrew Brown East Andrew Brown Central Thweatt Park Coppell Nature Park Moore Road Park Andrew Brown West Wagon Wheel Tennis and Pickleball Center Coppell Arts Center Cozby Library and Community Commons Wagon Wheel Park Biodiversity Education Center Villawood Linear ParkWoodhurst Linear Park Grapevine Creek Park Rolling Oaks Memorial Center Denton Creek Park R OYALL N BELT LINE RDFREE P O R T P K WYDENTONTAP RD SANDY LAKE RD P ARKW AY B L VDCOPPELLRDMACA RTHURBLVD BETHELRD s 121 0 2,750 FT LEGEND City Limits Major Roadways Minor Roadways Trails Park Entrances & Trailheads Developed Parks 10 Minute Walk to Park Other / Undeveloped Parks 2020 Residential Zoning 100-Yr Flood Zone METHODOLOGY The 10-minute walk study was completed using Esri’s Generate Travel Areas tool. This geoprocessing analysis began by assigning “access points”, or pedestrian park entries, to each developed park. The tool then generated a walk buffer that includes areas within a 10-minute walk of these access points. The tool’s default walking speed (3.1 miles per hour) was used in this analysis, along with Esri’s built-in road network. The tool and its results are intended for generalized study only, since they may not factor in local conditions such as inaccessible sidewalks or unsafe road crossings. However, these elements — among many others that play into a walk’s comfort or safety — are crucial to creating walkable neighborhoods, where residents can access recreational opportunities, along with other services the community offers. 78 COMMUNITY EXPERIENCES MASTER PLAN Villawood Linear Park Woodhurst Linear Park Grapevine Creek Park Natches Trace Heritage Park Waggin' Tails Dog Park The Square at Old Town Helping Hands Community Garden Ground Delivery Community Garden Main Street Interactive Fountain Senior & Community Center at Grapevine Springs The CORE Rolling Oaks Memorial Center Old Town Community Garden Coppell Nature Park Denton Creek Park Wagon Wheel Tennis and Pickleball Center Coppell Arts Center Cozby Library and Community Commons Biodiversity Education Center R OYAL L N BELT LINE RDFREE P O R T P K WYDENTONTAP RDSANDY LAKE RD PARKWAY BLVD C OPPELLRDMACARTHUR B L V D BETH E L R D s 121 Parkwood Park Riverchase Park Allen Road Park The Duck Pond Park Magnolia Park Town Center Plaza Hunterwood Park Thweatt Park MacArthur Park Grapevine Springs Park Andrew Brown EastAndrew Brown Central Moore Road Park Andrew Brown West LEGEND City Limits Major Roadways Minor Roadways Community Neighborhood Pocket Other Parks 100-Yr Flood Zone 2020 Residential Zoning Park Service Areas Pocket Parks (0.25 mi) Neighborhood Parks (0.5 mi) Community Parks (2 mi) 0 2,750 FT PARK SERVICE AREAS STANdArdS » 79 Villawood Linear Park Woodhurst Linear Park Grapevine Creek Park Natches Trace Heritage Park Waggin' Tails Dog Park The Square at Old Town Helping Hands Community Garden Ground Delivery Community Garden Main Street Interactive Fountain Senior & Community Center at Grapevine Springs The CORE Rolling Oaks Memorial Center Old Town Community Garden Coppell Nature Park Denton Creek Park Wagon Wheel Tennis and Pickleball Center Coppell Arts Center Cozby Library and Community Commons Biodiversity Education Center R OYAL L N BELT LINE RDFREE P O R T P K WYDENTONTAP RDSANDY LAKE RD PARKWAY BLVD C OPPELLRDMACARTHUR B L V D BETHEL R D s 121 Parkwood Park Riverchase Park Allen Road Park The Duck Pond Park Magnolia Park Town Center Plaza Hunterwood Park Thweatt Park MacArthur Park Grapevine Springs Park Andrew Brown EastAndrew Brown Central Moore Road Park Andrew Brown West LEGEND City Limits Major Roadways Minor Roadways Community Neighborhood Pocket Other Parks 100-Yr Flood Zone 2020 Residential Zoning Park Service Areas Pocket Parks (0.25 mi) Neighborhood Parks (0.5 mi) Community Parks (2 mi) 0 2,750 FT NRPA GUIDELINES FOR PARK SERVICE AREAS This map illustrates the service reach of Coppell’s developed park system and facilities according to NrPA guidelines for each park type. NrPA delineates a quarter of a mile service area for pocket parks, half mile for neighborhood parks, and two mile reach for community parks. This map provides a realistic service area when considering driving as a viable method for accessing each park. The service areas are more generalized than the 10 minute walk analysis but again illustrate the need for park offerings within the neighborhoods between Sandy Lake road to the North and E Belt Line road to the South in the southeastern region of Coppell. 0606BENCHMARK ANALYSIS 82 COMMUNITY EXPERIENCES MASTER PLAN Coppell Community Experiences (“department”) identified operating metrics to benchmark against comparable parks and recreation agencies. The goal of this analysis was to evaluate how Coppell is positioned amongst peer best-practice agencies, therefore, the information sought was a combination of operating metrics that factor budgets, staffing levels, programming, and inventories. Information used in this analysis was obtained directly from each participating benchmark agency (when available) and information available through the National recreation and Park Association’s (NrPA) Park Metrics database (2024). due to differences in how each system collects, maintains, and reports data, variances may exist. These variations can impact the per capita and percentage allocations, and the overall comparison must be viewed with this in mind. The benchmark data collection for all systems was complete as of August 2024, and it is possible that information in this report may have changed since the original collection date. In some instances, the information was not tracked or not available from the participating agencies, which is indicated by a blank space in the data tables where the information was missing. The agencies listed below were selected for benchmarking because they were either communities of similar size and socioeconomic characteristics as that of Coppell, or had aspirational aspects of their system of which we wished to know more. These benchmarked agencies include the following: • Keller Parks and recreation (TX) • Kettering Parks and recreation (OH) • Grapevine Parks and recreation (TX) • Hoffman Estates Park district (IL) • North richland Hills Parks and recreation (TX) METHODOLOGY BENCHMArK ANALYSIS » 83 The table below lists each benchmark agency in the study, arranged by total population served. Peer agencies represent broad geographical coverage across Texas, Ohio and Illinois. Of all agencies examined, Coppell’s served population is the smallest of the benchmarked agencies (at 42,026). Coppell’s jurisdiction size served (14.73 square miles), is also the most compact area, giving the community a population per square mile on the higher end (2,853) as a result. Agency State Jurisdiction Type Population Jurisdiction Size (Sq. Mile) Population per Sq. Mile North richland Hills Parks and recreation TX City 70,663 18.30 3,861 Kettering Parks and recreation OH City 57,862 18.70 3,094 Coppell Community Experiences TX City 42,026 14.73 2,853 Keller Parks and recreation TX City 47,476 18.40 2,580 Hoffman Estates Park district IL Park district 51,744 21.25 2,435 Grapevine Parks and recreation TX City 52,583 35.87 1,466 84 COMMUNITY EXPERIENCES MASTER PLAN BENCHMARK COMPARISON SYSTEM INVENTORY The following tables provide a general overview of each system’s inventory, including total park acreage, trail mileage, and recreation facilities. Assessing the level of service for park acres, Coppell ranks near the middle of those agencies evaluated for amount of total park acres with 545 total acres owned or managed. In terms of acres per population, Coppell has 12.97 acres per 1,000 residents, which also falls in the middle of this analysis, but well above the NrPA median for agencies serving similar sized communities (11.3 acres of parkland per 1,000 residents). Coppell owns and manages 29.60 total miles of trails resulting in 0.70 trail miles per 1,000 residents, which nears the top of this analysis by comparison. Agency Total Acres Owned or Managed Total Miles of Trail Owned or Managed Acres per 1,000 residents Trail Miles per 1,000 residents Grapevine Parks and recreation 1740 65.24 33.10 1.24 Coppell Community Experiences 545 29.60 12.97 0.70 Keller Parks and recreation 479 29.50 10.08 0.62 North richland Hills Parks and recreation 848 34.04 12.00 0.48 Hoffman Estates Park district 934 11.50 18.05 0.22 Kettering Parks and recreation 416 1.00 7.19 0.02 NrPA Median for agencies serving 20,000 to 49,999 residents: 11.2 acres of parkland per 1,000 residents This analysis also included a breakdown of each agency’s parkland acres that are developed (and/or regularly maintained) or undeveloped (mostly considered natural areas or open space), as well as the amount of trail mileage that is paved/hard surface trail and the amount that is unpaved/soft surface trail. Coppell owns more developed acres (511.7) than acres of natural areas and open space (158.3) and owns more miles of paved/hard surface trail (23.5) than unpaved/soft surface trail (6.1). The NrPA median is 10 total miles of trail, which Coppell and several benchmarked other agencies surpass. Agency Acres developed/ regularly Maintained Acres of Natural Areas/ Open Space Total Miles of Paved/Hard Surface Trail Total Miles of unpaved/Soft Surface Trail Grapevine Parks and recreation 1440.4 300.0 51.3 13.9 Coppell Community Experiences 511.7 158.3 23.5 6.1 North richland Hills Parks and recreation 588.0 217.0 29.0 5.0 Kettering Parks and recreation 383.0 33.0 0.0 1.0 Hoffman Estates Park district 921.0 130.0 11.0 0.5 Keller Parks and recreation 352.9 125.7 29.5 0.0 NrPA Median for agencies serving 20,000 to 49,999 residents: 10 total miles of trail BENCHMArK ANALYSIS » 85 Each benchmarked agency was also benchmarked for their total number of developed parks, playgrounds, rectangular sports fields, and diamond sports fields. Coppell was firmly in the middle of this section of the analysis, with 13 developed parks, 10 playgrounds, 25 rectangular fields, and 25 diamond fields. Agency Total developed Parks Total Playgrounds Total rectangular Fields Total diamond Sports Fields Coppell Community Experiences 13 10 25 25 Kettering Parks and recreation 22 14 15 25 Hoffman Estates Park district 70 46 20 22 North richland Hills Parks and recreation 23 17 14 20 Grapevine Parks and recreation 35 32 15 19 Keller Parks and recreation 14 12 8 13 Finally, the benchmarking analysis also included the number of indoor recreation facilities and outdoor aquatic centers/pools owned or managed by each agency. Coppell has 1 indoor recreation facility that is roughly 53,000 square feet, resulting in a middle-of-the-road total square footage for those indoor facilities and indoor recreation square footage per 1,000 residents. Within the recreation center, Coppell offers outdoor pools and indoor aquatic center (totaling 22,000 total square footage), resulting in 523.49 outdoor recreation square footage per 1,000 residents. The full list of facilities and square footage can be found in the table below. Agency Number of Indoor recreation Facilities Total Indoor recreation Facility Sq. Footage Number of Outdoor Aquatic Centers/ Pools Total Outdoor Aquatic Center/Pool Sq. Footage Indoor recreation Sq. Footage per 1,000 residents Outdoor recreation Sq. Footage per 1,000 residents North richland Hills Parks and recreation 1 86,000 1 740,520 1,217.04 10,479.60 Kettering Parks and recreation 2 191,000 1 120,000 3,300.96 2,073.90 Coppell Community Experiences 1 53,000 1 22,000 1,261.12 523.49 Hoffman Estates Park district 3 53,000 1 22,000 1,024.27 425.17 Keller Parks and recreation 1 43,686 1 12,132 920.17 255.54 Grapevine Parks and recreation* 1 110,000 8 -2,091.93 - *Grapevine did not include the total square footage of their outdoor aquatic centers/pools, resulting in a blank space in the above table. 86 COMMUNITY EXPERIENCES MASTER PLAN STAFFING This section compares staffing levels for each system by comparing each agency’s Full-Time Equivalents (FTEs, or an agency’s equivalent of full-time workers), total FTEs dedicated to recreation programming, and total part-time and/or seasonal employees. In general, agencies participating in the benchmark study ranged widely from heavily staffed to more limited staffing. Coppell had 265 total employees, resulting in 129 total FTEs and 30.67 total FTEs per 10,000 residents, which was second from the top of the analysis for both categories and excels when compared to the NrPA median for similar sized communities (32.3 total FTEs and 10.7 FTEs per 10,000 residents). Agency Total Employees Total Full-Time (FTEs)Total FTEs per 10,000 residents Hoffman Estates Park district 644 163 31.52 Coppell Community Experiences 265 129 30.67 Keller Parks and recreation 317 133 27.94 Kettering Parks and recreation 400 144 24.89 North richland Hills Parks and recreation 274 147 20.80 Grapevine Parks and recreation 483 61 11.60 NrPA Median for agencies serving 20,000 to 49,999 residents: 32.3 Total FTEs, 10.7 FTEs per 10,000 residents BENCHMArK ANALYSIS » 87 OPERATING EXPENSE The table below details each agency’s total FY2023 operating expenses, operating expenses in terms of their system acreage and total operating expenses in terms of staffing. Coppell ranks fourth among peer agencies for total operating expenses ($13M), second in expense per acre ($19,403), and second in expense per FTE ($100,778). Coppell, as well as all other agencies analyzed, is close to or above the NrPA Median of $8,106 expense per acre and along with Grapevine, it also exceeds the NrPA median of $99,944 per FTE. Lastly, Coppell had a 21% cost recovery (the amount of operating expenses recovered by earned revenue), which was in the lower half of agencies in this analysis. It is important to note these results are based on and only as good as the data provided by the benchmark agencies. Agency Total Acres Total FTEs Total Operating Expenses (FY23) Total Fees, Charges, and Earned revenue (FY23) Operating Expense per Acre Operating Expense per FTE Cost recover y North richland Hills Parks and recreation 848 147 $ 13,777,781 $ 16,557,608 $ 16,247 $ 93,726 120% Hoffman Estates Park district 934 163 $ 14,687,112 $ 10,736,173 $ 15,725 $ 90,039 73% Grapevine Parks and recreation 1,740 61 $ 16,489,874 $ 9,177,916 $ 9,475 $ 270,326 56% Kettering Parks and recreation 416 144 $ 11,272,300 $ 3,393,000 $ 27,097 $ 78,280 30% Coppell Community Experiences 670 129 $ 13,000,356 $ 2,753,471 $ 19,403 $ 100,778 21% Keller Parks and recreation 479 133 $ 6,944,715 $ 588,078 $ 14,512 $ 52,346 8% NrPA Median for agencies serving 20,000 to 49,999 residents: $8,106 per acre, $99,944 per FTE, $3.25 million in annual operating expenses. Additionally, the table below reveals the last three years of capital expenditures from FY2021, FY2022, and FY2023. These figures were utilized to show the average annual capital investment for each agency. In this analysis, the top performing benchmark agencies are investing significant dollars into Capital Improvement Program (CIP) efforts each year, with all except Coppell having average annual capital expenditures of over $1 million in the past fiscal year. Coppell itself is averaging $1,159,311 annually in CIP expenses, with an increase in capital spending from FY22 to FY23 of $1.3 million. Coppell averages $27.59 for annual capital expenditure per resident. Agency FY21 Capital Budget FY22 Capital Budget FY23 Capital Budget Avg. Annual Capital Budget Expenditures Avg. Annual Capital Expenditures per resident North richland Hills Parks and recreation $ 7,965,155 $ 8,135,605 $ 7,816,181 $ 7,972,314 $ 112.82 Keller Parks and recreation $ 4,624,924 $ 4,523,607 $ 3,967,691 $ 4,372,074 $ 92.09 Hoffman Estates Park district $ 2,093,152 $ 1,114,846 $ 2,040,037 $ 1,749,345 $ 33.81 Coppell Community Experiences $ 1,659,101 $ 257,679 $ 1,561,153 $ 1,159,311 $ 27.59 Kettering Parks and recreation $ 1,731,000 $ 563,000 $ 1,340,000 $ 1,211,333 $ 20.93 Grapevine Parks and recreation $ 690,000 $ 1,162,000 $ 1,162,000 $ 1,004,667 $ 19.11 88 COMMUNITY EXPERIENCES MASTER PLAN The benchmarked agencies were also analyzed in their programming specific operating expenditures, earned revenue, and cost recovery. This part of this analysis calculated cost recovery from specific program related operating expenditures and the revenue generated by those programs. Coppell ranked last out of the analyzed agencies with a 30.44% cost recovery for their programs, as they earned back $504,812 from the $1.66 million that was spent. Agency Total Operating Expenditures/Budget for Programs revenue Generated by Programs Programming Cost recovery Hoffman Estates Park district $ 1,380,000 $ 10,736,173 777.98% North richland Hills Parks and recreation $ 4,755,003 $ 8,921,988 187.63% Grapevine Parks and recreation $ 792,832 $ 1,113,534 140.45% Keller Parks and recreation $ 765,345 $ 759,933 97.99% Kettering Parks and recreation $ 2,400,000 $ 1,000,000 41.67% Coppell Community Experiences $ 1,658,525 $ 504,812 30.44% PROGRAMMING Lastly, the benchmarked agencies were analyzed by the number of participants (or contacts) they had in FY 2023 at recreation offerings. Coppell ranked in the middle in total number of contacts or participants, as well as the number of contacts or participants per population (with 118,500 total participations and 2.82 participations per population). Agency Number of Participations/ registrations (FY23) Participations/registrations per Population North richland Hills Parks and recreation 673,631 9.53 Hoffman Estates Park district 418,380 - Coppell Community Experiences 118,500 2.82 Kettering Parks and recreation 110,650 1.91 Keller Parks and recreation 59,526 1.23 Grapevine Parks and recreation*-- Each agency likely measures contacts or participations differently, resulting in potentially misleading data. For example, some agencies have water parks or other ventures that were considered when counting the number of participations and registrations, potentially inflating those numbers. *Grapevine did not provide data for their number of participations or registrations. BENCHMArK ANALYSIS » 89 While each of the agencies included in this analysis are high performing parks and recreation systems, it is important to note that each agency varies significantly in the size and scope of the parks and services they provide, making direct comparisons difficult. The power in this analysis is to identify areas where these agencies may most excel, providing opportunities for further discussion to better understand the factors to their success. For example, it is worth learning more about what is driving Hoffman Parks and recreation to achieve a programmatic cost recovery of 777%, over 700% higher than Coppell and earning well over $10 million more. Similarly, it would be helpful to learn more about how Hoffman Estates Park district or Grapevine Parks and recreation are able to have much higher yearly operating expenditures than the rest of the benchmarked agencies. Having Coppell staff examine the areas of greatest contrast, especially as it pertains to programs and services, is where this benchmark is ultimately most meaningful. Specific areas where Coppell performs well include total miles of unpaved/soft surface trail, total rectangular sports fields, total FTEs per 1,000 residents, total diamond sports fields, and trail miles/trail miles per 1,000 residents. Areas that Coppell has room for improvement in include indoor recreation facilities (mostly in number), participations/registrations, cost recovery, and total developed parks. When it comes to cost recovery and participations/registrations, Coppell has a programming cost recovery of only 30.44%, ranking significantly lower than the other compared agencies. In terms of participations/registrations, the department is lacking by quite a margin; Coppell also has a relatively low amount of capital investments that with an increase in coming years, will likely lead to improved infrastructure, space for programming, and new offerings in the near future. Overall, this benchmark analysis reveals that, when measured against its peers, Coppell is a stable, well performing parks and recreation system, with a healthy amount of growth still possible. The perspective gained through the peer comparison is valuable in identifying areas for improvement and establishing strategic goals to pursue. ultimately, Coppell should utilize these findings as a baseline comparison that provides key performance indicators (KPIs) to be tracked and measured over time. SUMMARY OF BENCHMARK FINDINGS INCREASED INDOOR RECREATION FACILITIES INCREASED PARTICIPATIONS & REGISTRATIONS IMPROVED COST RECOVERY MORE DEVELOPED PARKS 0707RECREATION PROGRAM ANALYSIS As a key component of the Community Experiences Master Plan, the consulting team conducted a recreation Program Analysis of the services offered by Coppell Community Experiences (“department”). The assessment offers an in-depth perspective of program and service offerings and helps identify strengths, challenges, and opportunities regarding programming. The assessment also assists in identifying Core Program Areas, program gaps within the community, key department-wide issues, areas of improvement, and future programs and services for residents and visitors. The consulting team based these program findings and recommendations on a review of information provided by the department including program descriptions, financial data, website content, and discussions with staff. This report addresses the program offerings from a systems perspective for the entire portfolio of programs. 92 COMMUNITY EXPERIENCES MASTER PLAN Community Experiences (depar tment) provides a broad range of youth and adult public recreational activities. These program offerings are supported with dedicated spaces which include parks, trails, indoor recreation facilities, pools, and more. FRAMEWORK ART IN THE PARK ATHLETICS FARMERS MARKET CAMPS RECREATION CLASSES rECrEATION PrOGrAM ANALYSIS » 93 PROGRAM ASSESSMENT OVERVIEW Below are some overall observations that stood out when analyzing the program assessment sheet: • Overall, the program descriptions/goals do an excellent job of effectively communicating to the public key benefits and desired outcomes of each Core Program Area. • Age segment distribution is aligned with the community’s current population but needs to be monitored annually to ensure program distribution continues to match evolving Coppell demographics, including an increase in senior residents over the next 2 decades. • Program life cycles: Approximately 43% of the department’s current programs are categorized in the Growth Stage, while only 13% of programs fall into the Mature Stage. A more complete description of Life Cycle Stages can be found later in this analysis. • Program classification: 61% of all programs are deemed Essential, while 22% are considered Important and 16% are classified as Value-Added. These classifications should give an indication of how programs are priced and the role they serve within the community. • Pricing strategies are varied across the board. Currently, the most frequently used approaches are pricing based on residency, by competition, and by cost recovery goals. This should be continued in addition to implementing some new and additional pricing strategies which can be found later in this analysis. Furthermore, it is essential to understand current cost of service in order to determine ideal cost recovery goals. • From a marketing and promotions standpoint, staff utilizes a variety of marketing methods when promoting their programs including printed and online program guides, the department’s website, flyers/posters, Email blasts, in-facility signage, and various social media platforms as a part of the marketing mix. • The department would benefit from identifying return on Investment (rOI) for all marketing initiatives. • Opportunity to increase the number of cross-promotions. • dual language marketing content in certain or all media would be important given the representation of the Hispanic population in Coppell. • Financial performance measures such as cost recovery goals are currently being utilized across some, but not all Core Program Areas. Moving forward, it is recommended for staff to track cost recovery for all Core Program Areas individually, while keeping in mind the department’s financial goals as a whole. When doing so, staff should factor in all direct and indirect costs pertaining to programming, as a focus on developing consistent earned income opportunities would be beneficial to the department’s overall quest for greater fiscal sustainability. 