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1999-06-29/30 CC Retreat Packet • City of Southlake, Texas MEMORANDUM June 18, 1999 To: Billy Campbell, City Manager From: Ron Harper, Director of Engineering Services Subject: Traffic Management Bond Program Implementation Action Requested: Place discussion item regarding the implementation of the Traffic Management Bond on the City Council retreat agenda. Background Information: On May 1, 1999 the voters of the City approved a $24.17 million bond program for traffic, intersection, SH 114 enhancement and trail projects. Lie On May 26, 1999 staff sent out Requests for Proposals (RFP) to twelve consulting engineers. The purpose of the RFP was to seek the most qualified consultants to perform the engineering services for the 1709 intersection improvements and the trail construction. Nine proposals were received by the City on June 18. Staff anticipates that the consultant list will be short listed by June 25 and that presentations will be made by the consultants during the following weeks. A consultant contract should be on the City Council agenda for August 3, 1999. As discussed previously with Council, staff is recommending that the City contract with a single consultant for all aspects of all projects involved in the intersection improvements and trail construction. Staff feels that the continuity of one consultant will be critical to the success of this project. In addition, by retaining a consultant that can handle all aspects of the project, the City will not need to retain additional staff for the purpose of managing this project. L D1-1 Financial Considerations: Engineering fees were included in this bond package. Citizen Input/ Board Review: None. Legal Review: None. Alternatives: The City could retain a variety of consultants for the project. The City could also hire staff to perform portions of each project. Supporting Documents: None. Staff Recommendation: Place this discussion on the City Council retreat agenda. Kowa.07 Lam/ `, RonH. Director of Engineering Services Approved for Submittal to City Council: City Manager's Office (46..„ D1-2 City of Southlake, Texas � I , MEMORANDUM \04p June 18, 1999 To: Billy Campbell, City Manager From: Ron Harper, Director of Engineering Services Subject: ROW Issues Action Requested: Discuss Right-of-Way and easement acquisition policies and procedures. Background Information: For several years our CIP has fallen behind schedule. There have been several reasons (some of which have been previously discussed); however, the largest reason is the City's difficulty in obtaining required easements and right-of-way. We have 4446 typically relied on a local real estate agent, or more recently, City staff. Neither approach seems to be working, despite the exemplary efforts of both individuals involved. The local agent has found it difficult to devote the necessary time and resources to adequately perform. Those easements that he does obtain are typically obtained willingly and in a cost-effective manner. Our attempt to perform this function in-house has been difficult due to the fact that staff has neither the training nor experience. The delay in obtaining easements has resulted in disappointed residents, increased costs and loss of faith in staff. None of these are acceptable. A dedicated professional needs to be retained to direct and manage our land acquisition program. This could either be an external (private firm) or internal (staff) function or combination of both. The duties would include obtaining all easements, arranging for appraisals, represent the City at condemnation hearings. D2-1 City of Southlake, Texas MEMORANDUM June 18. 1999 To: Billy Campbell, City Manager From: Ron Harper, Director of Engineering Services Subject: Capital Improvements Plan Action Requested: Discuss 1999-2000 Capital Improvement Plan and assign general priorities to proposed projects. Background Information: Capital Improvements Plan Each year during the June City Council Retreat, staff proposes projects to be included in the City's Capital Improvements Plan. These projects are identified by SPIN, residents, Council members, and staff. Identified projects are placed in the CIP; however, specific project funding is dependent on the priority of the project and available funding. It is possible to have a project in the CIP for many years before funding becomes available. It is important to remember that the CIP has three distinct elements: Project Identification, Justification and Prioritization; Funding; and Implementation. The CIP is NOT a one-year program but a continuing dynamic plan designed to address the infrastructure needs of the community. Recently, the City Council approved $16.6 million worth of certificates of obligation to fund the CIP projects for the FY 1998-99. An update of the current CIP Projects funded for the FY 1998-99 as well as the proposed unfunded CIP Projects for the following five years are attached. Previously approved projects that have not been completed are also shown, along with a plan for implementation. Neighborhood Sewer The City initiated a neighborhood sewer program in 1995 in order to provide relief for failing and malfunctioning septic systems. The initial program was intended to be done over three D3-1 years and to encompass thirteen neighborhoods. Of the original neighborhoods, all are either complete or under construction with the exception of Cross Timbers, Dove Acres, and Hillwood Acres. Staff expects that these three projects will be under contract for construction by the end of the fiscal year. One subdivision (Cedar Creek Plantation) has been completed and two others (Shadow Creek and Trail Creek) are under design. These projects were authorized in the 98-99 CIP. Cedar Oaks Estates (design and construction) and Randol Mill Estates, Garden Addition, Loma Vista, Hillside Estates and Hunters Ridge (design only) were authorized in the 98-99 CIP; however, staff does not expect that these will be initiated this fiscal year. Staff still feels that these projects can still be designed and construction begin during FY 99-00. Additional neighborhoods have requested inclusion in this program and are shown in out years. None of the neighborhoods in 98-99 or 99-00 (except those currently under construction or design) have been officially surveyed. This process for the 98-99 projects will occur in the July/August time frame. Drainage Master Plan The stream management plan for West Jones Branch has been g completed by Freese and Nichols. Construction plans have been completed and the necessary easements are being pursued at this time. It is anticipated that construction will begin later this year after the necessary easements have been acquired. Because of drainage concerns downstream of Durham Elementary School on the South Fork of Kirkwood Branch, Freese and Nichols was directed to prepare the stream management for the creek this past year. Preliminary study is complete and the stream management plan will be completed later this year. Funding for the construction of the improvements on West Jones Branch were included in this year's CIP. When the plans are complete on the South Fork of Kirkwood Branch, recommendation for construction and funding will be made to the City Council for approval and directions. Unless another creek is moved up on the priority list, Dove Creek is the next creek on the list to study. L D3-2 Financial Considerations: The estimates for these projects are shown on the attached spreadsheet and will be included in the 99-00 CIP. Citizen Input/ Board Review: None. Legal Review: None. Alternatives: Modify project list. Supporting Documents: CIP Spreadsheets CIP Action Plan Staff Recommendation: Place this discussion on the City Council retreat agenda. L, Ro Director of Engineering Services Approved for Submittal to City Council: City Manager's Office L D3-3 U, X 6 LU a) O '' 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 -I a W O 0 0 0 0 0 0 0 0 0 0 C 0 0 0 0 0) T O I CO N P O. 0 C O I` N to to O tq O O O co CO N O 0) 4) Q' O O 0 O I. N. N to O to 00 LY Q O O O )r O N f J CD 1.0 K) t0 0 `".O C CO cn M.. � N 110 0- D) co co 10 t" CI O M ,- to V t- r' .' M U) N r- M N N (0 O n Q) N to N 4 to to to to to w N , N to to tn. be z u_ w N O F Q } yaw fp 0 O O "i. _ a) _. 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Z N J N O w W W O Z 2 02 U N W F p m O a >O m O J ¢CL a U OU O J Z p 0 p a w CC L.; < Z Q W m N U = m ¢ W U O W ¢ W o 111 a Z 0 W Z a O a 3 w w w N z >vWi a J a Z U > .a _z 0= z x = C� O Z ¢ w Z O Z N p y p W 3 >O R W U = 3 U N 2Z JJ o >w W❑ J Z K ro N z > ma3 O W > W Z x W LL • O Q Y O 0, -0 0 m r- U 1 o ,o U 0= _. o ? 3 m m 20 a w I� >a a .) a y a. z n 3 3 3 3 30 0 ` , 3 ui n 0 u) 3 m o o z I r z ¢ t-- co O) coN C) 7 U.) (0 N. CO Cr, O N C) y to N N N N Cr) C) C) C) C) CO C) C) C) C) 7 7 7 7 .77 D3-11 City of Southlake, Texas MEMORANDUM June 25, 1999 TO: Billy Campbell, City Manager FROM: Bob Whitehead, Director of Public Works SUBJECT: Westlake Water and Sewer Issues Action Requested: Provide guidance on water and sewer issues within Westlake. Background Information: Southlake and Westlake have been working individually and in some cases together to develop water and sewer services. Common factors for both municipalities are: • Water— both purchase potable water from the City of Fort Worth. • Sewer — both contribute wastewater to the Denton Creek Basin with treatment provided by Trinity River Authority (TRA). • Water — both have actively participated in planning North East Tarrant County Regional Water System (NETCRWS). • Sewer - Southlake and Circle T Municipal Utility District (MUD) #1 and #3, which encompasses approximately 30% of the Town of Westlake are contracting parties in the TRA Denton Creek Wastewater Treatment Plant. • Sewer — Southlake and Westlake have entered an interlocal agreement for a sanitary sewer line to service the N-1 or Kirkwood Branch basin. The agreement allows Westlake to transport wastewater via the N-1 sewer and the Denton Creek Wastewater Pressure System (DCWPS) to the TRA Denton Creek Wastewater Treatment Plant with the payment of certain fees to the City of Southlake. • Sewer — Southlake and Circle T MUD #1 have an agreement for capacity in the DCWPS upon the payment of certain fees to Southlake. The agreement is for the MUD to have 41% of the capacity. • Sewer - Westlake outside of the Circle T MUD's has no capacity in Denton Creek Treatment Plant. • Water — Southlake currently holds the Certificate of Convenience and Necessity (CCN) for the area of Westlake south of Solana and east of a straight line between Precinct Line Road and Randol Mill Road. D4-1 Billy Campbell, City Manager Westlake Water and Sewer Issues Page 2 of 4 Westlake has a petition at TNRCC to decertifySouthlake and certify fy Westlake for this area. • Water — by contract with Fort Worth no wholesale customer may resell water outside of their municipality without Fort Worth approval. Fort Worth has denied Trophy Club MUD, which provides water to Solana in Westlake, from providing water to any additional part of Westlake. • Sewer the N-1 sewer was built by the developer of Coventry Manor. Southlake via the developer agreement has reimbursement commitments to the developer. • Water — Southlake has in the water master plan and in the CIP for FY 2000-2001 ($330,000) a 12 inch water line in Dove Road from Randol Mill to N. Peytonville. The water line will be in Westlake. It is necessary to complete a loop around the high pressure plane. Financial Considerations: Water: Southlake Westlake Keller Le' NETCRWS $6,750,000 $1,312,000 $2,223,000 *12" line on W. Dove $330,000 *Note: Developer of a proposed residential subdivision to be located in Westlake has been told that the development must build the 12" W. Dove water main if Southlake is to provide temporary service to the development. Sewer: Project Total Westlake Circle T MUD (45.8%) (3.0%) N-1 DCWPS Coventry Manor Ph 2 $323,771 $148,287 -0- -0- (N-1) TRA, N-1 $752,535 $344,661 -0- -0- TRA, DCWPS $4,741,694 -0- $142,251 $1,166,500 Sub Total $492,948 $142,251 Westlake (Kirkwood Basin) _ $635,199 *Circle T MUD = $1,166,500 D 4-2 Billy Campbell, City Manager Westlake Water and Sewer Issues Page 3 of 4 Lbw- *Note that per the agreement Circle T MUD, a.k.a. Lake Turner Municipal Utility District No. 3, will pay their share of the annual bond debt payments when they connect. To retain this right they pay $50,000 per year to Southlake. Issues: Water: • NETCRWS will benefit the region by providing a second delivery point for Southlake, a "looped" or redundant system for a safe adequate supply, and the sharing of some costs. The Council issue is to continue to develop NETCRWS and have staff bring to Council an interlocal agreement or agreements to accomplish this system. Staff anticipates that the interlocal agreements could be ready for Council action within the next three to six months. • Allow Westlake via an interlocal agreement to temporarily connect the proposed residential development to Southlake's water system. And provide via a developer agreement that this development would construct (we the 12" water main on W. Dove Road to Southlake's specifications at no cost to Southlake. • Allow Westlake to obtain the CCN for the area in Westlake currently certified to Southlake. Sewer: • All issues except one are determined by the current interlocal agreement with Westlake and the contract with Circle T MUD. That is, as long as the term of the agreement are met, i.e., the appropriate fees paid to Southlake. • Westlake does need to acquire capacity in the Denton Creek Treatment Plant. Southlake as a contracting party along with Fort Worth, Haslett, Roanoke, Keller and Circle T MUDs, 1 and 3 will need to decide via the Denton Creek Treatment Plant Advisory Board (I am Chairman of this Board) to: 1. Allow Westlake any capacity or, 2. How to buy into the treatment plant • For Westlake's proposed residential development of 84 homes, Southlake may allow Westlake to temporarily use some of Southlake's capacity until Westlake comes to some agreement with TRA. Positive side is that there D4-3 Billy Campbell, City Manager Westlake Water and Sewer Issues Page 4 of 4 is capacity in all systems for these homes. Negative side is that Southlake would receive the bill from TRA and need to collect from Westlake (Note: the wastewater would be metered) and Southlake would assume any liability for industrial contaminants that may be dumped in the Westlake system during this temporary arrangement. Both of these would be addressed in an interlocal agreement. Citizen Input/ Board Review: none Legal Review: None at this time. All agreements will be routed through the legal staff. Supporting Documents: There are a number of studies to support these issues, i.e., Developer agreement, Interlocal agreement with Westlake, TRA agreement, Circle T agreement. Staff will have copies available at the retreat. If Councilmembers would like to review please let me know. Attached is the TRA map. Staff Le Recommendation: • Continue to work with NETCRWS and develop the necessary interlocal agreements. • Consider allowing developer in Westlake to construct a 12" water main and temporarily connect to Southlake. • Consider the need to retain or release the CCN in Westlake. • Consider our position on Westlake's participation in the TRA Denton Creek Wastewater Treatment Plant. • Consider allowing Westlake or Westlake's developer (84 home residential subdivision) to utilize, temporarily, a portion of Southlake's treatment capacity. L D4-4 -----_,, ---•,,__.\/\. , ) .j,, ' ,_,. \ I Ca t / i , (tigy_f—ilig2e _817 \, , i ' ' R '' ' N r---,, __ N_(___,_?\) __ d:, . ....,._/, i �- 1 1 0 1 DENTON CREEK REOIOI `� 44y WASTEWATER TREATM 99�, scale miles, PLANT - 1" = 1 MILE %� ---- , LEGEND: / �3040 t:::::;:::: :::: SERVICE AREA IN SOUTHLAKE ' / \\��A�� SERVICE AREA IN LAKE TURNER {4- MUD NO. 1 i l i SERVICE AREA IN LAKE TURNER �,\--' \,_� Q$®�4G�®�n{I� ^/ MUD NO. 2 J � 7 ��Q ono g Nel SERVICE AREA IN LAKE TURNER Ar `( MUD NO. 3 j J /5 KI I 1 �/l///////I SERVICE AREA IN KELLER \� ` SERVICE AREA IN WESTLAKE ,_ ._ ( _. (OUTSIDE LAKE TURNER MUD'S) /_. ito::_ _ -- AND OTHER AREAS Creek t 1 \., _ ... __ ___ __ . 1 ' 7 -,, - c,\e),,‘,4cri — d woo _r / rott° i / /-- 1 , ___ __ . :.,z-----13'c u / / ' )- fl 26 -1,l I l‘ % 011 �o Bash s�5* �R -� — , - ' 'TRINITY RIVER AUTHORITY _ '���- OF TEXAS Big .y _ I f r \.Y--- DENTON CREEK PRESSURE SYSTEM —i ' v —�Al PHASE III ilk SERVICE AREA U4-3 CITY COUNCIL JUNE RETREAT—DAY TWO SCHEDULE Wednesday, June 30, 1999 C 8:30 a.m. 1) Parks Capital Projects Update KH 9:00 a.m. 2) Town Square Operations KH/BW 9:30 a.m. 3) Senior Transportation Services KH 10:00 a.m. BREAK 10:15 a.m. 4) Neighborhood Street Repair Costs BW (Hunter's Creek, Love Henry Ct., Johnson Road, Peytonville Ave., Mockingbird Ln) 10:45 a.m. 5) Beyond Pretty Maps: GIS as a SKY/MP Management Tool 11:30 a.m. WORKING LUNCH 11:45 a.m. 6) Garbage Collection Service Options SKY 12:30 p.m. 7) Organizational Issues BC ✓Employee Recruitment& Compensation Concerns ✓Crime Control District (Facilities & Operations) 1:30 p.m. BREAK 1:45 p.m. 8) Project Prioritization/Goal Setting GLBW 3:30 p.m. 9) Other Items 4:00 p.m. Wrap Up BC Please Note: The following items have been provided as "text only"items, included in your packet as a means of providing additional information. Any of these items may be discussed during the "Other Items"portion of the meeting,at your request: (asei 1. Library Operations. 4. Southlake Drainage Utility Dist. 7. Public Works Accreditation 2. Police Services Accreditation 5. Emergency Mgmt.Warning System 3. Council Procedures 6. Town Hall Construction Plans City of Southlake, Texas MEMORANDUM June 25, 1999 L TO: Billy Campbell, City Manager FROM: Kevin Hugman, Director of Community Services SUBJECT: Parks Capital Projects Update Action Requested: 's Brief City Council on status of Parks capital improvements projects 'currently underway. Background , Information: The Parks Board and Southlake Parks Development Corporation receives monthly updates on Parks construction projects however, a recent presentation has not been made to City Council. This presentation will highlight the major capital improvement projects related to park construction, and provide the Council an opportunity to ask questions related to the 5-Year Parks Capital Improvements Plan (CIP) and other projects underway, planned or contemplated. Financial Considerations: N/A Citizen Input/ Board Review: N/A Legal Review: N/A Alternatives: N/A Supporting Documents: SPDC Status Report dated June 15, 1999 5-Year Parks CIP Staff Recommendation: Brief City Council on major park construction projects. L 131 - 1 • - • SOUTHLAKE PARK DEVELOPMENT CORPORATION Capital Projects Status Report June 15, 1999 BICENTENNIAL PARK Land Acquisition Status: None. Phase II construction Design - Phase II Contract Began: June 17, 1997 Estimated Completion.of Construction: August, 1999 Consultant: MESA Design Group Status: Bid package #1 with Pittman Construction was closed June 2, 1999 for a total contract amount of$593,779. SPDC awarded bid package #2 to American Tennis Court Contractors for $851,019.00 to include 13 tennis courts, 3 basketball courts, and 1 in-line hockey court. Change Order #1 (resurfacer)was approved in February to add$13,000. Change Order #2 resulted in a credit of$1,531. Change Order #3 resulted in a credit of$6,373. Tennis court surfacing is 95% complete. Center court seat walls and steps are substantially complete. Sidewalks will progress with establishment of grade. SPDC awarded bid package #2a to NEMA3 Electric for$377,281.00 to include lighting ballfields 1 and 3 with all Phase II court lighting with exception of the basketball courts which are unlighted. Ballfeld lighting is complete. Phase II tennis lighting will be completed with pro-shop construction. Phase II hockey lighting will resume as planned with delivery of materials. Manufacturer material cost increase and delivery increased cost$3,000. SPDC awarded bid package #3 to McWilliams Enterprises, Inc.for$443,259.00 to include the Tennis Center and restroom/storage facility. Contract and construction issues delayed progress. Concrete piers and mechanical services are complete with foundation progressing. Written estimates for Tennis windscreens were received and awarded to American Tennis Court Contractors Inc.for$147433.00. Installation is expected in mid July. Written estimates for tennis court shade structures were received and awarded to SunPorts International Inc.for$7,960. Installation is essentially complete. Written estimates for the pond surface aeration system were received and awarded to Greenscape Pump Services Inc.for$12,775. Installation is expected in early July. Page 1 • D1 --2 Bicentennial Park Phase II 1999 ID Task Name Duration Dec Jan J Feb I Mar I Apr I May I Jun I Jul Aug 4 Sep Oct Nov Dec Jan Feb Mar I Apr 1 Bid Package 91 21d 2 Bid Package 82 156d ' I 3 Tennis Courts 72d 4 Concrete 31d omplats• 6 Fencing 15d omplete 6 Surfacing 25d 66% 7 Basketball Courts 30d t Concrete Complete .. 15d p omlate 9 Surfacing 15d 10 In-Line Hockey Facility w/o cover 114d 11 Concrete Complete 100d _....__ 12 Dasher Boards � 14d 13 Bid Package 92A 165d 14 Softball Li0htirg - 37d 1.111.1110 CompNa ., 16 Tennis Lighting 134d 16 Installation 15d OE Complete 17 Wiring 14d ill 18 Bid Packagei3 154d 19 Tennis Pro Shop and Restroom Facilities 1544 10% 20 Deduct Change Order 10d 21 SPDC Approval ea . 22 City Council Approval 11d . 23 Foundation 20d ' ' 1999 ID Task Name Duration Dec Jan I Feb 1 Mar I Apr I May I Jun I Jul I Aug I Sep I Oct I Nov I Dec Jan I Feb Mar I Apr 24 Phase II Remaining Items 138d 25 Tennis Shade Structure 20d i — 26 Written approval of estimates 10d IompNb 27 Installation 10d Complete. . 28 Tennis Wind Screens 126d 29 Written approval of estimates 10d 11-Gompreo• 30 Installation 15d 31 Pond Aeration $7d 32 Written approval of estimates 22d 33 Installation 21d 34 Bid Package 4 108d 35 Irrigation 108d 38 Design 17d omplate 37 Park Board and SPDC Approval 25d 38 Receive Authorization to Bid frorriSPDC td 39 Advertise ._ 21d 40 Tabulation and Award of Contract 7d `r 41 Obtain Contract Documents 7d 42 Construction 30d fillir Page 2 D1 -3 . ID Tank Name 1999 Duration Dec Jan Feb I Mar Apr �May I Jun I Jul 1 Aug I Sep I Oct I Nov I Dec Jan I Feb I Mar I Apr 2 43 Bid Package 6 103d 44 Landscaping 108d .• , 45 Design 17d ompigte 46 Park Board and SPDC Approval 25d 47 Receive Authorization to Bid from SPDC 1 d 43 Advertise 21d 49 Tabulation and Award of Contract 7d 60 Obtain Contract Documents 7d 61 Construction 30d 4 , Adventure Alley Fence Extension -F.Y. 1998-99 Status: ' The 45'pavilion constructed by Southlake Playgrounds, Inc. will incorporate a portion of the fence extension. Estimates are being sought to complete the enclosure. 1999 ID Task Name Duration Dec Jan I Feb I Mar 1 Apr I May I Jun I Jul I Aug I Sep I Oct I Nov I Dec Jan I Feb I Mar I Apr 71 Adventure Alley Fence Extension Sad 10.1, 111. Entrance Road Repair-F.Y. 1998-99 Status: Contractor recommendations and estimates are being received. 