Loading...
2011-06-24 RetreatCITY OF SOUTHLAKE Iq June 24, 2011 To: Honorable Mayor and City Council Members From: Shana K. Yelverton, City Manager Subject: Horizons - 2011 June Retreat The June Retreat has been a tradition in Southlake for many years, giving the City Council and staff an opportunity to come together to review organizational performance, and items that have potential to influence the upcoming budget. In addition to the information sharing aspect of the Retreat, it is also a wonderful opportunity for collaborative problem -solving and teambuilding. We look forward to it and sincerely appreciate the time you commit for this purpose. This year the Retreat is scheduled as follows: City Council June Retreat Day 1 Monday, June 27, 2011 5:30 pm — 9:00 pm Hilton Hotel (Working agenda attached) City Council June Retreat Day 2 Tuesday, June 28, 2011 9:00 a.m. — 4:00 p.m. Hilton Hotel (Working agenda attached) This year, the Retreat will be held over two days. On Day 1, we will begin the evening with an overview and welcome presentation. I will be presenting an initiative we've launched at the staff level ("Horizons") with a focus on the Council role. Once this session is completed, we will move into a working dinner that will allow for an open discussion of issues related to the City's key focus areas. This highly interactive session will be defined and led by you, giving Council an opportunity to discuss projects of major importance, key issues or concerns, expectations, etc. as they relate to the priorities that you have set for the City of Southlake. Honorable Mayor & Members of the City Council Horizons - 2011 June Retreat Page Two Following dinner, Ben Thatcher will provide a presentation designed to update you and received feedback on progress made to follow-up items at the Winter Retreat where council outlined ideas to enhance the City's boards and commissions. There are several items for review provided in your packet including the management plan that was created with the input from the Winter Retreat as well as a sample orientation handbook and a draft Code of Conduct & Policy Manual. We have also included a draft board training curriculum as well as job descriptions for each position. We will begin Day 2 with an overview of the agenda items for that day with the first discussion and presentation led by Ken Baker focused on an update of the 2030 Plan, specifically related to the Parks Master Plan and facilities. Following a short break, we will then move on to a discussion of several partnership items beginning at 11:00 a.m. and proceeding to 2:30 p.m. over a working lunch. First on this portion of the agenda will be a presentation from Ben Thatcher regarding the Joint Utilization Committee. This presentation will follow the project briefing provided in your packet which includes several key questions that staff has highlighted for your feedback. Chris Tribble will then provide you with a presentation that outlines revisions made to the SPDC Matching Funds Policy. Recall that City Council requested that staff make certain revisions to the policy that would outline procedures for in -kind donations. That information has been included in the draft policy which has been provided in the packet for your review. Wrapping up the partnerships discussion will be Jim Blagg with a presentation on Safety Town. This presentation will provided a brief overview of the project and also provide some alternative locations for you to consider. A project briefing on Safety Town has also been provided in your packet. The final presentation of the day will center around a revenue enhancements discussion related to a Parks & Recreation sponsorship program. Staff will be seeking your direction on several items related to this initiative related to your preference regarding the scope of potential sponsorship opportunities. A project briefing outlining the history of this initiative and current considerations is included in your packet. We hope that you find the Retreat topics relevant and interesting, and we look forward to kicking off things off with you on June 27. Please let me know if you have questions. SKY 2 D";ValuesJK Meeting: City Council June Retreat —Day One Date: Monday, June 27, 2011 Time: 5:30 p.m. - 9:00 p.m. Place: Southlake Hilton HORIZONS No. Item Supporting Documents y wa Welcome Define success (motivation, x 5:30 pm outcomes, overview) Horizons 1l t Working Dinner: Strategic Focus Discussion Mobility Infrastructure Quality Development 5:45 pm Volunteerism Open discussion jai - Partnerships High Performance Management 41 • Safety & Security • City Values I 2' Management Plan Orientation Curriculum J Leading Boards & Commissions Sample Orientation ill 7:00 pm Winter Retreat follow-up items Handbook (blue folder) III I,� Code of Conduct & Policy .�f. Manual Job Descriptions u. wr 9:00 pm Conclude Values Meeting: City Council June Retreat —Day Two Date: Tuesday, June 28, 2011 Time: 9:00 a.m. - 4:00 p.m. Place: Southlake Hilton HORIZONS No. Item Supporting Documents Welcome 9:00 am • Recap Day overview 2030 Update Multipurpose Facility Park Master Plan Project Briefing 9:15 am Facilities 10:45 am Break JUC Project Briefing Partnerships SPDC Matching Funds 11:00 am ' Joint Utilization Committee Memo &proposed policy • SPDC Matching Funds • Safety Town Safety Town Project Briefing 12:00 pm Working Lunch JUC Project Briefing Partnerships (continued) SPDC Matching Funds 1:30 m p Joint Utilization Committee Memo & proposed policy SPDC Matching Funds • Safety Town Safety Town Project Briefing 2:30 pm Break 2:45 pm Revenue enhancements related to Project Briefing sponsorshipstmarketi ng 4:00 pm Adjourn 6/27/2011 lSOUTHLAI<E ANYMMMORN."NEWN"M 0 H 1 6/27/2011 • t SKYline (5 + Years) (City Manager / Directors) *Southlake 2030 Development & Implementation * Strong Economy * * Strong Governance Model * Long Term Sustainability Initiatives * Change Management / Initiatives 010 cad View (1-5 Years) 30 Assistant City Managers / Directors) * Focus ,net Performance Refinement * KAI Tracking & Reporting * HPO * SouthW Way * Volunteer/Board Culture * Fitch AAA Rating * Multi Year Financial Plan * Bench Development * Strong Economy * Short -Medium Sustainability Initiatives * Infrastructure Development & Maintenance * Street Scene (THIS YEAR) (AO, KT, PS, DIRECTORS) *Ordinance Priority Schedule * Budget & Workplan Implementation * Hot Spot Management Public Relations (Internal and External) * Government Transparency * Efficiency Initiatives Productivity Initiatives * Customer Service Initiatives * Tactical Support * 13 Skyline (5 + Years) (City Manager / Directors) *Southlake 2030 Development & Implementation * Strong Economy * * Strong Governance Model * Long Term Sustainability Initiatives * Change Management / Initiatives * Broad View (1-5 Years) (Assistant City Managers / Directors) * Focus Area Cabinet Performance Refinement * KAI Tracking & Reporting * HPO * Southlake;_ Way * Volunteer/Board Culture * Fitch AAA Rating * Multi Year Financial Plan * Bench Development * Strong Economy * Short -Medium Sustainability Initiatives * Infrastructure Development & Maintenance * "ace . AR) (AO, KT, PS, DIRECTORS) )rdinance Priority Schedule * Budget & Workplan Implementation * Hot Spot Management Public Relations (Internal and External) * Government Transparency * Efficiency Initiatives Productivity Initiatives * Customer Service Initiatives * Tactical Support * R I CITY SIC Questions 6/27/2011 CITY OF SOUTHLAKE Strategic Focus Discussion ➢ MobilitV ➢ High Performance Mgt. ➢ Infrastructure ➢ SafetV & Security ➢ Quality Development ➢ Partnerships ➢ Volunteerism ➢ City Values a` 4 A�,' W404.. 1 6/27/2011 Points to Ponder • Strengths, weaknesses, opportunities • Ideas & interests • Financial resources • Hot spots Mobility Infrastructure • Questions Quality Development Volunteerism Partnerships High Performance Management Safety& Security City Values Final Thoughts What achievements do we want to celebrate at next year's Retreat? 2 6/27/2011 CITY OF 13SOUTHLAKE E 3 6/27/2011 Mobility The efficient movement of pedestrians and vehicles from place to place within Southlake through means such as roads, sidewalks, and trails. Infrastructure Capital assets that provide city services within Southlake such as parks, buildings, water, sewer, drainage systems, sidewalks and roadway systems. [i] wJ 4 6/27/2011 Quality Development The skillful preparation and thoughtful execution of plans and policies ensuring an attractive, safe, financially viable and sustainable community for Southlake residents and businesses. 21 Partnerships Relationships between the City of Southlake and groups or individuals that are characterized by mutual cooperation and responsibility toward the achievement of a common mission, broad objective or specified goal. J 5 6/27/2011 Volunteerism The active promotion of alliances through community involvement focused on giving time, energies, or talents to individuals and groups for the enrichment of the Southlake community and its strategic affiliations. High Performance Management The formalized, results -oriented method used to apply best management practices and fact - based decision making to measure, monitor, and improve performance toward meeting strategic objectives, providing services, and enhancing accountability. 12 n U M 0 6/27/2011 Safety & Security The establishment and maintenance of protective measures and policies that reduce danger, risk or injury to individuals who live, work or visit the City of Southlake and their property. J Values • Integrity: Being worthy of the public's trust in all things. We deal honestly and respectfully with each other and the public at all times. • Innovation: Valuing progressive thinking, creativity, flexibility and adaptability in service delivery. • Accountability: Taking personal responsibility for our actions or inaction while putting the interest of the taxpayer first. • Commitment to Excellence: Behaving responsively in our delivery of service to the public. Our work is characterized by its quality and by the diligence with which it is carried out. We proactively seek to solve problems in advance. • Teamwork: Recognizing the importance of working together to meet our citizens' needs, communicating clearly, sharing resources and information freely. J M 7 CITY OF SOUTH AKE 2011 BOARD, COMMISSION AND COMMITTEE MANAGEMENT PLAN Introduction The City Council has expressed a strong interest in strengthening the effectiveness of its boards, commissions and committees, and Council's overall relationship with these entities. This strengthening process will center on current areas for improvement related to the interviewing and selection of members, the application process, how members are trained and informed of the expectations of their position, and how the boards, commissions and committees are managed to ensure regular communication and a stronger relationship. These improvement areas have been identified using input from staff and City Council. The purpose of this plan is to outline an assessment of the current areas for improvement that the City Council has identified related to the management of boards and commissions and to identify what measures should be taken to strengthen its boards and commissions in the process, and to set the pace for the future. Issues The primary areas for improvement identified by the City Council include: 1. Application and Selection 2. Training and Expectations 3. Board Management This report assesses each area and, using an outcome orientation, develops action steps focused on prioritized results. The focus is on what we want, rather than what we don't want or like. Initiatives to support these outcomes will be clearly articulated and periodically reviewed for effectiveness. The key questions we have asked ourselves as we have developed the plan are: • What do we want? • If we achieve it, how will we know it? • What is the next step? This process will require us to determine what will support or inhibit success, and we will need to make adjustments along the way to ensure a successful and sustainable outcome. Of course, any initiative that we take must be firmly rooted in the principles of our core values and the stated objectives of the city's strategic management system. The strategic management system ultimately improves our service delivery and relationships with the community and other employees by focusing our attention on the priorities developed by the City Council and ensuring that resources are properly allocated to accomplish the stated objectives. Strategic Management System Southlake's Strategic Management System provides the overall plan for linking day-to-day activities to a comprehensive long term strategy to guide public policy and management decisions. The plan brings focus and unity of purpose to policy and administrative decision making. It improves resource (time, money, etc.) allocation by prioritizing actions. Additionally, the plan identifies five core values that describe how the work of the City should be conducted — integrity, innovation, accountability, commitment to excellence and teamwork. Issue 1: Application and Selection Assessment: Application and selection of potential board, commission and committee members has been identified as an area for improvement. The associated weaknesses with application and selection process include: an interview process that is not conducive to gaining insight on prospective members, a lack of qualified applicants for open positions, and a method that does not provide adequate information to both the applicant and City Council. Desired Outcomes and Supporting Initiatives: The table below details the strategy for improving the application and selection process over the coming months. Strategy Desired F_ Implementation Map Outcome Supporting Initiatives Timeframe Status i Notes B5, Improve Commitment the to interview Excellence process Improve L2, L3, the size of Commitment the pool of candidates to Excellence applying for positions • Stagger each interview to allow for more time. ST As Council requests interviews, the 100% appointments will be structured accordingly. • Staff Recommendation: Include social meet Awaiting direction and greet during council work session as an ST 0% from City Council. element of the appointment process C, • Stagger terms so that fewer positions are open at one time. • Include staff liaison as a silent participant in interviews. • Human Resources to develop standard interview questions. • Develop a marketing plan to include: o Boards and Commission Brochure o HOA outreach o SPIN o MySouthlakeNews.com o Tables at City events � V"o` GC, w 6`d K.dsODt All boards ST currently have staggered terms. Awaiting direction / request from ST 0% City Council to include staff. (Questionnaire to be completed ST - MT ! 50% prior to scheduling of i j interviews. 1 SPIN and MySouthlakeNews outreach currently MT — LT 50% in practice; brochure will be developed by end of year. Completion relies • Define what a successful board member and MT -LT I 90% ideal candidate would look like. I on council approval of proposed job descriptions (see drafts provided in Retreat packet). Strategy Map B5, Commitment to Excellence Desired Outcome Improve the application process for candidates applying for positions F-- Implementation Supporting Initiatives Timeframe Status Notes • Revise application to include more detail, a narrative section, and a resume with input from Council, staff and current board members. • Develop a detailed job description for each board Send a thank you a -mail for non -successful candidate and notify them of future selection processes.1 w f bq C� N �1 -\-t wv, t 'A t.(xlak sit ar --,,� �Qe c • Keep a qualified pool of candidates on file. • Encourage non -successful candidates to get involved in other City activities such as SPIN and DPS Citizens Academy. ST — Short Term: initiative can be implemented within 0-6 months MT — Medium Term: initiative can be implemented within 6-9 months LT — Long Term: initiative will take 9 or more months to implement MT -LT 1 0% Linked to completion of job descriptions. Research & draft development in coming months. Completion relies on council MT 9o,, approval of draft job descriptions included in Retreat packet. Following each round of appointments, ST 100% City Secretary's Office will send standard communication. ST ST 100% 100% City Secretary's Office will retain applications of non -successful, but qualified candidates for a period of 12 months. When making appointments City Council will need to provide direction on which applications to retain. Will include in standard post - appointment process communication sent from City Secretary's Office. Issue 2: Training and Expectations Assessment: A lack of training and a lack of understanding about expectations were identified as areas for improvement with boards and commissions. Specifically, members have lacked government experience or knowledge, and do not have a clear definition as to the role and expectations of the position they have accepted. Desired Outcomes and Supporting Initiatives: The table below details the strategy for improving training and quantifying expectations over the coming months. Strategy Map Desired Outcome Improve the Ll, L2, L5, B4, knowledge and Commitment experience levels of to Excellence those serving on boards and commissions Supporting Initiatives Timeframe Status ImplementationNotes Requires direction from • Support a mentoring ( council on the partnership to aid those MT u 90% proposed Boards serving on boards and j and commissions. Commissions Manual. I • Establish a requirement Requires that those serving or direction from wishing to serve on a council on the o board or commission MT 90 /o proposed Boards attend a new or existing ; and Commissions academy or orientation. Manual. Requires • Establish training direction from curriculum for those council on draft serving or wishing to ST 90% orientation serve on a board or curriculum commission. provided in i Retreat packet. • Offer a specific board orientation. ST Requires direction from council on the proposed Boards and Commissions Manual and training 90% curriculum. Orientation will be scheduled following approval of curriculum and 1 Boards and Commissions j Manual. ■ v B5, Accountability Strategy Map Desired Outcome Supporting Initiatives Timeframe i Status Implementation Notes Requires direction from • Establish training for council on draft chairs on meeting ST 90% orientation facilitation. curriculum provided in Retreat packet. 