94 COMMUNITY EXPERIENCES MASTER PLAN To help achieve the depar tment’s mission, it is important to identify Core Program Areas based on current and future needs to create a sense of focus around specific program areas of greatest importance to the community. Public recreation is challenged by the premise of being all things to all people. The philosophy of the Core Program Area is to assist staff, policy makers, and the public to focus on what is most important to the community. Program areas are considered as Core if they meet a majority of the following criteria: • The program area has been provided for a long period of time (over 4-5 years) and/or is expected by the community. • The program area consumes a relatively large portion (5% or more) of the agency’s overall budget. • The program area is offered 3-4 seasons per year. • The program area has wide demographic appeal. • There is a tiered level of skill development available within the program area’s offerings. • There is full-time staff responsible for the program area. • There are facilities designed specifically to support the program area. • The agency controls a significant percentage (20% or more) of the local market. EXISTING CORE PROGRAM AREAS Through discussions with the department staff, nine Core Program Areas currently offered were identified. These Core Program Areas make up the entirety of the department’s programming portfolio and serve every demographic within Coppell. Across and within each of the Core Program Areas are major program types that are designed to meet current and emerging needs of Coppell residents. These Core Program Areas, as well as some overarching goals and example programs within each one, are described in the table to the right and pages following it. CORE PROGRAM AREA RECOMMENDATIONS rECrEATION PrOGrAM ANALYSIS » 95Arts CenterDescription: Supplemental arts programming, shows, concerts, special events, facility rentals, and support for local artists through programming and the Coppell Arts Center Foundation. Goals: Provide arts and entertainment culture experiences to all ages, provide facilities for community programs, and reach cost recovery goals for individual programs. • Presented Touring Shows • Local resident Art Company Shows (Music, dance, Theatre & Visual Arts) • Facility rentals • Art Camps • Master Classes • Arts Galas & Fundraisers • Special Events • Volunteer Programming Community ProgramsDescription: Core program area focusing on Coppell’s community gardens and weekly farmers markets; both of which are held to provide residents access to clean, fresh food. Goals: Create community settings for volunteers, increase the availability of clean, fresh food to residents, provide a community gathering place. •Community Gardens •Weekly Farmers Markets Environmental EducationDescription: Environmental education programs that help participants gain the knowledge and skills to become a lover of nature and responsible steward of the environment. Most programs are offered to youth, including schools and ISd’s, with some offerings tailored to adults. Goals: Provide both entry-level and advanced skill environmental education programs at low or no cost. •Junior Master Naturalist •Eco Explore Hours •Tike Hike •Field Trips •Nature 101 •Lecture Series LibraryDescription: Library programs for all ages that support the 2040 vision of creating an inclusive community fabric and instilling lifelong learning. Goals: Provide no cost and low/no barrier programs to the intended age range; programs should promote inclusivity and lifelong learning. •Toddler Story Time •Game Night •Summer reading •Crafts •Volunteer Programming SeniorDescription: Programs for seniors that provide entertainment, education, exercise, and social opportunities. Goals: Provide education and reliable resources on multiple topics; provide exercise programming tailored to seniors; raise awareness on health issues that impact seniors and be a source of fun and community to senior residents. •Balance Clinic •Technology Workshop •Electronic Navigation 101 •Sew & Sews •Pilates •Games Special EventsDescription: Special events are large scale, mostly free programming held throughout town with the purpose of bringing the community together. Goals: Provide a community gathering space for all ages. •Sunset Socials •EarthFest •Flick or Treat •Gobble Wobble •Kaleidoscope •Celebrate Coppell Sports ProgrammingDescription: Interactive and inclusive sports programs to stimulate the physical, mental and emotional wellbeing of youth and adult participants. Goals: Provide inclusive sports programs and facilities for both youth and adult aged segments. Programs should create a measurable positive impact on the physical, mental and emotional health to those participating. Provide entry and intermediate level programs at affordable costs. •Basketball •Volleyball •Soccer •Martial Arts •Sports Leagues •dance •Table Tennis Tennis and PickleballDescription: Programming for tennis and pickleball that supports both recreational and competitive players, including both beginner friendly offerings and intermediate and advanced lessons. Goals: Provide a space to support the growing tennis and pickleball communities of Coppell, offer options for any level of player (from beginner to advanced), and build an active culture and community around both sports. Provide entry-level programs at low cost. •Adult Programming •Youth Programming •drop-In drills •Private Lessons •Open Play Pickleball •Tournament Tough Youth ProgrammingDescription: Youth camps and special events focused on youth participants. Goals: Create a safe place for kids to be active and engaged during summer and other school breaks. Create community and social opportunities for youth. •Camp do-It-All •Be Mine, Valentine dance 96 COMMUNITY EXPERIENCES MASTER PLAN AGE SEGMENT ANALYSIS For this report, an Age Segment Analysis was completed by Core Program Area, exhibiting an over-arching view of the age segments served by different program areas, and displaying any gaps in segments served. It is also useful to perform an Age Segment Analysis by individual programs in order to gain a more nuanced view of the data. The table below depicts each Core Program Area and the most prominent age segments they serve. under each Core Program Area, a ‘P’ was indicated if that program serves a certain age segment as its Primary demographic, an ‘S’ as its Secondary demographic, or a ‘P/S’ if it’s both. Core Program Area Preschool (5 and under) Elementary (6-12)Teens (13-17)Adult (18+)Senior (55+)All Ages Programs Arts Center P S P/S P P Community Programs S P/S P P Environmental Education P P/S S P/S S Cozby Library & Community Commons P P P P P P Senior P Special Events P Sports Programming S P P P P/S Tennis & Pickleball S P/S S P/S S Youth Programming P P/S P S S P/S Based on the age demographics of the Coppell community, current program offerings seem to be well- aligned with the community’s age profile. Coppell does a great job of having offerings for all ages, as well as offering programs for more specific age groups. With an aging population (and a projected 39% of the population being older than 55 by 2038), the Senior Core Program Area is crucial, as well as the individual programs in other Core Program Areas that serve seniors. The department also does well to serve its younger populations with several different Core Program Areas, including Youth Programming, Sport Programming, Cozby Library & Community Commons, and Environmental Education. The department has also done a great job catering to the remainder of the community by ensuring all age segments have dedicated programming geared towards them; in fact, every single age segment has at least two different Core Program Areas that serve it as a Primary demographic. Moving forward, it is recommended that the department continues introducing new programs with specific age demographics in mind to address any potential unmet needs in the future. Staff should continue to monitor demographic shifts and program offerings to ensure that the needs of each age group are being met. It would be best practice to establish a plan including what age segment to target, establish messaging, identify which marketing method(s) to utilize, create a social media campaign, and determine what to measure for success before allocating resources towards a particular effort. PROGRAM STRATEGY ANALYSIS rECrEATION PrOGr AM ANALYSIS » 97 PROGRAM LIFE CYCLE ANALYSIS A Program Life Cycle Analysis involves reviewing each program offered by the department to determine the stage of growth or decline for each. This provides a way of informing strategic decisions about the overall mix of programs managed by the department to ensure that an appropriate number of programs are “fresh” and that relatively few programs, if any, need to be discontinued. This analysis is not based on strict quantitative data, but rather, is based on staff members’ knowledge of their programs. The following table shows the percentage distribution of the various life cycle categories of the department’s programs. These percentages were obtained by dividing the number of programs in each individual stage with the total number of programs listed by staff members. Stages Description Actual Programs Distribution Recommended Distribution Introduction New programs; modest participation 11% 78%50%-60% TotalTake-Off rapid participation growth 24% Growth Moderate, but consistent participation growth 43% Mature Slow participation growth 13%13%40% Saturated Minimal to no participation growth; extreme competition 6% 9%0%-10% Totaldeclinedeclining participation 2% No-Go Canceled programs 1% Overall, the Life Cycle Analysis depicts a majority concentration of programs in their early life cycle stages. Approximately 78% of all programs fall within the beginning stages (Introduction, Take-Off, & Growth), with 43% of those programs being specifically in the Growth stage. It is recommended to have 50%-60% of all programs within these 3 beginning stages as they provide the department with an avenue to energize its programmatic offerings, but the department is already meeting that quota and then some. These stages ensure the pipeline for new programs is there prior to programs transitioning into the Mature stage, and according to staff, just 13% of all program offerings in Coppell fall into the Mature Stage. This stage anchors a program portfolio, and it is recommended to have roughly 40% of programs within this stage in order to maintain a stable programmatic foundation. While this number appears low now, it will be helpful to have the large number of programs in the growth stage begin to mature over the next few years. Additionally, just 9% of the assessed programs are identified as being Saturated, declining, or Canceled. It is a natural progression for programs to eventually transition into Saturation and decline Stages. However, it is recommended to have only 0%-10% of programs in the decline stage and if programs begin to reach these stages rapidly, it could be an indication that the quality of the programs does not meet expectations, or there is not as much of a demand for those programs. As programs enter into the decline Stage, they must be closely reviewed and evaluated for repositioning or elimination. When this occurs, the department should modify these programs to begin a new life cycle within the Introductory Stage or replace the existing programs with new programs based upon community needs and trends. Staff should complete a Program Life Cycle Analysis on an annual basis and ensure that the percentage distribution closely aligns with desired performance. Furthermore, the department could include annual performance measures for each Core Program Area to track participation growth, customer retention, and percentage of new programs as an incentive for innovation and alignment with community trends. 98 COMMUNITY EXPERIENCES MASTER PLAN PROGRAM CLASSIFICATION Conducting a classification of services analysis informs how each program serves the overall organization mission, the goals and objectives of each Core Program Area, and how the program should be funded regarding tax dollars and/or user fees and charges. How a program is classified can help determine the most appropriate management, funding, and marketing strategies. Program classifications are based on the degree to which the program provides a public benefit versus a private benefit. Public benefit can be described as everyone receiving the same level of benefit with equal access, whereas private benefit can be described as the user receiving exclusive benefit above what a general taxpayer receives for their personal benefit. For this exercise, the department used a classification method based on three categories: Essential Services, Important Services, and Value-Added Services. Where a program or service is classified depends upon alignment with the organizational mission, how the public perceives a program, legal mandates, financial sustainability, personal benefit, competition in the marketplace, and access by participants. The following graphic describes each of the three program classifications. VALUE-ADDED SERVICES department Could Provide; with additional resources, it adds value to community, supports Essential & Important Services, is supported by the community, generates income, has an individual benefit, can be supported by user fees, enhances the community, and requires little to no subsidy. IMPORTANT SERVICES department Should Provide; if it expands & enhances core services, is broadly supported and used, has conditional public support, there is an economic / social / environmental outcome to the community, has community importance, and needs moderate subsidy. ESSENTIAL SERVICES department Must Provide; if it protects assets and infrastructure, is expected and supported, is a sound investment of public funds, is a broad public benefit, there is a negative impact if not provided, is part of the mission, and needs significant to complete subsidy. rECrEATION PrOGr AM ANALYSIS » 99 With assistance from staff, a classification of programs and services was conducted for all the recreation programs offered by the Department. The results presented in the chart at right represent the current classification distribution of recreation program services. Programs should be assigned cost recovery goal ranges within these overall categories. With 61% of programs being deemed Essential, the Department does a great job of maintaining a healthy programming portfolio classification. Only 22% and 16% of programs fall into the Important and Value-Added categories respectively, which could be an area to increase to create earned revenue potential if residents and participants were willing to see a price increase without losing participants or overall usage. As the Department continues to evolve to better meet the community’s needs, there could be an added benefit to managing the services if they all were classified according to the Cost Recovery Model for Sustainable Services depicted below. Given the broad range of cost recovery goals (i.e., 0%-40% for Essential Services or 40%-80% for Important Services), it would be helpful to further distribute programs internally within sub-ranges of cost recovery as depicted above. This will allow for programs to fall within an overall service classification tier while still demonstrating a difference in expected/desired cost recovery goals based on a greater understanding of the program’s goals (e.g., Pure Community Services versus Mostly Community Services or Community and Individual Mix versus Mostly Individual Mix). Essential (61%)Value-Added (16%) Important (22%)Essential Services% of Cost Recovery Goal 0% 20% 40% 60% 80% 100%+Important ServicesValue-Added ServicesCommunity Benefit (0%-20%): recreation services to be accessible and of benefit to all, supported solely or significantly by tax dollars. Considerable Community Benefit (21%-50%): recreation services benefits accrued to both the general public and individual interests, but to a significant community advantage. Balanced Community & Individual Benefit (51%-70%): Benefits accrued to both individual and general public interests, but to a significant individual advantage. Considerable Individual Benefit (71%-100%): Nearly all benefit received by individuals, benefit to general community in a narrow sense. Individual Benefit (100%+): Exclusive benefit received by individuals and not the general public; individual pays at least 80% of the cost of service. 100 COMMUNITY EXPERIENCES MASTER PLAN COST OF SERVICE AND COST RECOVERY RECOMMENDATIONS Cost recovery targets should at least be identified for each Core Program Area at a minimum, and for specific programs or events when realistic. The identified Core Program Areas would serve as an effective breakdown for tracking cost recovery metrics including administrative costs. Theoretically, staff should review how programs are grouped for similar cost recovery and subsidy goals to determine if current practices still meet management outcomes. The department currently utilizes cost recovery in some, but not all, Core Program Areas. For example, Sports Programming, Tennis and Pickleball, and the Arts Center have developed cost recovery goals and track cost recovery metrics. Other Core Program Areas, such as Environmental Education, do not have established goals nor track cost recovery, while some Core Program Areas, like the Cozby Library & Community Commons, are free by design. determining cost recovery performance and using it to make informed pricing decisions involves a three- step process: 1. Classify all programs and services based on the public or private benefit they provide (as completed in the previous section). 2. Conduct a Cost-of-Service Analysis to calculate the full cost of each program. 3. Establish a cost recovery percentage, through department policy, for each program or program type based on the outcomes of the previous two steps and adjust program prices accordingly. rECrEATION PrOGr AM ANALYSIS » 101 UNDERSTANDING THE FULL COST-OF-SERVICE To develop specific cost recovery targets, full cost of accounting needs to be created on each class or program that accurately calculates direct and indirect costs. Cost recovery goals are established once these numbers are in place, and the department’s program staff should be trained on this process. A Cost- of-Service Analysis should be conducted on each program, or program type, that accurately calculates direct (i.e., program-specific) and indirect (i.e., comprehensive, including administrative overhead) costs. Completing a Cost-of-Service Analysis not only helps determine the true and full cost of offering a program, but it also provides information that can be used to price programs based upon accurate delivery costs. The common types of costs that must be accounted for in a Cost-of-Service Analysis include Personnel, Indirect, Administrative Cost Allocation, debt Service, Supplies & Materials, Equipment, Contracted Services, Vehicular, and Building. The methodology for determining the total Cost-of-Service involves calculating the total cost for the activity, program, or service, then calculating the total revenue earned for that activity. Costs (and revenue) can also be derived on a per unit basis. Program or activity units may include: • Number of participants • Number of tasks performed • Number of consumable units • Number of service calls • Number of events • required time for offering program/service Agencies use Cost-of-Service Analyses to determine what financial resources are required to provide specific programs at specific levels of service. results are used to determine and track cost recovery as well as to benchmark different programs provided by the department between one another. Cost recovery goals are established once Cost-of-Service totals have been calculated. Program staff should be trained on the process of conducting a Cost-of-Service Analysis and the process should be undertaken on a regular basis. Actual cost recovery can vary based on the Core Program Type, and even at the individual program level within a Core Program Area. Several variables can influence the cost recovery target, including life cycle stage, demographic served, and perhaps most important, program classification. It is normal for programs within each Core Program Area to vary in price and subsidy level. The program mix within each Core Program Area will determine the cost recovery capabilities. With approved cost recovery goals, annual tracking, and quality assurance, actual cost recovery will improve. use the key performance indicator on the previous page and update it annually to include the cost recovery goal and the actual cost recovery achieved. Each Core Program Type can be benchmarked against itself on an annual basis. 102 COMMUNITY EXPERIENCES MASTER PLAN COST RECOVERY BEST PRACTICES Cost recovery targets should reflect the degree to which a program provides a public versus individual good. Programs providing public benefits (i.e., Essential programs) should be subsidized more by the department; programs providing individual benefits (i.e., Value-Added programs) should seek to recover costs and/ or generate revenue for other services. To help plan and implement cost recovery policies, the consulting team has developed the following definitions to help classify specific programs within program areas. • Essential programs category is critical to achieving the organizational mission and providing community-wide benefits and therefore, generally receive priority for tax-dollar subsidization. • Important or Value-Added program classifications generally represent programs that receive lower priority for subsidization. • Important programs contribute to the organizational mission but are not essential to it; therefore, cost recovery for these programs should be high (i.e., at least 80% overall). • Value-Added programs are not critical to the mission and should be prevented from drawing upon limited public funding, so overall cost recovery for these programs should be near or in excess of 100%. User Fees/Private GoodSubsidy Level/Public GoodEssential Programs Important Programs Value-Added Programs rECrEATION PrOGr AM ANALYSIS » 103 PRICING Pricing strategies are another mechanism agencies can use to influence cost recovery. Overall, the degree to which the department uses various pricing strategies is varied, with different areas of the department utilizing different approaches to program pricing. However, pricing tactics are primarily concentrated in residency status, by competition, and by cost recovery goals. Currently, the Core Program Area that utilizes the largest variety of pricing strategies is the Arts Center (utilizing 8) followed by Youth Programming (utilizing 5) and Sports Programming (utilizing 4). Moving forward, the department should consider implementing some additional strategies in other Core Program Areas, when deemed appropriate, such as family/household status, weekday/weekend rates, or prime/non- prime time rates, as they are both valuable strategies when setting prices. However, it is important to know where the department is currently having success in terms of pricing; while finding extra earned revenue is necessary, maintaining a good balance of program costs without creating a price barrier for lower income participants should remain a priority. Staff should continue to monitor the effectiveness of the various pricing strategies they employ and adjust as necessary. It is also important to regularly monitor for local competitors as an increase in programming competition may alter program pricing. The table below details pricing methods currently in place by each Core Program Area and additional potential strategies to be implemented over time. Core Program Area Age SegmentFamily/Household StatusResidencyWeekday/WeekendPrime/Non- Prime TimeGroup DiscountsBy LocationBy Competition (Market Rate)By Cost Recovery GoalsBy Customer’s Ability to PayArts Center X X X X X X X X Community Programs Environmental Education X Cozby Library & Community Commons Senior X X X Special Events Sports Programming X X X X Tennis & Pickleball X X X Youth Programming X X X X X 104 COMMUNITY EXPERIENCES MASTER PLAN MARKETING AND PROMOTION When forming new and maintaining existing programs and services, utilizing effective marketing strategies is an integral step in securing appropriate and significant attendance and engagement from the community. Based on the feedback from staff of the department, the table below illustrates the methods currently being used within each Core Program Area. Core Program Area Program Guides (Print)Program Guides (Online)WebsitePhone Enabled SiteSocial MediaFlyers / BrochuresDirect MailPSA’sPaid AdsRadio (paid or free)TV (paid or free)SMS / Text message In-Facility SignageQR CodesArts Center X X X X X X X X X X X X Community Programs X X X X X X X X X X X Environmental Education X X X X X X X X X X X Cozby Library & Community Commons X X X X X X X X X X Senior X X X X X X X X X X Special Events X X X X X X X X X X X Sports Programming X X X X X X X X X X X X Tennis & Pickleball X X X X X X X X X X Youth Programming X X X X X X X X X X X The department utilizes a broad range of marketing strategies to get the word out, including some strategies used across all Core Program Areas (like the department’s website, flyers and brochures, social media, and Qr codes). It should be noted that the Consultant Team observed Coppell Community Experiences is progressive in its marketing and promotions efforts, utilizing several strategies across a diverse set of media. Additionally, it is noted that the department’s management of its social media platforms is consistent and a reliable avenue for increasing and maintaining program participation. rECrEATION PrOGrAM ANALYSIS » 105 PROGRAM STRATEGY RECOMMENDATIONS In general, the department’s program staff should continue the cycle of evaluating programs on both individual merit as well as the program mix as a whole. This can be completed at one time on an annual basis, or in batches at key seasonal points of the year, as long as each program is checked at least once per year. The following tools and strategies can help facilitate this evaluation process: MINI BUSINESS PLANS The consulting team recommends that Mini Business Plans (2-3 pages) for each Core Program Area be updated on a yearly basis. These plans should evaluate the Core Program Area based on meeting the outcomes desired for participants, cost recovery, percentage of the market and business controls, Cost- of-Service, pricing strategies for the next year, and marketing strategies that are to be implemented. If developed regularly and consistently, Mini Business Plans can be effective tools for budget construction and justification processes in addition to marketing and communication tools. PROGRAM DEVELOPMENT & DECISION-MAKING MATRIX When developing program plans and strategies, it is useful to consider all the Core Program Areas and individual program analysis discussed in this Program Assessment. Life Cycle, Age Segment, Classification, and Cost recovery Goals should all be tracked, and this information, along with the latest demographic trends and community input, should be factors that lead to program decision-making. Community input can help staff focus on specific program areas to develop new opportunities for various target markets including the best marketing methods to use. A simple, easy-to-use tool like the figure below will help compare programs and prioritize resources using multiple data points, rather than relying solely on cost recovery. In addition, this analysis will help staff make an informed, objective case to the public when a program in decline, but beloved by a few, is retired. If the program/service is determined to have strong priority, appropriate cost recovery, good age segment appeal, good partnership potential, and strong market conditions, the next step is to determine the marketing methods by completing a similar exercise as the one seen below. 