1999 ID Task Name Duration Dec Jan I Feb I Mar I Apr I May [Jun I Jul I Aug I Sep I Oct Nov I Dec Jan I Feb I Mar I Apr 72 Entrance Road Repair 107d 73 Design 15d MI C 74 Park Board and SPDC Approval 18d 76 Receive Approval to Bid from SPDC 1d 76 Advertise 18d 77 Tabulation and Award of Contract ad 78 Obtain Contract Documents 7d 79 Construction 25d Phase III • Park Trail-F.Y. 1998-99 Status: Alignment of the park trail is being designed by staff and will be submitted when completed for Park Board approval. Staff is coordinating with Tom Thumb to ensure an acceptable transition across property lines. Site base information is being assembled to illustrate existing conditions and improvements. The portion of trail south of Oak Hill Subdivision is anticipated to be improved within the month of July, 1999. Page 3 D1 -4 • • 1999 ID Task Name Duration Dec Jan I Feb I Mar I Apr I May I Jun I Jul I Aug I Sep I Oct I Nov I Dec Jan I Feb I Mar I Apr 64 Park Trail 1910 66 Design 15d •' 66 Park Board and SPDC Approval ed 67 Advertise 25d 68 Tabulation and Award of Contract ed 69 Obtain Contract Documents 7d 70 Construction eed Cover for In-line HI ckey-F.Y. 1998-99 Status: Proposals from qualif ed design consultants were received and reviewed for the cover of the in-line hockey facility. A contract for$6,000 has been accepted from Ron Hobbs Architects for two conceptual designs with cost estimates to construct. 1999 ID Task Name Duration Dec Jan I Feb I Mar_I Apr I May I Jun I Jul I Aug I Sep I Oct I Nov I Dec Jan I Feb I Mar I Apr 62 Hockey Cover • 326d 63 Consultant Selection and Approval 97d a -- '' oTglete 64 Conceptual Design with Estimates 44d 66 Park Board and SPDC Approval 14d 66 Preliminary Design Approval 30d 67 Park Board and SPDC Approval 15d 63 Construction Documents - 30d 69 Receive Authorization to Bid from SPDC 18d 60 Advertise 30d 61 Tabulation and Award of Contract 7d .11111.141111111111.111.11 62 Obtain Contract Documents 7d 63 Construction eOd - BOB JONES PARK Land Acquisition- Status: Progressing through the City Manager's Office. • Phase I with TPWD Grant- Consultant: Cheatham and Associates Began: March 18, 1997 Status: Contracts are closed with: James Arnold Construction for Phase I earthwork. J.L. Bertram for vehicular paving. Thomas Bros. Grass for sodding soccer fields. Ratliff Iron Works for perimeter fencing. Daniel Electric for power services. ProBuild Construction for phase I pump enclosure. Page 4 D1 -5 • SPDC awarded irrigation improvements to.`A New Deal'Inc. Construction. Installation is complete with parking lot islands remaining. Closeout discussions are progressing. SPDC approved schematic plans for TPWD grant improvements as presented in April to include the pavilion/boardwalk,playground, trails, and ballflelds. Construction documents are being finalized. Authorization to bid will be requested from SPDC pending approval of the TPWD contract. Issues remain concerning deed and boundary information submitted. Staff is awaiting a response from TPWD. 1999 ID Task Name ! Duration Dec Jan I Feb I Mar I Apr May 1 Jun I Jul Aug I Sep I Oct I Nov I Dec Jan I Feb I Mar I Apr I May 1 PhaseI 61d 2 Grass Sodding 21dComplete 3 Pipe Fencing 51d Complete 4 Tree Transplanting N 21d 'comma. 6 Water Well 40d PEREF: % • Phase II with TPWD Grant- Status: To begin after substantial completion of Phase I. Nature Center Planning- Status: A location has been recommended and approved by the Park Board. The donated facility is being stored until site conditions will allow for final placement. NEIGHBORHOOD PARKS Noble Oaks Park-F.Y. 2000-01 Status: Design has been held pending coordination of adjacent improvements with CISD. Staff is progressing with the development of a designated parking area to deter vehicular traffic through the park Koalaty Park-F.Y.2000-01 Status: A public hearing was held February 5, 1998 with Park Board. The layout of the Master Plan was approved with the inclusion of relocating the restroom facility, creating a berm south of the school,providing a natural barrier to Country Walk Estates, and providing 25 additional parking spaces. Primary elements include four unlighted ballfields and two practice soccer fields, both sized for elementary-age use; one larger practice soccer field and adult practice ballfield. A.trail loop is planned which would tie in with the anticipated Continental Blvd. trail. Page 5 D1 -6 Problems continue with parking along the Country Walk entrance. "No Parking"signs were installed but have been of little benefit to resolve the conditions. Royal and Annie Smith Park-F.Y. 1999-00 Status: A public hearing was held February 5, 1998 with Park Board. Approval was tabled. KISD is constructing a library and parking lot that will necessitate redesign of the park. A temporary trail was constructed along the right-of-way from Ridgewood Subdivision to Florence Elementary. 1 Lonesome Dove Park-F.Y. 1998-99 Status: All requirements of the developer's agreement are being addressed. As-built information is being gathered to progress with considered improvements. LINEAR PARKS AND TRAILS ISTEA Grant- Cottonbelt Trail-F.Y. 1997-98 Status: Southlake, Colleyville, and NRH entered into an interlocal agreement with each other to design and construct the trail under one contract with a more cost effective and efficient approach. MESA Design Group has been contracted as consultants by the three cities and TxDOT. Preliminary plans with alternatives are being reviewed. The City of Grapevine has agreed to assist through the City of Southlake portion of the trail. 111111 191111 2000 2001 2002 ID Cotton Belt Timeline - Duration 0tr 2 Qtr 3 I Qtr 4 0tr 1 I Do-2 10tr 3 I Qtr 4 0tr 1 I Qtr 2 I co-3 I CMS Qtr 1 10tr 2 I Ott 3 10tr 4 0tr 1 10tr 2 I Qtr 3 1 Cotton Belt Trails 632d 2 Data Collecion and Site Analysis 145d .. omit" 3 Schematic Design 170d i 10% 4 Design Development 174d 5 Construction Documents 143d Continental Boulevard Trail(White Chapel to Davis) -F.Y. 1998-99 Design-Phase I Contract Completed: November 25, 1997 Consultant: Dunaway Associates,Inc. Status: Trail improvements are pending Phase I improvements to Continental Boulevard. Page 6 D1-7 COMMUNITY FACILITIES RoyaLand Annie Smith.Park House- Status: Building Inspection has reviewed the house. Extensive work will be necessary for public use. Nature Center- i Status: The facility has been located to Bob Jones Park and is currently staged until site conditions allow for final placement. MATCHING FUNDS—COMMUNITY GROUPS Total Budget-$100,000 Adventure Alley Pavilion by Southlake Playgrounds,Inc.— Approved by SPDC: August 17, 1998 Approved by Park Board: February 3;1997 Status: SPDC approved$15,000 at the August meeting to begin construction on the planned 20'and 45'pavilion. Funds received have allowed for the purchase and completion of six covered picnic tables and a 30'pavilion. A fourth pavilion (20) location was approved by Parks and Recreation Board near the Basketball courts of Bicentennial Park Senior Tree Farm#1 - Approved by SPDC: January 16, 1998 Approved by Park Board: December 8, 1997 Status: All trees have been planted. The drip irrigation is 100%complete. • Senior Tree Farm#2' Approved by.SPDC: Approved by Park Board: Status: The Texas Fore,t Service Grant of$8,400 ($4,200 Grant Award with a $4,200 Required Match) began on October 1, 1998. All grow bags and drip irrigation have been installed. Planting is complete with 403 seedlings. Page 7 D1 -8 JOINT-USE PROJECTS Soccer Practice Fields-F.Y. 1998-99 Status: Plans are being prepared for the layout of the irrigation system at St. Martin's in-the-Field. Minor earthwork is progressing to facilitate drainage. 1999 ID Task Nama ��/I Duration Sep I Oct I Nov I Dec Jan I Feb I Mar I Apr May I Jun I Jul 1 Aug I Sep I Oct I Nov I Dec Jan 1 St Martin.In the Field Soccer Pratlea Fields Sad 2 M nor In gatIon ding 1 41d 3 Irdpetlon 15d 1711.111 Joint-Use Equipment Status: Available as needed. Signage for all Parks - Status: Available as needed. SI'ECIAL PROJECTS L Page 8 D1 -9 co • O'Oj00) O) 00 . N (n�0.0O � o o �. OOO ' c) 1 U N J 0 0 0 0 (On 0(00 o (( Ito'O O I(O.N. p o 0) O _ a I. O Mb a in co(O _ON(O_ COf' O Nm0,(O M. M 17 O Mlrn I I v N co (qH o V9 V9 V9 � b9'V9'V9 'V9 V9 V9 V9 V9 V9 V9 V9 V9 V9 • V . a 'O ) 0 O 0 OI0 p. '-. '._' -._-. , '. .'. ' ' 1..' - -._ - - 0 C ,b O i0j0 0 In a) O Jf N' hi O 0,010 N. C 0. m a 2 I0 N� N. 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TI3c I►--' m v �rn c «' Z d � cmCmmmo . o CO— '0 2 cl 2 CO a O Oa a. O c N O a, O 0 E co UI V �Iaal'�' N V vi a d' �'J N 3 I C°) -o a) Q1�- i O W c Q c'd. Z'm O m CI o € f0) -, .6 c 2 v W - °) •A of IU,, Z in 3 5 ,0 E' ' O a E in a n 112 a i I M 1 1- !:L.I 1 101. D 1 - 14 .- N M a 1A � n � n N. N. co co ONDc0coac000 co CO CO0 COo 00) ON) OM1 ao 0) 0) 0) co o oO N N City of Southlake, Texas - MEMORANDUM June 25, 1999 TO: Billy Campbell,bell, City Manager er FROM: Bob Whitehead, Director of Public Works Kevin Hugman, Director of Community Services SUBJECT: Town Square Operations Action Requested: 'Discuss new operational costs associated with a downtown area, and the impact on departmental budgets. Background Information: With the opening of Southlake's new downtown area and the public areas associated with it, the City has assumed a number of responsibilities that are inherent with this type of development. These public operating responsibilities, however, are new to Southlake because of the fact Southlake had no previously defined downtown area. In addition, the downtown area requires a much higher level of public maintenance than has previously been experienced in the City's operations. The current fiscal year budget included a partial year of operation of Town Square, and we have been able to maintain the public areas adequately within the current budgets of Public Works and Community Services. There are additional items that should be considered for funding in the next years operational budgets, given that we now have a measure of experience in operating a downtown area. There will undoubtedly be other issues and items that arise in the future as the City continues to develop and manage its downtown area within the expectations of the public. Financial Considerations: A presentation will be made to City Council at their June Retreat, describing in greater detail the financial considerations of Town Square operations. Cost estimates are based on operational experience since the grand opening in March, 1999, and on expected levels of maintenance. These items are generally the areas that will be discussed: Public Works Responsibilities and Estimated Costs: 1. Street sweeping (currently 5 times per week) — includes blowing out litter from behind wheel stops, street sweeping, emptying trash receptacles, pick up loose litter and cigarette butts. CURRENT COST -- $2,100 per month. ($25,200 annually) D2 - 1 Billy Cdinpbell, City Manager June 25, 1999 Page 2 2. Power wash / steam cleaning of sidewalks - to remove stains, gum, etc. Assumed quarterly, but may also need to be done after ice and snow sanding operations. ESTIMATED COST -- $2,500 per quarter, not including #4 below. ($10,000 annually) 3. Maintenance of street striping - reapplication of pavement markings. ESTIMATED COST - $2,600 annually 1 .4.