90% 90% Create clear requirements for what is expected of boards and commission members • Create attendance requirements. • Define clear, written expectations in the form of job descriptions for each position. — Short Term: initiative can be implemented within 0-6 months —<f — Medium Term: initiative can be implemented within 6-9 months LT — Long Term: initiative will take 9 or more months to implement Requires direction from council on the proposed Boards and Commissions Manual. Completion relies on council approval of draft job descriptions included in Retreat packet. Issue #3: Board Management Assessment: Board, commission and committee management highlights areas for improvement related to performance standards for members of a board, commission or committee as well as the need to clarify behavior expectations as well as the frequency and type of interaction between the Council and boards, commissions and committees. Desired Outcomes and Supporting Initiatives: The table below details the strategy for improving the board management over the coming months. Strategy Map B1, B41 B51 L11 Accountability, Commitment to Excellence Desired Outcome Lcvci"Y Ycuvuiuut-c measures for boards and commission members to establish a performance standard Standardize expected behavior of boards and commission members Supporting Initiatives • Create a standard format for enabling ordinances; include some standard provisions as established in the Boards and Commissions manual • Staff Recommendation: Review all enabling ordinances for provisions conflicting with those in Boards and Commissions Manual; amend as necessary • Establish annual work plans that are consistent with Council's vision. Establish a standard City Council review process for boards and commissions. I Timeframe Status Implementation Notes Requires direction from council on the 25% proposed Boards and Commissions Manual. Requires direction from council on the 25% proposed Boards and Commissions Manual. Requires direction from council on the 25% i proposed Boards and Commissions Manual. i Requires direction from council on the 25% proposed Boards and 1 Commissions Manual. i I Strategy Map Desired Outcome Supporting Initiatives Timeframe Status Implementation , I Notes • Create a board member manual that: o Informs members and potential members of performance expectations o Clarifies expectations of the { relationship and I appropriate conversations See draft Boards jbetween Council and and boards and MT 90% Commissions commissions Manual included o Establishes a code of in Retreat packet. conduct regarding staff engagement outlining a chain of command o Includes an annual suture requirement for current and newly - appointed members of a board or commission. *4101 Requires direction from • Establish an annual council on the reporting process for MT -LT 25% proposed Boards boards and and commissions. Commissions Manual. Requires direction from • Establish a process for council on the boards and commissions LT 25% proposed Boards to conduct a self and assessment. Commissions Create a system of Manual. B4, B5, Teamwork, communication Commitment between the City to Excellence Council and boards and commission Requires • Hold more direction from informal/formal joint council on the meetings between City ST - MT 50% proposed Boards Council and boards and and 4W commissions Commissions Manual. Strategy Map Desired Outcome Supporting Initiatives Timeframe Status Implementation Notes • Emphasize Requires council direction on j communication in an orientation improved orientation ST 90% curriculum with both Council and provided in staff input. Retreat packet. i ST — Short Term: initiative can be implemented within 0-6 months MT — Medium Term: initiative can be implemented within 6-9 months LT — Long Term: initiative will take 9 or more months to implement Conclusion Although there are several areas for improvement with City boards, commissions and committees a commitment to the stated outcomes will move these partnerships forward with positive results. It will be necessary to commit the resources needed to address deficiencies and to continually monitor progress. It is anticipated that significant gains can be made in the short-term with some of the "quick fix" initiatives. Sustainable change will require a longer timeframe to be fully integrated into the culture of the organization and will necessitate discipline and focus by City Council and staff for full effectiveness. 6/27/2011 SOUTHLAKE 0 6/27/2011 - - ;t Background CITY OF SOUTHLAKE 9 20' BOARD AND COMMISSION MANAGEMENT PLAN lication and Selection Improve the interview process • Improve the size of the pool of candidates • Improve the application process Training and Expectation • Improve knowledge and experience board members • Create clear requirements and expectations Board Management • Develop performance measures and standards • Standardize expected board behavior • Create system of communication between Council and boards • Emphasize communication in orientation 6/27/2011 Desired Retreat Outcomes Input on: ➢ Training Curriculum ➢ Job Descriptions ➢ Board Member Orientation Handbook ➢ Boards and Commissions Code of Conduct and Policy Manual Training Curriculum Three components: 1. Performance Objectives 2. Learning Experiences 3. Assessment Strategy 4 6/27/2011 Training Curriculum Job Descriptions M A4AYlZ---) "Your job description is fairly simple: Stay in your cubicle and try not to make things worse." E 6/27/2011 Job Descriptions • General overview of board position • Key responsibilities of board position • Patterned after enabling ordinances • Explanation of board membership makeup • Meeting frequency and structure Board Member Orientation Handbook 11 6/27/2011 Boards and Commissions Code of Conduct and Policy Manual Satisfies Board Management Plan components: -Standardizes expected behavior of boards -Communicates requirements(eJOF - Introduces operational %re background information Boards and Commissions Code of Conduct and Policy Manual Guidelines for Introduction to Conflict of Board City General Meeting Interest Members Government Information Responsibilities Guidelines Enforcement Attendance Policy Vacancies Staff Liaison Role Orientation & Training Budget Open Records 7 6/27/2011 Boards and Commissions Code of Conduct and Policy Manual • Other sections to consider: • Membership limitations • Council liaison role • Annual and periodic review • Annual reports • Work plans • City Council attendance at board meetings • Relationship with media Next Steps • Send staff feedback Training Curriculum ➢ Job Descriptions ➢ Board Member Orientation Handbook Boards and Commissions Code of Conduct and Policy Manual • CC approval at second meeting in August 93 6/27/2011 u W xX 's W to s r U U I� U bU U U 0 .O O +� O to N E U bA U(u 0 cl 'C O � O cd 64i- U dUQ U q) 00 'G O N O � U.0 U N E 0 O ¢ O O C6 0 ato z o �E cz 0 W W l0U0 O° O �o.0o0 -cl o0 0 ° O cd Ln Qw 4'' .b +' 0 ° ° o~ 000 � o � 000 O '.�' '>1. 0 0 0 0¢� u, j=4 O O .. U U .. U O D U . ., U U U O U U Q U444r un O O Uw 44 cd O .. O O (D44444-4 O C40 O O O .. O .. O xaa O xa1-4 O O aa xaaP.aa as C� d --i r-+ -•y C� ci-6 C; N N N N N M M M M M cd �fi � O 44 4� O 4- 4, v] O -0 �, „ ) cz o 0U 3 a W o 'vim cz 3 i" �' o �'du Q �q 0 .� .� O� ° U U U o o 6w U"� 4� �' V U �>, -0 O 3 O o o 3 U o p 3 a� pr o �. �3 .� � 7b k. w o to 0° a j a as v U ..Jq 'ice. O cd cis 0 wow .r 4-4 U �i � .�� O U L7v1 p �+ O c� ... U O WU 3� El w, O D U O v�U-°�n ���c'dG��i v 1-4U 0 °-°�+ cl 00 O L Lp fi U 00 U . + t O 4-4 E C w O �° •° NN ~ CZ N �A ' w y N p y D O O 'cq cl 0 CJ (D � -d W °? o a� .N eu o o C7 o ,�, .o O o 0 PO C4 G� b ts, U 0.1 (A W OOl U O �, 2 _a � V U cl + C w W o 0 a an o o p O O w w p. 0 on O r O O Cd O p a ., p .. b h Q - 1 4o 7d � � — U U -od O Oo Qn c U o o p U o a 0 � � as xaad xaU vQiU c� cd U 'C c� U cC 6 �O 110 \G 11O t� [� l� 00 00 aCi, p w o 3 '? oo p a� a�i an cz ono .b 09 p U w Q .a? °' •° V,° on E u 0, .d an on U n a• fy V W A O iQnCz ci O00 S Position: Arts Council Board Member Reports to: City Council FLSA Status: Volunteer Date: January 2011 JOB DESCRIPTION JOB SUMMARY: CITY OF SOUTHLAKE The purpose of the Arts Council is to act as an advisory board to the City Council on all matters relating to public art including visual art and performing art programs and facilities, the use of city funds for art projects and facilities, and the creation of a performing arts facility. ESSENTIAL FUNCTIONS: Note: This information is intended to be descriptive of the key responsibilities of the position. The list of essential functions below does not identify all duties performed by any single incumbent in this position. Act in an advisory capacity to the City Council in all matters pertaining to public art. Cooperate with other City boards and commissions, other governmental agencies, civic groups and all citizens of the City in the advancement of sound arts planning and programming. Recommend policies for arts services. Recommend the adoption of standards for public art and their financial support. Receive requests for public funding for educational purposes of any public or private person persons associations or business entities and to forward such requests with recommendation to the City Council. Review the annual operating budget and capital improvement requests relating to the public art programs prior to submission by the City Manager to the City Council and submit a recommendation on the budget. The Board functions well with the City Attorney, Community Services Department, Public Works Department, and other generalists. MEMBERSHIP: The Arts Council is appointed by the City Council and consists of seven residents of the City. The members of the Board are appointed for two-year terms. The Board annually elects a Chairman, Vice -Chairman from its membership for one-year term. The Chairman of the Board is a voting member, and a majority of the members constitute a quorum. Members shall serve until their successors are appointed without compensation. MEETINGS: The Board meets the fourth Tuesday of each month at 6:00 p.m., and as deemed necessary by the Chairman. City of Southlake Arts Council Page 1 Position: Building Board of Appeals Board Member Reports to: City Council FLSA Status: Volunteer Date: January 2011 JOB DESCRIPTION JOB SUMMARY: CITY OF SOUTHLAKE 11 The purpose and object of the Building Board of Appeals is to exercise jurisdiction over substandard buildings, and hear and decide appeals pursuant to the Uniform Building Code, Uniform Plumbing Code, Uniform Administrative Code, Housing Code and National Electrical Code. ESSENTIAL FUNCTIONS: Note: This information is intended to be descriptive of the key responsibilities of the position. The list of essential functions below does not identify all duties performed by any single incumbent in this position. Inspect property and premises at a reasonable hour where required in the discharge of its duties. Hear and decide appeals of order, decisions or determination made by the building official relative to the application and interpretation of technical provisions of the codes listed above. Cooperate with other City boards and commissions, other governmental agencies, civic groups and all citizens of the City in the advancement of safety in building construction. The Board functions well with the City Attorney and the Department of Planning and Development Services MEMBERSHIP: The Building Board of Appeals is established by Ordinance 622. The members of the Board are appointed by the City Council for a term of two years. The Board annually elects a Chair and Vice -Chair. Members shall serve until their successors are appointed without compensation. MEETINGS: The Board meets as called at 7:00p.m. Please refer to the "Current Agendas" page on the City's website for the latest Building Board of Appeals Agenda. MEETING LOCATION: Meetings are held in Southlake Town Hall, 1400 Main Street, in the Executive Conference Room. City of Southlake Building Board of Appeals Page 1 Position: Business Council Board Member Reports to: City Council FLSA Status: Volunteer Date: January 2011 JOB DESCRIPTION JOB SUMMARY: CITY OF SOUTHLAKE LO The purpose and object of the Business Council Board is to act in an advisory capacity to the City Council in the planning and implementation of programs and activities involving concerns to the business community. ESSENTIAL FUNCTIONS: Note: This information is intended to be descriptive of the key responsibilities of the position. The list of essential functions below does not identify all duties performed by any single incumbent in this position. Act in an advisory capacity to the City Council in all matters pertaining to concerns of the business community. Cooperate with other City boards and commissions, other governmental agencies, civic groups and all citizens of the City in the advancement of business and business growth in Southlake. Recommend policies for the enhancement of the business climate. Recommend programs for the retention and attraction of businesses to Southlake. The Board functions well with the City Attorney, Department of Economic Development, Department of Planning and Development Services, and the City Manager's Office. MEMBERSHIP: The Business Council is established by Ordinance 09-010. The members of the Board are appointed by the City Council for a term of two years. The Board annually elects a Chair, Vice -Chair and Secretary Members shall serve until their successors are appointed without compensation. MEETINGS: The Board meets bi-monthly at 5:00p.m.. Please refer to the "Current Agendas" page on the City's website for the latest Business Council Board Agenda. MEETING LOCATION: Meetings are held in Southlake Town Hall, 1400 Main Street, in the Third Floor Training Rooms. The above statements are intended to describe the general nature and level of work being performed by individuals assigned to this position. They are not intended to be an exhaustive list of all responsibilities, duties, and skills required. This description is subject to modification as the needs and requirements of the position change. City of Southlake Business Council Page 1 Position: Crime Control and Prevention District Board Member Reports to: City Council FLSA Status: Volunteer Date: January 2011 JOB DESCRIPTION JOB SUMMARY: CITY OF SOUTH LADE Lo- The purpose and object of the Crime Control and Prevention District is to finance all the costs of a crime control and crime prevention program, including the costs for personnel, administration, expansion, enhancement, and capital expenditures. ESSENTIAL FUNCTIONS: Note: This information is intended to be descriptive of the key responsibilities of the position. The list of essential functions below does not identify all duties performed by any single incumbent in this position. Act in an advisory capacity to the City Council in all matters pertaining to the financing of crime control and prevention programs and facilities. Cooperate with other City boards and commissions, other governmental agencies, civic groups and all citizens of the City in the advancement of public safety. Recommend policies for the financing of public safety programs. Review an annual evaluation of the impact, efficiency, and effectiveness of new and expanded programs. Review and recommend the annual budget for the Crime Control District to the City Council. The Board functions well with the City Attorney, City Manager's Office, Department of Public Safety and other Departments of the City. MEMBERSHIP: The Crime Control and Prevention Board was established by a referendum held under Chapter 636 of the Local Government Code and is made up of seven (7) members. The members of the Board are appointed by the City Council for a term of two years. The Board annually elects a President, Vice -President, and Secretary. Members shall serve until their successors are appointed without compensation. MEETINGS: The Board meets on the 2"d Tuesday of each month at 6:30p.m. Please refer to the "Current Agendas" page on the City's website for the latest Crime Control and Prevention District Agenda. MEETING LOCATION: Meetings are held in Southlake Department of Public Safety Headquarters, 600 State Street, in the 4th Floor Board Room. City of Southlake Crime Control and Prevention District Page 1 Position: Joint Utilization Committee Member Reports to: City Council FLSA Status: Volunteer Date: January 2011 JOB DESCRIPTION JOB SUMMARY: CITY OF SOUTHLAKE L01 The purpose and object of the Joint Utilization Committee is to pursue sharing of facilities, maintenance, equipment, research and other cost saving measures to benefit both the City and the School District. ESSENTIAL FUNCTIONS: Note: This information is intended to be descriptive of the key responsibilities of the position. The list of essential functions below does not identify all duties performed by any single incumbent in this position. Act in an advisory capacity to the City Council in all matters pertaining to sharing of facilities, maintenance, equipment, research and other cost saving measures to benefit both the City and the School District. Cooperate with other City boards and commissions, other governmental agencies, civic groups and all citizens of the City in the advancement of the joint utilization of City and School District assets to the benefit of all taxpayers. Recommend policies for the joint use of facilities and other assets. Recommend programs that will benefit the community and the taxpayers of both entities. Recommend the adoption of standards for use of facilities. The Board functions well with the City Attorney, City Manager's Office, Department of Community Services and other City Departments. MEMBERSHIP: The Southlake Joint Utilization Committee is established by Ordinance 93-42. The members of the Committee are appointed by the City Council and School Board for a term of two years. The Committee annually elects a Chair and Vice -Chair. Members shall serve until their successors are appointed without compensation. MEETINGS: The Committee meets the 2"d Tuesday of every other month at 6:00p.m. Please refer to the "Current Agendas" page on the City's website for the latest Joint Utilization Committee Agenda. MEETING LOCATION: Meetings are held in Southlake Town Hall, 1400 Main Street, in the Third Floor Training Rooms. The above statements are intended to describe the general nature and level of work being performed by individuals assigned to this position. They are not intended to be an exhaustive City of Southlake Joint Utilization Committee Page 1 Position: Library Board Member Reports to: City Council FLSA Status: Volunteer Date: January 2011 JOB DESCRIPTION JOB SUMMARY: CITY OF SOUTHLAKE The purpose of the Library Board is to act as an advisory board to the Council in matters relating to establishing and operating a public library. ESSENTIAL FUNCTIONS: Note: This information is intended to be descriptive of the key responsibilities of the position. The list of essential functions below does not identify all duties performed by any single incumbent in this position. Act in an advisory capacity to the City Council in all matters pertaining to library facility planning and programming, including development of long range capital improvements programs. Cooperate with other City boards and commissions, other governmental agencies, civic groups and all citizens of the City in the advancement of sound library planning and programming. Recommend policies for library