106 COMMUNITY EXPERIENCES MASTER PLAN PROGRAM EVALUATION CYCLE (WITH LIFE CYCLE STAGES) using the Age Segment and Life Cycle analysis, and other established criteria, program staff should evaluate programs on an annual basis to determine program mix. This can be incorporated into the Program Operating/Business Plan process. A diagram of the program evaluation cycle and program life cycle is found in the figure below. during the Introductory Stages, program staff should establish program goals, design program scenarios and components, and develop the program operating/business plan. regular program evaluations will help determine the future of a program. If participation levels are still growing, continue to provide the program. When participation growth is slowing (or non-existent) or competition increases, staff should look at modifying the program to re- energize the customers to participate. When program participation is consistently declining, staff should terminate the program and replace it with a new program based on the public’s priority ranking and/ or program areas that are trending nationally/locally, while taking into consideration the anticipated local participation percentage.Program Development StageEstablish Program Goals design program scenarios & components develop program operating/ business plan Conduct/operate program Program Evaluation StageConduct regular evaluation based on established criteria Sustained/growing participation update program goals/business plan and implement Slow to no participation growth Mature/ Saturated Stages Look at market potential, emerging trends, anticipated participation, priority rankings, and evaluations to modify program d eclining participation Decline Stage Terminate program and replace with a new program based on public priority ranking, emerging trends, and anticipated local participation percentage rECrEATION PrOGrAM ANALYSIS » 107 T10T10 PB 1 - 4PB 1 - 4 PB PB 17-1817-18 PB PB 15-1615-16 PB PB 13-1413-14 PB 9-12PB 9-12 PB 5-8PB 5-8 T4T4 T2T2 T8T8 T6T6 T9T9 T3T3 T1T1 T7T7 T5T5 Parking Office, Restrooms, Pro-Shop to Wagon Wheel Park An additional Tennis & Pickleball Study at Wagon Wheel was conducted separetly from this Master Plan. A summary of the recommendations is provided on the following spreads. Implementation of these recommendations began in late 2024. The department manages and maintains only outdoor courts, with seven dedicated tennis courts, twelve dedicated pickleball courts, and three multi-use courts equal to three tennis courts and six pickleball courts. CURRENT COURT LOCATIONS AND INVENTORY The department’s tennis and pickleball inventory is wholly located at Wagon Wheel Tennis & Pickleball Center on the west side of town near Coppell Nature Park. The full inventory and layout of Wagon Wheel Tennis & Pickleball Center is shown below, including seven dedicated tennis courts, twelve dedicated pickleball courts, three multi-use courts, restrooms, a Pro Shop, an office, and parking. ADDITIONAL TENNIS & PICKLEBALL COURT STUDY EXISTING CONDITIONS: 108 COMMUNITY EXPERIENCES MASTER PLAN Both tennis and pickleball courts, with 12 and 8 total courts respectively, saw nearly 30,000 hours each of utilization within a year-span from 2023 to 2024. Tennis had an impressive utilization rate range of 58% to 62%, while pickleball had an even higher utilization rate range of 82% to 88%. The full breakdown of the tennis and pickleball court open play utilization rates can be found in the appendix. By combining the court utilization rates for open play and programming, the consulting team was able to understand how much the system’s courts are being utilized. As a result, this outdoor court utilization analysis reveals that open play accounts for 18,083 hours of tennis court usage and 17,061 hours of pickleball usage. Programming accounts for 11,761 to 13,680 hours of tennis court usage and 11,720 to 13,624 hours of pickleball court usage. Combining the two statistics allows us to see that both tennis and pickleball courts are nearing capacity in terms of their utilization and will likely stagnate at their current numbers until new facilities are built. This over usage will likely lead to players already assuming that the courts are in use and ultimately choosing to play elsewhere. Coppell residents may begin to (or may already) explore options in neighboring cities for tennis and pickleball courts as it is becoming increasingly difficult to find available time to reserve Coppell’s courts. While tennis’s utilization is far below pickleball’s, there is considerable overlap in the multi-use courts, resulting in those courts being pulled between the demand for both tennis and pickleball. Utilization Rate: 82%-88% Utilization Rate: 58%-62% Total Hours Available for Tennis: 51,456 Total Hours Available for Pickleball: 35,040 Total Hours Utilized for Tennis: 31,759 (Maximum) Total Hours Utilized for Pickleball: 30,685 (Maximum) rECrEATION PrOGrAM ANALYSIS » 109 Coppell continues to develop as a community comprised of healthy-minded, physically active residents including those who love tennis and pickleball. The unprecedented growth in participation in pickleball and tennis over the last five years creates challenges and opportunities for the department to operate effectively and efficiently. Additionally, with the increased usage of Coppell’s current outdoor court system and the nearing of capacity in terms of participation, Coppell risks losing current and potential participants to nearby competitors. As it stands, with only one complex harboring all of the system’s outdoor courts, and the nearest true competitor residing over a 15-minute drive away, there are multiple service gaps for both tennis and pickleball within the community. CONCLUSIONS The following key recommendations should serve as the guide for improving Coppell’s tennis and pickleball court system for the next five to ten years: RECOMMENDATIONS With the nearly full usage of its current outdoor court inventory, the Department should develop additional outdoor courts as funding and capacity allow. The recommended additions suggest to add two dedicated tennis courts while providing four new dedicated pickleball courts. The Department should pursue programming, reservation, and maintenance improvements to accompany these new outdoor courts. With the current system being nearly at capacity, there is likely enough demand within Coppell and the surrounding communities to offer more programming, open play, and reservations to participants. 1 2 0808 Included in the Coppell Community Experiences Master Plan is a thorough assessment and analysis of the current maintenance responsibilities and resourcing practices, as well as an assessment of current major asset lifecycle in parks and recreation system. This analysis assessment offers an in-depth perspective of the total operational needs in site and facility maintenance to help identify overall needs, potential gaps in services or expertise, and future recommendations for how the department can be resourced. FINANCIAL ASSESSMENT 112 COMMUNITY EXPERIENCES MASTER PLAN Annual maintenance expenses that are a component of total Community Experiences departmental expenditures as well as those annual maintenance allocations in the Facilities department were identified from the FY 2025 budget. These maintenance expenses were evaluated in two major categories: 1. Park Operations / Maintenance 2. Facility Maintenance The table below details the total inventory of acres and facilities, as well as the total annual maintenance expenditures associated with each in the FY 2025 budget. This does not include any major asset or infrastructure repair or replacement projects that is captured in the City’s annual capital budget. Cost Inventory 2025 Budget Park Operations - Park Acres 545 Acres $1,340,000 Park Operations - Non-park Acres 125 Acres - The COrE 53,000 sq ft $152,000 Senior & Community Center at Grapevine Springs 13,560 sq ft $5,000 Biodiversity Education Center 5,800 sq ft $5,000 Cozby Library & Community Commons*34,000 sq ft - Arts Center 32,000 sq ft $30,000 Wagon Wheel Tennis & Pickleball Center 304,920 sq ft $1,000 rolling Oaks Memorial Center**38.6 Acres - Facilities department Allocation $1,000,000 Total Park Operations 670 Acres $1,340,000 Total Facilities 443,280 sq ft $1,403,000 Grand Total Maintenance $2,743,000 *The Cozby Library & Community Commons is funded separately through the Facilities Department Allocation. **Rolling Oaks Memorial Center is funded separately from park operations and facilities allocation. MAINTENANCE EXPENSE ANALYSIS FINANCIAL ASSESSMENT » 113 Every public park and recreation system is different in its overall portfolio of sites and facilities, and over the breadth of its maintenance responsibilities. The Consultant Team regularly evaluates the annual maintenance costs of park systems and while there are many differences between these systems, there is also a typical average range of park maintenance costs that has emerged based on post-COVId operational practices. Over the last two years in particular, the Consultant Team has observed that the average annual maintenance cost per acres of public parks agencies has ranged from $3,000 - $6,000 per acre. This is also influenced by how much of the annual maintenance responsibility for parks is covered by other departments within a city (i.e., public works) that varies from one example to another. The current annual park maintenance unit cost in Coppell is $2,000 per acre. That is below the average observed by the Consultant Team but not something that seems to be a substantial issue in Coppell. Parks and recreation amenities in the parks are currently well maintained and not showing signs of maintenance neglect, albeit the maintenance crews of the department could most likely be better resourced to further enhance site and asset quality. Similarly, the current annual facility maintenance unit cost in Coppell is $3.00 per square foot. Based on national recreation facility maintenance best practices, annual facility maintenance costs typically range from $1.50 to $3.50 per square foot. Coppell is currently within this range, however, Coppell’s facilities are beginning to reach the age in which more preventative maintenance is likely needed in order to avoid larger capital repair and replacement projects as a result of infrastructure failure. Additionally, the diversity of facilities included in the annual maintenance portfolio is very high ranging from multi-generational, multi-purpose fitness facilities, library, arts center, senior center, and more. The table below illustrates these recommendations and how they could be sequenced over the next five (5) years. Park Maintenance (Acres)Facilities Maintenance (SQ FT) Current Annual unit Cost $2,000 $3.00 2026 recommended Annual unit Cost $2,250 $3.25 2027 recommended Annual unit Cost $2,250 $3.50 2028 recommended Annual unit Cost $2,350 $3.50 2029 recommended Annual unit Cost $2,450 $3.75 2030 recommended Annual unit Cost $2,500 $4.00 RECOMMENDED INCREASES IN ANNUAL UNIT COSTS It is recommended that this annual maintenance cost per acre be increased by 25% over the next five (5) years from $2,000 per acre in 2025, to $2,500 per acre in 2030. It is recommended that this annual maintenance cost per square foot be increased by 26% over the next five (5) years from $3.00 per square foot in 2025, to $4.00 per square foot in 2030. 12 114 COMMUNITY EXPERIENCES MASTER PLAN As a result of the potential increase in annual maintenance unit costs for both park and facility maintenance, the impacts to overall annual maintenance funding is detailed in the tables and graphs below. Maintenance Area Current Annual Cost (2025) Recommended 2030 Annual Cost Annual $ Increase 2025-2030 Annual % Increase 2025-2030 Park Maintenance $1,340,000 $1,675,000 $335,000 25% Facilities Maintenance $1,403,000 $1,773,120 $370,120 26% Total Maintenance $2,743,000 $3,448,120 $705,120 26% These recommendations are further detailed in the table and graphs that follow, illustrating suggested year-over-year increases that stair-step these expenses over the next five (5) years. Recommended Park Maintenance Recommended Facilities Maintenance Recommended Total Maintenance 2025 Annual unit Cost $1,340,000 $1,403,000 $2,743,000 2026 recommended Annual unit Cost $1,407,000 $1,440,660 $2,847,660 2027 recommended Annual unit Cost $1,507,500 $1,440,660 $2,948,160 2028 recommended Annual unit Cost $1,574,500 $1,551,480 $3,125,980 2029 recommended Annual unit Cost $1,641,500 $1,662,300 $3,303,800 2030 recommended Annual unit Cost $1,675,000 $1,773,120 $3,448,120 $1,340,000 $1,407,000 $1,507,500 $1,574,500 $1,641,500 $1,675,000 $2,000 $2,100 $2,250 $2,350 $2,450 $2,500 $0 $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500 $4,000 $0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 2025 Annual Cost 2026 Recommended 2027 Recommended 2028 Recommended 2029 Recommended 2030 Recommended Recommended Annual Park Maintenance Costs IMPLICATIONS FOR TOTAL ANNUAL MAINTENANCE COSTS FINANCIAL ASSESSMENT » 115 $1,403,000 $1,440,660 $1,440,660 $1,551,480 $1,662,300 $1,773,120 $3 $3.25 $3.25 $3.50 $3.75 $4.00 $0 $1 $2 $3 $4 $5 $6 $7 $8 $0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 $2,000,000 2025 Annual Cost 2026 Recommended 2027 Recommended 2028 Recommended 2029 Recommended 2030 Recommended Recommended Annual Facility Maintenance Costs $2,743,000 $2,847,660 $2,948,160 $3,125,980 $3,303,800 $3,448,120 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 2025 Annual Cost 2026 Recommended 2027 Recommended 2028 Recommended 2029 Recommended 2030 Recommended Total Recommended Annual Maintenance Costs Recommended Park Maintenance Recommended Facility Maintenance Recommended Total Maintenance 0909NEEDS ASSESSMENT 118 COMMUNITY EXPERIENCES MASTER PLAN METHODOLOGY National Service research (NSr) completed a comprehensive research study for the City of Coppell as part of the master plan. The purpose of the needs assessment study was to provide a foundation for the Community Experiences Master Plan that will provide guidance based upon citizen needs and priorities. NSr worked closely with dunaway and City Staff throughout the research process. In order to complete this study effort, National Service research and dunaway conducted two public focus groups and two town hall meetings as listed below. Community Experiences hosted an additional 17 pop-up events where information regarding the master plan was available. dunaway and NSr hosted public engagement: • February 20, 2024 - Focus Group, Sports Associations • March 7, 2024 - Town Hall Meeting • March 27, 2024 - Focus Group, Staff Discussion • June 6 , 2024 - Town Hall Meeting The results of these discussions assisted in the design of the survey document. The sampling plan included mailed postcards to 4,000 household addresses while 8,000 were available at various City Facilities. The postcard message directed residents to the online survey. The survey was posted on the Coppell website. The City of Coppell used Social Pinpoint to host the citizen and teen surveys. Postcards were mailed on June 3, 2024. The survey closed on July 14, 2024. A total of 1,012 survey respondents completed the entire citizen survey and 186 completed the teen survey. The margin of error of the sample size for the citizen survey at a 95% confidence level is plus or minus 3.4%. The number of respondents (N = ) varied on each question and are noted on each graph. Coppell has approximately 12,600 households, therefore, approximately 8.0% of households completed the citizen survey. The final step involved the specific ranking of priorities. Separate rankings were inventoried from the citizen survey, teen survey, Coppell’s Parks and recreation Board, City Staff, and the dunaway team. These priorities were reviewed and confirmed in a follow-up meeting with City Staff. This overall process led to clear priorities for Coppell’s system over the next five to ten years. QUALITY RATING - PARKS AND PROGRAMS/ACTIVITIES OFFERED BY COPPELL COMMUNITY EXPERIENCES Most respondents, 98%, rated the quality of parks and programs/activities offered by Coppell as excellent or good/satisfactory. (N = 999) 39% 59% 0% 20% 40% 60% 80% 100% All Respondents Excellent Good/Satisfactory Somewhat Unsatisfactory Poor No Opinion NEEdS A SSES SMENT » 119 March 27, 2024 - Focus Group, Staff March 7, 2024 - Town Hall Meeting June 6, 2024 - Town Hall Meeting 120 COMMUNITY EXPERIENCES MASTER PLAN PARK & TRAIL USAGE These are the most heavily used parks and trails. Primary reasons respondents use the parks in Coppell is location and the in-park amenities offered (trails, sports fields, playgrounds, fishing, etc.) (N = 958 to 995) 4% 8% 11% 14% 18% 15% 29% 34% 40% 34% 44% 50% 41% 62% 76% 84% 14% 15% 16% 19% 16% 20% 19% 24% 21% 31% 24% 21% 39% 29% 36% 29% 84% 79% 75% 71% 70% 69% 59% 52% 48% 44% 42% 40% 31% 22% 7% 5% 0% 20%40%60%80%100%120% 140% Riverchase Park Hunterwood Park Thweatt Park Allen Road Park MacArthur Park Magnolia Park The Duck Pond Park Andrew Brown Park Central Old Town Playground Grapevine Springs Park Wagon Wheel Park Kid Country Playground Coppell Nature Park Andrew Brown Park West Coppell's Trail System Andrew Brown Park East Currently Use Plan to Use Never Use NEEdS A SSESSMENT » 121 PARK USAGE residents were also prompted to provide specific enhancements for select parks within Coppell’s system. There were 129 total responses. The most requested enhancements and a breakdown of the top enhancements by park are provided below. ANDREW BROWN PARKS (EAST, WEST, CENTRAL) East: requests for a disc golf course, food trucks, handicap seating, climbing walls, and trees. West: More trails, a dog park, splash pad, pickleball courts, skate area, zipline, and safety improvements. Central: Many unaware of it. requests for a splash pad, sports facilities, better drainage, and open field use. KID COUNTRY PLAYGROUND requests for more inclusive equipment, zipline, adult play areas, and improved maintenance. No wood chips and more shade. Some requests for making it multi-generational. ALLEN ROAD PARK unawareness was high. Needs parking, restrooms, better trails, and a playground upgrade. requests for events and activities. COPPELL NATURE PARK More shade, security, trail connections, and enforced leash laws. Some asked for organized events. HUNTERWOOD PARK requests for shade, bigger playground, and multi- use redesign. Water features, fenced-in play areas. MAGNOLIA PARK Many thought it was private. Suggestions: trail connections, pickleball, and shaded seating. MACARTHUR PARK Mostly sports fields; many want more open use. requests for better maintenance, dog park, and additional facilities. MOORE ROAD PARK Poor field conditions were a big issue. requests for better maintenance, more trees, and additional facilities. RIVERCHASE PARK requests for more shade, no wood chips, dog park, and multi-use areas. THE DUCK POND PARK More shaded seating, trails, and social events. Mosquito concerns. THWEATT PARK Many were unaware of it. requests for parking, disc golf, and shaded seating. WAGON WHEEL PARK Mostly used for sports; requests for public access. Pickleball, disc golf, and community activities. OLD TOWN PLAYGROUND requests for more seating, events, dog park, and restrooms. 122 COMMUNITY EXPERIENCES MASTER PLAN NEEdS ASSESSMENT » 123 FACILITY USAGE (N = 947 TO 982) 9% 20% 25% 25% 54% 73% 78% 12% 25% 28% 29% 37% 28% 28% 81% 61% 53% 53% 23% 15% 13% 0%20%40%60%80%100%120%140% Rolling Oaks Memorial Center Senior & Community Center at Grapevine Springs Wagon Wheel Tennis & Pickleball Center Biodiversity Education Center Coppell Arts Center The CORE Cozby Library & Community Commons Currently Use Plan to Use Never Use residents were then prompted to respond with what enhancements would encourage them to use the above facilities. Eighty-seven responses were recorded in total for each of the facilities above. The overall themes from these responses included costs of facilities, lack of awareness, facility improvements, and programming desires. A summary breakdown for each facility is provided below. 1. COZBY LIBRARY & COMMUNITY COMMONS (7): Suggestions for programming included more activities for non-students, yoga classes, and enhanced marketing for existing offerings. 2. THE CORE (47): Suggestions included reducing the cost of or offering free classes and programs, membership alternatives or discounts for certain groups, and providing additional classes and hours. 3. COPPELL ARTS CENTER (29): Suggestions included providing more offerings for a wider range of age groups, reducing fee costs, increased classes and available hours, as well as better parking. 4. BIODIVERSITY EDUCATION CENTER (64): Most responses for this facility suggested they were unaware of offerings or that the facility was unapplicable for their household. This suggests increasing offerings for more age groups would be beneficial. Other suggestions include providing a rentable space, additional events or classes, and wayfinding signage. 5. WAGON WHEEL TENNIS & PICKLEBALL CENTER (78): Most responses included reducing costs for resident patrons or certain groups, additional pickleball courts, easier court booking, additional events, and more shade provided. 6. SENIOR & COMMUNITY CENTER AT GRAPEVINE SPRINGS (98): Suggestions included reducing costs for rental fees, expanded hours and events, wider variety of programs, and increased marketing of all age group activities. 7. ROLLING OAKS MEMORIAL CENTER (105): The majority of responses suggested residents are unaware of the facility and programs. residents mentioned the facility is well maintained with beautiful gardens. 124 COMMUNITY EXPERIENCES MASTER PLAN PROGRAM USAGE The programs used most in Coppell are fitness classes, aquatic, adult, and children’s programs. (N = 909 to 948) 7% 7% 10% 12% 20% 21% 28% 32% 12% 22% 24% 36% 17% 35% 23% 30% 81% 71% 67% 51% 63% 44% 49% 39% 0%20%40%60%80%100%120% Preschool programs Teen programs/camps Senior programs/events/trips Nature based programs Children's programs/camps Adult programs Aquatic programs Fitness classes Currently Use Plan to Use Never Use residents were then prompted to respond with what enhancements would encourage them to participate in the programs above. About seventy-one percent of responses included detailed suggestions, requests, and feedback of the total 226 responses. A summary of the most requested enhancements is presented below, in addition to a breakdown of count of enhancement type requested. Overall Summary: More water activities, lap swim times, senior aquatic hours, and better pool facilities. More programs in the evenings and on weekends, especially for working adults and children. More exercise space, extended Senior Center hours, and additional senior-focused programs. More childcare availability at The COrE, including during evenings and weekends. More fitness classes, better gym space, and expanded pickleball and badminton options. Aquatic Programs & Facilities, 29 Scheduling & Availability, 24 Fitness & Sports Programs, 22 Senior Programs & Facilities, 20 Childcare & Family Friendly Options, 17 Awareness & Communication, 15 Adult & Young Adult Programs, 11 0 5 10 15 20 25 30 35 Count of Mentions per Request Type: NEEdS A SSESSMENT » 125 ACTIVITY PARTICIPATION Coppell Farmers Market, special events, pavilions, and the Old Town Interactive Fountain are heavily used by the respondents. (N = 935 to 972) 12% 13% 15% 35% 38% 53% 61% 16% 19% 23% 20% 25% 26% 24% 72% 69% 62% 46% 38% 21% 15% 0%20%40%60%80%100%120% Waggin' Tails Dog Park Fishing areas Coppell Community Gardens Old Town Interactive Fountain Pavilions Special events Coppell Farmers Market Currently Use Plan to Use Never Use residents were then prompted to respond with what enhancements would encourage them to utilize the activities above. There were 128 total comments, of which 79 were substantive and included in the count breakdown for request type below. Dog Park Improvements, 39 More Special Events & Activities, 20 Recreational Facility Improvements, 15 Better Communication & Awareness, 10 Shade & Comfort, 9 Restroom & Water Access, 6 0 10 20 30 40 50 Overall Summary: requests for better drainage, more shade, and additional amenities (e.g., agility structures, water features, separate sections) in the dog park. requests for more live music, outdoor concerts, movie nights, and seasonal events. requests for additional shade structures in parks, playgrounds, and dog parks, as well as more tree planting. requests for more pickleball courts, bocce courts, basketball courts, and expanded community gardens. requests for better promotion of events and facilities, including newsletters, social media updates, and community announcements. Count of Mentions per Request Type: 126 COMMUNITY EXPERIENCES MASTER PLAN ATHLETIC PARTICIPATION The majority of respondents did not participate in Coppell athletic facilities. (N = 933 to 951) In the following prompt, residents were asked what enhancements would encourage them to use the following athletic programs. From these responses, it can be inferred that residents would like additional leagues and classes, reduced fees, and wider array of hours available for athletic programs. 2% 2% 4% 3% 4% 3% 6% 3% 3% 3% 10% 6% 8% 9% 10% 19% 8% 9% 8% 9% 9% 10% 8% 12% 13% 13% 10% 15% 14% 14% 16% 12% 90% 89% 89% 88% 87% 87% 86% 85% 84% 84% 80% 79% 78% 77% 74% 69% 0% 20%40%60%80%100%120% Softball (Adult league - Community Experiences) Cricket (Coppell YMCA) Lacrosse (Coppell Lacrosse Assoc.) Cricket (free play) Softball (Coppell Girls Softball Assoc.) Kickball (Adult league - Community Experiences) Football (Coppell Youth Football Assoc.) Sand Volleyball (Adult league - Community Experiences) Cornhole (Adult league - Community Experiences) Disc golf Baseball (Coppell Baseball Assoc.) Swim Team (Offered by The CORE) Sand Volleyball (free play) Outdoor Basketball (free play) Fishing Soccer (Coppell Youth Soccer Assoc.) Currently Use Plan to Use Never Use NEEdS ASSESSMENT » 127 Of the 153 responses received, 126 contain specific requests or improvements for Coppell’s existing athletic program offerings. The information below represents a generalization of all open ended responses, categorized into one of the seven headings listed below. Pickleball Courts, 22 Better Field & Facility Access, 19 More Awareness & Advertisement, 16 Improved Baseball/Softball Fields and Facilities, 9 Year-Round Swimming & Aquatic Access, 7 0 5 10 15 20 25 Top 5 Requested Improvements:1. FITNESS & SPORTS PROGRAMS (68): Pickleball, badminton, tennis, adult leagues, running groups, youth sports, fitness classes. 2. SCHEDULING & AVAILABILITY (31): More access to fields, lap swim times, free play sports, better communication of schedules. 3. AQUATIC PROGRAMS & FACILITIES (17): Year-round pool, swim team improvements, adult swim classes. 4. AWARENESS & COMMUNICATION (16): More advertisement, better communication, lists of offerings. 5. ADULT & YOUNG ADULT PROGRAMS (13): Adult leagues, rec teams, beginner classes for adults. 6. SENIOR PROGRAMS & FACILITIES (6): Senior walking groups, pickleball at senior center, senior-friendly activities. 7. CHILDCARE & FAMILY-FRIENDLY OPTIONS (3): More childcare, family-friendly recreation options. 