` Snow / Ice Removal - cost will be in removal of sand from sidewalks, streets. ESTIMATED COST - $2,500 per ocurrence ($5,000 annually) 5. Replacement of lamp posts - spares on hand, but will probably need to budget each year for spare lamp posts. ESTIMATED COST - Costs not obtained yet. 6. Street Light utility costs - payment for electricity for street lights. ESTIMATED COST - $1,750 per month ($21,000 annually) 7. Annual maintenance of repair of sidewalks, streets. ESTIMATED COST - $2,000 annually Community Services Department Responsibilities and Estimated Costs: • 1. General landscape maintenance - includes mowing, edging and trimming, weeding and general maintenance of shrubs and beds. Assumes year-round due to overseeding with Rye grass. COST COMBINED WITH #2 BELOW 2. Seasonal color - change out of bedding plants three times per year (spring, summer, and fall) on east and west side of fountain in Family Park. CURRENT COST OF#1 and #2 - $12,000 (six month contract and includes one change of seasonal color) ($26,000 annually) 3. Water utilities -- Irrigation of public areas including parks, public right of way. . ESTIMATED COST - $6,200 annually 4. Irrigation maintenance - servicing and maintenance of irrigation system, fountain pumps, irrigation controllers, etc. ESTIMATED COST - $1,500 annually L D2 - 2 Billy Campbell, City Manager June 25, 1999 Page 3 5. General maintenance of park facilities - includes repair and maintenance of benches, trash receptacles, fountains, pavilion, etc. ESTIMATED COST - $2,200 annually 6. Decorative banners, seasonal lighting - includes banners for 26 lamp posts in public areas for seasonal events and lighting of trees during holiday season. ESTIMATED COST - $10,000 first year capital expenditure. 1 Total estimated annual budget for Town Square operations: • • Public Works -- $65,800 (plus annual allocation for replacement of light pole(s)) • Community Services -- $45,900 (does not include department personnel costs at this time.) It is expected that with the exception of street maintenance, irrigation maintenance, and general park facility maintenance items, the remainder of the service related items will be contracted. Citizen Input/ Board Review: N/A tir Legal Review: N/A Alternatives: Varying levels of public expenditures and opportunities for contracting of some responsibilities such as landscape maintenance and street sweeping. Supporting Documents: Presentation to be made at June retreat. Staff Recommendation: None. ICH D2 - 3 City of Southlake, texas - MEMORANDUM June 25, 1999 TO: Billy Campbell, City Manager FROM: Kevin Hugman, Director of Community Services SUBJECT: Senior Transportation Services Action Requested: Discussion of Senior Advisory Committee recommended proposal for 'providing transportation services to Southlake seniors. Background Information: As local communities age, senior issues such as transportation, health care, and housing become increasingly important. The dilemma faced by cities is how to best identify, prioritize, and address those issues in a timely and economically prudent fashion. Recent surveys included in a report from the United Way-Northeast Seniors Issues Committee indicate that approximately 750 Southlake residents are over the age of 65. By the year 2006, the City will have approximately 2,000 residents age 55 and over. Of those, slightly less than half will be over the age of 65. While this is not an extremely large number when compared to many neighboring communities, it does represent a significant segment of our C population. Transportation, or more accurately the lack thereof, is almost always mentioned as the number one concern facing senior citizens. It plays a critical role in their health and social well being. While many seniors maintain their ability to drive, others do not. They must rely on relatives, local volunteer services, or taxi cabs to reach such common destinations as the doctors office, stores (grocery and non-food stores), churches,and senior centers. Surveys were recently prepared and presented to citizens in an effort.to gauge the actual need for senior and disabled transportation service requirements within the City of Southlake. A telephone survey of Southlake Senior Activity Center users was conducted by the Senior Transportation . Committee; written surveys were included in the "Southlake in- Review" and also sent to various Homeowners Associations. A total of thirteen Southlake senior residents indicated an existing need for transportation services while nine others responded that they would need such services in the future. C D3 - 1 illy Campbell, City Manager June 25, 1999 - Page 2 „ Presently, transportation services within the City of Southlake are provided through an annual agreement with the Northeast Transportation System (NETS) for qualifying disabled individuals and seniors over the age of 60. Transportation services are also provided to residents on a limited basis by CARE Corps. Councilmembers Debra Edmondson and Ronnie Kendall met recently with staff and the Senior Advisory Commission (SAC) regarding options 1 for providing transportation for seniors in the Southlake area. The 'Senior Advisory. Commission had studied three possible alternatives. Staff had further researched these options and prepared a report of estimated costs, advantages and disadvantages of each option. (copy attached). The Senior 'Advisory Commission recommends the establishment of a non-profit board of directors to oversee operation of a senior transportation service. They also recommend that the City of Southlake contribute approximately $30,000 towards the operation of this non- profit organization. This would be similar to the scope of services we currently have with GRACE, Metroport Meals on Wheels, Keep Southlake Beautiful, etc. tor Councilmembers Echnondson and Kendall requested staff further research estimated costs for this option, prepare a timeline for establishment of the service, and meet again with the Senior Advisory Commission to further refine the recommendation. Staff met again with the Senior Transportation Committee and SAC members on Tuesday, June 22, 1999. The draft timeline and implementation steps were discussed, as well as potential insurance costs. The consensus of the seniors is that the service is needed, and that there is support to establish the non-profit organization. At the June retreat, staff will present a -brief overview of the three options considered but focus :on the recommended option, cost considerations and timeline for establishment of a senior transportation service. Financial Considerations: Estimate of$30,000 contribution based on SAC recommendation. Citizen Input/ cBoard Review: Senior Advisory Commission meetings with councilmembers and staff. D3 - 2 hilly Campbell, City Manager June 25, 1999 Page 3 Legal Review: N/A Alternatives: Varying levels of monetary participation by City; extent of staff support to be provided to start-up of non-profit corporation, extent of staff support to continuing operation of a non-profit corporation. Supporting Documents: Report on Possible Options to Senior Citizen Transportation Programming, prepared by staff, dated June 1999. 1 Staff Recommendation: Discussion and direction as to how staff should proceed in budgetary planning and staff support. KH • (ir D3 - 3 L CITY OF SOUTHLAKE, TEXAS REPORT ON POSSIBLE OPTIONS TO SENIOR CITIZEN - - TRANSPORTATION PROGRAMMING SIO mike JUNE 1999 L. D3 - 4 EXECUTIVE SUMMARY (ay As local communities age, senior issues such as transportation, health care, and housing become increasingly important. The dilemma faced by cities is how to best identify, prioritize, and address those issues in a timely and economically prudent fashion. Recent surveys included in a report from the United Way-Northeast Seniors Issues Committee indicate that approximately 750 Southlake residents are over the age of 65. By the year 2006, the City will have approximately 2,000 residents age 55 and over. Of those, slightly less than half will be over the age of 65,1, While this is not an extremely large number when compared to many neighboring communities, it does represent a significant segment of our population. Transportation, or more accurately the lack thereof, is almost always mentioned as the number one concern facing senior citizens. It plays a critical role in their health and social well being. While many seniors maintain their ability to drive, others do not. They must rely on relatives, local volunteer services, or taxi cabs to reach such common destinations as the doctors office, stores (grocery and non-food stores), churches, and senior centers. Surveys were recently prepared and presented to citizens in an effort to gauge the actual need for senior and disabled transportation service requirements within the City of Southlake. A telephone survey of Southlake Senior Activity Center users was conducted by the Senior Transportation Committee; written surveys were included in the "Southlake in Review" and also sent to various Homeowners Associations. A total of thirteen Southlake senior residents indicated an existing need for transportation services while nine others responded that they would need such services in the future. Presently, transportation services within the City of Southlake are provided through an annual agreement with the Northeast Transportation System (NETS) for qualifying disabled individuals and seniors over the age of 60. Transportation services are also provided to residents on a limited basis by CARE Corps. The City of Southlake received a proposal from the Senior Advisory Commission (SAC) regarding options for providing transportation for seniors in the Southlake area. Both options included the implementation of a "Southlake Transportation Services Incorporated" agency. The agency would rely on volunteer drivers and varying degrees of assistance from the City in the form of funding, personnel, and operational supplies. In an effort to research other operations for senior and disabled transportation services, staff recently spoke with representatives from CARE Corps and officials from local communities who currently provide such transportation services. L D3 - 5 • • GOALS AND OBJECTIVES As previously mentioned, the City of Southlake received a proposal from the Senior Advisory Commission (SAC) on April 15, 1999 regarding senior citizen transportation programming. The purpose of the proposal is to address the transportation needs of area senior citizens. Transportation plays a critical role in the quality of life of senior citizens, as it allows them to continue living independently and keep in touch with their community. In analyzing alternatives in senior citizen transportation services, the following goals and objectives should be achieved at a minimum to insure that the senior citizens of Southlake have access to efficient and effective transportation services. Elaborating upon the purpose expressed in the Senior Advisory Commission proposal, the goals and objectives for senior citizen transportation programming are the following: • GOAL ONE Provide transportation services for Southlake Senior Citizens that provides access to doctor appointments and other necessary locations. • GOAL TWO: Provide transportation services for Southlake Senior Citizens that provides access to shopping locations (grocery and non-grocery shopping locations). • GOAL THREE: Provide transportation services to get Southlake Senior Citizens to the Southlake Senior Activity Center for events and programming. • GOAL FOUR: Provide transportation services for Southlake Senior Citizens that provides access to outlying areas (Hurst-Euless-Bedford, Fort Worth, etc.). Providing service that meets and exceeds these goals and objectives must also benefit the provider as well. This is the only way to ensure that the services provided meets the needs of the population served. Understanding the relationship between the needs of the client population and the provider will aid in the evaluation of alternative delivery mechanisms. - i Furthermore, it will allow for the selection and implementation of a senior and disabled citizen transportation service that best meets the current and