services. Recommend the adoption of standards for public library facilities and their financial support. Receive requests for public funding for educational purposes of any public or private person, associations or business entities and to forward such requests with recommendation to the City Council. Review the annual operating budget and capital improvement requests relating to library programs prior to submission by the City Manager to the City Council and submit a recommendation on the budget. The Board functions well with the City Attorney, Community Services Department, Public Works Department, and other generalists. MEMBERSHIP: The Library Board is appointed by the City Council and consists of seven residents of the City. The members of the Board are appointed for two-year terms. The Board annually elects a Chairman, Vice -Chairman from its membership for one-year term. The Chairman of the Board is a voting member, and a majority of the members constitute a quorum. Members shall serve until their successors are appointed without compensation. MEETINGS: The Board meets the fourth Wednesday of each month at 7:00 p.m., and as deemed necessary by the Chairman. City of Southlake Library Board Page 1 Position: Parks and Recreation Board Member Reports to: City Council FLSA Status: Volunteer Date: January 2011 JOB DESCRIPTION JOB SUMMARY: CITY OF SOUTHLAKE LO The purpose and object of the Parks and Recreation Board is to act as an advisory board to the Council in matters relating to all nature of park improvements and recreation programs. The Board oversees long range planning for parks and recreational facilities and site acquisition, as well as development and maintenance of existing facilities. The Board maintains close liaison with the Community Services Department, and the many sports and community service associations within the City. ESSENTIAL FUNCTIONS: Note: This information is intended to be descriptive of the key responsibilities of the position. The list of essential functions below does not identify all duties performed by any single incumbent in this position. Act in an advisory capacity to the City Council in all matters pertaining to parks and recreation, including development of long range capital improvements programs. Cooperate with other City boards and commissions, other governmental agencies, civic groups and all citizens of the City in the advancement of sound park and recreation planning and programming. Recommend policies for recreation services and park improvements. Recommend programs for development of recreational areas facilities and improved recreation services. Recommend the adoption of standards for recreational areas facilities and their financial support. Review an annual report of existing ark and recreation programs and services. Review the annual budget of the park and recreation programs prior to submission to the City Council and submit a recommendation on the budget. The Board functions well with the City Attorney, Community Services Department, Public Works Department, and other generalists. MEMBERSHIP: The Parks and Recreation Board is established by the City Council and consists of nine citizens from the City. The members of the Board are appointed by the Council for a term of two years. The Board annually elects a Chairman, Vice -Chairman and Secretary from its membership. The Chairman of the Board is a voting member, and a majority of the members constitute a quorum. Members shall serve until their successors are appointed without compensation. MEETINGS: The Board meets the second Monday of each month at 7:00 p.m., and as deemed necessary by the Chairman. City of Southlake Parks and Recreation Board Page 1 Position: Parks Development Coporation Board Member Reports to: City Council FLSA Status: Volunteer Date: January 2011 JOB DESCRIPTION JOB SUMMARY: CITY OF SOUTHLAKE LO The purpose and object of the Southlake Parks Development Corporation is to finance, develop, construct maintain and operate park and recreation facilities. ESSENTIAL FUNCTIONS: Note: This information is intended to be descriptive of the key responsibilities of the position. The list of essential functions below does not identify all duties performed by any single incumbent in this position. Recommend to the City Council all matters pertaining to the financing of parks and recreation facilities. Cooperate with other City boards and commissions, other governmental agencies, civic groups and all citizens of the City in the advancement of parks and recreation facilities. Annually prepare and submit to City Council an operating and capital improvement budget. The Board functions well with the City Attorney, Community Services Department, Parks and Recreation Board and other City Departments. MEMBERSHIP: The Parks Development Corporation is established by Ordinance 597 and consists of seven (7) members. The members of the Corporation are appointed by the City Council for a term of two years. The membership is made up of four City Council Members, one Parks and Recreation Board Member and two citizen representatives. The Board annually elects a President and Vice -President. Members shall serve until their successors are appointed without compensation. MEETINGS: The Board meets on the 1 st Tuesday of each month prior to the City Council meeting. Please refer to the "Current Agendas" page on the City's website for the latest Parks Development Corporation agendas. MEETING LOCATION: Southlake Town Hall in the Council Chambers, 1400 Main Street. City of Southlake Southlake Parks Development Corporation Page 1 Position: Planning and Zoning Commissioner Reports to: City Council FLSA Status: Volunteer Date: January 2011 JOB DESCRIPTION JOB SUMMARY: CITY OF SOUTHLAKE L � The purpose and object of this position is to act as an advisory board to the Council in matters designated by ordinance and state law. Except for matters relating to city parks, which are delegated by the Council to the Parks and Recreation Board, the Commission shall advise the Council on matters relating to zoning, public improvements, civic improvements, city planning, opening, widening and changing of streets, routing of public utilities, controlling and regulating traffic upon the public streets and ways of the City and such other matters relating to City improvements as the Commission and the Council may deem beneficial to the City. ESSENTIAL FUNCTIONS: Note: This information is intended to be descriptive of the key responsibilities of the position. The list of essential functions below does not identify all duties performed by any single incumbent in this position. Members are assigned responsibility for reviewing development plans. The Planning and Zoning Commission members shall formulate and recommend to the Council a Comprehensive Master Plan and shall consult with the City Manager and with other City departments regarding lannin . May undertake one or more short-term or long-term special projects, which may include participation on or leadership of Commission subcommittees. Packets are distributed for review prior to meetings. Often, several hours of preparation is necessary, including review of plans. Consistent attendance at meetings is very important, as hearings are often continued from meeting to meeting. Familiarity with state laws on zoning and subdivision, as well as the City's laws, rules, and regulations, is essential, but is usually learned after becoming a member of the Commission. Important requirements for membership are common sense: a willingness to learn, and the recognition that the Commission's job is to guide rather than to stop development in Southlake. The Commission functions well with the City Attorney, Planning Department, Public Works Department, and other generalists. MEMBERSHIP: The Planning and Zoning Commission is appointed by the City Council and consists of seven citizens from the City. The members of the Commission are appointed by the Council for a term of two years, as established by the Charter of the City of Southlake. The Commission annually elects a Chairman from its membership. The Chairman of the Commission is a voting member, and a majority of the members constitute a quorum. City of Southlake Planning and Zoning Commission Page 1 Position: Senior Advisory Commission Member Reports to: City Council FLSA Status: Volunteer Date: January 2011 JOB DESCRIPTION JOB SUMMARY: CITY OF SOUTHLAKE �i The purpose of the Senior Advisory Commission is to act as an advisory board to the City Council on issues important to Southlake's senior citizen population, including programs at and operation of the Senior Activity Center. ESSENTIAL FUNCTIONS: Note: This information is intended to be descriptive of the key responsibilities of the position. The list of essential functions below does not identify all duties performed by any single incumbent in this position. Act in an advisory capacity to the City Council in all matters pertaining to the senior citizen population, including programs at and the operation of the Senior Activity Center. Cooperate with other City boards and commissions, other governmental agencies, civic groups and all citizens of the City in the advancement of sound Senior Activity Center planning and programming. Recommend policies for Senior Activity Center services. Recommend the adoption of standards for the Senior Activity Center and its financial support. Receive requests for public funding for educational purposes of any public or private person persons associations or business entities and to forward such requests with recommendation to the City Council. Review the annual operating budget and capital improvement requests relating to Senior Activity Center programs prior to submission by the City Manager to the City Council and submit a recommendation on the budget. The Board functions well with the City Attorney, Community Services Department, and other generalists. MEMBERSHIP: The Senior Advisory Commission is appointed by the City Council and consists of seven residents of the City plus two alternates. The members of the Board are appointed for two-year terms. The Commission annually elects a Chairman, Vice -Chairman from its membership for a one- year term. The Chairman of the Commission is a voting member, and a majority of the members constitute a quorum. Members shall serve until their successors are appointed without compensation. MEETINGS: The Commission meets the second Tuesday of each month at 1:00 p.m. and as deemed necessary by the Chairman. City of Southlake Senior Advisory Commission Page 1 Position: Students and Parents Against Risks to our Kids (SPARK) Board Member Reports to: City Council FLSA Status: Volunteer Date: January 2011 JOB DESCRIPTION JOB SUMMARY: CITY OF SOUTHLAKE The purpose and object of SPARK Board is to educate the community about the dangers facing young people in society today, to spark ideas, share information, identify needs, mobilize resources, and promote collaboration for sound public policy. ESSENTIAL FUNCTIONS: Note: This information is intended to be descriptive of the key responsibilities of the position. The list of essential functions below does not identify all duties performed by any single incumbent in this position. Act in an advisory capacity to the City Council in all matters pertaining to risks that confront the youth of our community. Cooperate with other City boards and commissions, other governmental agencies, civic groups and all citizens of the City in the advancement of programs and policies that will help protect the youth of our community. Recommend policies for that will directly deal with alleviating or eliminating dangers to our youth. Recommend programs for both parents and youth that will help educate them on the current dangers in our society. The Board functions well with the City Attorney, City Manager's Office, Department of Public Safety, School District, and other City Departments. MEMBERSHIP: The SPARK Board is established by Ordinance 11-022. The members of the Board are appointed by the City Council for a term of two years. The Board annually elects a Chair and Vice -Chair. Members shall serve until their successors are appointed without compensation. MEETINGS: The Board meets the 4th Tuesday of each month at 7:00p.m. Please refer to the "Current Agendas" page on the City's website for the latest Students and Parents Against Risks to our Kids Board Agenda. MEETING LOCATION: Meetings are held in Southlake Town Hall, 1400 Main Street, in the Third Floor Training Rooms. City of Southlake Students and Parents Against Risks to our Kids Page 1 Position: Southlake Program for the Involvement of Neighborhoods Standing Committee Member Reports to: City Council FLSA Status: Volunteer Date: January 2011 JOB DESCRIPTION JOB SUMMARY: CITY OF SOUTH LAIN L J The purpose and object of the Southlake Program for the Involvement of Neighborhoods is to provide a vehicle for citizen participation in the affairs of the City of Southlake and create a forum for neighbor -to -neighbor -to -City and City -to -neighbor communications. ESSENTIAL FUNCTIONS: Note: This information is intended to be descriptive of the key responsibilities of the position. The list of essential functions below does not identify all duties performed by any single incumbent in this position. Act in an advisory capacity to the City Council in all matters pertaining to neighborhoods and any issues that may impact nei hborhoods. Cooperate with other City boards and commissions, other governmental agencies, civic groups and all citizens of the City in the advancement of neighborhoods. To direct and channel citizen involvement and participation within the City and its overnment. To provide a common meeting ground for neighbors to come together for the free exchange of ideas on a wide variety of subjects. To act as a mechanism to leverage Southlake's wide array of human resources and establish a public forum that will ensure a permanent, ongoing, community -wide dialogue. To include citizens in governmentalproblem-solving processes. The Board functions well with the City Attorney, City Manager's Office, the Department of Planning and Development Services and other City Departments. Provide a regular report to the City Council on SPIN activities, needs and concerns. MEMBERSHIP: The SPIN Standing Committee is established by Ordinance 598-D. The members of the Standing Committee are appointed by the City Council for a term of two years. There are 11 members and an alternate for each member plus a senior citizen representative and a youth representative. The Committee annually elects a Chairperson, Vice -Chairperson and Secretary. Members shall serve until their successors are appointed without compensation. MEETINGS: The Board meets the 2"d Tuesday of each month at 6:00p.m. City of Southlake Southlake Program for the Involvement of Neighborhoods Page 1 Position: Metroport Teen Court Advisory Board Member Reports to: City Council FLSA Status: Volunteer Date: January 2011 JOB DESCRIPTION JOB SUMMARY: CITY OF SOUTHLAKE LO The purpose and object of the Metroport Teen Court Advisory Board is to offer juvenile offenders the opportunity to assume responsibility for their actions by involvement in the judicial process and community service. ESSENTIAL FUNCTIONS: Note: This information is intended to be descriptive of the key responsibilities of the position. The list of essential functions below does not identify all duties performed by any single incumbent in this position. Act in an advisory capacity to the City Council in all matters pertaining to constructive punishment of youth offenders through an alternative judicial process. Cooperate with other City boards and commissions, other governmental agencies, civic groups and all citizens of the City in the advancement of assisting youth offenders in the understanding of the judicial process and the realization of their roll in the community. Recommend policies for the use of alternative judicial processes. Recommend programs for community service that can be accomplished as a part of the judicial process. Review an annual report of the Teen Court. Informally review the annual budget for Teen Court The Board functions well with the Municipal Judge, City Attorney, the Department of Public Safety, the Department of Community Services and other City Departments. MEMBERSHIP: The Metroport Teen Court Advisory Board is established by Ordinance 91-036. The members of the Board are appointed by the City Council for a term of two years. The Southlake City Council appoints the Chair and the Grapevine City Council appoints the Vice -Chair. Members shall serve until their successors are appointed without compensation. MEETINGS: The Board meets the 2"d Wednesday at 6:00p.m. Please refer to the "Current Agendas" page on the City's website for the Metroport Teen Court Advisory Board Agenda. MEETING LOCATION: City of Southlake Metroport Teen Court Advisory Board Page 1 Position: Tax Reinvestment Zone Number One Board Member Reports to: City Council FLSA Status: Volunteer Date: January 2011 JOB DESCRIPTION JOB SUMMARY: CITY OF SOUTH LAIN d The purpose and object of the Tax Reinvestment Zone Number One Board is to make recommendations to the City Council concerning the administration of the Zone; prepare and adopt a project and financing plan. ESSENTIAL FUNCTIONS: Note: This information is intended to be descriptive of the key responsibilities of the position. The list of essential functions below does not identify all duties performed by any single incumbent in this position. Act in an advisory capacity to the City Council in all matters pertaining to the designated reinvestment zone. Cooperate with other City boards and commissions, other governmental agencies, civic groups and all citizens of the City in the advancement of economic growth in the Zone. Recommend policies for methods of financing for the Zone. Review an annual audit of the Zone's finances. The Board functions well with the City Attorney, City's Financial Advisor, the County, School Districts, College District and other taxing entities, as well as, City Departments. and the City Council. MEMBERSHIP: The Tax Reinvestment Zone Number One Board is established by Ordinance 761. The members of the Board are appointed by the City Council for a term of two years. The City Council designates a Chair of the Board each year. Members shall serve until their successors are appointed without compensation. MEETINGS: The Board meets twice annually. Please refer to the "Current Agendas" page on the City's website for the latest Tax Reinvestment Zone Number One Board Agenda. MEETING LOCATION: Meetings are held in Southlake Town Hall, 1400 Main Street, in the City Council Chambers. The above statements are intended to describe the general nature and level of work being performed by individuals assigned to this position. They are not intended to be an exhaustive City of Southlake Southlake Tax Reinvestment Zone Number One Page 1 Position: Tree Board Member Reports to: City Council FLSA Status: Volunteer