128 COMMUNITY EXPERIENCES MASTER PLAN PRIMARY REASONS RESPONDENTS UTILIZE RECREATIONAL SERVICES OF NEIGHBORING CITIES OR PRIVATE ENTITIES (N = 846) 11% 10% 11% 11% 12% 20% 22% 45% 0%5%10% 15%20%25%30%35%40% 45%50% Other Coppell does not offer the program/facility/service More convenient location More convenient operating hours Better/lower fees Friends/family go there Better maintained/nicer facilities Do not use services outside Coppell MOST IMPORTANT PROGRAM NEEDS OR AREAS OF IMPROVEMENT OVER THE NEXT 5 TO 10 YEARS IN COPPELL (N = 907) 4% 4% 7% 7% 11% 13% 14% 15% 17% 20% 22% 23% 24% 46% 0%5%10% 15%20%25%30%35%40% 45%50% More adaptive recreation programs More self-directed programs More sustainability programs More preschool programs More adult athletic leagues More teen programs More after school, summer programs More volunteer programs More special events More children's programs More arts events, programs More adult programs More senior programs More fitness, wellness, health programs NEEdS A SSESSMENT » 129 SPECIFIC PROGRAM NEEDS OR AREAS OF IMPROVEMENT OVER THE NEXT 5 TO 10 YEARS IN COPPELL (Open Ended responses – Number of Mentions – Top Answers) *Not enough responses for Self-Directed Programs or Adaptive Recreation to provide number of mentions Response Number of Mentions Fitness, Wellness, Health Programsaerobics, yoga, pilates, zumba, weights 38 pickleball 14 hiking, biking, runs, walks 14 adult/senior group classes 14 health education, nutrition, mental health 13 fitness classes 9 aquatic programs 7 Adult Athletic Leaguespickleball 12 softball 6 tennis 5 soccer 5 baseball 2 badminton 2 Special Eventsconcerts/music 14 art/culture 8 festivals 4 family 3 movies 2 Art Events/Programsconcerts, music, symphony, opera 24 art classes, festivals, displays 23 more offerings at CAC 16 productions, plays 6 dance events 5 Volunteer Programsany community service 17 tutoring at schools 4 volunteer for teens 3 animals, rescue 3 Sustainability Programscomposting 6 education programs 4 water use 3 Response Number of Mentions Pre-School Programssports, fitness, swim 5 educational 2 dance 2 After-School Programsmore offerings 13 sports 5 educational 5 camps 5 art, cooking 4 swimming 4 Children’s Programseducation, life skills 10 sports, fitness 9 arts, crafts, games 6 camps 6 swimming 5 entertainment for kids 4 Teen Programssports/fitness 14 games, social events 9 education/life skills 9 tennis/pickleball 5 arts, crafts, woodworking 3 Adult Programseducational classes 10 fitness, yoga, pilates 9 pickleball 6 arts and crafts 5 sports leagues 5 Senior Programsfitness classes 18 field trips/travel 13 pickleball 9 more times for classes 7 games 7 arts and crafts 5 dance 5 130 COMMUNITY EXPERIENCES MASTER PLAN FUNDING SUPPORT Most respondents support sponsorships, fees for developers, and bond programs. (N = 945 to 953) 5% 12% 31% 32% 46% 8% 17% 25% 24% 23% 15% 25% 18% 16% 12% 59% 35% 12% 11% 6% 13% 11% 13% 18% 13% 0%10%20% 30%40%50% 60% 70%80%90% 100% Increased Property Taxes Increased User Fees Voter Approved Bond Programs Increased Park Improvement Fees for Developers Sponsorships 4 - Strong Support 3 -2-1 - Low Support No Opinion MOST IMPORTANT PARK AND FACILITY NEEDS OR AREAS OF IMPROVEMENT OVER THE NEXT 5 TO 10 YEARS (N = 895) 4% 6% 6% 16% 18% 18% 18% 21% 24% 38% 46% 0%5%10% 15%20%25%30%35%40% 45%50% Additional fishing piers Additional playgrounds Develop outdoor artifical turf fields Renovate, remodel existing park infrastructure and facilities Improved fitness rooms, gyms, and equipment Enhance aquatic offerings Improve maintenance of existing facilities Add a splash pad More pickleball courts Additional trails in parks, connecting parks to city trail systems More seating and shade in parks NEEdS A SSESSMENT » 131 DURING THE NEXT 5 TO 10 YEARS, WHAT SHOULD THE PRIORITIES OF COPPELL COMMUNITY EXPERIENCES BE? Open ended responses were tabulated, the top 16 answers are listed below. (N = 1,039)The items below are further discussed in “Priority rankings” on page 141 in conjunction with the list of priority items developed by National Service research which are ranked on the previous chart. %Priority 20%Maintenance/upkeep/safety of parks 18%Community events to bring community together 11%Trails, trail connections 10%Improve/expand The COrE (fitness, gym, pool) 7%Pickleball courts 7%Senior activities/expand Senior Center 5%More shade/more shaded seating 4%Programs, teens/young adults 3%Adult programs 3%Splash pad 3%Communications/community awareness of park system 3%After school programs, children’s programs 2%Improve athletic fields, courts 2%Expand/improve playgrounds 2%Expand library, programs, events 2%Expand art programs 132 COMMUNITY EXPERIENCES MASTER PLAN TEEN SURVEY REPORT The City of Coppell used Social Pinpoint to host the citizen and teen surveys. The survey opened June 2, 2024 and closed July 14, 2024. A total of 186 completed the teen survey. The teen survey contained over twenty multiple choice questions and two open ended response prompts for program and special activity enhancements. Teens were also prompted to suggest any improvements to specific park offerings in Coppell. The distribution of this data is shown on the following page. This section primarily centers on the open ended response from the teen survey. The full survey and collected responses can be found within the appendix. FACILITY USAGE The primary reasons teen respondents never use certain facilities are that they are too busy or unaware of the offerings. (N = 171 to 177) 8% 24% 29% 35% 74% 79% 13% 43% 41% 45% 43% 41% 81% 40% 39% 29% 6% 6% 0%20%40%60%80%100%120%140% Rolling Oaks Memorial Center Wagon Wheel Tennis & Pickleball Center Biodiversity Education Center Coppell Arts Center The CORE Cozby Library & Community Commons Currently Use Plan to Use Never Use NEEdS A SSESSMENT » 133 134 COMMUNITY EXPERIENCES MASTER PLAN TEEN PARK ENHANCEMENTS Following utilization of Community Experiences Facilities, Teens were asked to provide suggestions for specific parks within Coppell. There were over 240 responses recorded for 21 parks and facilities. A summary of enhancements for each park is provided below. ANDREW BROWN PARK WEST: Better softball programs, climbing structures, and playgrounds for older kids. Emphasis on making the park more interactive and diverse in activities. ANDREW BROWN PARK EAST: Water fountains, more advertisement, and monthly community events. Suggestions to make the park more attractive by having a variety of activities for all age groups. KID COUNTRY PLAYGROUND: requests for a section for older kids, more exposure, water fountains, and interactive play equipment. desire to make the playground more engaging for teens and older children. ANDREW BROWN PARK CENTRAL: Cricket fields, soccer goals, more seating, shade, and better accessibility. There’s a strong desire for activities beyond baseball and for improving the park’s comfort. ALLEN ROAD PARK: More advertisement, better seating, and attractions for older kids like sports areas or a walking track. Many respondents mentioned they didn’t know about the park, so increased visibility is crucial. COPPELL NATURE PARK: More information about the park, interactive activities to engage visitors, and enhancing the park’s offerings beyond trails. Awareness is key for increasing visits to the park. GRAPEVINE SPRINGS PARK: More advertising and visibility, enhanced activities, and creating a playground. Lack of awareness about the park is a recurring theme. HUNTERWOOD PARK: More suitable facilities for teens (e.g., basketball courts, bike trails) and increased visibility. Many people expressed that they were unaware of the park. MAGNOLIA PARK: More awareness, water features, and fishing areas. Proximity to other parks was cited as a barrier to visitation. MACARTHUR PARK: Better advertising, more activities beyond baseball, and more trees or shaded areas. Again, proximity and awareness were major issues. MOORE ROAD PARK: More flora and natural shade, picnic areas, and more things to do. Accessibility and awareness are central concerns. RIVERCHASE PARK: More advertising and attractions for older kids. distance and lack of awareness were recurring themes. THE DUCK POND PARK: More activities, trails, and better facilities for older children. Many respondents mentioned they were unaware of the park or didn’t visit it due to age-related reasons. THWEATT PARK: More attractions, safe bike routes, and increased visibility. A lot of respondents mentioned they were unaware of the park’s existence. WAGON WHEEL PARK: A bigger field, more activities, and tennis/ pickleball courts. Not a lot of awareness about this park, and most respondents don’t find it interesting unless they play sports. NEEdS A SSES SMENT » 135 OLD TOWN PLAYGROUND: More attractions, making it suitable for older kids, and more community events. Proximity and lack of appeal for teens are barriers. THE CORE: Women-only workout areas, improving the outdoor pool, and more engagement activities. Issues with comfort and accessibility were highlighted by some respondents. WAGON WHEEL TENNIS AND PICKLEBALL CENTER: More offerings, parking, and awareness. Lack of interest in tennis and pickleball was noted. BIODIVERSITY EDUCATION CENTER: More attractions, more exposure, and better amenities (e.g., water stations). A clear need for better advertising and more community engagement. COPPELL ARTS CENTER: More engaging activities for teens and better advertising. Lack of clarity on the center’s offerings was a recurring concern. COZBY LIBRARY & COMMUNITY COMMONS: More books, self-defense classes, and increased advertising. A lack of interest in books among some respondents, along with a need for more activities for teens. COMMON THEMES: Four common themes and reoccurring insights across the input provided for all parks included: 1. IMPROVED ADVERTISING AND AWARENESS: Several parks see a need for better advertisement and promotion to increase awareness and participation. 2. TEEN AND OLDER KID-FOCUSED ENHANCEMENTS: There is a consistent desire for parks to offer activities suitable for older kids and teens, from sports fields to skate parks, rock climbing, or more dynamic play areas. 3. SEATING, SHADE, AND ACCESSIBILITY: Shade, seating, and better accessibility options (e.g., bike paths, parking) are recurring requests in many parks, indicating a general need for more comfort and convenience. 4. DIVERSE RECREATIONAL OPTIONS: Activities beyond traditional playgrounds and sports (e.g., nature programs, community events) are favored by many respondents to make parks more engaging for all ages. 136 COMMUNITY EXPERIENCES MASTER PLAN TEEN PROGRAM PARTICIPATION PROGRAM USE The programs used most by teens in Coppell are volunteer programs, teen programs, and aquatic programs. The following table shows the distribution of responses for participation in Coppell offered programs. (N = 175 to 177) 13% 15% 25% 31% 47% 28% 35% 21% 38% 36% 59% 50% 54% 31% 18% 0%20%40%60%80%100%120% Fitness Classes Nature based programs Aquatic programs Teen programs/camps Volunteer programs Currently Use Plan to Use Never Use PROGRAM USE ENHANCEMENT SUMMARY distribution of the recommendations for improving participation in Coppell programs. 2 3 3 4 6 15 0 2 4 6 8 10 12 14 16 Specific Suggestions (Internships, Skill-building) Flexibility & Accessibility Cost & Fees Program Variety Volunteer Opportunities Awareness & Promotion NEEdS ASSESSMENT » 137 ARE THERE ANY ENHANCEMENTS YOU WOULD LIKE TO SEE THAT WOULD ENCOURAGE YOU TO PARTICIPATE IN COMMUNITY EXPERIENCES OFFERED PROGRAMS? There were 46 responses to this open ended question that was asked in conjunction with which Coppell Programs Teens currently use. A summary of the main themes for the open ended responses are below. 1. AWARENESS & PROMOTION (15): Advertising & Communication: Many responses mention that programs are not well known, and more advertising (via newsletters, emails, posters, etc.) is needed. Summary: There is a strong need for better communication about available programs, especially using channels like newsletters, schools, posters, and email notifications. 2. PROGRAM OFFERINGS (6): Volunteer Opportunities: Several people express a desire for more volunteer opportunities, especially for teens. They also mention that existing programs may not be well publicized or sufficient. Summary: The community would like to see more and varied volunteer options, including at places like animal shelters, and generally, people want these programs to be more flexible and easily accessible. 3. PROGRAM VARIETY (4): Suggestions for New Programs: Many respondents suggest adding more diverse programs, such as fitness programs, yoga classes, and nature-based activities. Summary: The desire for more variety in available programs is evident, with calls for fitness, yoga, and other skill-building or healthy living activities. 4. COST & FEES (3): Affordability: A number of responses mention that the cost of certain programs or camps might be a barrier, and more affordable or reasonable pricing is desired. Summary: respondents request that programs and activities, such as teen camps and fitness programs, be more affordable to increase participation. 5. FLEXIBILITY & ACCESSIBILITY (3): Program Hours & Locations: Some respondents mention the need for more flexible hours or locations that are accessible by walking or bike lanes. Summary: There is a call for programs to be more flexible in timing and location to accommodate a wider range of participants. 6. SPECIFIC SUGGESTIONS (2): Internship & Skill-Building Programs: A few people specifically mentioned a desire for more internships and skill-building programs for high school students. Summary: There is an interest in internships for high school students and programs that teach new skills, especially those that help with volunteer hours or personal growth. Specific recommendations for improving teen participation in Coppell offered programs include increasing awareness of programs, expanding volunteer options, improving affordability, and diversifying program offerings. Community Experiences staff could choose to use multiple communication channels to promote programs like social media or school outreach, while providing flexible schedules and more locations for offerings. Coppell could also diversify program offerings - specific suggestions from the open ended responses included a focus on healthy living, yoga, nature, and internships. These responses suggest that while there are some existing programs, there’s a desire for better accessibility, more variety, and improved communication to increase participation. 138 COMMUNITY EXPERIENCES MASTER PLAN TEEN SPECIAL ACTIVITY PARTICIPATION ACTIVITY PARTICIPATION The distribution of teen responses for special use facilities and activities that Coppell offers is shown below. Coppell Farmers Market, special events, and pavilions are heavily used by the teen respondents. (N = 171 to 177) 10% 16% 22% 24% 44% 47% 51% 15% 18% 26% 32% 26% 24% 29% 76% 66% 52% 44% 30% 29% 20% 0%20%40%60%80%100%120% Waggin' Tails Dog Park Fishing areas Old Town Interactive Fountain Coppell Community Gardens Pavilions Special events Coppell Farmers Market Currently Use Plan to Use Never Use ACTIVITY ENHANCEMENT SUMMARY distribution of the recommendations for improving participation in Coppell programs. 2 3 3 4 6 15 0 2 4 6 8 10 12 14 16 Specific Suggestions (Internships, Skill-building) Flexibility & Accessibility Cost & Fees Program Variety Volunteer Opportunities Awareness & Promotion NEEdS A SSESSMENT » 139 ARE THERE ANY ENHANCEMENTS YOU WOULD LIKE TO SEE THAT WOULD ENCOURAGE YOU TO UTILIZE COMMUNITY EXPERIENCES’ ACTIVITIES? There were 28 responses to this open ended question that was asked following which Coppell provided special activities teens most participate in or utilize. The main themes and recommendations of the open ended responses are shown below. 1. AWARENESS & PROMOTION (6): Several responses mentioned the need to improve awareness of events and programs in Coppell, indicating that people are unaware of many of the activities available. There is a call for more advertisements, such as flyers, posters, or social media, to highlight these events. 2. PROGRAM & EVENT VARIETY (6): There is a clear desire for more special events, such as parades, festivals, and activities specific to certain age groups (teens, families). respondents also requested more variety in events, like concerts or food trucks, particularly geared toward teens. 3. FACILITIES & MAINTENANCE (4): Several teens noted that certain facilities, particularly the dog park, need improvements. This includes better maintenance to reduce mud and the addition of amenities like vending machines or more shade at parks. 4. TEENS & YOUTH FOCUS (3): Many responses suggest that there is a lack of activities catering to teens in Coppell. Suggestions include a roller rink, skate park, music events, and food trucks. 5. PARKS, TRAILS & ACCESSIBILITY (2): responses also highlight a need for better accessibility in public spaces, ensuring parks and other venues are accessible by walking or biking. 6. SAFETY & CLEANLINESS (2): A few responses mention the importance of safety in public spaces and cleanliness in parks, particularly regarding pets and waste management. 7. OLD TOWN COPPELL & COMMUNITY (2): Some respondents mentioned enjoying the events in Old Town Coppell and suggested that more activities or promotions could be held in this area. Specific recommendations for improving teen utilization of special activities and facilities include increasing awareness, expanding event variety, events focusing on teens, improving facilities, and enhancing accessibility. 1010PRIORITY RANKINGS 142 COMMUNITY EXPERIENCES MASTER PLAN PROCESS FOR RANKINGS At the completion of the citizen survey during the Needs Assessment phase, NSr and dunaway applied a method in order to rank the developed program priority items. This method included using specific input from the citizen survey results, teen survey, Parks and recreation Board, City Staff, and the dunaway team. The following weighted values were assigned to each: 1. Citizen Input / Survey Results (45%) The specific needs and requests by the Coppell community as tabulated from the citizen survey. 2. Coppell Teen Survey Results (5%) The specific needs and requests by teens in the Coppell community as tabulated from the teen survey. 2. Parks and Recreation Board (20%) The specific parks and recreation needs in Coppell as identified by the appointed Parks and Recreation Board Members. 3. Community Experiences Staff (20%) The specific needs as identified by Coppell Community Experiences staff based upon existing recreational programs and current demands on the department. 4. Dunaway Team (10%) The specific recommendations by the Dunaway planning team based upon assessing the unique needs of the Coppell community, current park resources, demographic profile, and future demands for recreational resources The results of the priority ranking were tabulated into three categories: High Priority, Moderate Priority, and Low Priority. The table on the following page provides a summary of these priorities and their total weighted value for Coppell. Earthfest at the Biodiversity Education Center Sunset Social at Old Town PrIOrITY rANKINGS » 143 INITIAL PRIORITY RANKINGS The priorities at right were directly ranked by residents, Coppell Parks and recreation Board, Community Experiences Staff, and the dunaway Team per the formula at left. These programming items were directly related to feedback received through the public engagement session notes and stakeholder meetings. OPEN ENDED RESPONSE The initial priority rankings were then compared against the open ended responses received during the citizen survey. Over 1,000 open ended responses were tabulated, the top 12 answers are listed here (N = 1,039). The items highlighted in blue indicate items that align with the Initial Priority rankings, while items in red indicate program items with high response rates that were not included in the Initial Priority rankings. These program items were then incorporated into the final 2025 Priority rankings by dunaway and Coppell Community Experiences Staff. The final rankings can be seen on the next spreads. Priorities Total Weighted Value More seating and shade in parks 2.70 More pickleball courts 2.50 Additional trails in parks, connecting parks to city trail system 2.25 Improve maintenance of existing facilities 2.25 Add a splash pad 2.15 Enhance aquatic offerings 2.00 Improved fitness rooms, gyms, and equipment 2.00 renovate, remodel existing parks infrastructure and facilities 1.80 develop outdoor artificial turf fields 1.45 Additional playgrounds .90 Additional fishing piers .90 Open Ended Response Priority % Maintenance/upkeep/safety of parks 20% Community events to bring community together 18% Trails, trail connections 11% Improve/expand The COrE (fitness, gym, pool)10% Pickleball courts 7% Senior activities/expand Senior Center 7% More shade/more shaded seating 5% Programs, teens/young adults 4% Adult programs 3% Splash pad 3% Communications/community awareness of park system 3% After school programs, children’s programs 3% 144 COMMUNITY EXPERIENCES MASTER PLAN 2025 COMMUNITY EXPERIENCES PRIORITY RANKINGS Establishing clear priorities for the system is essential for guiding a successful Master Plan. This allows city leaders to understand the importance of annual budgeting and strategies that will meet the needs throughout the Coppell community. The priorities in this section are a result of incorporating the inventory of current resources and citizen engagement into a ranking of priority needs. RELATIONSHIP TO PARKS AND RECREATION BOARD PROJECT PRIORITY LIST Through combining feedback from the citizen survey, stakeholder input, staff, and consultant review, the following priorities will help aid the Parks and recreation Board in creating the 2025 Project Priority List. PrIOrITY rANKINGS » 145 Priorities High Moderate Low More seating and shade in parks •• More pickleball courts •• Additional trails in parks, connecting parks to city trail system •• Improve maintenance of existing facilities •• Community Events •• Add a splash pad •• Teens & Adult Programming •• Enhance aquatic offerings •• Improved fitness rooms, gyms, and equipment •• renovate, remodel existing parks infrastructure and facilities •• develop outdoor artificial turf fields •• Additional playgrounds •• 146 COMMUNITY EXPERIENCES MASTER PLAN Wildflowers at Andrew Brown DESCRIPTIONS FOR PRIORITY RANKINGS MORE SEATING AND SHADE IN PARKS Adding more benches, shaded pavilions, and canopy trees to provide comfort for park visitors. MORE PICKLEBALL COURTS Expanding the number of pickleball courts strategically at Wagon Wheel Tennis & Pickleball Center to accommodate for the high utilization and demand within Coppell. ADDITIONAL TRAILS IN PARKS, CONNECTING PARKS TO CITY TRAIL SYSTEM Creating new walking, biking, and nature trails within parks that seamlessly link to the broader Coppell trail network, improving connectivity and outdoor recreation opportunities for residents. IMPROVE MAINTENANCE OF EXISTING FACILITIES Enhance the upkeep of current Community Experiences’ parks and facilities ensuring they remain clean, safe, and functional for regular use. This is applicable for all exterior and interior spaces managed by the Community Experiences department and that the public frequently engage with. This priority item can be applied to the methods of maintenance and design intent of the development of facilities, as well. For example, the City of Coppell currently employs water-wise plantings within roadway medians that reduce irrigation and routine maintenance requirements. COMMUNITY EVENTS Offering diverse programming that caters to different age groups, cultures, and interests. Providing interactive activities such as hands-on workshops, live entertainment, and local vendor showcases to boost engagement. Effective promotion through social media, local newsletters, and partnerships with community organizations to increase awareness and attendance. Implementing sustainable practices like recycling stations, digital ticketing, and local food sourcing to help reduce environmental impact. Ensuring accessibility through AdA-compliant venues and multilingual resources to foster inclusivity, while integrating technology such as event apps, live streaming, and digital engagement tools to expand reach and interaction. PrIOrITY rANKINGS » 147 ADD A SPLASH PAD Introducing water play areas in select parks or facility locations to meet additional demand for summer activities. TEENS & ADULT PROGRAMMING Offer diverse activities that cater to each group’s unique interests and needs. For teens, interactive events like creative workshops and leadership programs can foster participation, while leveraging social media and school partnerships helps boost awareness. Adults benefit from professional development opportunities, fitness classes, and hobby-based meetups, with digital engagement tools like event apps and virtual participation options expanding accessibility. For seniors, wellness programs, lifelong learning courses, and social gatherings help build a strong sense of community, while offering transportation services and accessible venues ensures inclusivity. Promoting intergenerational activities, such as mentorship programs and volunteer opportunities, further strengthens community connections across all age groups. ENHANCE AQUATIC OFFERINGS upgrading existing pools or expanding upon them at The COrE. upgrades could include water slides, lap lanes, splash pads, and family swim areas to offer more diverse activities for residents of all ages and abilities. IMPROVED FITNESS ROOMS, GYMS, AND EQUIPMENT renovating or expanding upon The COrE offerings with updated exercise equipment, new workout spaces and more accessibility, encouraging healthier lifestyles and fitness engagement. RENOVATE OR REMODEL EXISTING PARKS, INFRASTRUCTURE, AND FACILITIES Modernizing and upgrading dated park structures such as playgrounds, sports courts, and shelters to improve functionality, accessibility, and ensure long-term sustainability. DEVELOP OUTDOOR ARTIFICIAL TURF FIELDS Installing durable, all-weather artificial turf fields in select parks for multi-use, soccer, football, and other sports, offering year-round usability and reducing maintenance costs while providing high-quality play surfaces. ADDITIONAL PLAYGROUNDS Building new, diverse playgrounds in underserved areas to offer safe, stimulating, and accessible play engagement for children of various ages and abilities. 