future needs of the community. D3 - 6 DIRECT SERVICE PROVISION (ow One alternative in providing senior citizen transportation service is through direct service, where the City oversees the operations and maintenance of the program. The Senior Advisory Commission recommended variations of this alternative in their proposal. Estimated start up costs for this alternative range from approximately $80,000 to $100,000 in the first year, with operating costs between $40,000 and $55,000 per year (Cost breakdowns are provided in Exhibits 8-A and 8-B). In researching the implementation of this alternative, staff finds that most direct service models operate within the environment of a medium to large community population that combines senior transportation services with an existing public transportation system. One model that runs counter to this is the City of Grapevine, Texas. There are valuable lessons from both models that provide input towards the feasibility of such a system in the City of Southlake. Listed below are two options as presented by the Senior Advisory Commission regarding the implementation of senior and disabled citizen transportation services within the community: OPTION 1: The City of Southlake provides start up funds to hire a part-time dispatcher and record keeper and leverage funding with other sources to purchase a van and provide vehicle maintenance. The part-time dispatcher would utilize city office space and equipment. An estimated annual operating cost for the City of Southlake is $30,000. OPTION 2: The creation of a non-profit corporation, the Southlake Transportation Service, Inc. (STSI). This non-profit entity would have a Board of Directors, and would eventually oversee the operations and maintenance of the service. SAC estimates an annual operating cost of $50,000 to provide services to area senior citizens. They request an annual contribution from the City of Southlake in the amount of$30,000. ADVANTAGES: This recommendation provides several benefits for the City. The benefits of direct service provision are revealed in three (3) broad areas. The first area where benefits accrue is increased efficiency in the program. Direct service provision can increase the efficiency and effectiveness of senior citizen transportation in the following areas: D3 - 7 • • Gauge strategic planning around current models — Several models are in place that would provide valuable insight into the operations of STSI. Mentioned in the SAC proposal is the experience of the Independent Transportation • Network of Portland, Maine. Staff has also researched models in the Sherman/Denison, Texas area, and in the cities of Denton, Texas, and Grapevine, Texas. • The potential for partnerships in service delivery - As the need for senior citizen transportation planning is a topic for consideration in every community, the possibility to partner with other communities exists. This can increase the efficiency of the service while at the same time reducing administrative costs. The example mentioned in the SAC proposal mentions the viable option of establishing a partnership between Grapevine, Southlake, and Keller. • Increased accountability and client confidence in the program - Direct service provision increases the linkages between the service provider and the client base. Responsibilities are clearer to both the clientele and the provider. If problems exist, communication becomes easier between the stakeholders. The City can also easily evaluate and troubleshoot the administration of the program, tirr thus improving service. Another area of potential benefit from direct service is the increased flexibility granted to the City by utilizing this alternative. Ownership of the van(s)would allow other City programs to utilize the fleet for programming in service downtime. An example of this utilization would be in the area of Community Services Department programming. The following programs could utilize the senior transportation fleet in downtime: • Senior Activity Center 1. Field trips • Southlake Youth Action Commission (SYAC) 1. Trips to Youth in Government events that allow for evaluation of comparative forms of government. • Parks and Recreation Division Recreational Programming 1. Saturday day trips 2. Day camp activities • • D3 - 8 Another area of benefit achieved through the direct service provision is the enhanced L. community infrastructure that occurs as a result of the service. Direct service could utilize non-profit groups, community groups, and volunteers to assist in service delivery. Direct service is an example of bringing these entities together to form a cohesive network that serves as a valuable community resource. • In the SAC proposal the Metroport Meals on Wheels (MMOW) and the Southlake Lions Club are specifically mentioned. Direct service provision of senior transportation services could rally other non-profit entities and community groups. • Volunteer l'esources furthermore improve service delivery by providing administrative support that reduces costs (operations assistance, grant research, etc.). I DISADVANTAGES: While the direct service provision produces numerous benefits, there are also concerns that need to be thoroughly evaluated prior to selecting this alternative. Four (4) examples of areas of concern arise from the direct service provision alternative. One area of concern is the liability issues that arise from utilizing this alternative. Implementing the direct service alternative increases liability concerns for the City. As there is no cap on liability, putting the City name on the vehicles is costly should accidents sl occur. This leads into the second liability concern, that the risk is high enough that volunteer drivers could not be utilized to operate City vehicles. This erodes a key component of the SAC proposal, as it erodes the assumptions behind the proposal request. Another area of concern is the service costs that accrue to the City by utilizing this alternative. The costs impact both the supply and demand sides. Two (2) cost concerns are immediately apparent in analyzing this alternative: • Service demands not adequate to provide cost-effective service provision Based on the survey information obtained, service demands do not appear adequate to provide cost-effective service provision. As mentioned in the SAC proposal, the initial service demand is on a limited scale. Approximately thirteen (13) residents have been identified as initial clientele and a current volunteer- based service (CARE'Corps) has three users for a total of sixteen (16) riders. Based on the information available, the average first year cost per rider is approximately$6,085 for Option 1 and$5,179 for Option 2. • Additional administrative responsibilities and potential service costs - The L. SAC proposal and this report provide cost estimates for the direct service D3 - 9 alternative; however there are unknown and unanticipated factors that can increase the provided cost estimates. Such factors include the development of a "non-profit corporation", volunteer and administrative staff involvement, insurance costs and office space. Also, the proposals is based on the general assumption that the program will receive available grant funding, adequate user fees, fund raising support, and corporate donations. A potential factor that could also increase service costs is present in the City of Grapevine model. There are some areas of the community that do not have the physical infrastructure necessary to allow the buses to pick up citizens. Therefore secondary routes utilizing smaller vehicles such as vans are necessary, increasing the personnel necessary to provide services. This problem potentially exists in Southlake as well. Another example of unanticipated costs occurred in the Sherman, Texas model. An early service model in the Sherman area was utilizing grant funding to pay cab fares for the physically challenged and the elderly reflecting a demonstrated need for service. Eventually a non-funded grant requirement to provide service to all elderly citizens raised the program costs to a level where Sherman had to quit providing thr the service. A final area of concern regarding direct service provision is the quality of service. Direct service provision necessitates delivering services in the context of a business environment. What are the implications on the quality of service? • The flexibility of the direct service alternative — Volunteers would account for numerous vehicles and opportunities to provide services to various locations. A direct service alternative relying heavily on van or bus service would be limited in terms of the scope of their service area. (Example: using an eight passenger van to take one client to a doctors appointment at a downtown Fort Worth hospital.) • Quality of service by paid personnel - Another quality issue is the van driver(s). Volunteer drivers would be doing the job for personal commitment versus receiving compensation. It is therefore hypothesized that a system that can utilize volunteer drivers will produce a more effective service, as the volunteers would be more sensitive to the needs of the clientele. L D3 -10 The hypothesized benefits and costs are not absolute; the information provided is merely thw the beginning of a framework for analysis that establishes a realistic measurement of what implementation of this alternative entails. Many other benefits and costs are applicable to this alternative, and the inclusion of other possibilities will help strengthen the analysis. EXHIBIT 8-A ESTIMATED COSTS OF DIRECT SERVICE PROVISION OPTION 1: Start Up Program Costs (Approx. $97,366) • Staffing availability and costs for part-time program coordinator/dispatcher and a driver (salaries plus benefits approx. $39,500) • Purchase of an accessible van (approx. $40,000) • Annual fleet maintenance costs (approx. $6,200) Fleet replacement/depreciation costs over six years ($6,666) • Office furniture, computer, telephone, supplies (approx. $5,000) • Available office space (unknown) • Insurance Costs (unknown) Annual Operating Costs (Approx. $55,466) • Staffing availability and costs for part-time program coordinator/dispatcher and a driver (salaries plus benefits approx. $39,500 x 1.04%= $41,080) • Annual fleet maintenance costs (approx. $6,200) Fleet replacement/depreciation costs over six years ($6,666) • Office furniture, computer, telephone, supplies (approx. $1,500) • Available office space (unknown) • Insurance Costs (unknown) L D3 - 11 EXHIBIT 8-B ESTIMATED COSTS OF DIRECT SERVICE PROVISION OPTION 2: Start Up Program Costs (Approx. $82,866) • Staffing availability and costs for full-time program director/dispatcher/record keeper (salary plus benefits approx. $25,000) • Purchase of an accessible van (approx. $40,000) • Annual fleet maintenance costs (approx. $6,200) Fleet replacement/depreciation costs over six years ($6,666) • Office furniture, computer, telephone, supplies (approx. $5,000) • Available office space (unknown) j,r, • Insurance Costs (unknown) Annual Operating Costs (Approx. $40,366) • Staffing availability and costs for full-time program director/dispatcher/record keeper (salary plus benefits approx. $25,000 x 1.04%= $26,000) • Annual fleet maintenance costs (approx. $6,200) • Fleet replacement/depreciation costs over six years ($6,666) • Office furniture, computer, telephone, supplies (approx. $1,500) • Available office space (unknown) • Insurance Costs (unknown), L D3 -12 VOL UNTEER-BASED SERVICE PROVISION Another option for providing senior transportation services is by utilizing volunteer resources to administer the program. The City would leverage funds