Date: January 2011 JOB DESCRIPTION CITY OF SOUTHLAKE JOB SUMMARY: The purpose and object of the Tree Board is to hear appeals from decisions made by the Administrative Official. ESSENTIAL FUNCTIONS: Note: This information is intended to be descriptive of the key responsibilities of the position. The list of essential functions below does not identify all duties performed by any single incumbent in this position. Hears appeals from decisions made by the Administrative Official related to enforcement of the Southlake tree ordinance. MEMBERSHIP: The Tree Board is established by Ordinance 585-D. The Zoning Board of Adjustment constitutes the Tree Board unless the City Council appoints a different board. Members shall serve until their successors are appointed without compensation. MEETINGS: The Board meets as needed. Please refer to the "Current Agendas" page on the City's website for the latest Tree Board Agenda. MEETING LOCATION: Meetings are held in Southlake Town Hall, 1400 Main Street. The above statements are intended to describe the general nature and level of work being performed by individuals assigned to this position. They are not intended to be an exhaustive list of all responsibilities, duties, and skills required. This description is subject to modification as the needs and requirements of the position change. City of Southlake Tree Board Page 1 Position: Youth Action Commission Member Reports to: City Council FLSA Status: Volunteer Date: January 2011 JOB DESCRIPTION CITY OF SOUTHLAKE I� JOB SUMMARY: The purpose and object of the Southlake Youth Action Commission is to generate broad -base public awareness of and support for youth. ESSENTIAL FUNCTIONS: Note: This information is intended to be descriptive of the key responsibilities of the position. The list of essential functions below does not identify all duties performed by any single incumbent in this position. Act in an advisory capacity to the City Council in all matters pertaining to current issues affecting youth and youth programs. Cooperate with other City boards and commissions, other governmental agencies, civic groups and all citizens of the city in the advancement of youth. Serve as a vehicle to familiarize the youth of Southlake with the governance process in municipal government. Recommend programs for community service projects to encourage youth to make a difference in the community through volunteerism. Review an annual report of the Commission's interaction, activities and progress. The Board functions well with the City Attorney, City Manager's Office and the Community Services Department. MEMBERSHIP: The Southlake Youth Advisory Commission board is established by Ordinance 723. The members of the Commission are appointed by the City Council for a term of two years. The Commission annually elects a Chairperson, Vice -Chair Person, a High School Representative and a Middle School Representative. Members shall serve until their successors are appointed without compensation. MEETINGS: The Commission meets the 4th Tuesday of each month during the school year at 4:00p.m. Please refer to the "Current Agendas" page on the City's website for the latest Youth Action Commission agendas. MEETING LOCATION: Meetings are held in Southlake Town Hall, 1400 Main Street, in Conference Room 4B. The above statements are intended to describe the general nature and level of work being performed by individuals assigned to this position. They are not intended to be an exhaustive City of Southlake Southlake Youth Action Commission Page 1 Position: Zoning Board of Adjustment Member Reports to: City Council FLSA Status: Volunteer Date: January 2011 JOB DESCRIPTION JOB SUMMARY: CITY OF SOUTHLAItE The purpose of the Zoning Board of Adjustment is to act as an escape valve for the consideration of individual site requests for relief from the literal interpretation and enforcement of the Zoning Ordinance. ESSENTIAL FUNCTIONS: Note: This information is intended to be descriptive of the key responsibilities of the position. The list of essential functions below does not identify all duties performed by any single incumbent in this position. Determine if the Administrative Official has created an error in the interpretation and enforcement of the Zoning Ordinance. Grant relief to the literal enforcement of provisions of the Zoning Ordinance on a case -by - case basis provided that the Board finds that the variance will be in harmony with the general purpose and intent of the Zoning Ordinance, will not be injurious to the neighborhood or detrimental to the public welfare, and if the applicant can demonstrate certain criteria. Grant a use that is not permitted by right in a zoning district, but one that the City Council has authorized the Board to consider in certain districts, under certain conditions, and clearly defined on the plan submitted with the application and one that is wholly compatible with the use and permitted development of adjacent properties. Review the status of nonconforming uses and permit the reconstruction of nonconforming uses, the resumption of abandoned nonconforming uses, or the discontinuance or amortization of nonconforming uses. Grant relief to the literal enforcement of provisions of the Airport Compatible Land Use Overlay Zone Zoning Ordinance on a case -by -case basis provided that the Board finds that the variance will be in harmony with the general purpose and intent of the ordinance. The Board functions well with the City Attorney, the Planning and Development Services Department, and other generalists. MEMBERSHIP: The Zoning Board of Adjustment is appointed by the City Council and consists of nine residents of the City with four of those being appointed as alternates. The members of the Board are appointed for two-year terms. The City Council annually elects a Chairman and Vice -Chairman from the Board's membership for a one-year term. The Chairman of the Board is a voting member, and a majority of the members constitute a quorum. Members shall serve until their successors are appointed without compensation. MEETINGS: City of Southlake Zoning Board of Adjustment Page 1 6/27/2011 CITY OF SOUTHLAKE Purpose • Approve the proposed scope of work for the Southlake 2030 Parks, Recreation and Open Space Plan (Addition of the Community Facilities and Vision, Goal and Objectives Elements) • Approve the FY 2012 proposed 2030 Plan schedule 6/27/2011 Vision, Goals and Objectives 3 6/27/2011 Update -Southlake 2030 Plan Elements in Progress • Master Art Plan • FM 1709/ SH 114 Sector Land Use Plan • Prade/Rucker-Crooked Kimball General Plan : =� c e Southlake 2030 Plan Proposed FY 2012 Elements • Parks, Recreation and Open Space /Community Facilities Plan • Mobility Plan • Water, Sewer & Storm Water Plan A - !cam .• - ., n 5 6/27/2011 New Components of the Master Park Plan • Evaluate the possibility of locating community facilities on existing or new parkland • Evaluate linear linkage access points to and from existing park properties • Explore partnerships to create open space and recreational opportunities • Development of an internal park comprehensive sign package New Components of the Master Park Plan • Develop a policy for water reuse T • Develop standard criteria for evaluation of acceptance of parkland for dedication gas < i' z-�+ • Explore possibilities to promote the City's natural history, heritage, and historical landmarks within existing parks. • Explore the possibility of incorporating an educational and learning opportunities into " existing parks.* On 7 6/27/2011 Parks, Recreation & Open Space Master Plan Scope • Conduct parks and open space ri needs assessment • Make recommendations for existing facilities, new facilities, and open space. • Establish funding priorities L14 Master Plan Committee • Council Members - John Terrell, Ex -off icio r - Carolyn Morris - AI Zito _ - Martin Schelling • Parks Board (All Members) E 4 6/27/2011 Decision Points L-***" Proposed Scope for the Parks, Recreation &Open Space Master Plan L-.,4V' FY 2012 -- 2030 Plan Schedule Approach 11 ORDINANCE NO.960 AN ORDINANCE ADOPTING THE VISION, GOALS, AND OBJECTIVES OF THE SOUTHLAKE 2030 PLAN, THE CITY'S COMPREHENSIVE PLAN UPDATE. WHEREAS, a Home Rule Charter of the City of Southlake, Texas, was approved by the voters in a duly called Charter election on April 4, 1987; and, WHEREAS, the Home Rule Charter, Chapter XI requires an update to the City's comprehensive plan elements every four years, WHEREAS, the City Council recognizes that a vision statement is a blueprint for the community's future and the goals and objectives clarify that vision, WHEREAS, the City Council desires the Vision, Goals, & Objectives to provide the guiding principles for all the elements of the Comprehensive Plan, WHEREAS, the City Council desires to provide direction to the Planning & Zoning Commission in formulating the elements of the Southlake 2030 Plan update, WHEREAS, the City Council has deemed that the Vision, Goals, and Objectives have been formulated with adequate public input, WHEREAS, the City Council has deemed that the Vision, Goals, and Objectives herein reflect the community's desires for the future, NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF SOUTHLAKE, TEXAS, THAT: Section 1. All of the findings in the preamble are found to be true and correct and the City Council hereby incorporates said findings into the body of this ordinance as if copied in its entirety. Section 2. The statements in `Exhibit 1' are hereby adopted as the Vision, Goals, & Objectives of the Southlake 2030 Plan. Section 3. The different elements of the Comprehensive Master Plan, as adopted and amended by the City Council from time to time, shall be kept on file in the office of the City Secretary of the City of Southlake, along with a copy of the ordinance and minute order of the Council so adopting or approving the same. Any existing element of the Comprehensive Master Plan which has been heretofore adopted by the City Council shall remain in full force until amended by the City Council as provided herein. Section 4. This ordinance shall be cumulative of all provisions of ordinances of the City of Southlake, Texas, except where the provisions of this ordinance are in direct conflict with the provisions of such ordinances, in which event the conflicting provisions of such ordinances are hereby repealed. PASSED AND APPROVED on the 2nd reading the 17"' day of November, 2009. John Terrell, MAYOR ATTEST: Lori Payne, CITY SECRETARY APPROVED AS TO FORM AND LEGALITY: CITY ATTORNEY DATE: ADOPTED: EFFECTIVE: SOUTHLAKE 2030 VISION STATEMENT Southlake will continue to enhance its status as a desirable, attractive, safe, healthy and fiscally -sound community with quality neighborhoods, while maintaining a high standard of living, learning, shopping, wonting, recreation, and open spaces. Southlake will continue to be a vibrant community that epitomizes both economic and environmental sustainability. SOUTHLAIKE 2030 GoALs & OBJECTIVES Goal 1. Quality Development Promote quality development that is consistent with the Urban Design Plan, well - maintained, attractive, pedestrian friendly, safe, contributes to an overall sense of place and meet the needs of vibrant and diverse community. Objective 1.1 Encourage the maintenance of existing neighborhoods, features and amenities in order to preserve property values and a unique sense of place. Objective 1.2 Create and preserve attractive pedestrian -friendly streets and pathways to encourage transportation alternatives to the automobile. Objective 1.3 Encourage appropriately -scaled neighborhood design that compliments existing development patterns while creating unique places, recognizing that quality residential neighborhoods are the cornerstone of our community. Objective 1.4 Emphasize creativity and ensure environmental stewardship in the design of all development and public infrastructure, maximizing the preservation of desirable natural features such as trees, topography, streams, wildlife corridors and habitat. Objective 1.5 Promote unique community character through a cohesive theme by emphasizing urban design detail and performance standards for structures, streets, street lighting, landscaping, entry features, wayfinding signs, open spaces, amenities, pedestrian/automobile orientation and transition to adjacent uses. Objective 1.6 Consider high -quality single-family residential uses as part of a planned mixed -use development at appropriate transitional locations. Objective 1.7 Explore and encourage opportunities for redevelopment when appropriate. SOUTHLAKE2030 Vision, Goals & Objectives 1 November 17, 2009 Goal3: Mobility Develop an innovative mobility system that provides for the safe, convenient, eMcient movement of people and goods, reduces traffic congestion, promotes energy and transportation efficiency and promotes expanded opportunities for citizens to meet some routine needs by walking or bicycling: Objective 3.1 Provide a safe and efficient streets and pathways network that allows travel to shopping areas, schools, parks and places of employment, reducing the need to travel on the City's major arterials (FM 1709, FM 1938, or SH 114) and minimizes cut -through traffic in residential neighborhoods. Objective 3.2 Implement and promote a mobility system that addresses safety, design, comfort and aesthetic elements such as landscaping, crosswalks, railing, lighting, traffic -calming and signage in order to provide distinct character and functionality for the City. Objective 3.3 In accordance with a need identified by the Citizen Survey, provide and promote a continuous pedestrian pathways system that is user- friendly, efficient, safe, economical, and connect parks, shopping, schools, work and residential areas. Objective 3.4 Pursue opportunities to link Southlake's pathways to systems in adjacent cities and trails on the Corps of Engineers property. Objective 3.5 Develop a program to encourage the dedication of easements for pathway construction in accordance with the sidewalk priority plan and Capital Improvements Plan. Objective 3.6 Identify and prioritize the funding and construction of mobility system capital improvements projects according to the impacts on safety, system efficiency, costs, and maintaining acceptable levels of service. Objective 3.7 Increase safe bicycle mobility when reasonably possible. Objective 3.8 Continue to promote a strong working relationship with the Texas Department of Transportation to identify, design and implement projects that prevent or relieve congestion in the area. Objective 3.9 Continue to evaluate and improve upon the existing mobility system within the City, maintaining existing infrastructure, making required improvements and evaluating innovative ways to integrate transportation and land use. SOUTHLAKE2030 Vision, Goals & Objectives 3 November 17, 2009 Objective 4.13 Pursue recreational and educational opportunities on Corps of Engineers property compatible with the goal of protecting and preserving the existing ecosystem for future generations. Goal9.• Public Safety Establish and maintain protective measures and policies that reduce danger, risk or injury to property and individuals who live, work or visit the City. Objective 5.1 Maintain a level of police, fire and ambulance services commensurate with population and business needs. Objective 5.2 Provide effective and efficient professional public safety services in partnership with the citizens we serve, encouraging mutual respect and innovative problem -solving, thereby improving the quality of life in our community. Objective 5.3 Ensure compliance with the stated standard of response coverage and industry guidelines through the provision of facilities, equipment, personnel and roadways. Objective 5.4 Ensure that all buildings and public facilities are constructed in compliance with all applicable federal, state, and local safety regulations and standards. Objective 5.5 Maintain the continued compliance with national standard of excellence through the accreditation process. Objective 5.6 Enhance and promote public safety through public -private partnerships and utilization and training of volunteers. Objective 5.7 Maintain a high level of community readiness through training and communications among neighborhood and volunteer groups and city, county, state, and federal entities. Objective 5.8 Develop and implement safety education programs that enhance the quality of life and safety in the community. Objective 5.9 Promote security of public buildings and infrastructure. Objective 5.10 Ensure safe and healthy working conditions for city staff, volunteers and officials by providing security, facility, vehicular and equipment maintenance, information, education and training. SOUTHLAKE2030 Vision, Goals & Objectives 5 November 17, 2009 Objective 7.4 Protect surface, storm, and groundwater quality from septic discharge, impervious surface runoff, improper waste disposal and other potential contaminant sources. Objective 7.5 Conserve, restore and promote tree and plant cover that is native or adaptive to the City and region while also protecting existing significant vegetation and maintaining the existing character of the City. Objective 7.6 Protect and enhance air quality in coordination with federal, regional and local agencies. Objective 7.7 Recognize the importance of and protect the biological diversity for the ecological and aesthetic benefits to the community. Objective 7.8 Define, protect, and celebrate the local Cross Timbers Ecosystem as a community asset for future generations. Objective 7.9 Assess and minimize the ecological impact of any new trails provided on Corps of Engineers property. Goal 8.