1111IMPLEMENTATION PLAN & RECOMMENDATIONS 150 COMMUNITY EXPERIENCES MASTER PLAN Coppell is well-positioned to build on its momentum in developing an engaging park system that enhances the quality of life for residents and visitors. To implement the priorities developed through this master plan process, a focused strategy is essential, especially in securing funding and adhering to a strategic action plan. The following pages outline a variety of funding sources that can supplement Coppell’s financial resources, along with a Proposed Action Plan to guide annual budgeting and facility development. This Action Plan includes a dedicated plan for future tennis and pickleball development based on the study conducted during the recreation Program Analysis Phase. These implementation tools should be regularly evaluated by City Staff to assess progress and adjust priorities based on community needs as elaborated on in the recreation Program Analysis. FUNDING SOURCES One of the biggest challenges for City Staff when implementing a master plan will be prioritizing new capital dollars that will support needed renovations, expansions, programming, and new amenities. To achieve this, City Staff will need to outline an annual strategy for funding capital improvements across the entire system. To add to the city’s available financial resources, Coppell has an opportunity to pursue a wide range of other sources that would help fund the various capital improvements prioritized in this plan. The following funding sources may be included in an exhaustive implementation plan developed by City Staff and are further described in the following pages. PROPOSED ACTION PLAN The Proposed Action Plan outlines a path forward for addressing high-priority facility needs and identifies potential funding sources for future improvements. Strategic implementation by city leaders, along with annual evaluations of progress, is recommended. Over the next five to ten years, if additional funding becomes available, the schedule of projects can be adjusted at Coppell’s discretion to accelerate timelines for certain initiatives. This flexibility will allow for the advancement of projects within the plan as deemed necessary and will also create opportunities to allocate resources toward longer-range improvements. IMPLEMENTATION OVERVIEW IMPLEMENTATION PLAN & rECOMMENdATIONS » 151 152 COMMUNITY EXPERIENCES MASTER PLAN FUNDING & REVENUE STRATEGIES The following list of sources provide guidance for additional park and community services support within Coppell. ADVERTISING This funding source comes from the sale of advertising on park and recreation related items such as the city’s program guide, on scoreboards, and other visible products or services. CORPORATE SPONSORSHIPS This funding source comes from corporations that invest in the development or enhancement of new or existing facilities. Sponsorships are also successfully used for special programs and events. FEES / CHARGES This funding source comes from fees for use of a facility or participation in a city sponsored recreational program. FOUNDATIONS / GIFTS This funding source comes from tax-exempt organizations who give donations for specific facilities, activities, or programs. These may include capital campaigns, fundraisers, endowments, sales of items, etc. FRIENDS ASSOCIATIONS This funding source comes from friends groups that raise money typically for a single focus priority. This may include a park, facility, program that will better the community they live in. GENERAL FUND This funding source is the primary means in providing for annual capital programs, improvements, and infrastructure upgrades. GENERAL OBLIGATION BONDS This funding source comes from bond programs approved by the citizens for capital improvements within the system. GRANTS - TEXAS PARKS & WILDLIFE DEPARTMENT This funding source comes from recreation grant programs that develop outdoor recreational facilities, engage in environmental education, and expand trail systems. GRANTS - TRANSPORTATION ENHANCEMENT (NORTH CENTRAL TEXAS COUNCIL OF GOVERNMENTS & TEXAS DEPARTMENT OF TRANSPORTATION) This funding source comes from grants for the development of new trails or trail extensions. INTERLOCAL AGREEMENTS This funding source comes from contractual agreements with other local units of government for the joint-use of indoor or outdoor recreational facilities. IRREVOCABLE TRUSTS This funding source comes from individuals who leave a portion of their wealth for a trust fund. The fund grows over a period of time and is available for the city to use a portion of the interest to support specific park facilities as designated by the trustee. LAND LEASES Leases could be utilized where appropriate and include options where developers / agencies lease space from city-owned land through a subordinate lease that pays out a set dollar amount plus a percentage of gross dollars for recreation enhancements. These could include a golf course, marina, restaurants, driving ranges, sports complexes, equestrian facilities, recreation centers, and ice arenas. IMPLEMENTATION PLAN & rECOMMENdATIONS » 153 NAMING RIGHTS This funding source comes from leasing or selling naming rights for new indoor facilities or signature parks. PARK IMPROVEMENT FEE / PARK DEDICATION FEE This funding source comes from private developers who give land for public parks. This may include land along drainage corridors that can be developed for greenbelts and trails. PARTNERSHIPS This funding source comes from public/public, public/private, and public/not-for-profit partnerships. PRIVATE DONATIONS This funding source comes from private party contributions including funds, equipment, art, and in-kind services. RESERVATIONS This funding source comes from revenue generated through the reservations of rental facilities or similar offerings. The reservation rates are fixed and apply to group shelters, meeting rooms, and sports fields. REVENUE BONDS This funding source comes from bonds used for capital projects that will generate revenue for debt services where fees can be set aside to support repayment of the bond. SALES / 4B TAX CREDIT This funding source comes from a voter approved sales tax that goes toward Parks and recreational improvements. SPECIAL USE PERMITS This funding source comes from allowing other parties to use specific park property that involves financial gain. The city either receives a set amount of money or a percentage of the gross revenue from the service that is being provided. 154 COMMUNITY EXPERIENCES MASTER PLAN POTENTIAL FUNDING SOURCES The following table provides budget ranges and potential funding sources for the developed list of priority program items. (Budget ranges are estimates and subject to change.) Funding Sources Action Plan Item Budget Ranges AdvertisingCorporate SponsorshipsFees / ChargesFoundation / GiftsFriends AssociationsGeneral FundGeneral Obligation BondsGrants - Texas Parks & Wildlife departmentGrants - Transportation Enhancement (TXdOT)Interlocal AgreementsIrrevocable TrustLand LeaseNaming rightsPark dedication FeePark Improvements FeePartnershipsPermits (Special use Permits)Private donationsreservationsrevenue BondsSales 4B Tax (1/2 Cent)Special FundraisersVolunteerism / In-Kind donationsHigh PriorityMore seating and shade in parks Varies .......................... More pickleball courts $225,000 per four courts / Varies ............................ Additional trails in parks, connecting parks to city trail system $550,000 - $1,000,000 per mile ............................ Improve maintenance of existing facilities Varies ................Moderate PriorityCommunity Events Varies ...................... Add a splash pad $750,00 - $1,500,000 .................................... Teens & Adult Programming Varies .................... Enhance aquatic offerings Varies ............................ Improved fitness rooms, gyms, and equipment Varies ....................Low Priorityrenovate, remodel existing parks infras tructure and facilities Varies .................. develop outdoor artificial turf fields $750,000 - $1,000,000 per field .............................. Additional playgrounds $450,000 - $650,000 per playground ............................ IMPLEMENTATION PLAN & rECOMMENdATIONS » 155 Funding Sources Action Plan ItemBudget Ranges AdvertisingCorporate SponsorshipsFees / ChargesFoundation / GiftsFriends AssociationsGeneral FundGeneral Obligation BondsGrants - Texas Parks & Wildlife departmentGrants - Transportation Enhancement (TXdOT)Interlocal AgreementsIrrevocable TrustLand LeaseNaming rightsPark dedication FeePark Improvements FeePartnershipsPermits (Special use Permits)Private donationsreservationsrevenue BondsSales 4B Tax (1/2 Cent)Special FundraisersVolunteerism / In-Kind donationsHigh PriorityMore seating and shade in parksVaries .......................... More pickleball courts$225,000 per four courts / Varies ............................ Additional trails in parks, connecting parks to city trail system$550,000 - $1,000,000 per mile ............................ Improve maintenance of existing facilitiesVaries ................Moderate PriorityCommunity EventsVaries ...................... Add a splash pad$750,00 - $1,500,000 .................................... Teens & Adult ProgrammingVaries .................... Enhance aquatic offeringsVaries ............................ Improved fitness rooms, gyms, and equipmentVaries ....................Low Priorityrenovate, remodel existing parks infrastructure and facilitiesVaries .................. develop outdoor artificial turf fields$750,000 - $1,000,000 per field .............................. Additional playgrounds$450,000 - $650,000 per playground ............................ 156 COMMUNITY EXPERIENCES MASTER PLAN PROPOSED TEN-YEAR ACTION PLAN The Proposed Ten-Year Action Plan responds to the high priority items for facility needs and sets up a proposed time table with respect to the potential funding sources. The plan combines action item recommendations for improvements in an effort to enhance the quality of programming and facilities throughout Coppell. during the course of the next ten years, if additional funding is received, the schedule of projects may be advanced to move projects up earlier in the Proposed Ten-Year Action Plan. HIGH PRIORITY ITEMS MORE SEATING AND SHADE IN PARKS • Allen road Park • Andrew Brown Central • Andrew Brown East • Andrew Brown West • Coppell Nature Park • denton Creek Park • Grapevine Creek Park • Grapevine Springs Park • Hunterwood Park • MacArthur Park • Magnolia Park • Moore road Park • Natches Trace • Parkwood Park • The Square at Old Town • Thweatt Park • Town Center Plaza • Villawood Linear Park • Wagon Wheel Park • Wagon Wheel Tennis and Pickleball Center • Woodhurst Linear Park MORE PICKLEBALL COURTS • Wagon Wheel Tennis and Pickleball Center ADDITIONAL TRAILS IN PARKS, CONNECTING PARKS TO CITY TRAIL SYSTEM • Allen road Park • Coppell Nature Park • Grapevine Creek Park • Grapevine Springs Park • MacArthur Park • Natches Trace • Villawood Linear Park • Wagon Wheel Park • Woodhurst Linear Park IMPROVE MAINTENANCE OF EXISTING FACILITIES • Andrew Brown East • Heritage Park • MacArthur Park • The COrE The DuckPond Park RiverchaseParkWaggin'TailsDog Park Helping HandsCommunity Garden Ground DeliveryCommunity Garden MainStreetInteractive Fountain Senior& Community Center atGrapevine Springs Rolling OaksMemorialCenter Old TownCommunity GardenCoppellArts Center Cozby Libraryand CommunityCommons Biodiversity EducationCenter AllenRoad Park Parkwood Park Magnolia Park VillawoodLinear Park MacArthur Park WoodhurstLinear Park GrapevineCreek Park Natches Trace GrapevineSprings Park Town Center Plaza Hunterwood Park Heritage Park The Square at Old Town The CORE Andrew Brown East Andrew BrownCentral Thweatt Park CoppellNature Park DentonCreek Park MooreRoad Park AndrewBrown West WagonWheelTennis andPickleball Center WagonWheel ParkR OYALL N FREEP O R T P KW Y DENTON TAP RD SANDY LAKE RD PARKWAY B LVDCOPPELLRD BELT LINE RD MACARTHUR B L VD BETHEL R D s 121 0 2,750 FT IMPLEMENTATION PLAN & rECOMMENdATIONS » 157 The DuckPond Park RiverchaseParkWaggin'TailsDog Park Helping HandsCommunity Garden Ground DeliveryCommunity Garden MainStreetInteractive Fountain Senior& Community Center atGrapevine Springs Rolling OaksMemorialCenter Old TownCommunity GardenCoppellArts Center Cozby Libraryand CommunityCommons Biodiversity EducationCenter AllenRoad Park Parkwood Park Magnolia Park VillawoodLinear Park MacArthur Park WoodhurstLinear Park GrapevineCreek Park Natches Trace GrapevineSprings Park Town Center Plaza Hunterwood Park Heritage Park The Square at Old Town The CORE Andrew Brown East Andrew BrownCentral Thweatt Park CoppellNature Park DentonCreek Park MooreRoad Park AndrewBrown West WagonWheelTennis andPickleball Center WagonWheel ParkR OYALL N FREEP O R T P KW Y DENTON TAP RD SANDY LAKE RD PARKWAY B LVDCOPPELLRD BELT LINE RD MACARTHUR B L VD BETHEL RD s 121 0 2,750 FT 158 COMMUNITY EXPERIENCES MASTER PLAN - recommended Location HIGH PRIORITY IMPLEMENTATION PLAN Park Facility Locations Action Plan Item Budget Ranges Allen road ParkAndrew Brown CentralAndrew Brown EastAndrew Brown WestBiodiversity Education CenterCoppell Arts CenterCoppell Nature ParkCozby Library & Community Commonsdenton Creek ParkGrapevine Creek ParkGrapevine Springs ParkSenior & Community Center at Grapevine SpringsGround delivery Community GardenHelping Hands Community GardenHeritage ParkHunterwood ParkMacArthur ParkMagnolia ParkMain Street Interactive FountainMoore road ParkNatches TraceOld Town Community GardenParkwood Parkriverchase Parkrolling Oaks Memorial CenterThe COrEThe duck Pond ParkThe Square at Old TownThweatt ParkTown Center PlazaVillawood Linear ParkWaggin' Tails dog ParkWagon Wheel ParkWagon Wheel Tennis & Pickleball CenterWoodhurst Linear ParkMore seating and shade in parks $5,000 - $20,000 ✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓ More pickleball courts $225,000 per four courts / Varies ✓✓ Additional trails in parks, connecting parks to city trail system $550,000 - $1,000,000 per mile ✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓ Improve maintenance of existing facilities Varies ✓✓✓✓✓✓✓✓ (Possible locations as noted: pending future funding and budgets) ✓✓ IMPLEMENTATION PLAN & rECOMMENdATIONS » 159 Park Facility Locations Action Plan ItemBudget RangesAllen road ParkAndrew Brown CentralAndrew Brown EastAndrew Brown WestBiodiversity Education CenterCoppell Arts CenterCoppell Nature ParkCozby Library & Community Commonsdenton Creek ParkGrapevine Creek ParkGrapevine Springs ParkSenior & Community Center at Grapevine SpringsGround delivery Community GardenHelping Hands Community GardenHeritage ParkHunterwood ParkMacArthur ParkMagnolia ParkMain Street Interactive FountainMoore road ParkNatches TraceOld Town Community GardenParkwood Parkriverchase Parkrolling Oaks Memorial CenterThe COrEThe duck Pond ParkThe Square at Old TownThweatt ParkTown Center PlazaVillawood Linear ParkWaggin' Tails dog ParkWagon Wheel ParkWagon Wheel Tennis & Pickleball CenterWoodhurst Linear ParkMore seating and shade in parks$5,000 - $20,000✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓ More pickleball courts$225,000 per four courts / Varies ✓✓ Additional trails in parks, connecting parks to city trail system$550,000 - $1,000,000 per mile✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓ Improve maintenance of existing facilitiesVaries✓✓✓✓✓✓✓✓ 160 COMMUNITY EXPERIENCES MASTER PLAN MODERATE PRIORITY ITEMS COMMUNITY EVENTS • Biodiversity Education Center • Coppell Arts Center • Coppell Nature Park • Cozby Library & Community Commons ADD A SPLASH PAD • Andrew Brown East ENHANCE AQUATIC OFFERINGS • Andrew Brown East • The COrE TEENS & ADULT PROGRAMMING • Biodiversity Education Center • Coppell Arts Center • Coppell Nature Park • Cozby Library & Community Commons IMPROVED FITNESS ROOMS, GYMS, AND EQUIPMENT • The COrE AllenRoadPark Parkwood Park The DuckPond Park Magnolia Park VillawoodLinear Park MacArthurPark WoodhurstLinear Park GrapevineCreek Park Natches Trace RiverchasePark GrapevineSprings Park Town CenterPlaza HunterwoodPark Heritage Park Waggin'Tails DogPark The Squareat Old Town Helping Hands CommunityGarden Ground DeliveryCommunity Garden MainStreet InteractiveFountain Senior & CommunityCenter at GrapevineSprings Rolling OaksMemorialCenter OldTownCommunity Garden AndrewBrown Central Thweatt Park DentonCreek Park MooreRoad Park AndrewBrown West Wagon Wheel Tennisand PickleballCenter WagonWheel Park The CORE Andrew Brown East CoppellNature Park Coppell ArtsCenter Cozby Libraryand CommunityCommons Biodiversity EducationCenter R OYALL N FREEP O R T P KW Y DENTON TAP RD SANDY LAKE RD PARKWAY B LVDCOPPELLRD BELT LINE RD MACARTHUR B LVD BETHEL R D s 121 0 2,750 FT IMPLEMENTATION PLAN & rECOMMENdATIONS » 161 AllenRoadPark Parkwood Park The DuckPond Park Magnolia Park VillawoodLinear Park MacArthurPark WoodhurstLinear Park GrapevineCreek Park Natches Trace RiverchasePark GrapevineSprings Park Town CenterPlaza HunterwoodPark Heritage Park Waggin'Tails DogPark The Squareat Old Town Helping Hands CommunityGarden Ground DeliveryCommunity Garden MainStreet InteractiveFountain Senior & CommunityCenter at GrapevineSprings Rolling OaksMemorialCenter OldTownCommunity Garden AndrewBrown Central Thweatt Park DentonCreek Park MooreRoad Park AndrewBrown West Wagon Wheel Tennisand PickleballCenter WagonWheel Park The CORE Andrew Brown East CoppellNature Park Coppell ArtsCenter Cozby Libraryand CommunityCommons Biodiversity EducationCenter R OYALL N FREEP O R T P KW Y DENTON TAP RD SANDY LAKE RD PARKWAY B LVDCOPPELLRD BELT LINE RD MACARTHUR B LVD BETHEL RD s 121 0 2,750 FT 162 COMMUNITY EXPERIENCES MASTER PLAN - recommended Location MODERATE PRIORITY IMPLEMENTATION PLAN Park Facility Locations Action Plan Item Budget Ranges Allen road ParkAndrew Brown CentralAndrew Brown EastAndrew Brown WestBiodiversity Education CenterCoppell Arts CenterCoppell Nature ParkCozby Library & Community Commonsdenton Creek ParkGrapevine Creek ParkGrapevine Springs ParkSenior & Community Center at Grapevine SpringsGround delivery Community GardenHelping Hands Community GardenHeritage ParkHunterwood ParkMacArthur ParkMagnolia ParkMain Street Interactive FountainMoore road ParkNatches TraceOld Town Community GardenParkwood Parkriverchase Parkrolling Oaks Memorial CenterThe COrEThe duck Pond ParkThe Square at Old TownThweatt ParkTown Center PlazaVillawood Linear ParkWaggin' Tails dog ParkWagon Wheel ParkWagon Wheel Tennis & Pickleball CenterWoodhurst Linear ParkCommunity Events Varies ✓✓✓✓✓✓✓✓✓✓✓✓ Add a splash pad $750,00 - $1,500,000 ✓✓ Teens & Adult Programming Varies ✓✓✓✓✓✓✓✓✓✓✓✓ Enhance aquatic offerings Varies ✓✓✓✓ Improved fitness rooms, gyms, and equipment Varies ✓✓ ✓✓ (Possible locations as noted: pending future funding and budgets) IMPLEMENTATION PLAN & rECOMMENdATIONS » 163 Park Facility Locations Action Plan ItemBudget RangesAllen road ParkAndrew Brown CentralAndrew Brown EastAndrew Brown WestBiodiversity Education CenterCoppell Arts CenterCoppell Nature ParkCozby Library & Community Commonsdenton Creek ParkGrapevine Creek ParkGrapevine Springs ParkSenior & Community Center at Grapevine SpringsGround delivery Community GardenHelping Hands Community GardenHeritage ParkHunterwood ParkMacArthur ParkMagnolia ParkMain Street Interactive FountainMoore road ParkNatches TraceOld Town Community GardenParkwood Parkriverchase Parkrolling Oaks Memorial CenterThe COrEThe duck Pond ParkThe Square at Old TownThweatt ParkTown Center PlazaVillawood Linear ParkWaggin' Tails dog ParkWagon Wheel ParkWagon Wheel Tennis & Pickleball CenterWoodhurst Linear ParkCommunity EventsVaries✓✓✓✓✓✓✓✓✓✓✓✓ Add a splash pad$750,00 - $1,500,000✓✓ Teens & Adult ProgrammingVaries✓✓✓✓✓✓✓✓✓✓✓✓ Enhance aquatic offeringsVaries✓✓✓✓ Improved fitness rooms, gyms, and equipmentVaries ✓✓ 164 COMMUNITY EXPERIENCES MASTER PLAN LOW PRIORITY ITEMS RENOVATE, REMODEL EXISTING PARKS INFRASTRUCTURE AND FACILITIES • Allen road Park • Andrew Brown Central • Senior & Community Center at Grapevine Springs • Ground delivery Community Garden • MacArthur Park • Magnolia Park • Moore road Park • riverchase Park • rolling Oaks Memorial Center • The COrE • Town Center Plaza • Villawood Linear Park • Waggin’ Tails dog Park • Wagon Wheel Park • Wagon Wheel Tennis and Pickleball Center DEVELOP OUTDOOR ARTIFICIAL TURF FIELDS • Andrew Brown West • MacArthur Park • Wagon Wheel Park ADDITIONAL PLAYGROUNDS • Andrew Brown Central • riverchase Park • The Square at Old Town • Thweatt Park • Villawood Linear Park • Wagon Wheel Park Parkwood Park The DuckPond Park WoodhurstLinear Park GrapevineCreek Park Natches Trace GrapevineSprings Park HunterwoodPark Heritage Park Helping HandsCommunity Garden Main StreetInteractiveFountain OldTownCommunity Garden Andrew Brown East Coppell NaturePark DentonCreek Park CoppellArtsCenter Cozby Libraryand CommunityCommons BiodiversityEducation Center AllenRoad Park Magnolia Park VillawoodLinear Park MacArthur Park Riverchase Park Town Center Plaza Waggin'TailsDog Park The Square at Old Town Ground DeliveryCommunity Garden Senior &CommunityCenter atGrapevine Springs The CORE Rolling OaksMemorialCenter Andrew BrownCentral Thweatt Park MooreRoad Park AndrewBrown West WagonWheelTennis andPickleball Center WagonWheel ParkR OYALL N FREEP O R T P KW Y DENTONTAPRDSANDY LAKE RD PARKWAY B LVDCOPPELLRD BELT LINE RD MACARTHUR B L VD BETHEL R D s 121 0 2,750 FT IMPLEMENTATION PLAN & rECOMMENdATIONS » 165 Parkwood Park The DuckPond Park WoodhurstLinear Park GrapevineCreek Park Natches Trace GrapevineSprings Park HunterwoodPark Heritage Park Helping HandsCommunity Garden Main StreetInteractiveFountainOldTownCommunity Garden Andrew Brown East Coppell NaturePark DentonCreek Park CoppellArtsCenter Cozby Libraryand CommunityCommons BiodiversityEducation Center AllenRoad Park Magnolia Park VillawoodLinear Park MacArthur Park Riverchase Park Town Center Plaza Waggin'TailsDog Park The Square at Old Town Ground DeliveryCommunity Garden Senior &CommunityCenter atGrapevine Springs The CORE Rolling OaksMemorialCenter Andrew BrownCentral Thweatt Park MooreRoad Park AndrewBrown West WagonWheelTennis andPickleball Center WagonWheel ParkR OYALL N FREEP O R T P KW Y DENTONTAPRDSANDY LAKE RD PARKWAY B LVDCOPPELLRD BELT LINE RD MACARTHUR B L VD BETHEL RD s 121 0 2,750 FT 166 COMMUNITY EXPERIENCES MASTER PLAN - recommended Location LOW PRIORITY IMPLEMENTATION PLAN Park Facility Locations Action Plan Item Budget Ranges Allen road ParkAndrew Brown CentralAndrew Brown EastAndrew Brown WestBiodiversity Education CenterCoppell Arts CenterCoppell Nature ParkCozby Library & Community Commonsdenton Creek ParkGrapevine Creek ParkGrapevine Springs ParkSenior & Community Center at Grapevine SpringsGround delivery Community GardenHelping Hands Community GardenHeritage ParkHunterwood ParkMacArthur ParkMagnolia ParkMain Street Interactive FountainMoore road ParkNatches TraceOld Town Community GardenParkwood Parkriverchase Parkrolling Oaks Memorial CenterThe COrEThe duck Pond ParkThe Square at Old TownThweatt ParkTown Center PlazaVillawood Linear ParkWaggin' Tails dog ParkWagon Wheel ParkWagon Wheel Tennis & Pickleball CenterWoodhurst Linear Parkrenovate, remodel existing parks infrastructure and facilities Varies ✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓ develop outdoor artificial turf fields $750,000 - $1,000,000 per field ✓✓✓✓✓✓ Additional playgrounds $450,000 - $650,000 per playground ✓✓✓✓✓✓✓✓✓✓✓✓ ✓✓ (Possible locations as noted: pending future funding and budgets) IMPLEMENTATION PLAN & rECOMMENdATIONS » 167 Park Facility Locations Action Plan ItemBudget RangesAllen road ParkAndrew Brown CentralAndrew Brown EastAndrew Brown WestBiodiversity Education CenterCoppell Arts CenterCoppell Nature ParkCozby Library & Community Commonsdenton Creek ParkGrapevine Creek ParkGrapevine Springs ParkSenior & Community Center at Grapevine SpringsGround delivery Community GardenHelping Hands Community GardenHeritage ParkHunterwood ParkMacArthur ParkMagnolia ParkMain Street Interactive FountainMoore road ParkNatches TraceOld Town Community GardenParkwood Parkriverchase Parkrolling Oaks Memorial CenterThe COrEThe duck Pond ParkThe Square at Old TownThweatt ParkTown Center PlazaVillawood Linear ParkWaggin' Tails dog ParkWagon Wheel ParkWagon Wheel Tennis & Pickleball CenterWoodhurst Linear Parkrenovate, remodel existing parks infrastructure and facilitiesVaries✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓✓ develop outdoor artificial turf fields$750,000 - $1,000,000 per field✓✓✓✓✓✓ Additional playgrounds$450,000 - $650,000 per playground✓✓✓✓✓✓✓✓✓✓✓✓ 168 COMMUNITY EXPERIENCES MASTER PLAN The following summary of recommendations presents how the results of this Master Plan align with the goals of the Coppell Community Experiences department, where People, Parks, and Programs are the core constituents: IMPLEMENTATION SUMMARY People • Social Equity Communities built for people, with equal access to programs and amenities. Parks • Conservation Protecting, providing, and conserving Coppell’s open spaces, while increasing resident’s connection with nature. Coppell continues to implement low-impact designs and green infrastructure methods that increase awareness of environmental sustainability. Programs • Health & Wellness Providing and promoting healthy, active lifestyles through recreation amenities and programs. 170 COMMUNITY EXPERIENCES MASTER PLAN DEMOGRAPHIC ANALYSIS: Coppell’s largest age segment of 35-54, and growing 55+ population, suggests a need for increased recreational activities for the active adult population. Coppell’s above average household income characteristics suggest potential disposable income at the individual and family level. The department should be mindful of the income characteristics within Coppell when pricing out programs, events, or considering new amenities, while staying aware of the projected upward income trend that they can expect over the next decade. Coppell should ensure its diversifying population is reflected in its offerings, marketing/communications, and public outreach. STANDARDS ASSESSMENT: Sixty-eight percent of Coppell’s residential areas fall within a 10 minute walk to a park zone. Coppell should continue its efforts to provide open space or park offerings in all new neighborhoods and any redevelopment. Special attention should be provided to neighborhoods south of Parkway Boulevard and just east of MacArthur Boulevard, south towards E Belt Line road. BENCHMARK ANALYSIS: While Coppell ranks highly among comparable park and recreation agencies, areas recommended for improvement include number of indoor recreation facilities, participations or registrations, cost recovery, and total number of developed parks. Coppell’s cost recovery of 30.44% is significantly lower than compared agencies, along with their number of total participations and registrations. With increased capital investment in the following years, Coppell will likely see improved infrastructure, space for programming, and new offerings made available. The benchmark analysis revealed that Coppell has a stable department operation, with a healthy amount of growth still possible. RECREATION PROGRAMS: Community Experiences’ Goals do an excellent job of effectively communicating key benefits and desired outcomes of each Core Program Area. Continued monitoring of the age segment distribution is recommended and updates to programs as a result of any changes in distribution. Further analysis of pricing strategies is recommended to improve cost recovery for the department. A study to determine the return of Investment (rOI) for all marketing initiatives and opportunities to increase the number of cross-promotions. Continued utilization of marketing materials designed for the demographic of Coppell - dual language content, high contrast graphics, etc. Methods for tracking cost recovery for all Core Program Areas individually while considering the department’s overall financial goals is recommended. RECOMMENDATION SUMMARY IMPLEMENTATION PLAN & rECOMMENdATIONS » 171PeopleSocial EquityParksConservationProgramsHealth & WellnessDemographicCoppell’s largest age segment of 35-54, and growing 55+ population suggests a need for increased recreational activities for the active adult population.✓✓✓✓ The department should be mindful of the income characteristics within Coppell when pricing out programs, events, or considering new amenities. ✓✓ Coppell should ensure its diversifying population is reflected in its offerings, marketing/communications, and public outreach.✓✓StandardsCoppell should continue it’s efforts to provide open space or park offerings in all new neighborhoods and any redevelopment. ✓✓ Special attention should be provided to neighborhoods south of Parkway Boulevard and just east of MacArthur Boulevard, south towards E Belt Line road.✓✓BenchmarkIncreased number of indoor recreation facilities.✓✓ Increase participation and registration in department offered programs and leagues.✓✓✓✓ Increase the cost recovery percentage of the department.✓✓ Increase total number of developed parks.✓✓Recreation ProgramsContinue monitoring age segment distribution in order to provide programs and enhancements that reflect any changes within this distribution.