with non-profit entities and/or community groups to cover administrative costs (office supplies, fuel costs for vans, insurance, etc.). In researching models that implement this type of service provision, staff has identified several benefits and drawbacks of this option. ADVANTAGES: i One area of benefit occurs in the establishment of services. This alternative provides several benefits in the startup phase of providing services. • Service costs proportional to service demand - The SAC proposal identified a total of thirteen (13) residents who are in need transportation service at this time. Two (2) more clients are identified through a response to a survey request recently published in the Southlake In Review. CARE Corps, a non-profit volunteer provider, currently has three (3) clients in Southlake. Utilizing a volunteer based service mechanism allows for minimal startup costs for providing services to meet the current demands. As the service establishes a more extensive volunteer and client (1.9 base, this system could adjust and expand or the direct service mechanism could be implemented. • Efficiency in startup of service provision - This alternative allows for efficient startup in . service provision. Using CARE Corps as an example, they could immediately absorb the current demand with a City donation of staff support in program development and additional phone capacity. This alternative would begin providing services immediately versus waiting on the items necessary to establish the direct option (hiring staff, purchasing and delivery of ADA accessible van(s), etc.). • Providing further information for implementation - Utilizing a volunteer based approach allows staff to gather practical experience in program development. Using CARE Corps as an example, initially they could offer a ninety (90) day pilot program allowing for the City to evaluate the operations for efficiency, effectiveness, and growth potential. • A bridge to implementing the direct service alternative in the future - All of the benefits that are previously mentioned lead to the conclusion that this alternative can serve as a bridge to the future implementation of the direct service alternative. The D3 -13 volunteer-based alternative allows future implementation of direct service to begin as efficiently and effectively as possible. Another closely related benefit of this alternative is the impact this option has on developing community infrastructure. The City is currently in the planning stages of creating a Volunteer Network to utilize for community purposes. The volunteer based alternative provides a practical example from which to work that helps develop this program. Additionally, volunteer entities currently in place can be utilized to provide peripheral "donations" to an entity such as CARE Corps;who provides a diverse range of services outside of transportation. An example of this in action would be utilizing the Southlake Youth Action Commission (SYAC) for CARE Corps volunteer activities. Examples of services include cleaning yards for CARE Corps clients, performing minor home repair, and conducting home and telephone visits with the client base. These activities integrate established volunteer entities and contribute to senior transportation services. A third advantage of implementing this alternative accrues in the area of quality of service. Two (2) benefits of utilizing the volunteer-based option are evident in service quality. These include the following items: • Flexibility in service delivery - A volunteer network utilizing outside vehicles is more flexible in providing service. Utilizing an entity with dispatch abilities like CARE Corps to an established volunteer field network provides quality services at the lowest cost. The need to schedule multiple trips to doctor appointments and other necessary locations increases the importance of this issue in service delivery. • Volunteer treatment of clients - Volunteer drivers would increase the level of service provided to the client base, as the motivation for participation comes from personal commitment versus compensation. DISADVANTAGES: Implementing this alternative also has drawbacks. One area of concern is the increased complexity for the public in establishing service responsibilities. With the increased number of players in service delivery, the following issues become important in defining accountability: • Who is accountable for providing services? • What is the impact of numerous players on the lines of communication between service provider and the clientele? D3 -14 • The increased complexity in City evaluation to troubleshoot and correct problems in service delivery. Another question that warrants evaluation is whether or not this alternative will build the volunteer and client base necessary to establish cost-effective service. Currently in Southlake, there are minimal demands placed on the existing examples of a volunteer based transportation service (Northeast Transportation Services, CARE Corps, etc.). Furthermore, the SAC proposal evaluated this alternative and chose to propose a variation of the direct service option. With the SAC endorsement of the direct service alternative, would the seniors in the community be willing to support and use a volunteer based service option? • D3 -15 City of Southlake, Texas MEMORANDUM June 25, 1999 TO: Billy Campbell, City Manager FROM: Bob Whitehead, Director of Public Works SUBJECT: Neighborhood Street Repair Costs Action Requested: Provide guidance to staff on the scope of the street repair program. Background Information: In the past, the city's streets have been maintained by a visual inspection program to determine repair priorities. In an effort to manage our roadway infrastructure for optimal street condition at the most efficient costs, a computer program called MicroPAVER has been implemented. Although the process of inventorying the entire City's streets is a three year process, the arterial streets have been inventoried, inspected and analyzed. The remaining streets will be inspected by civil engineering students from the University of Texas at Arlington as class projects. Adding a temporary overlay to existing roads will be outside the scope tir of our current and future management programs, but can be added easily. Consideration needs to be given to the type of overlay desired and the timing of the overlay with respect to the Neighborhood Sewer Program. Financial Considerations: If the City takes a more aggressive approach to street repair, money will need to be budgeted for the additional work. The approximate cost per linear foot (LF) for repairing streets including Petromat will be $57i LF and $53/LF without Petromat. See attachment for costs of specific streets. Citizen Input/ Board Review: None. Legal Review: None. Alternatives: Continue with the current street repair plan. Supporting Documents: Specific Neighborhood Street Repair Costs. Staff Recommendation: Provide guidance to staff on the scope of the street repair program. D4-1 .. N a) cn E E 3 i a.) a) 0 a) I a) cn ' FO I.O N,. L. B a) i 0)Q)i O C OC: j ' d a) 0 C a)I Ci i� a) c, 0' � '_! O C4 O1 Olap Oi01) i U) 1ZIU) 0 Z!a) ! j i 4 Q!O Oj0;0 O! cCIO'O O O:Oi !O, E !OIO O:O'O, 0'' O Io!O 0!� of !v! ti. I Er)!� C) OD 0! ;t`i d 'dr tO ce)'CA!OI 1v-i Iv,rn t ,r- Una M! a M 1 N!v—: .0), O ; j I O ' U 0 ▪I- O U Eft E H3 as Q ' O'0i0 O 0 0 , �0 c4 i0:0 0 O O 0' ' , LL O 0 0 CD 0 CD �•+ itn!CD C) CA O' O' a) O O CV N- 0 N• 10,1.0 O't- ;O, .) a. i,M�',r�; CY)'I-' 0 LL O O Cl) 0 C U Eft tflc:& 69- (s O .Q J ..0 _ 0:0''0 0 O ' cr) t :0;0!O a0',O + ' � itf),C�0,0'CA 01 C Z a) I , J C, 0 N U)I.> c- '0 O = to O O I0 O 'U) a) -0 is CC 0 CtoC N .r -- .._ 4- i-0l ''W'� U ' ! l O LL LL L_i ti'CmiY' CO M O ' C'U - Q to tf); to N c) ! > ,D 5 Co > ii it a)a) CO O O a) O (U rn C/) :CL'CO'U) CL- al a O > cn U O O --C p Q! p' >, O CO d a =Oam Z > U) a) C -CIO) C C i I 0 C § T = co i 0ca Cn O ' , . p 0 0 O 0 0 Cr p a � —)I . e t— 0 0 D4-2 • City of Southlake, Texas MEMORANDUM June 25, 1999 TO: Billy Campbell, City Manager FROM: Melinda Polley, GIS Coordinator SUBJECT: Beyond Pretty Maps: GIS as a Management Tool Action Requested: Council's discussion of the use of GIS as a management tool. Background Information: What is GIS? A Geographic Information System is any system designed for capturing, storing, checking, integrating, analyzing, and displaying data about Earth. A GIS is a system that allows one to combine geographic datasets, or layers, and create new, unique geographical data that one may apply standard spatial analysis tools. GIS takes multiple databases and displays the information graphically. It can be said that a GIS is a relational database with a sense of space. Hard dollar benefits vs. Soft dollar benefits. Hard dollar benefits are those for which it is possible to place, with confidence, a dollar value on improving efficiencies of production processes like issuing permits, resurfacing streets, dealing with citizen requests, and carrying out public utility functions. Generally, benefits occur either because a process takes less time to accomplish, or because fewer people are required to accomplish a task. This allows the organization to either re-deploy the staff to other, more productive tasks, or alternatively the organization can reduce staff levels. One of the most powerful justifications for GIS is the "single event" that recoups enough funds, or saves the expenditure of enough funds, so that the entire investment in GIS is paid by this single event. Soft dollar benefits are those for which monetary benefits derived are difficult to determine, or the benefits are spread out over a number of years, and where there are multiple beneficiaries. Background While significant benefits can be derived from GIS in a relatively short time, it is often several years before widespread benefit is achieved by all those who expect them. The primary reason for this is that 90% of the time and D5-1 Billy Campbell June 25, 1999 Page 2 cost associated with GIS implementation is building the GIS database. It takes time to convert manual maps and other data into digital form that can be used in the GIS. In contrast, hardware and software usually make up less than 10% of the total cost of GIS implementation. GIS is somewhat unique in that the benefits received actually tend to grow the longer the GIS is in place. As more data is integrated into the GIS, and more users learn of its capabilities, the uses of GIS will increase, as well as the benefits. Often, these additional uses can be provided with no additional development. For example, ArcView software is designed for a typical person using Windows. ArcView provides easy access to all GIS data and related databases to support normal queries, reports, and maps for all city departments. The city can also use ArcView to provide information "over the counter" through a public access kiosk, or over the Internet. How can GIS assist the City of Southlake's daily functions? Improve the efficiency of services. An example of this would be improving the efficiency of permit issuance, zoning variance requests, pot hole maintenance, etc. Respond to regulatory requirements. One of the most widespread uses of GIS is to efficiently map and analyze pollution sites, degraded watersheds, urban stormwater and runoff problems, etc. GIS provides an efficient means to "inventory" the area of concern and assess possible solutions. Importantly, GIS allows city staff as well as the public to easily visualize the situation, and the proposed solutions. Therefore, the City Council can better understand the situation, and make more informed decisions. GIS