• Community Facilities Plan and provide quality community facilities and services that effectively meet the service needs ofSouthlake's residents and businesses. Objective 8.1 Provide a level of community facilities that meet the needs of both the existing and projected population. Objective 8.2 Encourage cooperation with the school districts in planning for and financing community facilities to encourage the cost-effective provision of resources. Objective 8.3 Systematically evaluate City -owned buildings in terms of their quality of service delivery and prioritize maintenance and renovation accordingly. Objective 8.4 Incorporate new computer and telecommunications technologies into public buildings and designated areas in order to improve time and cost efficiency of service delivery and to meet increasing demands of information access and sharing. SOUTHLAKE2030 Vision, Goals & Objectives November 17, 2009 7 Objective 10.6 Maintain and enhance existing infrastructure and levels of service through the provision of timely maintenance, repair and replacement as needed. Objective 10.7 Provide and maintain effective solid waste collection and recycling programs for residents. Objective 10.8 Provide a streetlight system for adequate illumination and a wayfinding signage system for pedestrian and driver safety where appropriate. SOUTHLAKE2030 Vision, Goals & Objectives November 17, 2009 0 A City of Southlake Project Briefing 1400 Main St Southlake, TX 76092 www.cityofsouthiake.com Multipurpose Facility January 25, 2011 Project Briefing Purpose Funding Considerations Public/Private Partnership Attachment A — BRS Survey Results Attachment B — Public / Private Partnerships Matrix Project Briefing Purpose The purpose of this briefing is to review the history of the actions behind bringing the multipurpose facility project to fruition, the current considerations associated with the facility, and the next steps involved with the project. History City Council established a Multipurpose Facility as a priority during a discussion of facility needs at the June Retreat on June 23, 2008. This prioritization was reflected in the Capital Improvements Program (CIP) for FY 2009, where $2,000,000 was used to establish a project account for the construction of a recreational center, library, and senior center. Per the CIP description, the facility was to include "significant areas of training, recreational class offerings, gymnasium space, and other amenities associated with a Recreation Center. [The] project was listed as the highest priority in FY 2009 per Parks System Master Plan, and [utilizes] a potential campus style setting with Library and Senior Center allowing opportunities for shared space and infrastructure." Following the priority designation of this project, several questions arose: 1. Should the City renovate an existing facility such as the Gateway Church and how much would that cost? 2. Would new construction be a better option? 3. If the City chose to construct a facility, where would it be or where could it be located? 4. What types of uses would the facility include? 5. Would those uses change based on whether or not the facility is in a renovated building or in a newly -constructed building? 6. How much would it cost to operate such a facility? 7. Could we partner with a private entity on the operations? In order to answer some of these questions, efforts commenced in October 2008 to examine the feasibility of buying and renovating the Gateway Church facility, located at 2121 E. Southlake Boulevard. Gateway had outgrown the space, was constructing a new location elsewhere and the facility would soon be available for purchase. At that time, the City commissioned Integra Realty Resources to conduct a market value appraisal of the Gateway facility who reported an appraised value of $10,500,000. A follow-up market value appraisal was also conducted by Integra in March 2009, which listed the appraised value of the facility at $9,800,000. Examination of the Gateway facility continued in May 2009, when the City hired Telios Corporation to perform a Mechanical, Electrical, and Plumbing (MEP) Survey, which revealed approximately $1.75 million in recommended 5 • No costs associated with purchase of the land • Adjacent to current city -use • Drainage issues with the site • Location possibly not feasible due to neighborhood setting In tandem with these construction and design -related inquiries, discussions were also held regarding the feasibility of public/private partnerships for this type of facility. Possibilities for this type of partnership are explored later in this briefing. By late 2009, the City had some information related to costs associated with the Gateway facility. However, as discussions about the project continued, it became clear that there were still many lingering questions. On August 3, 2009, the multipurpose facility was listed as the number one CIP priority during a joint City Council, Parks and Recreation Board, and Southlake Parks and Development Corporation meeting. Following this designation, discussions centered around the best way to answer some of those lingering questions and move the project forward. The decision was made in late 2009 to utilize a portion of the project funding to commission a feasibility study for the project. In October 2009, the City issued a request for qualifications to solicit firms to conduct the study. Thirteen proposals were received and scored by staff, with the top three selected for interviews in January 2010. A committee of staff (Ken Baker, Jim Blagg, Alison Ortowski, Bob Price, Chris Tribble) and City Council (Mayor John Terrell, Councilmember Virginia Muzyka and Councilmember Laura Hill) recommended Barker Rinker Seacat (BRS) from the field of interviewees and that firm was selected to conduct a study to analyze the feasibility, associated costs and potential uses for both the Gateway site and a to -be - determined greenfield site. The scope of services included: • Identification of site opportunities and constraints • Identification of building opportunities and constraints • An inventory of existing facility assets such as mechanical equipment, furniture, stage equipment, HVAC, parking lot condition, fountain condition, lighting, etc, and a recommendation on whether these assets should continue in use, be repaired or replaced • A structural analysis, geotechnical investigation and report, environmental assessment, and traffic analysis • Recommendation of possible use scenarios for the facility and site, including expansion and the pros and cons of each scenario developed • Preparation of a cost benefit analysis for each scenario, including all costs associated (building improvements, new 7 Figure 2: Multipurpose Community Facility Citizen Survey Results Senior Facility 16% Cultural Arts Facility 42% Expanded Library 52% Recreation Center 68% 0 100 Number Chosen citizen survey and the market analysis, took comments from the individuals present, and then engaged in a card exercise where the groups chose the different components of their ideal community center. A SPIN meeting on July 21, 2010 Most concluded these meetings, where Important BRS gave a presentation, took comments, and then had the 2nd Most citizens in attendance play a Important "dotocracy" game, where each person placed seven dots (representing votes) on the seven of 22 possible components to the center which they most desired. The top selections were community rooms (14 votes), indoor track (13 votes), an Indoor leisure pool (13 votes), a gymnasium (12 votes), a Public input was another large component of the commissioned feasibility study. BRS conducted many meetings with Council, staff, community stakeholders, and citizens. The first of these meetings took place on March 2, 2010, where BRS and City staff met with seven groups representing youth, arts, senior, and recreation interests. This meeting allowed these groups to specify their desires in a multipurpose facility. Meetings continued on July 20, 2010 and July 21, 2010, where BRS held a number of meetings and workshops with various City officials and public representatives. At these meetings, the BRS team presented the findings from the Figure 3: July 21, 2010 SPIN Meeting Citizen Participation Results i Library 11 Theater 11 Gym 12 Indoor Pool 13 Indoor Track 13 Community Rooms 1 0 5 10 15 I Figure 5: Maximum monthly amount households would pay in property taxes to build a Multipurpose Facility Nothing 19% 29% $142 8% $3-$4 $5-$6 21% 11% 12% $7-$8 $9-$10 These results are supported by the conclusions found in the 2009 city-wide citizen survey, where 61.3% of responses favored increased property taxes in trade for a multipurpose facility. This question, along with the response percentages is available in Figure 6. (Pertorming arts center, library, recreation center, senior center) Recreation Center 51.3% Larger library 34.9% Performing arts center 34.2% Other 20.4% New Senior Center 19% In addition to construction funding, operational funding will also be needed. In the BRS Citizen Survey, 51 % of respondents felt that the operations cost of the new facility should be borne by user fees, whereas 28% believed that operations should be financed using tax dollars. Figure 7 shows a graphical representation of the results of that survey. Figure 7: How respondents feel Multipurpose Facility operating costs should be funded Mostly User fees 16% Mostly 5% Taxes 51% 28% 100% Taxes Don't Know Public/Private Partnership As mentioned earlier, discussions have been ongoing regarding the possibility of entering into a public/private partnership to manage the operations of this type of facility. The City could choose to pursue this type of partnership in order to offset some of the costs of operation. In this scenario, the City enters into a partnership with another entity to construct and/or operate the facility. Research suggests that most partnerships see the City picking up most or the entire tab for constructing the facility, and the private entity taking Attachment A BRS Survey Results 13 Community Survey for the City of Southlake Q2. Are You or Other Members of Your Household Currently Using Any Indoor Recreation, Sports, Fitness, Aquatic, Cultural Arts or Library Facilities? by percentage of respondents No Q2a. Indoor Facilities That Households Currently Use multiple choices could be made Yes Southlake Public Library 84 % Private fitness clubs Churches Recreation facilities in schools i31 i Homeowners association 34% i Other public recreation centers 23% 1 Indoor facilities in neighboring cities 22% i t College or university facilities 101 i Southlake Senior Center 2 Other 11% 0% 20% 40% Source: Leisure Vision/ETC Institute (May 2010) .72T 66 % � 44% 60 % 80 % Q2. Are You or Other Members of Your Household Currently Using Any Indoor Recreation, Sports, Fitness, Aquatic, Cultural Arts or Library Facilities? by percentage of respondents Q2b. How Well Indoor Recreation, Sports Fitness, Aquatic, Cultural Arts and Library Facilities That Household Are Currently Using Meets Their Needs Meets all needs 39% No Yes 16% 84% Doesn't meet any needs 2% Meets some needs 59% Source: Leisure Vision/ETC Institute (May 2010) Leisure Vision/ETC Institute 2 Community Survey for the City of Southlake Q5. Level of Need for Various Features That Could Be Included in a Senior Facility by percentage of respondents Fitness and exercise area Community room for classes, events, etc. Games/activity room Arts and crafts room Computer room Indoor swimming. therapy/wellness Indoor swimming: lap Indoor swimming: leisure 18% 9% 23% 9% 12% 14% 28% 10% 13% 35% 12% 14% 30% 16% 16 31% 19% 149% 32% 28% 18 % 42% 18 % 0% 20% 40% 60% 80% 100% Strongly Needed OSomewhat Needed ONot Needed Mont Know Source: Leisure Vision/ETC lnsounc (,%Iay Zulu) Q6. Features That Households Would Use the Most at a Senior Facility by percentage of respondents who selected the item as one of their top two choices Fitness and exercise area 270+ i Community room for classes, events, etc. 13% g% Indoor swimming: leisure 1 � I I I Indoor swimming: therapy/wellness I I I i Games/activity room 8% I I I I I Indoor swimming: lap 7% I I I Computer room 5% I I I I I Arts and crafts room 4% 1 � I Other 1 % i i I 0% 10% 20% 30% 40% Use Most OUse 2nd Most Source. Leisure Vision/ETC Institute (May 2010) Leisure Vision/ETC Institute 4 Community Survey for the City of Southlake E Q9. Level of Need for Various Features That Could Be Included in an Expanded Library by percentage of respondents Reading lounge Children story time area Drive -up book return Quiet study room Public access to computers Preschool area 39% 12% 8 % 31% 19% 15% c 6% t' 36% 14% 10% 34 o 20% 7% 38% 16% 12 � ' 38% 28% 14 Conference room (20-30 persons) 0% 20% 40% 60% 80% 100% [ustrongly Needed Momewhat Needed ®Not Needed ODon't Know Source: Leisure Vision/ETC Institute (May 20 I u) Q10. Features That Households Would Use the Most in an Expanded Library by percentage of respondents who selected the item as one of their top three choices Drive -up book return 62% Reading lounge 47% i t I 1 Quiet study room � 3g% 1 I 1 i 1 i i 1 1 Children story time area 25 1 1 I 1 1 1 1 1 Public access to computers I I 1 i 1 I 1 i 1 i Conference room (20-30 persons) 14%1 1 I I I I 1 I I I I Preschool area 14% Other 5 0% 10% 20% 30% 40% 50% 60% 70% Use Most ®Use 2nd Most OUse 3rd Most Source: Leisure Vision/ETC Institute (May 2010) Leisure Vision/ETC Institute 0 Community Survey for the City of Southlake E, Q13. Directions Respondents Would Most Prefer the City Take in Planning Future Library Services by percentage of respondents Develop a new free standing library in its own building 33% Develop a new library space incorporated into a multipurpose community facilities complex Source: Lcisurc b istoniETC Institute (Ntay 2010) Keep the library at Town Hall 'k^ library does not need to oho be expanded 7% the library at Town Hall as a satellite location and develop a new library building Q14. How Often Households Would Visit a New Recreation Center if it Had the Features They Most Prefer by percentage of respondents Several times per week 48% Never 8% Once per week 20% Less than once a month Monthly 7% Few times per month 5% 12% Sourcc: Leisure VisioruETC Institute (May 2010) Leisure Vision/ETC Institute P.* Community Survey for the City of Southlake Q17. How Respondents Feel the Costs for Operating a New Recreation Center Should Be Funded by percentage of respondents Mostly from taxes 28% 5% 100% through property taxes Mostly from user fees Don't Know 51 % 16% Source: Leisure Vision/ETC Insumtc (May 2010) Q18. Maximum Amount Households Would Pay Per Month in Additional Property Taxes to Build and Operate a New Multipurpose Community Facilities Complex if it Had the Features Most Preferred by percentage of respondents $5 - $6 per m " 21% $3 - $4 per month 12% $1 - $2 pei nlUnul 11% Source: Leisure Vision/ETC Institute (May 2010) $7 - $8 per month 8% 29% a $10 per month 19% Leisure Vision/ETC Institute 10 Community Survey for the City of Southlake C: Q21. Number of Times Per Year Household Members Use the City of Southlake Parks and Recreation Facilities Listed in Question #20 by percentage of respondents 1-9 times 23% Haven't used 10% 20-29 12' 0+ times 17% a 70 50-99 times 14% Source: Leisure VisionBTC Institute (May it) Io) Q22. Types of Parks and Recreation Facilities That the City of Southlake Needs by percentage of respondents (multiple choices could be made) Pathways 61% i i Natural areas i i Active park space 42% I I I I i I i i I i Passive park space ; 40% i I i Athletic fields 34% Other 14% 0% 10% 20% 30% 40% 50% 60% 70% Source: Leisure VisioniETC Institute (May 2010) Leisure Vision/ETC Institute 12 Community Survey for the City of Southlake 11 Q25. Demographics: Gender by percentage of respondents Male 40% Female 60% Source: Leisure Vision/ETC Institute (May 2010) Q26. Demographics: Number of Years Lived in the City of Southlake by percentage of respondents 3 to 5 years 28% Source: Leisure Vision/ETC Institute (May 2010) 6 to 10 years 19% Under 3 years 37% 16+ years 6% 15 years 10% Leisure Vision/ETC Institute 14 Attachment B Public / Private Partnerships Matrix 29 A� A =a) Z \ / } ) � U) C, 0 r C, owo�Ee $ % ��27a )@$� CD \ \}}\j\ .5 \\} \\)2o )&/R7ko )a^(®° CL- _j0ur % f /�§7 ±/ )| o f ) § g ]} \ \ _» §00 « ¥ ; � � { J ii G 0. co co )\ ; �£ \ 2 m �)J \)\ )\ _ 7 /\ 2 ° } \ C/ )ca � / ƒ LL ZIf }777 CD }{� k z §£) k2f/ I£#b 41J } # a �� kk/ 0 E \3z« « 7 - J / \co § ` \ A § \ 16 r0 // ) /\ 6/27/2011 I; CITY OF An"llm"WIRMAN"O."M SOUTHLAKE Background • History of joint use program • How it works • Future of committee 6/27/2011 Facilities Used for JotW,-t,,tTfffflr6—K-- 2007-2011 ppO� g PI N N Carroll Intermediate Activity Room Carroll Intermediate_ Gym CMS Cafeteria CMS Comp. Gym CMS Joint Use Gym CMS Practice Field Dawson Middle Gym Durham Cafeteria Durham Classrooms Durham Elementary Gym Durham Intermediate Gym Eubanks Cafeteria Eubanks Classroom Eubanks Gym Rockenbaugh Cafeteria Rockenbaugh Classroom Rockenbaugh Gym Fee Calculation • Formula that looks at: — Facilities used — Frequency usedF — Sq feet of space used — Utility costs 3 Ir 6/27/2011 ❑+r JUC Moving Forward What does the committee do? Is the work done by the board beneficial and useful to the two governing bodies? 'Do the two governing bodies need a board that does this. If so, should any of the duties of the committee be changed? Committee Options • Continue with JUC without alteration of duties or composition. • Continue JUC with amendment to duties and /or composition. • Eliminate the joint utilization program all together. • Eliminate JUC and transfer some or all duties to the Parks Board. • Eliminate JUC and assign staff responsibility to oversee program and report back to Council & School Board. 