✓✓ Conduct analysis of pricing strategies to improve cost recovery for the department.✓✓ Conduct study to determine rOI for all marketing initiatives and opportunities for increased cross-promotions.✓✓ Continue providing marketing materials and implementing promotional strategies designed for the demographics of Coppell.✓✓✓✓ Track and monitor the cost recovery for all Core Program Areas individually in relation to the department’s overall financial goals.✓✓ 172 COMMUNITY EXPERIENCES MASTER PLAN RECOMMENDATION SUMMARY FINANCIAL ASSESSMENT: Parks and recreation amenities are currently well maintained, although maintenance crews of the department could most likely be further supported to enhance site and asset quality. Coppell’s aging facilities are likely to need increased preventative maintenance in order to avoid larger capital repair and replacement. The diversity of facilities in the maintenance portfolio is very high ranging. 1. Increase annual maintenance cost per acre 25% over the next five years. 2. Increase annual maintenance cost per square foot 26% over the next five years. NEEDS ASSESSMENT: The primary response towards Coppell’s system was positive, with highly utilized select parks and facility amenities. Certain programs saw high participation rates, although the majority of athletic programs were underutilized. respondents’ top priorities for the next five years within Community Experiences included the maintenance and upkeep of amenities, community events, trails and trail connections, and an improved or expanded COrE facility. SYSTEM IMPROVEMENTS: respondents top priorities related to system improvements within the citizen survey were weighted and calculated in the final priority rankings implementation list. Information from all previous analysis were used by city staff and dunaway team members to create the 2025 Community Experiences Priority rankings which provide focused suggestions for improvements within Coppell’s system. IMPLEMENTATION PLAN & rECOMMENdATIONS » 173PeopleSocial EquityParksConservationProgramsHealth & WellnessFinancialIncrease annual maintenance cost per acre 25% over the next five years.✓✓ Increase annual maintenance cost per square foot 26% over the next five years.✓✓Needs AssessmentConduct study for department offered programs and leagues to determine community interest and increase participation or registrations.✓✓✓✓System ImprovementsMore seating and shade in parks ✓✓✓✓ More pickleball courts ✓✓ Additional trails in parks, connecting parks to city trail system ✓✓✓✓✓✓ Improve maintenance of existing facilities ✓✓ Community Events ✓✓✓✓ Add a splash pad ✓✓ Teens & Adult Programming ✓✓✓✓ Enhance aquatic offerings ✓✓ Improved fitness rooms, gyms, and equipment ✓✓ renovate or remodel existing parks infrastructure and facilities ✓✓ develop outdoor artificial turf fields ✓✓ Additional playgrounds ✓✓ 1212APPENDIX 176 COMMUNITY EXPERIENCES MASTER PLAN Needs Assessment - Engagement Notes Needs Assessment - Citizen Survey Postcard Needs Assessment - Citizen Survey Needs Assessment - Additional Citizen Survey results Needs Assessment - Teen Survey report Maintenance and Asset Lifecycle Analysis APPENDIX APPENdIX » 177 TOWN HALL MEETING 1 March 7, 2024 - 51 participants Athletics/Sports • Soccer • Additional practice fields • Expanded access to turf fields • use of game fields/rotating use • 1300 rec players • Conflicts with dual use fields/softball • Playability in rain and drought • Feeder programs • Competitive swim • Pick up play fields, family availability • Scheduling options • Modified sports options • Court s • Futsol • Low maintenance Outdoor Park Amenities • Play structures • unique structures with elevations, surfacing, theming • No wood chips • rolling Oaks needs more cemetery space • Garden of Mercy filled • Islamic Center • Trail Lighting Plan - Andy Brown • Splashpark • Bike repair stations • Outdoor courts/open play • Coppell Land – go vertical • Artificial turf fields • Finish bike trails • Animal safety/security • Old Town and Allen road • Soft trail maintenance • Steps and hand rails • More pavilion spaces • Availability/costs • rec Center • True senior rate • Handicap parking/more senior parking • Open all day Saturday • Gym - too cold year round and dehumidify • Equipment/walkways AdA • Face windows • Andy Brown drainage • Play areas • Expand roof at Andy Brown East Pavilion Trails and Nature Areas • Off leash dog trails - Maybe hour specific • Joining Coppell trails with Valley ranch • Multi-use runners/bikers • Lighting in Andy Brown East Park • Pedestrian bridge at Sandy Lake and N Coppell road for kids at Cottonwood Elementary • Traf fic light conflicts w/ pedestrians walking • Planting more trees in Parks (Texas Trees Program) • Signage too close to sidewalk – tripping hazard • Andy Brown East trails in wooded areas need maintenance • Make steps in parts of the trails • Trails are eroded and need to be repaired • Scoop up trash after rains • Safe way to walk to Wagon Wheel and Freeport/pedestrian walkway NEEDS ASSESSMENT - ENGAGEMENT NOTES 178 COMMUNITY EXPERIENCES MASTER PLAN • Connect sidewalk/trail with Lewisville Vista ridge Complex • Love Nature Park • Biking trail/share the road signs on Mockingbird and Bethel School • Sidewalks connecting along Beltline and denton Tap • More bike trails across city • Steep areas in Andy Brown East need steps and handrails • Connections to regional trail network Events & Gatherings • More community gardens across town • CPr classes • Love the Art Center – performances and quality • More 5k events (turkey trot, run w/ dogs) • Connection to Vista ridge • Accessible • Features going in • do we charge for admission? • More organized approach to vendors at the Farmers Market • Inside vs. on lawn • Formal recycling program and education • Specifically organics • Old Town needs love/revitalize • Need area that draws other communities in region • restaurants, etc. • Suggest solution for pickleball is to restrict to citizens only • Pickle palace as example for private pickleball • Bring to Old Town – more energy • Want to keep our revenue here • denton Tap and Sandy Lake need more restaurants Recreation Facilities and Programs • Pickleball • 117 players on Saturdays • 800 players • Covered/indoor pickleball • 24 outdoor pickleball • Charge resident/non-resident fees • Artificial grass • Permanent shade areas • On-site staff • Better hours – early and late • Lighted • Fill staff position at tennis center • Pickleball courts outside Wagon Wheel – 24 hour availability • Tennis center not open to public • Agreement with ISd for additional courts • Public/open tennis and pickleball courts • Increase fees for non-residents • Library • Expanded hours • Expanded online offerings • Senior Center • Well used, expanded Saturday hours and after 5 p.m. hours • Expansion – more activity and meeting spaces • Meal offerings/expanded kitchen • The COrE • Earlier hours/holiday hours • Healthy environment – machine/fitness/food • Fitness knowledge staff • Expanded pickleball hours APPENdIX » 179 • Biodiversity Education Center • Trails – well liked and marketed • Library – award winning/great staff • Expand large print books TOWN HALL MEETING 2 June 6, 2024 - 22 participants Athletics/Sports • More shade at soccer fields • Artificial multipurpose field – soccer, lacrosse, football • Skatepark • More utilization of Andy Brown West fields – open more practice fields • More green space for soccer – not sharing with space with softball at ABC – dangerous • Field Marshall/City Marshall needed to help kick off adult pickup games that ruin fields • designated field for adult pickup games/public use • Ask CISd about utilizing CMS East turf field • reconfigure space at Andy Brown to be better utilized • Add another cricket field • Bring more tennis courts to Wagon Wheel Outdoor Park Amenities • Nature center playground – nature play • Andy Brown East – trail maintenance • Soccer fields – need shade • Hammock posts/spots • More emphasis on organized trail walks • Lights at Andy Brown West basketball courts • More wildflowers in nature areas of Andy Brown with educational signage • Shade trees and signage for tree species name • Sitting areas in Andy Brown West • Sitting areas on trails • More trees on trails and around soccer fields • More water stations • Prune/trim trees on trails to pedestrian height (i.e. Andy Brown) • Weatherproofing signage – trailhead signs • Zipline course/ropes course • dog park • Archery programs Trails and Nature Areas • Moore road Park • What is status of 2013 concept? • Opportunity to revisit • Baseball programming under utilized • Trees • Benches • Trail fitness stations • Silver line design specifics • Bethel School rd / Belt Line - wooded area, trails • Trails in neighborhoods like Hunterwood • Like ambassadors’ program • Clues on trails • Public areas • Expand into more seasons • Andy Brown - existing trails condition – overgrown – manage Events & Gatherings • use area between YMCA and City Hall • Art events/concerts • Smaller event programs in the spring and fall • Adult beverages – happy hour, family friendly • Bring events downtown, have things open later • Bring in more affordable food/drink options • Easter events • Extend hours longer than 8pm, get more volunteers to help staff 180 COMMUNITY EXPERIENCES MASTER PLAN • More academic/speakers • Lectures • Speaking series • Authors • Music/classical • More inclusive events/programs • Sensory day at The COrE/pool • Sensory/special need family days • Yearly events • A way for families to communicate with City Staff Recreation Programs • Library – add location in the south • Senior Center – expand hours, evenings and weekends • Expand weight room • Splash pad • rock wall • Offer events for all of the community once or twice a month to spread the word of the Senior Center and what they offer for seniors • Simplify registration process • Talent show • Visiting musical groups/competition (ex: Jazz) • Author tours at the library more often • Coppell weekly newsletter – showcase events and include senior center events • Nature center – more events for adults (ex: orchids, bonsai tree information classes) • More vegetable gardens, bigger ones throughout the city • Library – expand e-book selection and app accessibility (ex: hoopla) • drone and/or robotic classes • Woodshop classes • Science/tech/math activities, economics • dance classes for children (Ballet class) • Middle school to high school opportunities – mentor big brother/sister – teach life skills Recreation Facilities • Video games • Senior Center expansion – need more room for programs/events • Expand hours in evenings and weekends • utilize property in front of Senior Center – build recreation center with indoor pickleball courts • Increase non-resident fee across the board • Cultural programs • Orchestra • Classical music • The COrE – only has three Stairmasters – need more – also need racquetball courts • Library – toddler/kids area need to make soundproof, very disruptive to adjacent study rooms Pickleball • utilize land in front of Senior Center to build a full recreation center with pickleball courts • More space for seniors • Prioritize residents NEEDS ASSESSMENT - ENGAGEMENT NOTES, CONTINUED APPENdIX » 181 NEEDS ASSESSMENT - CITIZEN SURVEY POSTCARD 182 COMMUNITY EXPERIENCES MASTER PLAN NEEDS ASSESSMENT - CITIZEN SURVEY APPENdIX » 183 NEEDS ASSESSMENT - ADDITIONAL SURVEY RESULTS FACILITIES NEEDING RENOVATIONS AND/OR UPDATES (N = 113) 3% 7% 10% 18% 25% 25% 73% 0%10%20% 30%40%50% 60% 70%80% Rolling Oaks Memorial Cemetery Biodiversity Education Center Coppell Arts Center Cozby Library & Community Commons Senior & Community Center at Grapevine Springs Wagon Wheel Tennis & Pickleball Center The CORE FACILITIES NEEDING BETTER MAINTENANCE (N = 108) 1% 1% 8% 13% 18% 22% 72% 0%10%20% 30%40%50% 60% 70%80% Rolling Oaks Memorial Cemetery Coppell Arts Center Biodiversity Education Center Senior & Community Center at Grapevine Springs Cozby Library & Community Commons Wagon Wheel Tennis & Pickleball Center The CORE 184 COMMUNITY EXPERIENCES MASTER PLAN PICKLEBALL COURTS Most respondents prefer a combination of indoor and outdoor courts. (N = 212) 8% 20% 69% 0% 20% 40% 60% 80% 100% All Respondents Indoor & Outdoor Indoor Outdoor Other How did you find out about this survey? (N = 962) 2% 2% 7% 10% 11% 16% 16% 21% 22% 0%5%10%15%20%25% Water bill insert Activity catalog Coppell E-news Received postcard in mail City of Coppell website Signage at event or facility Social media Email Word of mouth APPENdIX » 185 PREFERRED METHODS FOR RECEIVING INFORMATION FROM COPPELL COMMUNITY EXPERIENCES (N = 952) 3% 3% 7% 9% 14% 20% 25% 28% 40% 60% 0%10%20%30%40%50%60%70% Flyers at local businesses School newsletter Word of mouth Activity catalog At facilities, events, programs Water bill insert Coppell E-News City of Coppell website Social media Email DEMOGRAPHICS AREA OF RESIDENCE (N = 1,012) 3% 24% 19% 40% 15% 0%5%10% 15%20%25%30%35%40% 45% Live outside Coppell Area 4 - South of Sandy Lake, East of Denton Tap Area 3 - South of Sandy Lake, West of Denton Tap Area 2 - North of Sandy Lake, East of Denton Tap Area 1 - North of Sandy Lake, West of Denton Tap 186 COMMUNITY EXPERIENCES MASTER PLAN DEMOGRAPHICS HOW LONG HAVE YOU LIVED IN COPPELL The mean years respondents have lived in Coppell is 14.2 years. (N = 1,012) 9% 15% 19%20% 34% 2% 0% 5% 10% 15% 20% 25% 30% 35% 40% Less than 2 years 2 to 5 years 6 to 10 years 11 to 20 years More than 20 years Live outside Coppell City limits DEMOGRAPHICS AGE GROUPS REPRESENTED IN HOUSEHOLD (N = 1,012) 20% 26% 18% 21% 40% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 0 to 5 years of age 6 to 10 years 11 to 13 years 14 to 18 years No children in household APPENdIX » 187 DEMOGRAPHICS GENDER, OWN VS. RENT, HOUSEHOLD SIZE (N = 1,012) Gender Own vs. rent Household Size - Average 3.38 35% 65% Male Female 86% 14% Own Rent Five or more, 16% Four, 32% Three, 17% Two, 26% One, 6% 0% 10% 20%30%40% RESPONDENT AGE Mean 48.9 years of age 6%7%31%20%18%17% 25 to 34 45 to 54 55 to 64 65+35 to 44 Under 24 RACE/ETHNICITY (N = 1,012) 2% 1% 1% 8% 24% 58% 0%10%20% 30%40%50% 60% 70% OTHER AMERICAN INDIAN AFRICAN AMERICAN HISPANIC/LATINO ASIAN WHITE/CAUCASIAN 188 COMMUNITY EXPERIENCES MASTER PLAN TEEN SURVEY REPORT Parks, Recreation & Open Space Master Plan Update Teen Survey Report – July 29, 2024 TABLE OF CONTENTS Page Coppell Park System 4 Methodology 5 Focus Groups & Town Hall Meetings 7 Focus Groups & Town Hall Meeting Summary 8 Quality Rating - Parks and Programs/Activities Offered by Coppell Community Experiences 9 Park & Trail Usage 10 Facility Usage 13 Program Use 14 Activity Participation 15 Athletic Participation 16 Most important program needs or areas of improvement over the next 5 to 10 years in Coppell 18 Most important park and facility needs or areas of improvement over the next 5 to 10 years in Coppell 19 Facilities needing renovations and/or updates 20 APPENdIX » 189 TABLE OF CONTENTS Page Facilities needing better maintenance 21 Pickleball Courts 22 How did you find out about this survey?23 Preferred Methods of Receiving Communication from Coppell Community Experiences 24 How do you spend your time outside of school?25 Which school do you attend?26 Your grade level?27 Gender 28 Race/Ethnicity 29 Where Do We Go From Here?30 Background/Contact Information – National Service Research 31 CoppellPark System 42,221 Population 545+ Acres of Parkland 17 Parks 23+ Miles of Trail 10 Playgrounds 17 Pavilions 4 190 COMMUNITY EXPERIENCES MASTER PLAN METHODOLOGY •National Service Research (NSR) completed a comprehensive research study for the City of Coppell, Texas as part of the Community Experiences Master Plan. An important aspect of the Master Plan was to conduct a demand and needs assessment which involved citizen input. The purpose of the needs assessment study was to provide a foundation for the Master Plan that will provide guidance based upon citizen needs and priorities. NSR worked closely with Dunaway Associates and the City of Coppell staff throughout the research process. •To complete this study effort, National Service Research and Dunaway & Associates conducted two focus groups on February 20 and March 27, 2024, and two town hall meetings on March 7 and June 6, 2024. •A summary of these discussions are included herein. 5 METHODOLOGY •The survey sampling plan included mailed postcards to 4,000 household addresses. The postcard message directed residents to the online survey. The survey was posted on the Coppell website. The City of Coppell used Social Pinpoint to host the citizen and teen surveys. Postcards were mailed June 3, 2024. The survey opened June 2 and closed July 14, 2024. • A total of 1,012 respondents completed the entire citizen survey. A total of 186 completed the teen survey. The citizen survey results are under separate cover. 6 APPENdIX » 191 Focus Groups & Town Hall Meetings February 20 •Sports Associations March 27 •Staff Discussion March 7 & June 6 •Town Hall Meetings 7 Focus Groups & Town Hall Meeting Summary Primary needs for the Community Experiences Master Plan? •Additional trails and trail connections •Additional pickleball courts •Additional multipurpose sports fields •Practice sports fields •Splash pad •Playgrounds & shaded playgrounds •More benches/seating in parks •Covered picnic pavilions •Additional community garden •Additional dog park •Nature areas/preserves •Additional fishing piers 8 192 COMMUNITY EXPERIENCES MASTER PLAN Rank Top Priorities3% 40% 55% 0% 20% 40% 60% 80% 100% All Respondents Excellent Good/Satisfactory Somewhat Unsatisfactory Poor No Opinion Quality Rating - Parks and Programs/Activities Offered by Coppell Community Experiences (N = 186) Most teen respondents, 95%, rated the quality of parks and programs/activities offered by Coppell as excellent or good/satisfactory. 9 Park & Trail Usage (N = 176 to 183) 35% 39% 45% 65% 71% 78% 38% 41% 26% 48% 43% 38% 39% 35% 42% 10% 12% 9% 0%20%40%60%80%100%120%140% Wagon Wheel Park Coppell Nature Park Kid Country Playground Coppell's Trail System Andrew Brown Park West Andrew Brown Park East Currently Use Plan to Use Never Use These are the most heavily used parks and trails. Primary reasons teen respondents use the parks in Coppell is location and the in-park amenities offered (trails, sports fields, playgrounds, fishing, etc.) 10 APPENdIX » 193 21% 21% 22% 22% 28% 31% 39% 28% 34% 36% 31% 35% 47% 55% 52% 49% 50% 43% 0%20%40%60%80%100%120% Magnolia Park MacArthur Park Moore Road Park The Duck Pond Prk Old Town Playground Andrew Brown Park Central Currently Use Plan to Use Never Use Park & Trail Usage The primary reasons teen respondents never use certain parks is; they are too busy, travel time to/from park and they are unaware of the offerings. 11 Park & Trail Usage 5% 7% 12% 13% 17% 27% 29% 30% 35% 44% 69% 68% 63% 57% 46% 0%20%40%60%80%100%120% Riverchase Park Hunterwood Park Allen Road Park Thweatt Park Grapevine Springs Park Currently Use Plan to Use Never Use 12 194 COMMUNITY EXPERIENCES MASTER PLAN Facility Usage (N = 171 to 177) 8% 24% 29% 35% 74% 79% 13% 43% 41% 45% 43% 41% 81% 40% 39% 29% 6% 6% 0%20%40%60%80%100% 120% 140% Rolling Oaks Memorial Center Wagon Wheel Tennis & Pickleball Center Biodiversity Education Center Coppell Arts Center The CORE Cozby Library & Community Commons Currently Use Plan to Use Never Use The primary reasons teen respondents never use certain facilities is they are too busy, and they are unaware of the offerings. 13 Program Use (N = 175 to 177) 13% 15% 25% 31% 47% 28% 35% 21% 38% 36% 59% 50% 54% 31% 18% 0%20%40%60%80%100%120% Fitness classes Nature based programs Aquatic programs Teen programs/camps Volunteer programs Currently Use Plan to Use Never Use The programs used most by teens in Coppell are volunteer programs, teen programs and aquatic programs. 14 APPENdIX » 195 Activity Participation (N = 171 to 177) 10% 16% 22% 24% 44% 47% 51% 15% 18% 26% 32% 26% 24% 29% 76% 66% 52% 44% 30% 29% 20% 0%20%40%60%80%100%120% Waggin' Tails Dog Park Fishing areas Old Town Interactive Fountain Coppell Community Gardens Pavilions Special events Coppell Farmers Market Currently Use Plan to Use Never Use Coppell Farmers Market, special events, and pavilions are heavily used by the teen respondents. 15 Athletic Participation (N = 176 to 179) 8% 10% 10% 11% 13% 16% 23% 23% 11% 11% 15% 16% 21% 15% 22% 22% 81% 80% 75% 73% 66% 68% 56% 55% 0%20%40%60%80%100%120% Football (Coppell Youth Football Assoc.) Baseball (Coppell Baseball Assoc.) Fishing Swim Team (Offered by the CORE) Cricket (free play Soccer (Coppell Youth Soccer Assoc.) Outdoor Basketball (free play) Sand Volleyball (free play) Currently Use Plan to Use Never Use 16 196 COMMUNITY EXPERIENCES MASTER PLAN 3% 3% 4% 4% 5% 6% 6% 7% 12% 12% 9% 11% 9% 9% 19% 18% 85% 85% 87% 85% 87% 85% 76% 76% 0%20%40%60%80%100%120% Kickball (Adult league - Community Experiences) Disc golf Lacrosse (Coppell Lacrosse Assoc.) Cornhole (Adult league - Community Experiences) Softball (Adult league - Community Experiences) Softball (Coppell Girls Softball Assoc.) Cricket (Coppell YMCA) Sand Volleyball (Adult league - Community… Currently Use Plan to Use Never Use Athletic Participation 17 Most important program needs or areas of improvement over the next 5 to 10 years in CoppellN = 176 6% 7% 13% 14% 14% 20% 31% 34% 35% 56% 0%10%20%30%40%50%60% More self-directed programs More adaptive recreation programs More special events More arts events/programs More sustainability programs More sports programs More library programs More after school/summer programs More fitness, wellness, health programs More volunteer programs 18 APPENdIX » 197 Most important park and facility needs or areas of improvement over the next 5 to 10 years in CoppellN = 166 5% 7% 7% 14% 15% 21% 24% 25% 25% 27% 37% 0% 5%10% 15% 20% 25% 30% 35% 40% Additional fishing piers Additional playgrounds Develop outdoor artifical turf fields More pickleball courts Add a splash pad Renovate, remodel existing park infrastructure and facilities Enhance aquatic offerings Improve maintenance of existing facilities Additional trails in parks, connecting parks to city trail systems Improved fitness rooms, gyms, and equipment More seating and shade in parks 19 Facilities needing renovations and/or updatesN = 26 4% 4% 8% 15% 27% 46% 50% 0%10% 20% 30% 40% 50% 60% Coppell Arts Center Coppell Senior & Community Center Rolling Oaks Memorial Cemetery Wagon Wheel Tennis & Pickleball Center Biodiversity Education Center Cozby Library & Community Commons The CORE 20 Senior & Community Center at Grapevine Springs 198 COMMUNITY EXPERIENCES MASTER PLAN Facilities needing better maintenanceN = 35 9% 9% 11% 14% 14% 34% 66% 0%10% 20% 30% 40% 50% 60% 70% Rolling Oaks Memorial Cemetery Coppell Senior & Community Center Coppell Arts Center Biodiversity Education Center Wagon Wheel Tennis & Pickleball Center Cozby Library & Community Commons The CORE 21 Senior & Community Center at Grapevine Springs Pickleball Courts N = 22 27% 68% 9%0% 20% 40% 60% 80% 100% All Respondents Indoor & Outdoor Indoor Outdoor Most teen respondents prefer a combination of indoor and outdoor courts. 22 APPENdIX » 199 How did you find out about this survey? N = 175 0% 1% 2% 2% 8% 8% 11% 16% 47% 0% 5%10% 15% 20% 25% 30% 35% 40% 45% 50% Water bill insert Coppell E-News Activity catalog Received postcard in mail Signage at event or facility Social media Word of mouth City of Coppell website Email 23 Preferred Methods for Receiving Information from Coppell Community Experiences N = 171 2% 5% 6% 7% 16% 17% 21% 23% 35% 67% 0%10% 20% 30% 40% 50% 60% 70% 80% Water bill insert Flyers at local businesses Coppell E-News Activity catalog Word of mouth At facilities, events, programs School newsletter City of Coppell website Social media Email 24 200 COMMUNITY EXPERIENCES MASTER PLAN How do you spend your time outside of school? N = 177 7% 8% 12% 16% 28% 33% 46% 49% 53% 56% 57% 60% 72% 77% 0%10% 20% 30% 40% 50% 60% 70% 80% 90% Choir Theatre Band/orchestra Work Arts/crafts Shopping Social media Reading Volunteer Video games Watch TV Sport/fitness Family Friends 25 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Not a Coppell Student Home School New Tech High School Coppell 9th Grade Center Coppell Middle School Coppell High School 7%4%4% 16% 25% 44% DemographicsWhich school do you attend? N = 189 26 APPENdIX » 201 DemographicsYour grade level N = 189 0%5%10% 15% 20% 25% 12TH GRADE 11TH GRADE 10TH GRADE 9TH GRADE 8TH GRADE 7TH GRADE 13% 15% 23% 17% 18% 7% 27 Male 34%White Hispanic Three Asian Five+ DemographicsGender N=182 Gender Female 52% Male 47% 28 202 COMMUNITY EXPERIENCES MASTER PLAN DemographicsRace/EthnicityN = 181 0%10% 20% 30% 40% 50% 60% OTHER AMERICAN INDIAN AFRICAN AMERICAN HISPANIC/LATINO WHITE/CAUCASIAN ASIAN 8% 2% 2% 6% 18% 56% 29 WWhheerree DDoo WWee GGoo FFrroomm HHeerree??WHERE DO WE GO FROM HERE? •Community •City StaffCommunicate •Priorities •Resource Allocation/ Planning Use results to inform decision making 30 APPENdIX » 203 NNaattiioonnaall SSeerrvviiccee RReesseeaarrcchh –– BBaacckkggrroouunndd//CCoonnttaacctt IInnffoorrmmaattiioonn •Contact: Andrea Thomas, Owner •1617 Park Place Ave., Suite 110-NSR •Fort Worth, Texas 76110 •817-312-3606 •e-mail: andrea@nationalserviceresearch.com •web site: www.nationalserviceresearch.com • National Service Research (NSR), founded in 1989, is a full-service market research consulting firm and conducts market studies for the public and private sector. NSR conducts various types of consumer and business research including focus groups and surveys nationwide. NSR’s owner and founder, Andrea Thomas, over thirty-five years of professional market research experience. 