can make it much easier to inform the public of the situation, and the options being considered. GIS can also help city staff more effectively and efficiently generate documentation for permits, grants, etc. they submit to state and federal agencies. Accomplish a stated goal, mission, or objective. Probably the most powerful means of justifying a GIS is to serve as a means to accomplish city objectives that often could not be accomplished, or at least could not be accomplished practically or economically, without GIS. An example might be identifying and characterizing sites for development purposes or to evaluate sites for a new school, fire station, etc. GIS offers the city a means to objectively apply a set of criteria to determine how a site will be selected. L D5-2 Billy Campbell June 25, 1999 Le Page 3 It is the mission of GIS to augment the management and decision-making processes of local government for the betterment of the community through the development, maintenance, and usage of spatially referenced data. The City does this by data construction or development and application development that includes usage and maintenance. What can GIS do for the City? The City of Southlake began its Geographic Information Systems (GIS) program in late 1995. Since then GIS has provided maps and analysis services to almost all city departments. The parcel line data has been merged with the Tarrant County Appraisal District tax data, thus allowing staff the ability to query the database graphically as well as through the tax data tables and display the results in a pictorial view. The city infrastructure layers, water, sewer, storm drain, etc., are under development with a projected completion date of December 1999. After that time the data will be updated periodically to reflect additions and changes to the infrastructure. Other layers of information the GIS maintains are zoning, land use, 911 street/block range/address data, pavement management data, sign inventory, (are capital improvement projects, and others. Last year the City contracted with Carter & Burgess to place 52 survey monuments throughout the city. These monuments are used by developers and surveyors to tie to the City's geographically referenced landbase. This year the City contracted with Landata Geo Services to provide contour/topographic information, aerial orthophotography and building footprints that will be used in the calculation of impervious coverage and assist in drainage management in the city. A demonstration of the capabilities of the Geographic Information Services program will be provided at the meeting. Financial N.A. Considerations: Citizen Input/ Board Review: N.A. Legal Review: N.A. Alternatives: N.A. D5-3 Billy Campbell June 25, 1999 Page 4 Supporting Documents: N.A. Staff Recommendation: Place the discussion of the city's GIS program on the agenda for the City Council's June Retreat for discussion. L L D5-4 TO: Billy Campbell, City City ofManager Southlake, Texas MEMORANDUM June 25, 1999 FROM: Shana K. Yelverton, Assistant City Manager SUBJECT: Garbage Collection Service Options Action Requested: Council discussion of garbage service options during the June Retreat. Background Information: The City of Southlake currently operates its garbage and recycling services under contract with Trinity Waste Services, approved by City Council in April 1997. Currently, garbage is picked up twice a week and recycling is collected once a week. The existing contract provides for a number of other special services including, but not limited to: (1) take all service (which provides for the collection of all items placed on the curb as long as the items are containerized in a can, bag, or box), (2) back door service (picking up the garbage at or behind the building line (16or as opposed to curbside—targeted to elderly and/or disabled customers), (3) Christmas tree chipping services, (4) Disaster assistance (equipment, personnel, and disposal at cost to assist in clean up operations), and (5) Expanded recycling list. These items were added to the Trinity (Laidlaw) contract during the renegotiations in 1997. At that time no residential rate increase was proposed for the first eighteen months of the contract, meaning that at that time Southlake residents were expected to continue to pay the rates which had been in effect since 1992 through October 1998. No rate increase has been requested from Trinity to date, meaning Southlake residents will continue to pay those rates, in reality, at least through October 1999. During the negotiation process, the staff and Council work group and Trinity representatives discussed other service options but decided to delay pursuit of those items until a future date. For example, the group discussed options for "green waste" to address the long-term goal of diverting this waste from the landfills. Another service option explored was that of automated service. Under this system, garbage is placed curbside in a 90 gallon toter and the garbage truck dumps the waste into the truck via an automated "arm." This option, which will be demonstrated at the Retreat, offers a number of service advantages. First, the automated system improves service because disposal is quicker and easier for the service provider. The driver never leaves the cab, operating D6-1 Billy Campbell June 24, 1999 Page 2 of 2 the automated truck using controls in the cab to lift the container and dump the garbage. This provides for a cleaner and faster operation, reduces driver turn over, and virtually eliminates blowing garbage. Second, the uniformity of the toters and the elimination of bags and other disposal containers at curbside provides for a more aesthetically pleasing neighborhood on pick up days. At the request of Councilmember DuPre, this item has been placed on the Retreat agenda for discussion. Is the Council interested in exploring this type of collection? Would the Council like to explore this option through a pilot program? Would the Council be comfortable pursuing this option, and if so, would once a week pick up be sufficient? Financial Considerations: Rates could be affected, depending on the service package selected. Citizen Input/ Board Review: Over the years, some citizens have called to inquire about the possibility of pursuing automated service, but no formal program has been put together to determine the level of interest among Southiake residents. Legal Review: NA Alternatives: Alternatives will be discussed during the presentation. Supporting Documents: None Staff Recommendation: Council discussion of service options during the June Retreat. L D6-2 City of Southlake, Texas MEMORANDUM June 21, 1999 (11 TO: Billy Campbell, City Manager FROM: Lauren Safranek, Director of Human Resources SUBJECT: Employee Recruitment and Compensation Concerns Action Requested: Consideration by the Council of future pay plan adjustments and budget implications. Background Information: As a result of the competitive economy and low unemployment rates over the last couple of years, the City of Southlake has experienced difficulties in the recruitment of new employees: This labor shortage affects both the public and private sectors alike. Yet, if cities plan to meet the demands of their growing citizenry and provide good services, they must attract suitable employees with competitive salaries and benefits and be willing to pay for (11 talented individuals. Because of these recruitment difficulties, cities all over the metroplex have evaluated their pay plans and policies. The City of Plano just conducted a study that concluded that they lagged the market by an average of 11.5%. City of Arlington completed a study that determined that, on an average, their salaries fell 16.5% below the market. The Town of Trophy Club hired consultants to evaluate their salaries and pay structure, and as a result, the Town made changes that brought employee salaries at or higher than most of Southlake's salaries. Though the City's market may not include Arlington and Plano, invariably any adjustment they, or any other metroplex City, make will eventually affect the City's market and its ability to compete for skilled laborers and professionals. As indicated during the Mid-Year review, it takes the City longer and longer to fill vacancies. At the time of the mid-year review, of the 36 positions advertised during 1998, 25% of the positions were open for greater than 60 days before they were filled, and 11% of the positions were open for greater than 90 days before they were filled. Even more startling is that 11% of the positions took longer than 240 days to fill and 16% of the positions were still open after longer than 150 days. Furthermore, the market for some more specialized positions such as GIS professionals, engineers, and firefighter/paramedics is extremely tough since professionals in these areas are in high demand, and therefore more selective about were they work. D7-1 Employee Recruitment and Pay June 21, 1999 Page 2 L Currently, the City's pay plan policy states that the City will conduct a survey and evaluate pay ranges every two (2) years. Our current pay plan was implemented in October 1997; therefore, the two-year mark for an evaluation is upon us. In preparation of the budget process and the need to evaluate our pay plan, a survey was sent out to the City of Southlake's 12 market cities to obtain survey information on 60 benchmark positions. These cities include: Hurst Bedford Euless Grapevine Colleyville Keller N. Richland Hills Addison Farmers Branch Flower Mound Trophy Club Coppell Once the survey information was collected and evaluated against our current pay plan, it became evident that the City currently lags in its pay. The market information illustrated that the City of Southlake's pay ranges compared to the average market pay ranges as follows: cov Municipal Court Clerk 2.8% below market average Administrative Secretary 6.4% below market average Secretary to the City Manager 11.3% below market average Office Assistant 11.2% below market average Cashier/Cashier 4.4% below market average Meter Reader 13.0% below market average Accounting Assistant 23.8% below market average Water Maintenance Worker 1.3% below market average Streets Maintenance Worker 2.9% below market average Parks Maintenance Worker 3.5% below market average Building Maintenance Worker 13.6% below market average Crewleader 6.6% below market average Code Enforcement Officer 24.1% below market average Building Inspector 9.3% below market average Construction Inspector 10.0%below market average Utility Billing Supervisor 20.5% below market average GIS Analyst 9.5% below market average Recreation Specialist 16.3% below market average Administrative Assistant 21.7% below market average Public Information Officer 20.5% below market average Chief Building Official 15.4% below market average Planner I 11.6% below market average L, Municipal Court Administrator 11.3% below market average Senior Accountant 10.1% below market average D7-2 Employee Recruitment and Pay June 21, 1999 Page 3 L Graduate Engineer 16.3% below market average Water Utilities Superintendent 17.1% below market average Streets & Drainage Superintendent 18.6% below market average Communications Specialist 5.7% below market average Police Officer 2.4% below market average Police Sergeant 4.9% above market average Police Corporal 1.1% above market average Firefighter/Paramedic 2.1% above market average Fire Lieutenant 8.7% above market average Fire Driver/Engineer 6.0% above market average On the average, the City's pay ranges lag the market by 10.27%. This significant drop in two years, since the current pay plan was implemented, could be due to: 1. Aggressive adjustments by our market cities to their pay plans to stay competitive. 