5 A City of Southlake Project Briefing 1400 Main St Southlake, TX 76092 www.cityofsouthiake.com Joint Utilization Project Briefing By: Ben Thatcher, Assistant City Manager June 2011 Contents Project Briefing Purpose History of JUC JUC Going Forward Summary Project Briefing Purpose The City of Southlake and the Carroll Independent School District (CISD) currently have in place interlocal agreements for the joint use of facilities. Periodically these agreements are reviewed in order to allow an opportunity to update the documents in regards to facilities, procedures, operations, and any other pertinent items. This analysis is geared towards educating the casual reader on the topic of joint utilization and provides question and answer style information relating to the history and background. History of JUC What is joint utilization? Joint utilization is a cooperative effort between the City of Southlake and the Carroll Independent School District to share existing facilities, equipment and park land for events, activities, or programs, recognizing that the joint use of facilities can benefit both entities and provide more efficient use of public funds. When did joint utilization begin? Joint utilization began in 1993 with the formation of the Joint Utilization Committee. The official interlocal agreement establishing the general framework for the program was approved in April of 1994 (See attachment A.) What is the Joint Utilization Committee (JUC) and what is their role? Per the bylaws adopted by the committee (see attachment B), the committee membership consists of two City Council members, two members of the CISD Board of Trustees, one Parks Board representative, and two citizen representatives. The City and the CISD each appoint one of the citizen representatives. The JUC is charged with developing and adopting for recommendation to the City Council and CISD Board formal arrangements for the joint use of CISD and City facilities and /or special projects. The JUC also serves as an open forum for the discussion of various CISD and City subjects that may arise. Generally the committee meets every other month on the second Thursday. The Chair and Vice -Chair of the committee are assigned to the City Council and CISD board member positions, and they rotate each year among both governing bodies. Who benefits from joint utilization? The citizens of Southlake benefit from joint utilization due in great part to the interlocal cooperative efforts of the CISD and City. As a result citizens enjoy numerous opportunities to participate in educational, recreational, and athletic activities. These Facilities Used for 2007-2011 Joint rl_ 00 N co N M o 0 N N N Carroll Int. Act. Rm. • • • • Carroll Int. Gym • • • • CMS Cafeteria • CMS Comp. Gym • • • . • CMS Joint Use Gym • • • • • CMS Practice Field • Dawson Middle Gym • Durham Cafeteria • • • • • Durham Classrooms • • Durham Elem. Gym • . • • • Durham Int. Gym • • • • • Eubanks Cafeteria . • • . • Eubanks Classroom • Eubanks Gym • • • • • Rockenbaugh Cafe. . • • • • Rockenbaugh Classrm • • • Rockenbaugh Gym • • • • • Under which agreements does joint use between the City and CISD currently operate? Three agreements currently exist as it relates to the operations of joint use. The most significant document is the Interlocal Agreement for Park Playground and Other Recreation Facilities which also includes as addenda the agreement for the Carroll Intermediate School playing field (see attachment C). This document outlines the joint use process, identifies joint use facilities, and establishes the term of the agreement. It also outlines the responsibilities for the CIS field for funding to include lighting the field and electrical costs, operations and field maintenance responsibilities, facility usage, and disbursement of field use fees. The second agreement is the Interlocal Agreement for Joint Use of the Carroll Independent School District Natatorium (see attachment D). In general this document outlines the allocation of City funds towards the natatorium construction, defines operational requirements and responsibilities, outlines facility use and scheduling, and establishes the term of the agreement. The third agreement is for shared services (see attachment E). This agreement speaks to both organizations' intent to share in program and service offerings when it is feasible to do so. Some examples of this include the digital newsletter — www.mysouthlakenews.com, and park and field mowing. How are proceeds used or shared from program revenues? All proceeds generated from joint use programs, with the exception of the natatorium and the CIS field use fees, are assigned to the entity providing the program. As noted, the exceptions are joint use programs at the natatorium where the City pays to the CISD 20% of gross program revenues for use of the pool with the remaining revenues paying for the contract instructors and program supplies. One -hundred percent of all other natatorium revenues for community programs such as open swim are collected and retained by the CISD. Field use fees at CIS are distributed evenly with the City and CISD each 7 • Do the two governing bodies need a board that does this? • If so, should any of the duties of the committee be changed? • Can any of the duties of this committee be consolidated with another board? • Is the size of the board appropriate? • Is the work done by the board beneficial and useful to the two governing bodies? The answers to these questions and others should assist the City Council and School Board in determining the status of JUC and the joint utilization program. Staff has identified five scenarios that serve as options for the two governing bodies' consideration: 1. Continue with JUC without alteration of duties or composition. 2. Continue JUC with amendment to duties and /or composition. 3. Eliminate the joint utilization program all together. 4. Eliminate JUC and transfer some or all duties to the Parks Board. 5. Eliminate JUC and its duties, and assign staff the responsibility to oversee the program and report back to the two governing bodies on an annual basis. Summary Joint Utilization has served as an instrumental component in being able to offer the Southlake community the many recreational and athletic programs that are offered. This program has also allowed the two entities to forge a close working relationship that has ultimately resulted in better service to the residents of Southlake. With that in mind staff does not see scenario 3 as a valid option. Any of the other scenarios can be implemented per the direction of City Council and the School Board. A w. �CIAL RECOIN RESOLUTION No. 93-42 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SOUTELAKE, TEXAS, ESTABLISHING AN AGREEMENT TO SHARE AND/OR JOINTLY UTILIZE FACILITIES, EQUIPMENT, PARKS AND MAINTENANCE, AND TO ENTER INTO OTHER SPECIAL JOINT USE PROJECTS. WHEREAS, the City of Southlake ("City") and the Carroll Independent School District ("CISD") are mutually in the joint utilization, development, and maintenance of educational, recreational, and athletic facilities of and for the people of the City of Southlake; and the City and CISD desire to undertake the mutual effort to provide the maximum feasible public use of their respective facilities or assets in the accomplishment of this goal; and WHEREAS, the community and the community planners can benefit not only from the sharing of facilities but also from mutual cooperation in the planning, development, and implementation of these plans and vision; and WHEREAS, a successful joint utilization program must be based on an open and ongoing exchange of information and ideas, both parties agree to integrate a common system, site, facility, and program planning and implementation to achieve this result; and WHEREAS, both parties must generally benefit overall from each joint utilization; and WHEREAS, both parties will attempt to cooperate to provide the least possible expenditure of public funds in order to maximize the benefit for their taxpayers. NOW, THEREFORE, in consideration of the premises set forth above, the City and the CISD do hereby undertake the following: 1. The joint utilization or sharing of existing facilities, equipment, and park land for events, activities, or programs. 2. The formation of a committee(s) to explore the possibility of implementing joint utilization agreements �1rtr�narr this_ day of 1993 S� F CITY OF SOUTH ERAS �L By: Ma r A' SIff . �/INlltlll►����,`` r Wf ity Secretary CARROLL INDEPENDENT SCHOOL DISTRICT By: President, Board of Trustees ATTEST- .-L l ec etary, oard Directors Attachment B No ex-OfFrcio member shall exercise voting powers. The terms of thehe original committee. I members shall be staggered to achieve continuity on the Y, non -City Council appointee and the non-member Board appointee from the School Board will have the one I committee members will serve a two () year tern% while the remaining (2) year Germ. ARTICLE H CONE PROCEDURES Regular Meetings 2.01. The committee shall hold regular meetings onCe per month as determined by the majority of the members, and such meetings shall. be posted in accordance with the Open Meetings Act, Article 6252-17 V.T.C.S. City of Soud&W staff will be responsible for all meeting Preparation and posting requirements. Special Meetings 2.02. Special meetings of the Joint Utilization Committee may be called by or at'the request of either co-chair or any committee member. All special meetings agendas shall be properly posted in compliance with 6252-17 V. T. C. S. Meetings Act, Article Notice 2.03. Notice of all meetings of the Joint Utilization Committee shall be given in writing at least three (3) days Prior to the scheduled meeting to the Committee members. However, in an emergency situation, staff may exercise the right to wave posting of notice as defined in the Open Meetings Act. Quorum 2.04. A majority of the voting members, four Committee. (4)., of the Joint Utilizatiom Committee shall constitute a quorum for the transaction of business at any meeting of the - Manner of Acting 2.0k The act of a majority of the voting committee members present at a meeting at which a quorum is -present shall be an act of the Joint Utilization Committee. m Attachment C 1. SCHEDULING (A) The District Superintendent or his or her designee and the City Manager or his or her designee shall be responsible for implementing and administering the scheduling policies of this Agreement. (B) The City shall be entitled to use the District recreational properties listed on Exhibit "A" attached hereto (hereinafter referred to as the "District Property"). The District shall be entitled to use the City recreational properties listed on Exhibit "A" attached hereto (hereinafter referred to as the "City Property"). Exhibit "A" shall be reviewed and updated as needed, and approved by the District Superintendent and the City Manager. (C) The City shall be entitled to priority use of the District Property upon approval by the District of a schedule of City activities and programs. A schedule of City activities and programs utilizing District Property shall be submitted three times per year in accordance with the following schedule: Summer (June - August): submit by January 31; approved by Feb. 15 Winter (September— December) submit by April 30; approved by May 15 Spring (January - May) submit by September 30; approved by October 15 The District shall approve the schedule as submitted, or with any modifications deemed necessary by the District. The City may use the District Property for its authorized activities and programs; (iow and if available, for activities and programs not on the approved schedule. (D) The District shall be entitled to priority use of the City Property upon approval by the City of a schedule of District activities and programs. A schedule of District activities and programs utilizing City Property shall be submitted three times per year in accordance with the following schedule: Summer (June - August): submit by January 31; approved by Feb. 15 Winter (September — December) submit by April 30; approved by May 15 Spring (January - May) submit by September 30; approved by October 15 The City shall approve the schedule as submitted, or with any modifications deemed necessary by the City. The District may use the City Property for its authorized activities and programs, and if available, for activities and programs not on the approved schedule. I1. SCHEDULE CHANGES The District Superintendent and his or her designee and the City Manager and his or her designee are authorized to make changes to the approved schedule of activities as they may agree upon throughout the term of this Agreement. Amended Interlocal Agreement with CISD for Park, Playground, and Other Recreadon Facilities Approved by City Council 1-18-M NAParks & RecreabonUNTERLOCAL AGRs%CISD Interlocal Agr with arnendments - CC approved 1-18-05.doc Page 2 of 12 VII. USER RESPONSIBILITIES The user of a joint -use facility shall furnish and supply all materials and supplies necessary for carrying out its program and shall be subject to the reasonable rules and regulations set by the respective governing body, or other designated entity, of the City and/or District. At the completion of each use, the party responsible for supervision of an activity at a joint -use facility is responsible for performing minor janitorial, grounds -keeping, and security duties as specified in an exhibit attached hereto as Exhibit "C". VII 1. INDEMNIFICATION With respect to the District Property, the City does hereby agree, insofar as permitted by law, to hold harmless the District from any claims, damages, injuries, lawsuits, or causes of action arising out of or in any way connected with the use of the District Property for a City activity during the time the City is conducting the activity on the District Property. With respect to the City Property, the District does hereby agree, insofar as permitted by law, to hold harmless the City from any claims, damages, injuries, lawsuits, or causes of action arising out of or in any way connected with the use of the City Property for a District activity during the time the District is conducting the activity on the City Property. Each liability insurance policy carried by the District and by the City, shall name the other party as an additional insured with respect to joint use facilities, to the extent as permitted by law. IX. TERM The term of this Agreement shall be for a period of twenty (20) years beginning from the date of execution of this Agreement. This Agreement shall be automatically extended for additional five (5) year periods, unless terminated in writing by either party at least sixty (60) days prior to the end of the original term or any extension thereof. If either party wishes to discontinue this Agreement at any time other than that specified in the previous paragraph, written notice with reason to terminate, must be given at least six (6) months prior to termination. If the term of any addenda attached hereto remains in full force and effect past the termination date of this agreement, then this agreement shall also remain in full force and effect until expiration or termination of the addenda. This Agreement and exhibits shall be reviewed by both parties on an as needed basis. X. ENCUMBRANCES Neither party to this Agreement shall, without first obtaining written consent of the other party, assign, pledge, or in any way encumber this Agreement, in whole or in part, or sublet the District Property or City Property or any part thereof. Amended Inbsrlocal Agreement with CISD for Park, Playground, and Other Recreation Facilides Approved by City Council 1-18-05 N:%Parks 3 RecreationYNTERLOCAL AGRs1CISD Interlocal Agr with amendments -CC approved 1-18-06.doc Page 4 of 12 A Executed this ljs�k day ofru 0.r , 2005 in Tarrant County, Texas. CITY OFSOUTHLAKE(CIM CARROLL INDEPENDENT SCHOOL _ DISTRI By: And Wanabsg nss, Mayor Dale Crane, President Date:�uani IS, 2Lbs ATTEST.• IM City Secretary .co ? Z3 •co Y ; i M yy Board of Trustees Date, ATTEST.• fborah Fraiiei, Secrets oard of Trustees Amended kdwk=al Agreement with CISD for Park, Playground, and Other Recreation Facilities Approved by City Council 1-18-05 N:1Parks S RecraationUNTERLOCAL AGRs1CISD Interlocal Agr with amendments - CC approved 1-18-M-doc Page 6 of 12 (6W Exhibit A - Joint Use Facilities (continue4 Carroll Middle School Location Gym I Gym 2 Activity Room Gym (ice/Storage 2 practice fields South & West of Dragon Stadium 2, football fields South & West of Dragon Stadium Eubanks Intermediate and Dawson Middle School Location Gymnasium Eubanks Intermediate Multipurpose fields Southwest corner of Cafeteria property CITY PROPERTY Bicentennial Park Community Center The Lodge 7 Balyiields (lighted) 2 concession stands 2public tennis courts Tennis Center (13 tennis courts) 3 outdoor basketball courts Adventure Alley playground Pavilions In -line hockey facility (lighted) 42 backstop practice areas Open field (near 1709 entrance) Bob Jones Park 13 soccer fields Six lighted softball fields Four softball batting cages Pavilion Playground Two concession stands Amphitheater Dail camp area Amended Inbwkmal Agreement with CISD for Park, Playground, and Other Recreation Facilities Approved by City Council 148-05 N:1Parks & RecrentionUNTERLOCAL AGR91CISD Interlocal Agr with amendments - CC approved 1-18-05.doc Page 8 of 12 (6w Exhibit B - Annual Maintenance Cost -Sharing Minor (Under $5, 000) • Preparation ofgym floors and re -application ofkm floorfinishes, twice yearly Carpet cleaning Repainting • Repairing or replacing damaged backboards, goals, and other shared sports equipment • Soil additions for joint -use fields • Seeding and other turf improvements necessaryfor all -season use • Other minor damage to property or equipment directly caused by a joint -use activity • Minor improvements to property or equipment, in an existing joint -use facility, which benefits both the District and the City Major (Over $S, 000) • Resurfacing and restrlping gym floors • Carpet replacement • Irrigation installations and maintenance • Outdoor lighting installations and maintenance • Other major damage to property or equipment directly caused by a joint -use activity • Major improvements to property or equipment, in an existingjoint-use facility, which benefit both the District and the City Amended Interiocal Agreenfent with CISD for Park, Playground, and Other Recreation Facilities Approved by City Council 1-19-05 N:1131arks 3 RecreafimYNTERLOCAL AGR91CISD Interlocal Agr with amendments - CC approved 148-05.doc Page 10 of 12 (4w Exhibit C — Event Supervisor's Facility Duties Event Report Form Event Supervisors must complete all tasks listed below. When completed, return this form to the designated location for this facility. CHECKLIST Sweep floors and mop -up spills. Check entire area, including restrooms, for litter. Discard all liter into proper containers. Check all perimeter doors and gates and secure them properly. Flush all toilets and urinals, and make that each of them shuts off. Check all lavatories and water faucets to make sure that water is shut off. Empty all trash into dumpsters. Turn off lights (if your group is the last one using the facility). REPORT Please list any damage to the facility or equipment: Please list any other needs pertinent to the maintenance of this facility: Lost and Found Items/Other: Name of Event Supervisor's Signature Date Amended Intedocal Agreement with CISD for Park, Playground, and Other Recreation Facotles Approved by City Council 1AS-05 N Varks & RecreationVKMRLOCAL AGRs1CISD hdm oval Agr with amendments - CC approved 1-18-05.doc Page 12 of 12 INTERLOCAL AGREEMENT FOR JOINT USE GOFFICIAL RECORD(6w CARROLL INDEPENDENT SCHOOL DISTRICT NATATORIUM STATE OF TEXAS § COUNTY OF TARRANT § This Agreement is made by and between the City of Southlake, a home rule municipality, acting herein by and through its duly authorized City Council, referred to as the "City," and the Carroll Independent School District, a special purpose unit of government organized and acting under the laws of the State of Texas, acting herein by and through its duly authorized Board of Trustees, hereinafter referred to as the "CISD", for documenting the joint -use of the District natatorium located on the District campus on Southlake Boulevard. WITNESSETH: WHEREAS, both the City and the CISD have determined the need for providing aquatic opportunities for the students and residents of the community; and WHEREAS, Chapter 791, Government Code, and Section 271.102, Local Government Code authorize school districts and cities in the State of Texas to contract with one another for the providing of various governmental functions and services; and WHEREAS, voters of the CISD approved a $5.5 million bond sale to build a natatorium for providing aquatic opportunities for the students of the CISD; and WHEREAS, the CISD will construct, maintain, and operate a natatorium facility; and WHEREAS, the City, through the Southlake Parks Development Corporation, has committed to allocating up to $1,250,000 towards the construction of the natatorium facility; and WHEREAS, both the City and the CISD acknowledge that joint use of the natatorium facility can benefit both entities, recognizing that school purposes and the educational and athletic needs of children are the highest priority; and WHEREAS, the CISD, through its Board of Trustees, desires to cooperate with the City, through its City Council, in the joint use of the natatorium facility for the enjoyment and benefit of all