31 204 COMMUNITY EXPERIENCES MASTER PLAN MAINTENANCE AND ASSET LIFECYCLE ANALYSIS 1 Maintenance and Asset Lifecycle Analysis Overview Included in the Coppell Community Experiences Master Plan is a thorough assessment and analysis of the current maintenance responsibilies and resourcing pracces. Also included is an assessment of the current asset lifecycles of the parks, facilies, a nd programs within Coppell. This analysis assessment offers an in-depth perspecve of the total operaonal needs in site and facility maintenance to help idenfy overall needs, potenal gaps in services or experse, and future recommendaons for how the Department can be resourced. Maintenance Expense Analysis Annual maintenance expenses that are a component of total Community Experiences Departmental expenditures as well as those annual maintenance allocaons in the Facilies Department were idenfied from the FY 2025 budget. These maintenance expenses were evaluated in two major categories: 1. Park Operaons / Maintenance 2. Facility Maintenance Addionally, the scale of each area of maintenance was idenfied based on the total number of acres maintained (both park and non-park lands), as well as the total square footage of facilies maintained each year. Maintenance of park acres includes all developed public parks such as neighborhood, community, and regional parks, as well as sports and athlec complexes. Maintenance of non-park acres includes all site and grounds maintenance performed by the Department along boulevards, around other city facilies, and in detenon basins. The table below details the total inventory of acres and facilies, as well as the total annual maintenance expenditures associated with each in the FY 2025 budget. This does not include any major asset or infrastructure repair or replacement projects that is captured in the City’s annual capital budget. Total Annual Maintenance Costs Inventory 2025 Budget Park Operaons - Park Acres 545 acres $1,340,000 Park Operaons - Non-park Acres 125 acres The CORE 53,000 sq $152,000 Senior & Community Center at Grapevine Springs 13,560 sq $5,000 Biodiversity Educaon Center 5,800 sq $5,000 Cozby Library and Community Commons 34,000 sq $210,000 Coppell Arts Center 32,000 sq $30,000 Wagon Wheel Tennis & Pickleball Center 304,920 sq $1,000 Rolling Oaks Memorial Center APPENdIX » 205 Community Experiences Master Plan Facilies Department Allocaon $1,000,000 TOTAL PARK OPERATIONS 670 acres $1,340,000 TOTAL FACTILITIES 443,280 sq $1,403,000 GRAND TOTAL MAINTENANCE $2,743,000 Annual Maintenance Unit Costs To further understand both the overall and incremental costs associated with annual park and facility maintenance, the average annual unit cost was calculated for each. Annual park maintenance unit costs were calculated by acre, and annual facility maintenance unit costs were calculated by square foot. The table below depicts the annual maintenance unit costs based on the FY 2025 budget. The data in this table indicates that as of FY 2025, the average annual maintenance cost of park and non-park land is $2,000/acre, and the average annual maintenance cost of facilies is $3.00/sq . Annual Maintenance Unit Cost Inventory Unit Type Current Annual Cost Current Annual Unit Cost Park Maintenance 670 acres $1,340,000 $2,000 Facilies Maintenance 443,280 square feet $1,403,000 $3.00 Recommended Annual Maintenance Costs The annual maintenance recommendaons features in this Master Plan are based on a review of current site and facility condions, naonal site and facility maintenance best pracces, and discussions with Department staff regarding current operaonal and maintenance needs. The City of Coppell maintains a high standard of care for its parks and facilies, and this is reflecve of that same expectaon from residents. There are many unique park and recreaon sites and facilies within the City’s porolio including: • 17 parks over 545 acres • 53,000-square foot Aquac and Recreaon Center • 13,560-square foot Senior Center • 34,000-square foot Community Library • 32,000-square foot Arts Center • 5,800-square foot Biodiversity Educaon Center • 304,920-square foot Tennis and Pickleball Center All of the park and non-park lands outdoor sites are maintained by the Department under the current budget of $1,340,000. The Department supports annual facility maintenance costs at the level of $403,000 with a focus on smaller operaonal issues, with the City’s Facilies Department allocates an addional approximate $1,000,000 annually to support the maintenance needs of these facilies and their larger infrastructure needs. That’s a total annual facilies maintenance budget of $1,403,000. While all these sites and facilies are currently well maintained, these amenies are aging, heavily used, and deteriorang under normal expected impacts (weather, etc.). The costs associated with maintaining 206 COMMUNITY EXPERIENCES MASTER PLAN 3 these sites and facilies will increase over me as these assets connue to age and get heavily used. As a result, it is recommended there be a nominal increase in annual maintenance expenses stair-stepped over the next five years to beer resource both the Community Experiences and Facilies Departments in meeng these needs. The tables and graphs on the following pages outline these recommendaons. Recommended Increases in Annual Unit Costs Every public park and recreaon system is different in its overall porolio of sites and facilies, and over the breadth of its maintenance responsibilies. The Consultant Team regularly evaluates the annual maintenance costs of park systems and while there are many differences between these systems, there is also a typical average range of park maintenance costs that has emerged based on post-COVID operaonal pracces. Over the last two years in parcular, the Consultant Team has observed that the average annual maintenance cost per acres of public parks agencies has ranged from $3,000 - $6,000 per acre. This is also influenced by how much of the annual maintenance responsibility for parks is covered by other departments within a city (i.e. public works) that varies from one example to another. The current annual park maintenance unit cost in Coppell is $2,000 per acre. That is below the average observed by the Consultant Team but not something that seems to be a substanal issue in Coppell. Parks and recreaon amenies in the parks are currently well maintained and not showing signs of maintenance neglect, albeit the maintenance crews of the Department could most likely be beer resourced to further enhance site and asset quality. It is recommended that this annual maintenance cost per acre be increased by 25% over the next five (5) years from $2,000 per acre in 2025, to $2,500 per acre in 2030. Similarly, the current annual facility maintenance unit cost in Coppell is $3.00 per square foot. Based on naonal recreaon facility maintenance best pracces, annual facility maintenance costs typically range from $1.50 to $3.50 per square foot. Coppell is currently within this range, however, Coppell’s facilies are beginning to reach the age in which more preventave maintenance is likely needed in order to avoid larger capital repair and replacement projects as a result of infrastructure failure. Addionally, the diversity of facilies included in the annual maintenance porolio is very high ranging from mulgeneraonal, mul-purpose fitness facilies, library, arts center, senior center, and more. It is recommended that this annual maintenance cost per sq be increased by 26% over the next five (5) years from $3.00 per square foot in 2025, to $4.00 per square foot in 2030. The table below illustrates these recommendaons and how they could be sequenced over the next five (5) years. Annual Maintenance Unit Cost Recommendaons Current Annual Unit Cost 2026 Recommended Annual Unit Cost 2027 Recommended Annual Unit Cost 2028 Recommended Annual Unit Cost 2029 Recommended Annual Unit Cost 2030 Recommended Annual Unit Cost Park Maintenance (acres) $2,000 $2,100 $2,250 $2,350 $2,450 $2,500 Facilies Maintenance (sq ) $3.00 $3.25 $3.25 $3.50 $3.75 $4.00 APPENdIX » 207 Community Experiences Master Plan Implicaons for Total Annual Maintenance Costs As a result of the potenal increase in annual maintenance unit costs for both park and facility maintenance, the impacts to overall annual maintenance funding is detailed in the tables and graphs below. Maintenance Area 2025 Annual Cost Recommended 2030 Annual Cost Annual $ Increase 2025-2030 Annual % Increase 2025-2030 Park Maintenance $1,340,000 $1,675,000 $335,000 25% Facilies Maintenance $1,403,000 $1,773,120 $370,120 26% TOTAL MAINTENANCE $2,743,000 $3,448,120 $705,120 26% These recommendaons are further detailed in the table and graphs that follow, illustrang suggested year-over-year increases that stair-step these expenses over the next five (5) years. Annual Maintenance Cost Recommendaons 2025 Annual Cost 2026 Recommended Annual Cost 2027 Recommended Annual Cost 2028 Recommended Annual Cost 2029 Recommended Annual Cost 2030 Recommended Annual Cost Recommended Park Maintenance $1,340,000 $1,407,000 $1,507,500 $1,574,500 $1,641,500 $1,675,000 Recommended Facility Maintenance $1,403,000 $1,440,660 $1,440,660 $1,551,480 $1,662,300 $1,773,120 Recommended Total Maintenance $2,743,000 $2,847,660 $2,948,160 $3,125,980 $3,303,800 $3,448,120 208 COMMUNITY EXPERIENCES MASTER PLAN 5 $1,340,000 $1,407,000 $1,507,500 $1,574,500 $1,641,500 $1,675,000 $2,000 $2,100 $2,250 $2,350 $2,450 $2,500 $0 $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500 $4,000 $0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 2025 Annual Cost 2026 Recommended 2027 Recommended 2028 Recommended 2029 Recommended 2030 Recommended Recommended Annual Park Maintenance Costs $1,403,000 $1,440,660 $1,440,660 $1,551,480 $1,662,300 $1,773,120 $3.00 $3.25 $3.25 $3.50 $3.75 $4.00 $0 $1 $2 $3 $4 $5 $6 $7 $8 $0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 $2,000,000 2025 Annual Cost 2026 Recommended 2027 Recommended 2028 Recommended 2029 Recommended 2030 Recommended Recommended Annual Facility Maintenance Costs APPENdIX » 209 Community Experiences Master Plan Asset Lifecycle Replacement Projections Coppell should be proud of an extensive system of parks, recreaon, and library facilies that equates to a total esmated value of over $225 million of Community Experiences amenies across parks and facilies. This is the total esmated value of exisng amenies and facilies in the system, not including land value, but everything such as recreaon centers, libraries, sports fields and complexes, tradional park amenies, specialized facilies, trails, and aquac facilies. Taking care of these assets over me is a huge responsibility that oen outpaces the financial resources of an agency to progressively address site and facility condions within its means. This should always be the underpinning of capital investment planning as repair and replacement of exisng infrastructure is at the heart of long-term capital planning. Asset Lifecyle Costs Most of the major assets of the Coppell Community Experiences System are between 20-30 years of age as of today, with upgrades to specific major facilies that have occurred over the last 10 years. As noted in this Master Plan, many of these assets are already being considered to be updated or repaired within the capital program of the City over the next 5-10 years. The asset lifecycle replacement recommendaons of this Master Plan are based on Department feedback and input as to the proporon of asset replacement will occur over the next 1-5 years, and then 6-10 years. This does not take into account responsible preventave maintenance and investments will connue to extend the lifespan of exisng assets hopefully without creang an unpalatable amount of deferred maintenance that accumulates. The data that follows illustrates the best case-scenario of major capital repair and replacement of exisng assets notwithstanding that much of this may not aainable within the capital budgets of the City over the next decade. It is merely presented as a guidepost to direct major capital repair and replacement budgets moving forward. The table on the following page depicts the total asset inventory, lifespan, and esmated asset value based in 2024 cost esmates. $2,743,000 $2,847,660 $2,948,160 $3,125,980 $3,303,800 $3,448,120 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 2025 Annual Cost 2026 Recommended 2027 Recommended 2028 Recommended 2029 Recommended 2030 Recommended Total Recommended Annual Maintenance Costs Recommended Park Maintenance Recommended Facility Maintenance Recommended Total Maintenance 210 COMMUNITY EXPERIENCES MASTER PLAN 7 Category Assets/Amenities Unit (SF = Square Feet; EA = Each; LF=Linear Feet) Current Inventory (based on unit) Suggested Lifecycle (in years) Average 2024 Replacement Cost (per Unit) - LOW Average 2024 Replacement Cost (per Unit) - HIGH CURRENT AMENITY/ SYSTEM VALUE (not including land) Buildings / Park Structures Recreation / Community Center SF 141,560 20-30 $500 $700 $84,936,000 Maintenance/Metal Storage Building SF 9,221 20-30 $500 $700 $5,532,600 Shade Canopys (separate from Playgrounds) EA 95 10-15' $35,000 $150,000 $8,787,500 Concessions Building SF 6,456 20-30 $500 $700 $3,873,600 Park Restroom SF 9,283 20-30 $300 $700 $4,641,500 Shelters/Pavilions Small Shelters EA 23 20-25 $40,000 $55,000 $1,092,500 Large Shelters EA 10 20-25 $150,000 $250,000 $2,000,000 Group Pavilions EA 5 20-25 $250,000 $500,000 $1,875,000 Bridges Pedestrian Bridge LF 1,956 30-50 $1,000 $2,500 $3,423,000 Fields Athletic Field Diamond (Lighted/Grass) EA 27 20-30 $400,000 $950,000 $25,650,000 Athletic Field Rectangular (Lighted/Grass) EA 25 20-30 $300,000 $600,000 $15,000,000 Courts Basketball - Outdoor Court (Not - Lighted) EA 2 20-30 $40,000 $60,000 $120,000 Pickleball Court (Lighted) EA 12 20-30 $125,000 $200,000 $2,400,000 Tennis Court (Lighted) EA 10 20-30 $200,000 $300,000 $3,000,000 Shuffleboard EA 2 20-30 $15,000 $25,000 $50,000 Volleyball Court (Sand Not-Lighted) EA 4 20-30 $40,000 $65,000 $260,000 Water Recreaon Indoor Aquatic Center SF 2,753 20 $500 $600 $1,651,800 Outdoor Pools SF 8,873 20 $400 $500 $4,436,500 Splash Pad EA 1 20-30 $450,000 $700,000 $700,000 Playgrounds Neighborhood Park Playground EA 5 15-20 $175,000 $225,000 $1,125,000 Community Park Playground EA 5 15-20 $250,000 $1,000,000 $5,000,000 Misc. Amenies BBQ Grill EA 3 5-10' $500 $2,500 $7,500 Bench EA 119 10-15' $1,200 $1,700 $202,300 Bike Rack EA 15 10-15' $500 $1,500 $22,500 Disc Golf EA 17 10-20' $1,200 $2,500 $42,500 Dog Parks EA 1 20-30 $70,000 $150,000 $150,000 Drinking Fountain EA 8 10-15' $8,500 $15,000 $120,000 Fencing LF 47,024 20-30 $30 $60 $2,821,440 Flag Pole EA 19 25-35 $3,500 $5,000 $95,000 Parking Lot EA Space 2,500 25 $10,000 $15,000 $37,500,000 Signage (Monument-Park Name) EA 16 20-30 $20,000 $30,000 $480,000 Signage (Rules & Reg) EA 32 10-15' $500 $1,500 $48,000 Trail (Decomposed Granite) LF 5,808 15-20 $15 $25 $145,200 Trail (Paved) LF 122,496 20-30 $40 $50 $6,124,800 Bleachers EA 45 20-30 $12,000 $25,000 $1,125,000 Wood Guardrail LF 170 20-30 $45 $65 $11,050 Trash (Receptacle) EA 350 10-15' $1,000 $2,500 $875,000 TOTAL SYSTEM VALUE $225,325,290 Based upon the total asset value and its esmated lifespan, potenally as much as 49.3% of the total current assets may need to be replaced within the next 10 years. That equates to a potenal capital investment of nearly $111 million over the next decade just to take care of what is already in the system. The table below provides these details. APPENdIX » 211 Community Experiences Master Plan Category Buildings / Park Structures Assets/Amenities Recreation / Community Center % of Total Inventory Need to be Replaced Years 1-5 30% % of Total Inventory Need to be Replaced Years 6-10 50% Total % of Inventory Need to be Replaced in Next 10 Years 80% PROJECTED REPLACEMENT COSTS YEARS 1-5 $25,480,800 PROJECTED REPLACEMENT COSTS YEARS 6-10 $42,468,000 PROJECTED TOTAL REPLACEMENT COSTS NEXT 10 YEARS $67,948,800 Maintenance/Metal Storage Building 0% 50% 50% $0 $2,766,300 $2,766,300 Shade Canopys (separate from Playgrounds) 12% 18% 29% $1,017,500 $1,572,500 $2,590,000 Concessions Building 35% 25% 60% $1,356,668 $959,318 $2,315,986 Park Restroom 40% 40% 80% $1,840,731 $1,856,501 $3,697,232 Shelters/Pavilions Small Shelters 0% 100% 100% $0 $1,092,500 $1,092,500 Large Shelters 0% 100% 100% $0 $2,000,000 $2,000,000 Group Pavilions 0% 0% 0% $0 $0 $0 Bridges Pedestrian Bridge 28% 0% 28% $945,316 $0 $945,316 Fields Athletic Field Diamond (Not- Lighted/Grass) 0% 0% 0% $0 $0 $0 Athletic Field Diamond (Lighted/Grass) 7% 22% 30% $1,350,000 $4,050,000 $5,400,000 Courts Athletic Field Rectangular (Lighted/Grass) 24% 40% 64% $2,700,000 $4,500,000 $7,200,000 Basketball - Outdoor Court (Not - Lighted) 0% 0% 0% $0 $0 $0 Pickleball Court (Lighted) 33% 67% 100% $650,000 $1,300,000 $1,950,000 Tennis Court (Lighted) 50% 50% 100% $1,250,000 $1,250,000 $2,500,000 Shuffleboard 0% 0% 0% $0 $0 $0 Volleyball Court (Sand Not-Lighted) 0% 0% 0% $0 $0 $0 Water Recreaon Indoor Aquatic Center 30% 50% 80% $454,245 $757,075 $1,211,320 Playgrounds Outdoor Pools 60% 85% 145% $2,395,710 $3,393,923 $5,789,633 Splash Pad 0% 0% 0% $0 $0 $0 Neighborhood Park Playground 60% 0% 60% $600,000 $0 $600,000 Community Park Playground 0% 40% 40% $0 $1,250,000 $1,250,000 Misc. Amenies BBQ Grill 33% 0% 33% $1,500 $0 $1,500 Bench 6% 25% 31% $10,301 $43,138 $53,439 Bike Rack 0% 0% 0% $0 $0 $0 Disc Golf 0% 0% 0% $0 $0 $0 Dog Parks 0% 0% 0% $0 $0 $0 Drinking Fountain 38% 0% 38% $35,250 $0 $35,250 Fencing 15% 20% 35% $317,412 $423,216 $740,628 Flag Pole 5% 0% 5% $4,250 $0 $4,250 Parking Lot 0% 0% 0% $0 $0 $0 Signage (Monument-Park Name) 13% 25% 38% $50,000 $100,000 $150,000 Signage (Rules & Reg) 50% 50% 100% $16,000 $16,000 $32,000 Trail (Decomposed Granite) 17% 0% 17% $20,000 $0 $20,000 Trail (Paved) 4% 4% 9% $237,600 $237,600 $475,200 Bleachers 11% 11% 22% $92,500 $92,500 $185,000 Wood Guardrail 0% 88% 88% $0 $8,250 $8,250 Trash (Receptacle) 10% 20% 30% $61,250 $122,500 $183,750 TOTAL SYSTEM VALUE TOTAL LIFECYCLE REPLACEMENT $40,887,033 $70,259,320 $111,146,353 LIFECYCLE REPLACEMENT AS % OF SYSTEM 18.1% 31.2% 49.3% While it is unrealisc to assume that the Capital Improvement program of the City of Coppell can support these investments over the next 10 years, this analysis should help to inform the long-range planning of major capital repair and replacement projects in subsequent years. Master City of Coppell, Texas 255 E. Parkway Boulevard Coppell, Texas 75019-9478 File Number: 2025-8043 File ID: Type: Status: 2025-8043 Agenda Item Consent Agenda 1Version: Reference: In Control: Parks and Recreation 05/05/2025File Created: Final Action: ABE Pond RestorationFile Name: Title: Consider award of a professional services agreement with Teague Nall and Perkins, Inc. for the design of Andrew Brown East Park Pond Restoration, in the amount of $93,730.00, as budgeted in the Coppell Recreation & Development Corporation (CRDC) fund; and authorizing the City Manager to sign any necessary documents. Notes: Sponsors: Enactment Date: Memo.pdf, Proposal.pdfAttachments: Enactment Number: Hearing Date: Contact: Effective Date: Drafter: History of Legislative File Action: Result: Return Date: Due Date: Sent To: Date: Acting Body: Ver- sion: Text of Legislative File 2025-8043 Title Consider award of a professional services agreement with Teague Nall and Perkins, Inc. for the design of Andrew Brown East Park Pond Restoration, in the amount of $93,730.00, as budgeted in the Coppell Recreation & Development Corporation (CRDC) fund; and authorizing the City Manager to sign any necessary documents. Summary See attached memo. Fiscal Impact: The fiscal impact of this agenda item is $93,730.00 as budgeted in the CRDC Fund. This project was included in the 2024-2025 CRDC Work Plan at $295,560.00. That cost was for design and construction of the initial phase; however, staff are only recommending moving forward with design at this time. Staff Recommendation: The Community Experiences Department recommends approval. Page 1City of Coppell, Texas Printed on 5/9/2025 Master Continued (2025-8043) Strategic Pillar Icon: Sustainable Government Page 2City of Coppell, Texas Printed on 5/9/2025 1 MEMORANDUM To: Mayor and City Council From: Adam Richter, Assistant Director of Community Experiences Jessica Carpenter, Director of Community Experiences Date: May 13, 2025 Reference: Consider award of a professional services agreement with Teague Nall and Perkins, Inc. for the design of Andrew Brown East Park Pond Restoration, in the amount of $93,730.00, as budgeted in the Coppell Recreation Development Corporation (CRDC) fund; and authorizing the City Manager to sign any necessary documents. 2040: Sustainable City Government: Excellent and Well-Maintained City Infrastructure and Facilities Introduction: The purpose of this agenda item is to award a professional services agreement to Teague Nall and Perkins, Inc (TNP) in the amount of $93,730.00 for the design of the Andrew Brown East Park Pond Restoration project. Background: In 2017, the reconstruction of Andrew Brown Park East focused primarily on creating a state-of- the-art grand lawn featuring new natural turf and irrigation, three pavilions, restrooms, landscaping enhancements, a trail loop, and improvements to the retaining wall along the east pond. However, since completion, the portion of shoreline in the east pond that did not receive retaining wall improvements has experienced ongoing erosion and now requires repair. Additional areas in the park showing signs of erosion include the pond west of The CORE and the canal near the Boardwalk Pavilion. Key factors contributing to erosion in these areas include water runoff, the direction of water flow, wave action, heavy foot traffic due to high park usage, and cycles of heavy rain and drought that affect North Texas. To address these concerns, a design phase will be necessary before construction can begin to restore the affected areas. Upon approval of this agreement to TNP, the next step would be to initiate the design phase, with anticipated completion in late fall 2025. Following design, staff will collaborate with the consultant 2 to launch a formal bidding process for construction. After bids are received, staff will return to Council to seek approval to move forward with the construction phase. The initial focus of construction will be on improvements to the east pond, specifically extending the retaining wall by 600 linear feet to stabilize the shoreline near the Performance Pavilion. This work is projected to be completed by the end of FY 2026. Once the east pond work is complete, efforts will shift to the pond west of The CORE, which will include grading and restoring 1,000 linear feet of shoreline. The final phase of the project will involve similar grading and restoration efforts along the canal near the Boardwalk Pavilion. Construction for these two areas is expected to conclude by the end of FY 2027. By combining the construction phases under a single design effort, the city can maximize cost efficiency and avoid duplicating design work across multiple years. Benefit to the Community: Addressing the erosion issues in Andrew Park East will enhance safety for park users while preserving the City’s investment in its premiere event venue. Legal Review: City Attorney has reviewed the agreement. Fiscal Impact: The fiscal impact of this agenda item is $93,730.00 as budgeted in the CRDC Fund. Recommendation: The Community Experiences Department and recommends approval of this item. Project Name: Andy Brown Park Pond Restoration Client: City of Coppell, TX TNP Project #: CPL 23001 Date: 04/24/2025 Page 1 AUTHORIZATION FOR PROFESSIONAL SERVICES PROJECT NAME: Andy Brown Park East Pond Restoration TNP PROJECT NUMBER: CPL 23001 CLIENT: City of Coppell, Texas ADDRESS: Mr. Adam Richter, Assistant Director of Parks and Recreation 255 Parkway Blvd. Coppell, TX 75019 __________ (the CLIENT) hereby requests and authorizes Teague Nall and Perkins, Inc., (the CONSULTANT) to perform the following services: Article I SCOPE: Provide engineering and surveying services for the Andy Brown Park East Pond Restoration Project in Coppell, TX. Based on input received from the City of Coppell staff, and observations made during a visit to Andy Brown Park East, the two ponds and canal banks at Andy Brown Park East are experiencing bank erosion in isolated areas. The proposed solution includes bank restoration along with limited permanent retaining wall to protect the banks along the park’s performance pavilion. Project Name: Andy Brown Park Pond Restoration Client: City of Coppell, TX TNP Project #: CPL 23001 Date: 04/24/2025 Page 2 The project includes the following: - Approximately 600 Linear Feet of Retaining Wall Improvements - Approximately 1,000 Linear Feet of Grading and Bank Restoration A detailed scope of services is included as Attachment ‘A’ and is made a part hereto. Article II COMPENSATION to be on the basis of the following: A. The CONSULTANT’s compensation for Basic Services included in Attachment ‘A’ shall be based on a Fixed Fee of $93,730 which includes expenses such as prints, plots, photocopies, plans or documents on CD, DVD or memory devices, mileage, air fare, and lodging. Payment to the CONSULTANT shall be due in monthly installments based on the CONSULTANT’s estimate of the percentage of the contract completed during the billing period. B. Fees: Any permit fees, filing fees, or other fees related to the project and paid on behalf of the client by the CONSULTANT to other entities shall be invoiced at 1.10 times actual cost. C. Additional Services: Any service provided by the CONSULTANT which is not specifically described in the scope of work for this contract as defined above or delineated in an attachment shall be considered additional services. Additional services shall include, but shall not be limited to: 1.) Land planning, lot layout and configuration, preliminary plat preparation, final plat preparation, zoning applications, zoning exhibits, preliminary utility plans, drainage studies and preliminary drainage plans; 2.) Property research and real property surveying for easements, right-of-ways or plats; 3.) Preparation of real property transfer documents, exhibits or plats; 4.) Participation in real property acquisition; 5.) Construction staking; and/or 6.) Construction inspection. Upon written authorization from the CLIENT, the CONSULTANT will perform Additional Services. Payment to the CONSULTANT for Additional Services shall be on a Fixed Fee or Hourly Reimbursable basis, as described above. Fixed Fee Compensation for Additional Services: Payment shall be as described above for Basic Services. Hourly Reimbursable Compensation for Additional Services: Payment shall be due in monthly installments based on the amount of hours worked by each employee and the CONSULTANT’S current standard rates presented in Attachment ‘B’ Standard Rate Schedule. A fee equal to 3% of Additional Service labor billings shall be included on each monthly invoice for prints, plots, photocopies, plans or documents on CD, DVD or memory devices, and mileage. No individual or separate accounting of these items will be performed by the CONSULTANT. D. Payment Terms: CLIENT shall be billed monthly for services rendered and pay promptly upon Project Name: Andy Brown Park Pond Restoration Client: City of Coppell, TX TNP Project #: CPL 23001 Date: 04/24/2025 Page 3 receipt of invoice. Delays of transmitting payments to CONSULTANT more than 30 days from invoice date may result in cessation of services until payment is received. E. Sample Invoice: The CONSULTANT’S invoice format will match the sample invoice included in Attachment ‘B-1’. Article III SCHEDULE: The proposed services shall begin within 10 working days of authorization to proceed. A project schedule is included as Attachment 'C’ and made a part hereto. Article IV CONTRACT PROVISIONS: The document entitled “Contract Provisions” which are attached hereto is made a part hereof. This Authorization of Professional Services, together with the Contract Provisions and all other exhibits attached hereto are collectively referred to as the “Agreement”. Please execute and return a signed copy for our files. Receipt of an executed copy of this contract will serve as notice to proceed. No work shall commence on the project until CONSULTANT receives an executed copy of this contract. By signing below, the signer warrants that he or she is authorized to execute binding contracts for the CLIENT. Approved by CLIENT: Accepted by CONSULTANT: City of Coppell, TX Teague Nall and Perkins, Inc. By: By: Title: Title: Date: Date: Firm Contact Information: Teague Nall Perkins, Inc 5237 N. Riverside Drive, Suite 100 Fort Worth, Texas 76137 817-336-5773 Contact: Zach Graves TNP Firm Registrations Texas Board of Professional Engineers and Land Surveyors | Engineering Firm No. F-230 | Surveying Firm No. 10011600 | 10194381 | 10011601 Texas Board of Architectural Examiners Firm No. BR 2673 Project Name: Andy Brown Park Pond Restoration Client: City of Coppell, TX TNP Project #: CPL 23001 Date: 04/24/2025 Page 4 CONTRACT PROVISIONS 1. AUTHORIZATION TO PROCEED Signing this agreement shall be construed as authorization by CLIENT for CONSULTANT to proceed with the work, unless otherwise provided for in this agreement. 