Southlake and CISD citizens. NOW, THEREFORE, for and in consideration of the mutual premises herein contained, the mutual benefits flowing to both the City and the CISD and other good and valuable consideration recited herein, the receipt and sufficiency of which is hereby acknowledged, the City and the CISD do hereby contract, covenant, warrant and agree as follows: April 1 /, 2001 - Page / the public, and specialized emergency training for City personnel. In regards to the aforementioned priorities, the City and the CISD recognize the need to balance the CISD and Southlake community use of the natatorium facility. V. SCHEDULING The City and CISD agree to create an Aquatics Commission, hereafter referred to as the "Commission", in order to establish, subject to the provisions of Article X, the usage schedule of the natatorium. The Commission shall meet at least two times per year and more frequently on an as needed basis. Their responsibilities shall be to identify the educational and recreational programming needs of the community, and the implementation of such programs. The Commission will consist of three (3) voting representatives from the City to include the Director of Community Services, the Recreation Supervisor, and an additional Recreation staff member, and four (4) voting representatives from the CISD to include the Executive Director for Athletics, the Natatorium Facility Director, the Assistant Superintendent of Administrative Services, and an additional CISD staff member. The City and the CISD shall identify an alternate for each of its representatives, who shall be entitled to attend, participate in, and vote at meetings on such occasions as the Commission representative is unable to attend. As concerns Commission action, each representative shall have one (1) vote. In all meetings of the Commission, a voting quorum shall exist only if at least two (2) City representatives and three (3) CISD representatives are present. A CISD representative shall chair the Commission. The City and the CISD agree that a minimum of fifty percent of the annual operating hours of the facility, as indicated in Article III, shall be dedicated to the use of the natatorium facility for Southlake community based aquatics programming. The City shall work with the CISD to coordinate the advertisement and sign-up of Southlake community based aquatic programs. VI. MAINTENANCE AND OPERATING COSTS The CISD shall be responsible for all maintenance and operating costs associated with the natatorium including but not limited to personnel costs, utilities, general maintenance, and upkeep. VII. INDEMNIFICATION With respect to the CISD Property, the City does hereby agree, insofar as permitted by law, to hold harmless the CISD from any claims, damages, injuries, lawsuits, or causes of action arising out of or in any way connected with the use of the CISD Property for a City activity during the time the City is conducting the activity on the CISD Property. The liability insurance policy carried by the CISD and by the City, shall name the other party as an additional insured with respect to joint use facilities, to the extent as permitted by law. April 11. 2001 - Page 3 (W If within ninety (90) calendar days from the initial written submittal of a dispute in accordance with this Article X, the Dispute cannot be resolved to both parties' mutual satisfaction after good faith negotiations of the Mayor and Board President, or such later period as the parties may mutually agree in writing, then either party may require resolution of the Dispute through the use of non -binding arbitration. XI. CLAIMS Nothing in this Agreement shall change or affect the duties, responsibilities, liabilities or immunities provided to the parties under the Texas Tort Claims Act, Sections 101.001 et seq., of the Texas Civil Practice and Remedies Code. XII. ADDITIONAL AGREEMENTS This Agreement contains all of the agreements made by and between the parties hereto regarding the joint use of the CISD natatorium and no additional agreements or understandings shall be applicable to the use of CISD natatorium unless first agreed to, in writing, by the parties. XIII. NOTICES Any notice given pursuant to this Agreement shall be given in writing and delivered or mailed by Certified or Registered United States Mail, postage prepaid, addressed as follows: If to City: City of Southlake Attn: City Manager 1400 Main Street, Suite 460 Southlake, Texas 76092 If to District: Carroll Independent School District Attn: Superintendent 1201 North Carroll Avenue Southlake, Texas 76092 The designation of the person to whom, and the place to which notices are to be mailed or delivered may be changed from time to time by either party giving notice to the other party. XIV. MISCELLANEOUS PROVISIONS By execution of this Agreement, each party represents to the other that: a. In performing its duties and obligations hereunder, it will be carrying out one or more governmental functions or services which it is authorized to perform; b. The undersigned officer or agent of the party has been properly authorized by that April 11, 2001 - Page 5 ,, CITY OF SOUTHLAKE (CITY) By:i Rick Stacy, Mayor Date: ATTEST: Sandra LeGrand, City CARROLL INDEPENDENT SCHOOL DISTRICT (CISD) By: / Robert Glover, President Board of Trustees Date: 5- AJ —d f ATTEST: Steve C-. Hare! Secretary Board of Trustees 3 -Carol Parsons April 11, 2001 - Page 7 OFFICIAL RECORD INTERLOCAL AGREEMENT FOR SHARED SERVICES BETWEEN CARROLL INDEPENDENT SCHOOL DISTRICT AND THE CITY OF SOUTHLAIWa t J� DEC 1 7 2007 STATE OF TEXAS § §� COUNTY OF TARRANT § This Agreement is made by and between the City of Southlake, a home rule municipality, acting herein by and through its duly authorized Mayor, hereinafter referred to as the "City," and the Carroll Independent School District, a special purpose unit of government organized and acting under the laws of the State of Texas, acting herein by and through its duly authorized President of the Board of Trustees, hereinafter referred to as the "District." WITNESSETH: WHEREAS, the District provides numerous operational and administrative services to the District's students, patrons and employees; and WHEREAS, the City provides numerous operational and administrative services to the City's patrons and employees; and WHEREAS, both the City and the District have specific organizational components which provide services to the community similar in nature; and WHEREAS, both the City and the District may experience economies in preventing duplication in services in certain aspects of operation of each entity. NOW, THEREFORE, for and in consideration of the mutual premises herein contained, the mutual benefits flowing to both the City and the District and other good and valuable consideration recited herein, the receipt and sufficiency of which is hereby acknowledged, the City and the District do hereby contract, covenant, warrant and agree as follows: V. ENCUMBRANCES Neither party to this Agreement shall, without first obtaining written consent of the other party, assign, pledge, or in any way encumber this Agreement, in whole or in part, or sublet the District Property or City Property or any part thereof. VI. CLAIMS Nothing in this Agreement shall change or affect the duties, responsibilities, liabilities or immunities provided to the parties under the Texas Tort Claims Act, Sections 10 1.00 1 et seq., of the Texas Civil Practice and Remedies Code. VII. ADDENDA The parties agree to continue to search for new areas of cooperation and to that end shall meet together regularly, along with interested community groups and appropriate City and District administrative officials. Separate "joint utilization agreements" for operation, maintenance, and/or other shared services may be entered into as addenda to this agreement, when such activities are deemed to be in the interests of the parties. These addenda shall identify exceptions or additional requirements to this agreement as may be deemed necessary and proper. VIII. ADDITIONAL AGREEMENTS This Agreement contains all of the agreements made by and between the parties hereto regarding the use of District Property and City Property and no additional agreements or understandings shall be applicable to the use of District Property or City Property unless first agreed to, in writing, by the parties. IX. VENUE This Agreement and all of its terms and provisions, as well as the rights and duties of the parties hereto, shall be governed by the laws of the State of Texas. In the event that a lawsuit is filed by either party arising out of the terms and provisions of this Agreement, venue for the lawsuit shall be in Tarrant County, Texas. X. AUTHORIZATION The undersigned officers of the parties are the properly authorized officials and have the necessary authority to execute this Agreement on behalf of the parties. Each party hereto certifies to the other that any necessary resolutions or orders extending said authority have been duly passed and are now in full force and effect. A 6/27/2011 Background • Existing policy adopted 1997 • 1st Proiect funded 1997 • Policy last amended March 2, 2010 4wr i 6/27/2011 LI, 0 L Background • November -Present - Discussion placed on hold pending further CC direction - Staff has prepared a DRAFT Revised Policy for CC review & direction (packetitem) • based on feedback to date - Joint Meeting (CC/SPDC/PB) - Parks Board City Council Direction • Direction from City Council - Proposed policy revisions - Next steps 3 6/27/2011 Previous Matching Projects • Tennis Center • Batting cages • Soccer goals/nets • Equestrian trails • Lacrosse Field • Baseball fields • Shade structures • ADA accessible bus L • Dog Park • Playground • Liberty Garden • Safety Town • Log cabin • Picnic tables • Trash receptacle In -Kind Services Matching Per Proposed Revisions • Only In -kind services, that result in a tangible asset may be eligible — Asset having a physical existence; can be physically touched — Examples • Architectural/Engineering drawings • Construction Management services • Match at what level? — 80% proposed by Parks Board (11/8) r 5 6/27/2011 SPDC Matching Funds Policy Key Issues ✓ 2 meetings to consider SPDC Matching projects ✓ Keep built in flexibility ✓ Clarify that any match may or may not be matched $1 for $1 ✓ Need to manage expectations of the applicant ✓ Do not want to discourage participation ✓ No consent agenda matching ✓ Remove Dir CS section ✓ City has right to ask for something to substantiate the in -kind services Return SPDC Matching Funds Policy Key Issues Not addressed in revised policy: • Conflict of interest language included • Need to define who can ask a vendor to donate services? • Matching for same service twice • Appt 1 rep from PB, SPDC and CC ES 7 CITY OF SOUTHLAKE MEMORANDUM June 23, 2011 TO: Shana Yelverton, City Manager FROM: Chris Tribble, Director of Community Services SUBJECT: Proposed SPDC Matching Funds Policy Revisions Action Requested: City Council discussion and feedback on the proposed SPDC Matching Funds Policy revisions. Background Information: The current Matching Funds Policy was adopted by the City on March 2, 2010 Following several project requests considered by the Parks and Recreation Board, the SPDC and the City Council in the fall of 2010, it was determined that it was necessary to look at potential revisions to the policy. A Joint Meeting of the City Council, SPDC and Parks Board was held on November 2, 2010 to discuss potential revisions to the current policy. In addition, the Parks Board discussed and provided staff with additional potential revisions at their November 8, 2010 regular meeting. Using the feedback received prepared a Draft Revised discussion at the June retreat. Financial Considerations: N/A from these meetings, staff has policy for the City Council's Strategic Link: This policy is linked to the City's Strategy Map related to the Focus Areas of Quality Development and Partnerships and Volunteerism, and meets the Corporate Objectives to Invest to Provide and Maintain High Quality Public Assets; Provide Attractive and Unique Spaces for the Enjoyment of Personal Interests; and to Promote Opportunities for Partnerships and Volunteer Involvement. Citizen Input/ Board Review: A Joint Meeting of the City Council, SPDC and Parks Board was held on November 2, 2010 to discuss potential revisions to the current policy. N Community Services Department Policies and Procedures Manual Policy: Project and Community Matching Fund Request Policy Source: City Council/SPDC/Parks and Recreation Board Category: Parks and Recreation Board Statement of Purpose The purpose of this policy is to provide a process for considering park or facility related projects proposed by petitioning individuals or organizations. Matching fund, dollar for dollar, may be requested for the projects. The following policy will become effective immediately upon approval of City Council. Procedure I. Anyone considering a project for a City of Southlake Community Services facility should submit a proposal in writing to the Director of Community Services. A form for this purpose will be made available from the Department of Community Services. Proposed (4w projects should be consistent with the overall intended use of the parks as determined by the Parks and Recreation Board. Requests for matching funds up to $5,000 will be placed on the consent agenda for Southlake Park Development Corporation (SPDC) consideration. II. The proposal should include a complete description of the project and, to the extent applicable, pictures and/or detailed drawings, estimated budgets, preferred location of the project, mechanism of funding the project and any stipulations that might go along with the project. III. The Director of Community Services will review the proposal and make any comments/recommendations deemed necessary. The Director of Community Services may accept projects in conjunction with routine work (i.e., budgeted items, routine maintenance and operation projects) performed by the Director of Community Services without approval of the Parks and Recreation Board and may proceed with the project where deemed appropriate. The Director of Community Services will inform the Parks and Recreation Board of routine projects performed in the administrative monthly reports. IV. The Director of Community Services will forward all projects requesting matching funds and non -routine projects (includes, but is not limited to, anything on the master plan) along with comments/recommendations to the Parks and Recreation Board for their consideration at the next regular meeting. 2-R PROJECT MATCHING FUNDS REQUEST FORM Project Name: Contact Person: Mailing Address: City: Night Phone: Additional Contact Person: PROJECT DESCRIPTION: Required Start Date: Projected Cost: State: ZIP: Fax No. Day Phone: Day Phone: Projected Completion Date: Amount of Funds Requested: 6. Does the project enhance a current parks and recreation system asset 7. Does the project have a useful life of at least (5) years 8. Does the project accelerate the completion of a CIP or Parks, Recreation & Open Space Master Plan project IV. SPDC Matching Funds Project Approval Process A. The Director of Community Services will review the proposed project for its consistency with the overall intended use of the parks as per the adopted Parks, Recreation & Open Space Master Plan, and the evaluation criteria listed in Section III. B. If the Director of Community Services determines that the project is consistent with the Parks, Recreation & Open Space Master Plan, and/or is consistent with the evaluation criteria, he/she will place the proposal on an agenda for the Parks and Recreation Board to consider recommending to the SPDC and the City Council. C. If the Director of Community Services determines that the project is not consistent with the Parks, Recreation & Open Space Master Plan, and/or is not consistent with the evaluation criteria, he/she will inform the petitioning individual or organization of the decision and the reasons for the finding. The petitioning individual or organization may appeal the Director's decision not to consider the project to the Parks and Recreation Board. The Parks and Recreation Board's decision to consider the project will be final. D. The Parks and Recreation Board will consider the proposed project and make its recommendation to the SPDC and the City Council. The Parks and Recreation Board's consideration of the proposed project will be based on the extent to which the project is consistent with the overall intended use of the parks as per the adopted Parks, Recreation & Open Space Master Plan, the evaluation criteria, and the overall benefit of the project to Southlake residents. E. Following the Parks and Recreation Board's consideration of the proposed project, the Director of Community Services will place the proposed project and the corresponding matching funds request on an agenda for the SPDC to discuss, and on a subsequent SPDC agenda for their consideration and recommendation to the City Council. F. The SPDC will consider the proposed project and the corresponding matching funds request and make its recommendation to the City Council. The SPDC's consideration of the proposed project and the corresponding matching funds request will be based on the extent to which the project is consistent with the overall intended use of the parks as per the adopted Parks, Recreation & Open Space Master Plan, the evaluation criteria, the overall benefit of the project to Southlake residents, and the funding available for the project. G. Following the SPDC consideration of the proposed project and the corresponding matching funds request, and if subsequently recommended for approval by the SPDC, the Director of Community Services will place the proposal on an agenda for the City Council to consider for final approval. H. The City of Southlake reserves the right to accept or reject any project submitted for benefit of the project to Southlake residents. G. Following the Parks and Recreation Board's consideration of the proposed project, the Director of Community Services will place the proposed project and the corresponding matching funds request (including the in -kind services match) on an agenda for the SPDC to discuss, and on a subsequent SPDC agenda for their consideration and recommendation to the City Council. H. The SPDC will consider the proposed project and the corresponding matching funds request (including the in -kind services match) and make its recommendation to the City Council. The SPDC's consideration of the proposed project and the corresponding matching funds request (including the in -kind services match) will be based on the extent to which the project is consistent with the overall intended use of the parks as per the adopted Parks, Recreation & Open Space Master Plan, the evaluation criteria, the overall benefit of the project to Southlake residents, and the funding available for the project. I. Following the SPDC consideration of the proposed project and the corresponding matching funds request (including the in -kind services match), and if subsequently recommended for approval by the SPDC, the Director of Community Services will place the proposal on an agenda for the City Council to consider for final approval. VI. Recognition of Matching Funds Projects As determined by the Director of Community Services, a permanent plaque may be designated in the park or facility in recognition of the project to include the name of the project, its contributor(s), date of the project, and reference that the project was completed with funding through the SPDC Matching Funds Program. Apvrffd DoW : June 3 1997 Appmod by, City Council L Aaws*noWg!k November 2, 1999 City Council I Axkvubxwd Ask March 2, 2010 City Council 3. Amfoubmad Deft TBD Approved by., y Council Cit ___ — \ %57 --0 - \\$oC0� 0 \ Ia.° 92/\ƒ®/ +2\ /$ _-C o=o===o= 2 m§7 of-47fm\ n/7��� §/U- /Eo \[ /u0��00� 0 O0 m°7\�\E j?\ ±I Ec222 OE> ee82 s a �cs 3 L O < % a) Co '7n § 0a) \ \ O= %\\c- �g// CO O 2mJ= I c «//\£� cn O e= -0 m2,=�—=Om nm/m oI—=oot Cm g® ec /@=o , — —> ��fu LL }aeu /�E�®= b§EB §\\/ \\/�UJ \�\j 6@§3 6£/$ / §© z o- © m / ry _0 \° 77�m « $ \/ •°==I+ (ƒ§@« /9f//$JJ\� §$ 2 � �a�>U n= m0a) M/\o% = s\22%o®£ sE ° 5= //ƒ�2 9f2=/®2(n®_ §E=�°~0232 \\ //f\� 3E(7��0\\/ �\ �b\�3 \//\//\3\\ �\ »£�_ =E7'o—co �2 /r—) �� ��\� O \ En .e/ ± 3== \ co// /L _ U) \@ -0 �® \7 cn E/ 0 �\O \\ 0 �(\ §/ 0 C '00 5 22% \2 \ Eo \ 2 I I 6/27/2011 E Project Briefing Purpose • History of Safety Town • City Council Safety Town Actions • Safety Town Funding • Next Steps 6/27/2011 El History City Council Actions - DPS West Location 2/17/2009 Zoning change and site plan for DPS West location approved 6-0 on 1'` reading 3/3/2009 Zoning change and site plan for DPS West location approved 7-0 on 2nd reading 3/3/2009 Plat revision approved 7-0, designating the land as a Southlake Park 8/3/2009 Safety Town ranked 4`h in CIP project priority list during joint CC/SPDC/Parks and Recreation Board meeting 2/16/2010 Matching funds request for $50,000 approved 7-0 for construction at DPS West location 8/2/2010 Safety Town ranked 7`h in CIP project priority list during joint CC/SPDC/Parks and Recreation Board meeting 10/S/2010 Matching funds request for $125,000 approved 7-0. ($125,000 contingent upon Hudson Foundation grant, $25,000 donation received from SDCA on December 17, 2010 Current Considerations • Sponsorships - Over $125,000 raised • SPDC Matching Funds - $109,000 since 2006 3 6/27/2011 n E Project Cost • Projected cost of $1.54 million - Phase I: $827,304 - Phase II: $710, 585 • Costs will be "at risk" - City pays maximum amount - Contractor absorbs excess expenses Project Cost $1,800,000 $1,600,000 $1,400,000 Phase II $1,200,000 $710,585 $1,000,000 $800,000 $600,000 Phase $400,000 N$759 $827,304 $200,000 $0 -- Total Funding Total Project Cost 5 6/27/2011 Summary • Safety Town Park evolution - Bicentennial Park to DPS West • Projected cost: $1.5 million • Currently $759,000 in funding exists; 49.35% of total project cost • Seek City Council's direction Alternatives •Fully fund Safety Town from SPDC funds and build at West or North DPS •Abandon Safety Town Project and Return Funds to SPDC and Donors •Build Safety Town at West DPS with Existing Funding •Build Safety Town at West DPS with Existing Funding and Work with SDCA to Find Additional Donors 7 6/27/2011 C Additional Costs for DPS North Site Architectural- $37,000 Site/Design adapt for North DPS Site Approx. 5 work weeks or 200 hours (40 hours of which are for CA) - Includes: Site Plan Submittal Construction Document/Design Modification and Consultant Coordination Bidding Phase Construction Administration Civil - $41,000 Includes: Site Plan Submittal $ 7,500 Additional Field Work $ 3,500 Schematic Design $ 6,500 Design Development $ 6,500 Construction Documentation $10,000 Bidding Phase $ 2,000 Construction Phase $ 5,000 (continued on next page) Additional Costs for DPS North Site (continued from previous page) Structural Engineers- $7,500 Includes: Construction Document/Design Modification Bidding Phase Construction Administration MEP Engineers - $7,500 Includes: Construction Document/Design Modification Bidding Phase Construction Administration Landscape and Irrigation - $ 7,750 Includes: Tree mitigation Plan Landscape Plan/Landscape Details Landscape Spec's Irrigation Plan/Irrigation Details Irrigation Spec's Based on (roughly) the previous Safety Town TOTAL: $100,750 E0 9 6/27/2011 C•7 n Discussion and Direction m A City of Southlake Project Briefing 1400 Main St Southlake, TX 76092 www.cityofsouthlake.com Safety Town Park By Kyle Taylor, Management Intern Project Briefing Purpose included in the plans for the redesign of Bicentennial Park. This plan called The Southlake DPS Citizen's for the inclusion of a "DPS Safety Association (SDCA) first brought the Town" as a new addition to the site to Safety Town Park project to the teach children about pedestrian and City's attention in 2003, and many bike safety as a Phase II addition to steps have been taken since then to the park. This concept first went bring the project to where it is today. before Council as Resolution 05-032, The purpose of this briefing is to which adopted the Parks, Recreation outline these steps by examining the and Open Space Master Plan (which history behind the Safety Town included the redesign plans for project, detailing the actions taken by Bicentennial Park), and passed the City Council on the project, and unanimously on September 20, 2005. discussing the funding and next steps associated with the project. Safety Town — Bicentennial Park Concept Plan* Southlake Parks, History Recreation, and Open Space Master Plan 2005 The SDCA's objective for 14 �r. Safety Town Park is to create a — Town Square like environment that will serve as a teaching aid for young children, allowing them to learn about pedestrian safety, bicycle and SAFETY TowN helmet safety, and traffic safety. E+ ■*■ Additional programs involving fire = © I safety, severe weather safety, and computer safety will also be part of the curriculum. These educational - programs, proposed to be offered with instruction from the Southlake 47 SPACES Department of Public Safety _) Community Initiatives Unit, are intended to afford students the opportunity to learn about safety in This approval made it possible an engaging, real life environment. to proceed with developing the park, Due to its curriculum, it is expected and on September 5, 2006, Council that Safety Town will serve local unanimously approved an SPDC schools, daycares and residents' matching funds request for $9,000 for needs, as well as being a field trip the architectural design of Safety destination in the Northeast Tarrant Town. Actions on the development of County area. the Bicentennial Park site continued into 2007, with City Council Formal action began on the unanimously adopting the Schematic project in 2005. At the time, the Design of Bicentennial Park on CSafety Town Project was originally February 6, 2007, which included City Council Actions - DPS West funding. SDCA's promotion and Location fundraising efforts have generated over $125,000 of funding from Ll)ate- Action sponsors such as Central Market, Park 02/17/2009 Site plan for DPS West Place Lexus of Grapevine, Cook's location approved 6-0 on Childrens Hospital, Sabre Holdings, 1 st reading (Case Number Preferred Imaging, James ZA08-112/ Ordinance No. Landscaping, Inc., All Star 480-343a) Orthopedics and Sports Medicine, and 03/03/2009 Zoning change and site others. The funding generated from plan for DPS West location these sponsorships has been used to approved 7-0 on 2nd apply for and receive SPDC matching reading (Case Number funds amounting to $109,000. ZA08-112/ Ordinance No. SPDC Matching Funds Requests 480-343a) 03/03/2009 Plat revision approved 7-0, Amount Date Purpose designating the land as a L. Southlake Park $9,000 09/05/2006 Architectural 08/03/2009 Safety Town ranked 4`h in design, CEP project priority list Bicentennial during joint park location i CC/SPDC/Parks and $50,000 04/15/2008 Construction, Recreation Board meeting Bicentennial 02/16/2010 Matching funds request for Park location $50,000 approved 7-0 for $50,000 02/16/2010 Construction, construction at DPS West DPS West location location 08/02/2010 Safety Town ranked 7d' in $125,000 10/05/2010 Construction, CIP project priority list DPS West during joint location CC/SPDC/Parks and Recreation Board meeting The City has designated 10/05/2010 Matching funds request for funding for Safety Town Park via the $125,000 approved 7-0. Capital Improvements Program (CIP). ($100,000 contingent upon The CIP for FY2008 first authorized Hudson Foundation grant. $150,000 for the project then located $25,000 donation from at Bicentennial Park. In total, Safety SDCA received Town Park has received $300,000 in 12/17/2010) SPDC CIP funding since the project was first included in FY2008. Other Current Considerations sources of funds for the project include $150,000 from the Park Many of the current Dedication Fund allocated in FY2009 considerations surrounding the and $75,000 from the Red Light Safety Town Park project deal with Camera Fund allocated in FY2011. This amounts to $634,000 in City 5 phase II Education Building, as long the City's financing of Safety Town (taw as $200,000 is raised to match the will be presented.* The purpose of $100,000 grant by the end of 2010. this discussion is to seek Council's Since the additional $200,000 was direction regarding future City not raised in 2010, the Foundation involvement in this project and its has agreed to review and consider a future location. request in 2011, when construction of the Education Building becomes more clear. Should this funding Summary come together, it would represent an additional $250,000 for the project in Development of Safety Town the form of $100,000 from the Park, a project meant to emphasize Hudson Foundation, $100,000 in safety programs to kids, has been SPDC Matching Funds, $25,000 ongoing since 2003. Safety Town has from SDCA (received on December evolved during this time from a small 17, 2010), and the remaining installation included in the redesign of $50,000 necessary to match the Bicentennial Park to its current grant. This would bring the total designation as a City Park on an acre funding for the project to of land adjacent to the DPS West $1,059,000, which would account for facility. The project has a total 68.86% of the total funds necessary projected cost of $1.5 million, with to finish the park. $759,000 of this amount raised thus far. This amount represents 49.35% of If completed, current plans the total funding needed to complete A, show that operational costs for the project. Safety Town Park will be borne by the City, with the Department of If you have further questions, Public Safety Community Initiatives please contact Fire Chief Mike Starr Unit providing educational or Assistant City Manager Jim Blagg. programming, and the Community Services department providing maintenance. Programming could *Abandon Safety Town Project and include programs that fall in line Return Funds to SPDC and Donors with the vision of the park, such as pedestrian safety, traffic safety, *Build Safety Town at West DPS bicycle safety, severe weather safety, with Existing Funding and Work computer safety, and many other with SDCA to Find Additional safety programs. Donors Next Steps *Build Safety Town at DPS North with Existing Funds and/or Work Safety Town Park will be a with SDCA to Find Additional subject of discussion during the City Donors: Council budget retreat on June 27-28 ❑ Will require additional 2011. During that discussion several funds for architectural alternatives related to location of and adjustments 7 Exhibit A: Funding Breakdown for Safety Town Park $250,000 16% Funds Raised $759,000 49% *Unfunded Contingent Funding $528,889 35% IN Exhibit B: Safety Town Funding Sources Red Light Camera Private Funding vs. Public Funding Fund, $75,000 10% SDCA Funds, $125,000 16% PDF, $150,000, SPDC Matching 20% Funds, $109,000 14% SPDC CIP, $300,000 40% Private Funding Public Funding 9 6/27/2011 J ITY OF SOUTHLAKE Purpose • Review history of Parks & Recreation sponsorships • Discuss considerations associated w/potential sponsorship opportunities • Obtain City Council's direction on development of a policy 6/27/2011 History • Spring 2008 Staff/SRA developed potential sponsorship signage renderings for Bicentennial Park • April 2008 Leadership Southlake presented its marketing and sponsorship program project for Bicentennial Park to the Parks Board and City Council History • August 2008 Pilot Program approved by Parks Board - Outfield banner ads at Bicentennial Park 4-field complex - 24 banners sold at $1,250 each - City manages content, production & installation - SBA sells ads - SBA reimburses City for production costs ($138 each) - SBA retains net proceeds & allocates back to baseball program ($26,685) • September 2008_ e Parks Board established Parks - Work w/ staff to develop mktg/sponsorship program for parks - Work on project placed on hold to date 3 6/27/2011 City Council Direction • To date — minimal utilization of sponsorships • Staff needs City Council direction on Policy SOUTHLAI<E -- To guide staff's development and implementation of a Sponsorship Program r City Council Direction What is CC's appetite for sponsorship opportunities within the parks & recreation system (facilities, programs & events)? Y��I I((PFM iY r^ t lq%tip� 01' 4 • Are you comfortable with naming rights and/or corporate sponsors for parks, athletic complexes/fields, park facilities, recreation programs and community events? 0 6/27/2011 City Council Direction • What should be done w/sponsorship revenues received for a particular park and recreational facility, program or event? - Allocated only for that specific park, facility, program or event - Allocated into a general sponsorship revenue fund for use throughout the entire park and recreation system - Other? City Council Direction • Should City parks be available for lease for private, corporate events? - For example, auto dealership hosting an event over a weekend in Frank Cornish IV Park that offers live music and food to Town Square visitors while showcasing their product line VA 6/27/2011 E A City of Southlake Project Briefing 1400 Main Street Southlake, TX 76092 www.cityofsouthiake.com Parks and Recreation Sponsorship Program Date: June 27, 2011 Project Briefing Purpose The purpose of this briefing is to review the history of Parks & Recreation Sponsorships; provide the considerations associated with current potential sponsorship opportunities; and to obtain the City Council's direction on moving forward with the development of a Parks & Recreation Sponsorship Policy. Strategic Link The development of a Parks & Recreation Sponsorship Program is in line with the City's Strategy Map by delivering on the Focus Areas of Partnerships and Volunteerism and Performance Management and Service Delivery, and meets the Corporate Objectives to Promote Opportunities for Partnerships and Volunteer Involvement and Collaborate with Select Partners to Implement Service Solutions. History Following the adoption of the Bicentennial Park Master Plan in February 2007, the 2007-2008 Leadership Southlake class sponsored an advocacy project with a mission to enhance and foster the implementation of the Bicentennial Park Master Plan through the park's multiple phases of development. The project included developing a high level marketing & fundraising plan which defined sponsorship and advertisement opportunities within the park. The following is a timeline of action that has led to the need for the development of a Parks & Recreation Sponsorship Policy to guide staff's implementation of a Sponsorship Program for City parks, facilities, programs and events. Spring 2008 • Staff worked with Schrickel, Rollins & Associates, Inc. (SRA) on the development of potential sponsorship signage renderings for Bicentennial Park 4/4/2008 • Leadership Southlake presented its marketing and sponsorship program project for Bicentennial Park to the Parks Board 4/15/2008 • Leadership Southlake presented its marketing and sponsorship program project for Bicentennial Park to the City Council 8/ 11 /2008 • A pilot program developed by staff and members of the Leadership Southlake group was reviewed and approved by the Parks Board. The program allowed for the selling of outfield banner advertising on the existing 4-field complex at Bicentennial Park, and is still in City Council Direction Although the Community Services Department has minimally utilized sponsorships for events, no clear policy is in place to guide staff's further development and implementation of a Parks & Recreation Sponsorship Program. Staff is looking for direction from the City Council on the following considerations: What is the City Council's appetite for sponsorship opportunities within the parks & recreation system (facilities, programs and events)? Are you comfortable with naming rights and/or corporate sponsors for parks, athletic complexes/fields, park facilities, recreation programs and community events? r What facilities are appropriate and should be eligible for sponsorship opportunities including the display of advertising for either long-term facility sponsorships or annual events? o Bicentennial Park o Bob Jones Park o BJNCP o Frank Cornish IV Park o North Park o Rustin Park o Senior Center o Southlake Sports Complex o Tennis Center How would sponsorship revenue be split when a partner organization is involved? o Bob Jones Nature Center Organization o Call a Ride Southlake o Grapevine Southlake Soccer Association o Southlake Baseball Association o Southlake Carroll Lacrosse Association o Southlake Girls Softball Association o Southlake Tennis Center • What should be done with sponsorship revenues received for a particular park and recreational facility, program or event? o Allocated only for that specific park, facility, program or event o Allocated into a general sponsorship revenue fund for use throughout the 5 sponsorships in return for naming rights, advertising and other marketing opportunities in Southlake. The City has utilized a few sponsorships in the past such as a contract with Coca-Cola for pouring rights at Bicentennial Park which generated $325,000 over a ten year period, and sponsorships of the Stars & Stripes event which has generated $22,250 since 2009. The City has an opportunity to develop a revenue stream through a Parks & Recreation Sponsorship Program that has the potential to assist the City in recovering a portion of its investment in parks and recreation facilities, programs, and events. However, there is no clear policy in place to guide staff's further development and implementation of a Parks & Recreation Sponsorship Program. Staff is looking for direction from the City Council to assist staff with developing a Parks & Recreation Sponsorship Policy and corresponding Sponsorship Program. 7