2. DIRECT EXPENSES A fee equal to 3% of labor billings shall be included on each monthly invoice for prints, plots, photocopies, plans or documents on CD, DVD or memory devices, and mileage. No individual or separate accounting of these items will be performed by TNP. 3. OUTSIDE SERVICES When technical or professional services are furnished by an outside source, subject to reasonable, timely and substantive objections of CLIENT, an additional amount shall be added to the cost of these services for CONSULTANT's administrative costs, as provided herein. 4. OPINION OF PROBABLE COST In providing opinions of probable cost, the CLIENT understands that CONSULTANT has no control over costs or the price of labor, equipment, or materials, or over the Contractor’s method of pricing, and that the opinions of probable cost provided to CLIENT are to be made on the basis of the design professional’s qualifications and experience. CONSULTANT makes no warranty, expressed or implied, as to the accuracy of such opinions as compared to bid or actual costs. 5. PROFESSIONAL STANDARDS The standard of care for all professional engineering and services performed or furnished by CONSULTANT shall be the care and skill ordinarily used by other members of the relevant profession in the same circumstances and type of work in the State of Texas, and with the same level of professional and technical soundness, accuracy, and adequacy of all design, drawings, specifications, and other work and materials furnished under this Authorization as other members of the same profession in the same circumstances and location. CONSULTANT makes no other warranty, expressed or implied. Subject to the above standards of care, CONSULTANT may use or rely upon design elements and information ordinarily or customarily furnished by others, including, but not limited to, specialty contractors, manufacturers, suppliers, and the publishers of technical standards. 6. TERMINATION Either CLIENT or CONSULTANT may terminate this authorization by giving 10 days written notice to the other party. In such event CLIENT shall forthwith pay CONSULTANT in full for all work previously authorized and performed prior to effective date of termination. If no notice of termination is given, relationships and obligations created by this Authorization shall be terminated upon completion of all applicable requirements of this Authorization. 7. LEGAL EXPENSES In the event legal action is brought by CLIENT or CONSULTANT against the other to enforce any of the obligations hereunder or arising out of any dispute concerning the terms and conditions hereby created, the losing party shall pay the prevailing party such reasonable amounts for fees, costs and expenses as may be set by the court. 8. PAYMENT TO CONSULTANT Monthly invoices will be issued by CONSULTANT for all work performed under the terms of this agreement. Invoices are due and payable on receipt. If payment is not received within 30 days of invoice date, all work on CLIENT’s project shall cease and all work products and documents shall be withheld until payment is received by TNP. Time shall be added to the project schedule for any work stoppages resulting from CLIENT’s failure to render payment within 30 days of invoice date. Interest at the rate of 1½% per month will be charged on all past-due amounts, unless not permitted by law, in which case, interest will be charged at the highest amount permitted by law. 9. ADDITIONAL SERVICES Services not specified as Basic Services in Scope and Attachment ‘A’ will be provided by CONSULTANT as Additional Services when authorized by the CLIENT. Additional services will be paid for by CLIENT as indicated in Article II, Compensation. 10. SALES TAX In accordance with the State Sales Tax Codes, certain surveying services are taxable. Applicable sales tax is not included in the fee set forth and will be added on and collected when required by state law. Sales tax at the applicable rate will be indicated on invoice statements. 11. SURVEYING SERVICES In accordance with the Professional Land Surveying Practices Act of 1989, the CLIENT is informed that any complaints about surveying services may be forwarded to the Texas Board of Professional Engineers and Land Surveyors, 1917 S. Interstate 35, Austin, Texas 78741, (512) 440-7723. 12. LANDSCAPE ARCHITECT SERVICES The Texas Board of Architectural Examiners has jurisdiction over complaints regarding the professional practices of persons registered as landscape architects in Texas. The CLIENT is informed that any complaints about landscape architecture services be forwarded to the Texas Board of Architectural Examiners, Hobby Building: 333 Guadalupe, Suite 2-350, Austin, Texas 78701, Telephone (512) 305-9000, Fax (512) 305-8900. 13. INVALIDITY CLAUSE In case any one or more of the provisions contained in this Agreement shall be held illegal, the enforceability of the remaining provisions contained herein shall not be impaired thereby. 14. PROJECT SITE SAFETY CONSULTANT has no duty or responsibility for project site safety. 15. CONSTRUCTION MEANS AND METHODS AND JOBSITE SAFETY Means and methods of construction and jobsite safety are the sole responsibility of the contractor. CONSULTANT shall not: (I) at any time supervise, direct, control, or Project Name: Andy Brown Park Pond Restoration Client: City of Coppell, TX TNP Project #: CPL 23001 Date: 04/24/2025 Page 5 have authority over any contractor’s work, or (ii) be responsible for construction site safety, the means and methods of construction or the safety precautions a selected or used by any contractor. CONSULTANT shall not be responsible for any decisions, acts or omissions of any constructor. 16. OWNER RESPONSIBILITY CLIENT shall be responsible for all requirements and instructions that it furnishes to CONSULTANT pursuant to this Agreement, and for the accuracy and completeness of all programs, reports, data, and other information furnished by CLIENT to CONSULTANT pursuant to this Agreement CONSULTANT may use and rely upon such requirements, programs, instructions, reports, data, and information in performing or furnishing services under this Agreement, subject to any express limitations or reservations applicable to the furnished items. CLIENT shall give prompt written notice to CONSULTANT whenever CLIENT observes or otherwise becomes aware of: (i) any hazardous materials or matters that affect the scope or time of performance of CONSULTANT's services; or (ii) any defect or nonconformance in CONSULTANT’s services or the contractor’s work. 17. SITE VISITS In the event the Scope of work requires CONSULTANT to make site visits to observe contractor’s work on a Project, such visits and observations are not intended to be exhaustive or to extend to every aspect of the Work or to involve detailed inspections of the work, but rather are to be limited to spot checking, selective sampling, and similar methods of general observation of the work based on CONSULTANT’s exercise of professional judgment. CONSULTANT will have no responsibility for any defects in the work not actually discovered by CONSULTANT during such site visits. 18. CHOICE OF LAW; VENUE This Agreement shall be governed by and construed in accordance with the laws of the State of Texas without regard to applicable principles of conflicts of law. Each of the parties hereto irrevocably consents to the exclusive jurisdiction of any federal or state court located within Tarrant County, Texas, in connection with any matter based upon, arising out of, or contemplated in this Agreement or the matters. 19. DOCUMENTS A. All documents prepared by CONSULTANT (“Documents”) are instruments of service, and CONSULTANT shall retain an ownership and property interest therein (including the copyright and the right of reuse at the discretion of the CONSULTANT) whether or not the subject project (“Project”) is completed. CLIENT may make and retain copies of Documents for information and reference in connection with the use of the Documents on the Project., and will have a limited license to use the Documents only on the Project, extensions of the Project, and for related uses, subject to receipt by CONSULTANT of full payment due and owing for all services relating to preparation of the Documents, may not be used unless completed and not for any work or purpose not intended. B. CLIENT and CONSULTANT may transmit, and shall accept, Project-related correspondence, Documents, text, data, drawings, information, and graphics, in electronic media or digital format, either directly, or through access to a secure Project website, in accordance with a mutually agreeable protocol. 20. ATTORNEY FEES In the event that any suit or action over the enforcement, interpretation or other matter emanating from this Agreement, the prevailing party in such dispute shall be entitled to recover from the losing party all fees, costs and expenses of enforcing any right of such prevailing party under or with respect to this Agreement, including without limitation, such reasonable fees and expenses of attorneys and accountants, which shall include, without limitation, all fees, costs and expenses of appeals. 21. MISCELLANEOUS This Agreement is binding on and will inure to the benefit of each of the parties and their respective successors and legal representatives. Neither party may assign this Agreement in whole or in part without the prior written consent of the other party. There are no third party beneficiaries. Any provision or part of the Agreement held to be void or unenforceable under any Laws or Regulations shall be deemed stricken, and all remaining provisions shall continue to be valid and binding upon the parties. non-enforcement of any provision shall not constitute a waiver of that provision, nor shall it affect the enforceability of that provision or of the remainder of this Agreement. Project Name: Andy Brown Park Pond Restoration Client: City of Coppell, TX TNP Project #: CPL 23001 Date: 04/24/2025 Page 6 ATTACHMENT 'A' ITEMIZED SCOPE OF SERVICES Teague Nall and Perkins, Inc., (TNP) shall render the following professional services necessary for the development of the project: A. TOPOGRAPHIC SURVEY – ENGINEER will perform a topographic survey of the pond and canal area within Andy Brown Park East as described below: 1) CONSULTANT will provide all office and field work necessary to perform a Topographic Design Survey for the east pond at Andy Brown Park East. The Survey will consist of approximately 600 linear feet of the west bank of the east pond with the corridor being a minimum of 50 feet into the park area and 50 feet into the pond. In addition, the survey will consist of approximately 1,250 linear feet of the existing canals and west pond bank with the corridor being a minimum of 50 feet into the park area and 10 feet into the pond. 2) The Survey will identify topography (one foot contours), visible features and above ground improvements including buildings, pavement, curbs, fences, trees, sidewalks, landscaped areas, and other pertinent features within the project area as necessary for engineering design. Benchmarks will be established within or near the project areas for use during the design and construction phases of the project. 3) All survey information provided by the CONSULTANT will be referenced to Grid North of the Texas Coordinate System of 1983 {North Central Zone No. 4202; NAD83(2011) Epoch 2010} as derived locally from Allterra Central’s continuously operating reference stations via real time kinematic survey methods. Elevations will be referenced to the City of Coppell’s Geodetic Control Network. 4) CONSULTANT shall perform all surveying services in accordance with the General Rules and Procedures of Practice, and the Professional and Technical Standards established by the Texas Board of Professional Engineers and Land Surveyors. B. ENGINEERING SERVICES – ENGINEER shall prepare plans, specifications, and cost opinions for the pond restoration project: 1. Preliminary Construction Plans (60%): Prepare a single set of construction plans, depicting the proposed improvements to the pond. At a minimum, the plans shall include the following: a) Cover Sheet b) General Notes, as applicable c) Survey Control Layout d) Plan Layouts, depicting: 1. Proposed pond grading & bank stabilization 2. Proposed retaining wall armoring limits 3. Proposed retaining wall section Project Name: Andy Brown Park Pond Restoration Client: City of Coppell, TX TNP Project #: CPL 23001 Date: 04/24/2025 Page 7 4. Notes and criteria for construction e) Retaining wall details f) Miscellaneous details g) Construction standards (if needed) 2. Final Sealed Construction Plans (100%): Based on City prioritization, the CONSULTANT shall divide the construction plans into as many as three (3) separate sealed bid packages. All three sealed bid packages will be delivered together. 3. Contract Documents: Prepare up to three (3) bid specifications documents for the pond restoration project. 4. Cost Opinion: Prepare an Engineer’s Opinion of Probable Construction Cost (OPCC) for the Project, to accompany the 60% (Preliminary) and 100% (Final Sealed) devliverables. 5. Bidding Services: a) Assist the CITY in preparing up to three (3) advertisements for the construction project. Upload the bidding documents to a web-based distribution system such as Civcast. b) Assist the CITY in addressing bidder questions. Assistance with addenda as needed if bidder questions result in revisions to the plans. c) Assist in up to three (3) bid openings and tabulations of bids. d) Contractor Selection – Assist CITY in securing a contractor to perform the proposed improvements, including soliciting bids, contractor qualification verification, and recommendations for award of the project. 6. Construction Phase Services: a) Incorporate all addenda into the contract documents and issue up to three (3) conformed sets of plans and specifications for use as the issued construction documents. b) Perform periodic visits to the site and respond to the Contractor’s inquiries & RFI’s regarding the proposed improvements. Construction inspection is not included in the Scope of Services. ASSUMPTIONS · It is assumed that the design services will span up to a maximum of six (6) months (Does NOT include construction). · Meetings: one kickoff meeting, one submittal meeting, site visits and design coordination meetings on an as-needed basis. · CONSULTANT shall not proceed with 100% Design activities without obtaining the CITY’s approval of the 60% Design Plans. · It is assumed that the design will be delivered as a single entity, but the project divided up into as many as three (3) separate bid packages. The division of the project into separate bid sets will be based on City prioritization. Project Name: Andy Brown Park Pond Restoration Client: City of Coppell, TX TNP Project #: CPL 23001 Date: 04/24/2025 Page 8 · It is assumed that the City may require Bidding Services and Construction Phase Services for up to three (3) separate bidding cycles. DELIVERABLES A. Meeting minutes with action items B. Monthly invoices & progress reports C. Project schedule with updates D. Electronic submittals. No hardcopies needed. E. Conceptual Opinion of Probable Cost F. 60% Draft Construction Plans and up to three (3) 100% Final Bid Document sets Project Name: Andy Brown Park Pond Restoration Client: City of Coppell, TX TNP Project #: CPL 23001 Date: 04/24/2025 Page 9 ADDITIONAL SERVICES NOT INCLUDED IN THE EXISTING SCOPE OF SERVICES CLIENT and CONSULTANT agree that the following services are beyond the Scope of Services described in the tasks above. However, CONSULTANT can provide these services, if needed, upon the CLIENT’s written request. Any additional amounts paid to the CONSULTANT as a result of any material change to the Scope of the Project shall be agreed upon in writing by both parties before the services are performed. These additional services include, but are not limited to, the following items: 1. Property research and real property surveying for easements, preparation of preliminary, final or rights-of-way or plats; preparation of real property transfer documents, exhibits 2. Easement and/or ROW acquisition services 3. Tree surveys (location of trees and identification of tree types and sizes) 4. Drainage studies or preliminary drainage plans not specifically outlined in the Scope of Services 5. Subsurface utility engineering (SUE) 6. Geotechnical services 7. Environmental services 8. Archeological or historical studies (i.e., cultural resource evaluations) 9. Section 404 Permitting, including Nationwide Permits (NWPs), Individual Permits (IPs) and Pre- Construction Notifications (PCNs), other than those specifically listed in the Special Services 10. Design of water and/or sanitary sewer lines or relocations 11. Preparation of a storm water pollution prevention plan document 12. Construction staking 13. Construction management and inspection services, not specifically outlined in the Scope of Services 14. Performance of materials testing or specialty testing services 15. Additional bidding cycles, beyond the bid procurements detailed in the scope of services. Project Name: Andy Brown Park Pond Restoration Client: City of Coppell, TX TNP Project #: CPL 23001 Date: 04/24/2025 Page 10 ATTACHMENT 'B' STANDARD RATE SCHEDULE Effective January 1, 2024 * Hourly Engineering/Landscape Architecture/ROW Billing Rate Principal or Director $310.00 Team Leader $285.00 Senior Project Manager $280.00 Project Manager $240.00 Senior Engineer $290.00 Project Engineer $190.00 Senior Structural Engineer $295.00 Structural Engineer $210.00 Engineer III/IV $170.00 Engineer I/II $145.00 Senior Landscape Architect/Planner $290.00 Landscape Architect / Planner $210.00 Landscape Designer $150.00 Senior Designer $195.00 Designer $170.00 Senior CAD Technician $165.00 CAD Technician $130.00 IT Technician $190.00 Clerical $90.00 ROW Manager $265.00 Senior ROW Agent $195.00 ROW Agent $155.00 Relocation Agent $195.00 ROW Tech $110.00 Intern $90.00 Hourly Surveying Billing Rate Survey Manager $310.00 Registered Professional Land Surveyor (RPLS) $265.00 Field Coordinator $160.00 S.I.T. or Senior Survey Technician $155.00 Survey Technician $140.00 1-Person Field Crew w/Equipment** $170.00 2-Person Field Crew w/Equipment** $200.00 3-Person Field Crew w/Equipment** $225.00 Project Name: Andy Brown Park Pond Restoration Client: City of Coppell, TX TNP Project #: CPL 23001 Date: 04/24/2025 Page 11 4-Person Field Crew w/Equipment** $245.00 Flagger $65.00 Abstractor (Property Deed Research) $105.00 Small Unmanned Aerial Systems (sUAS) Equipment & Crew $475.00 Terrestrial Scanning Equipment & Crew $290.00 Hourly Utility Management, Utility Coordination, and SUE Billing Rate Senior Utility Coordinator $190.00 Utility Coordinator $170.00 SUE Field Manager $190.00 Sr. Utility Location Specialist $180.00 Utility Location Specialist $135.00 1-Person Designator Crew w/Equipment*** $165.00 2-Person Designator Crew w/Equipment*** $220.00 2-Person Vac Excavator Crew w/Equip (Exposing Utility Only – 4 hour minimum) $335.00 Core Drill (equipment only – per day) $830.00 SUE QL-A Test Hole (0 < 8 ft; cost per each)*** $2,400.00 SUE QL-A Test Hole (> 8 < 15 ft; cost per each)*** $2,900.00 Hourly Construction Management, Construction Engineering and Inspection (CEI) Billing Rate Construction Inspector I/II $120.00 Construction Inspector III $140.00 Senior Construction Inspector $160.00 Construction Manager $235.00 Senior Construction Manager $280.00 Direct Cost Reimbursables Any permit fees, filing fees, or other fees related to the project and paid on behalf of the client by TNP to other entities shall be invoiced at 1.10 times actual cost. Notes: All subcontracted and outsourced services shall be billed at rates comparable to TNP’s billing rates above or cost times a multiplier of 1.10. * Rates shown are for 2024 and are subject to change in subsequent years. ** Survey equipment may include truck, ATV, Robotic Total Station, GPS Units and Digital Level. *** Includes crew labor, vehicle costs, and field supplies. Project Name: Andy Brown Park Pond Restoration Client: City of Coppell, TX TNP Project #: CPL 23001 Date: 04/24/2025 Page 12 ATTACHMENT 'B-1' SAMPLE INVOICE Teague, Nall & Perkins, Inc. 5237 N. Riverside Drive Suite 100 Fort Worth, TX 76137 817-336-5773 Adam Richter City of Coppell 255 Parkway Blvd Coppell, TX 75019 Invoice number Date Andy Brown Park Pond Restoration CPL 23001 Professional services rendered for the month ending June 30, 2025 Description Contract Amount Percent Complete Total Billed Prior Billed Current Billed Basic Services 93,730.00 10.00 9,373.00 0.00 9,373.00 Total 93,730.00 10.00 9,373.00 0.00 9,373.00 Invoice total 9,373.00 Please show project number on all payments of this statement Project Name: Andy Brown Park Pond Restoration Client: City of Coppell, TX TNP Project #: CPL 23001 Date: 04/24/2025 Page 13 ATTACHMENT 'C' PROJECT SCHEDULE The CONSULTANT shall endeavor to accomplish the work in accordance with the following schedule: 1. Perform field surveys, data collection and conceptual design in __25___ calendar days from Authorization to Proceed by Client and survey permission letter by property owner(s), whichever occurs latest. 2. Draft construction documents in ____60____ calendar days from completion of topographic field survey and geotechnical investigation. 3. Final construction documents in __40___calendar days from approval of draft construction documents. Master City of Coppell, Texas 255 E. Parkway Boulevard Coppell, Texas 75019-9478 File Number: 2025-7997 File ID: Type: Status: 2025-7997 Agenda Item Public Hearing 2Version: Reference: In Control: City Council 04/01/2025File Created: Final Action: Lake BreezeFile Name: Title: CONTINUED PUBLIC HEARING: Consider approval of PD-313R2-MF-2, a zoning change request from C (Commercial) to PD-313R2-MF-2 (Planned Development 313- Revision 2 -Multi-Family 2) to approve a Detailed Site Plan for a 71-unit, four (4) story condominium apartment complex on approximately 4.4 acres located on the east side of S. Belt Line Road and west side of Sanders Loop, approximately 660 feet south of E. Belt Line Road and an amendment to the 2030 Comprehensive Master Plan from Mixed Use Community Center to Urban Residential Neighborhood. Notes: Sponsors: Enactment Date: Memo.pdf, Withdrawal Letter.pdfAttachments: Enactment Number: Hearing Date: Contact: Effective Date: Drafter: History of Legislative File Action: Result: Return Date: Due Date: Sent To: Date: Acting Body: Ver- sion: 1 05/13/2025City CouncilPostponed04/08/2025City Council Text of Legislative File 2025-7997 Title CONTINUED PUBLIC HEARING: Consider approval of PD-313R2-MF-2, a zoning change request from C (Commercial) to PD-313R2-MF-2 (Planned Development 313- Revision 2 -Multi-Family 2) to approve a Detailed Site Plan for a 71-unit, four (4) story condominium apartment complex on approximately 4.4 acres located on the east side of S. Belt Line Road and west side of Sanders Loop, approximately 660 feet south of E. Belt Line Road and an amendment to the 2030 Comprehensive Master Plan from Mixed Use Community Center to Urban Residential Neighborhood. Summary Fiscal Impact: Page 1City of Coppell, Texas Printed on 5/9/2025 Master Continued (2025-7997) There is no fiscal impact. Staff Recommendation: The Community Development department is recommending denial of the request. Strategic Pillar Icon: Future Oriented Approach to Residential Development Page 2City of Coppell, Texas Printed on 5/9/2025 1 MEMORANDUM To: Mayor and City Council From: Mindi Hurley, Director of Community Development Date: May 13, 2025 Reference: CONTINUED PUBLIC HEARING: Consider approval of PD-313R2-MF-2, a zoning change request from C (Commercial) to PD-313R2-MF-2 (Planned Development 313- Revision 2 -Multi-Family 2) to approve a Detailed Site Plan for a 71-unit, four (4) story condominium apartment complex on approximately 4.4 acres located on the east side of S. Belt Line Road and west side of Sanders Loop, approximately 660 feet south of E. Belt Line Road and an amendment to the 2030 Comprehensive Master Plan from Mixed Use Community Center to Urban Residential Neighborhood. 2040: FUTURE ORIENTED APPROACH TO RESIDENTIAL DEVELOPMENT The public hearing for this item was opened at the April 8, 2025, City Council meeting and requested by the applicant to be continued to this meeting. The applicant has since requested that this item be withdrawn from consideration. JW | Dallas 2323 Ross Avenue, Suite 600 • Dallas, Texas 75201 | www.jw.com | Member of GLOBALAW™ Bill Dahlstrom (214) 953-5932 (Direct Dial) (214) 661-6616 (Direct Fax) wdahlstrom@jw.com May 7, 2025 Ms. Mary Paron-Boswell Senior Planner Planning Department City of Coppell 265 East Parkway Boulevard Coppell, Texas 75019 Re: Withdrawal of Zoning Change Request; Zoning Application PD-313R2-MF-2, Lake Breeze Condominiums; Southeast Quadrant of South Belt Line Road and East Belt Line Road and west side of Sanders Loop. Dear Mary: On behalf of our client Coppell Lake Breeze LLC which is the Applicant and Property Owner in the matter referenced above, we are forwarding this letter as the Applicant’s/Owner’s withdrawal of that zoning change request. As you know, this case was held over at the April 8, 2025, City Council meeting until the May 13, 2025, meeting. However, at this time we wish to withdraw the request. Please confirm for us that this request for withdrawal has been accepted and that the request will not be placed on the May 13 Council Agenda. Thank you very much for your assistance with this. Sincerely yours, William S. Dahlstrom William S. Dahlstrom cc: Mike Land Matt Steer Robert Hager, Esq. Coppell Lake Breeze LLC Mr. Vijay Borra Jonathan Vinson Master City of Coppell, Texas 255 E. Parkway Boulevard Coppell, Texas 75019-9478 File Number: 2025-8054 File ID: Type: Status: 2025-8054 Agenda Item Agenda Ready 1Version: Reference: In Control: City Council 05/07/2025File Created: Final Action: MPTFile Name: Title: Consider appointment of Mayor Pro Tem as required by Section 3.05 of the Home Rule Charter. Notes: Sponsors: Enactment Date: Attachments: Enactment Number: Hearing Date: Contact: Effective Date: Drafter: History of Legislative File Action: Result: Return Date: Due Date: Sent To: Date: Acting Body: Ver- sion: Text of Legislative File 2025-8054 Title Consider appointment of Mayor Pro Tem as required by Section 3.05 of the Home Rule Charter. Summary Page 1City of Coppell, Texas Printed on 5/9/2025