2. The City's current pay plan was developed on the 60 percentile of the market maximum (an average percentile instead of a leading percentile). 3. Ranges developed that focused on maximum market value of a position instead of starting pay. To pay for the talented and quality employees the City desires, and to make it worth while for someone to commute into the City of Southlake to work, the City needs to consider paying above average salaries for most employees. For this reason, a pay plan is under development that would place the City's pay plan in the 75 percentile of its market. Furthermore, last week I conducted a quick survey to determine how many of the cities that we consider in our market are planning to or considering adjustments to their pay plan for FY 1999-2000. Five (5) cities responded indicating "yes" they were planning on or are considering pay adjustments ranging up to 22%. Financial Considerations: Final cost will be presented during the budget retreat. Citizen Input/ Board Review: Not applicable Legal Review: Not applicable D7-3 Employee Recruitment and Pay June 21, 1999 Page 4 Alternatives: Adopt a new pay plan based on the 65 percentile instead of the 75 percentile. Supporting Documents: Attached is a comparison of how the City's current pay ranges compare with the average pay ranges of the market. This is only a comparison of the benchmark positions surveyed, not all positions in the City. Staff Recommendation: Approved the adoption of a new pay plan for the City placing the pay ranges at the 75 percentile. L L D7-4 City of Southlake, Texas MEMORANDUM (kw- June 25, 1999 TO: Billy Campbell, City Manager FROM: Garland Wilson, Director of Public Safety SUBJECT: Crime Control and Prevention District Action Requested: Review progress of Crime Control and Prevention District. Background Information: The Crime Control and Prevention District (CCPD) was created in November of 1997 pursuant to a successful election for an additional Y2 cent sales tax to fund crime control facilities and activities. Voters approved the Crime Control and Prevention District embracing the strategy of purchasing property, building facilities and funding large capital items. The purchasing of land remains the highest priority of the Crime Control and Prevention District. Beginning in 1995, the Department of Public Safety conducted an analysis to identify specific locations designed to enhance the response and service to the cpp, residents of the City of Southlake. Location of the sites remains a key factor to the success of responding to and mitigating emergencies. Facilities located in key areas localize the service to residents of Southlake and will provide quick and efficient service. The Crime Control and Prevention District authorized, and the City purchased two of three tracts necessary to complete land acquisition. The remaining property, identified as the East facility location in the area of E. Southlake Boulevard and Carroll Ave., is being discussed and negotiated with the owner and a local developer. We expect a compromise will be reached soon and we will bring a contract forward for consideration. Revenues for the Crime and Control Prevention District have continued to increase since we began collecting the % cent sales tax in 1998. Projections failed to meet expectations for the first few months of collections. Projections based on the Southlake Parks and Development Corporation were used to project the income for the Crime Control and Prevention District, however, these projections did not consider that some utility companies are exempt from the crime control tax by law. Projections are meeting estimates monthly and we expect that trend to continue through the life of the current Crime and Prevention Control District. Projected income from the Y2 cent sales tax is projected to gross over nine million dollars. Current plans are to continue with the original strategy of land purchases and the construction of the facilities. L D7-5 Billy Campbell June 25, 1999 Pc Financial Considerations: Funding is provided through the half-cent sales tax approved by voters in 1997. Crime Control and Prevention District does not encumber debt. Purchases are approved and forwarded to the City Council for approval and action. The City Council approves the type of funding and then issues appropriate notes or bonds based upon the Crime Control and Prevention District's revenue. Citizen Input/ Board Review: Citizen input is received through meetings with SPIN groups and local residents in close proximity to the facilities. Legal Review: All contracts are reviewed by our City Attorney prior to execution. Alternatives: Not applicable Supporting Documents: 1/2-Cent Sales Tax Report Staff Recommendation: Continue with West site facility construction and purchase property as (61.- identified for East site. GW/bls Approved for Submittal to City Council: City Manager's Office L D7-6 SOUTHLAKE CRIME CONTROL AND PREVENTION DISTRICT 1/2% SALES TAX REPORT Le 1998-99 Collected Budget Balance Budget to Date Balance Percent $1.438.525 $914,383 $524.142 36.4401a Fiscal Year Fiscal Year Dollar Percent 1997-98 1998-99 Increase/ Increase/ MONTH Actual Actual (Decrease) (Decrease) October $ - $ 125,207 125,207 100.0% November - 92,367 92,367 100.0% December - 102,325 102,325 100.0% January - 135,618 135.618 100.0% February - 98,730 98,730 100.0% March - 95,853 95,853 100.0% April - 137,694 137,694 100.0% May 77,337 126,588 49,251 63.7% June 86,019 - n/a n/a (60.., July 108,531 - n/a n/a August 105,651 - n/a n/a September 89.966 - n/a n/a TOTAL $467,504 $914,383 $837,046 n/a Budget Actual Estimated (budget-est.) 1998-9a 1998-99 1998-99 Difference Change October $ 135,242 $ 125,207 $ 125,207 $ (10,035) -7.42% November 110,437 92,367 92,367 (18,070) -16.36% December 93,447 102,325 102,325 8,878 9.50% January 151,935 135,618 135,618 (16,317) -10.74% February 96,323 98,730 98,730 2,407 2.50% March 91,324 95,853 95,853 4,529 4.96% April 122,774 137,694 137,694 14,920 12.15% May 124,177 126,588 126,588 2,411 1.94% June 114,182 - 114,182 - 0.00% July 156,289 - 156,289 - 0.00% August 127,807 - 127,807 - 0.00% September 114,588 - 114,588 - 0.00% $ 1,438,525 $ 914,383 $ 1,427,249 $ (11,276) -0.78% Cr D7-7 City of Southlake, Texas MEMORANDUM June 24, 1999 (01.0" TO: Billy Campbell, City Manager FROM: Greg Last, Director of Economic Development SUBJECT: Step 3 - Results of City Council Ranking Action Requested: Review and confirm prioritization results. Background Information: The "Project Prioritization" process has been utilized as a management tool for several years to best match staff work with the priorities of Council. It allows City Council, board members and individual advocates of projects an opportunity to place their item before City Council for collective ranking. This process has provided clear direction to staff as to the Council's desires and has greatly aided in the productivity of staff due to our ability to focus on the higher priorities. Note that the attached Master Schedule shows the actual distribution of rankings in the left five (5) columns, and the results of this distribution in the far right two (16.- (2) columns. The score (far right column) is derived by multiplying the frequency of response by the priority level, summing, and dividing by the number of responses. (e.g for top ranked item 6x1=6, 1 x2=2, 6+2=8, 8-7=1.14) Then all items are ranked (second column from right) based on the score. Financial Considerations: None Citizen Input/ Board Review: Citizens, board members, staff and any interested parties are allowed to submit a Project Advocacy Form (PAF) for consideration by Council. Legal Review: None Alternatives: Staff would be glad to pursue alternative management tools if suggested. However, the current process has been effective in matching Council's desires with staff's efforts for several years. Supporting Documents: Attached you will find the following information. • Master Schedule of all projects as ranked by Council. • Summary of projects completed from previous priority schedules. • Additional comments received from Councilmembers during ranking. • Project Advocacy Forms for all projects on master schedule as noted. P8- Staff Recommendation: Evaluate the results of the ranking and provide direction to staff as needed. L Approved for Submittal to City Council: i anager's Office \\S 0001\SHARED\ComDev\WP-FILES\PROJECTS\PRIORITY\pri-7mem.doc L L .08- s Priority MASTER SCHEDULE - City Council Project Priorities 1999 June Retreat Ranking - 6/25/99 10:52 AM L, High-Low Results % PAF 1 2 3 4 5 Dept Item Comp Enc. Rank Score - 6 1 PL Zoning Ordinance-Outside Storage Issues(no workgroup) 80% Yes 1 1.14 4 3 ENG Drainage Master Plan 25% Yes 2 1.43 Phase I: Inventory and data assembly Done - Phase II: West Jones Branch Study Area Done Phase III: South Fork Kirkwood Branch Study Area 50% 4 3 ENG Drainage Ordinance Revisions 80% Yes 2 1.43 5 1 1 CS Sidewalk/Trail Implementation Plan 5% Yes 2 1.43 6 1 CM Citywide Strategic Plan 0% Yes 5 1.57 4 2 1 PS Lighting Standards 90% Yes 5 1.57 3 1 2 1 ED Revisions to Tax Abatement Policy 20% Yes 7 2.14 3 2 1 1 PL City-Initiated Rezonings per the 1998 LUP Update(on hold) 0 Yes 8 2.29 2 1 4 PL Hotel/Motel Regulations in Zoning Ordinance 5% Yes 8 2.29 2 3 1 1 ENG Underground utilities 0% Yes 8 2.29 1 2 4 CM Commercial Dumpster Ordinance 50% Yes 11 2.43 4 2 1 ENG Utility Placement Ordinance 50% Yes 12 2.57 3 3 1 PL Zoning Ordinance-Front Yard Issues(Workgroup) 10% Yes 13 2.71 2 4 1 PS Update Noise Control Ordinance No.484 10% Yes 13 2.71 ci3 1 2 1 CM Southlake Historical Commission 0% Yes 13 2.71 1 2 2 2 All Impact fee update 50% Yes 13 2.71 1 1 4 r 1 ENG Storm Water Utility District 80% Yes 17 2.86 1 1 3 2 CS Youth Master Plan Development 0% Yes 17 2.86 1 5 1 ENG Street Standards Ordinance(Ord. 217) 75% Yes 19 3 2 2 2 1 PS Emergency Preparedness Notification Program 0% Yes 19 3 1 4 2 PL/PS Revise Landscape Ordinance to include bufferyards etc. 0% Yes 19 3 3 4 ENG Street Light Standards(separated from lighting stds above) 0% Yes 22 3.14 2 1 1 3 CS Trail System Master Plan Update 5% Yes 22 3.14 4 3 PL Zoning Ord:Reduce Residential PUD Min.Acreage 50% Yes 24 3.29 (land conservation revision)on hold 1 2 1 3 PL Zoning Ordinance 480-V-Misc.Clean-up Items Phase I 80% Yes 24 3.29 1 2 3 1 ENG Utility Policies and Standards Ordinance 50% Yes 24 3.29 2 2 2 1 PW Septic Ordinance 25% Yes 24 3.29 2 4 PL Zoning Ordinance-Special Events Permit&Procedures 80% Yes 28 3.33 1 2 1 3 CS Revise Bob Jones Park Master Development Plan 0% Yes 29 3.43 1 1 3 2 PL Amortization of Certain Non-Conforming Uses(on hold) 0 Yes 30 3.57 1 3 1 2 CM Open Records Ordinance 15% Yes 30 3.57 1 1 3 2 PL Michael Drive Initiative(Direction from CC on 12-1-98) 60% Yes 32 3.71 3 3 1 PS Parade and Street Closure Ordinance 5% Yes 32 3.71 1 2 1 3 PL Sign Ordinance Revisions(704-B)Open House Signs(4a,..r 0% Yes 34 3.86 2 3 2 CS Clean Streets/Beautiful City Project 0% Yes 35 4 L:\ComDev\WP-FILES\PROJECTS\PRIORITY\PRI-RNK-09.doc Page 1 of 4 D8-3 IPriority MASTER SCHEDULE - City Council Project Priorities 1999 June Retreat Ranking — 6/25/99 10:52 AM (16,,,, High—Low Results °A PAF 1 2345 Dept Item Comp Enc. Rank Score 1 3 3 PL Zoning Ordinance-SUP for Commercial uses in Industrial 5% Yes 36 4.14 Districts 1 3 3 CS Revise Bicentennial Park Master Development Plan 0% Yes 36 4.14 1 2 4 CM All America City Award in 2000 0% Yes 38 4.29 1 1 5 CM Rules of the City Council 0% Yes 39 4.57 Dept Legend: PW=Public Works,ENG=Engineering,PL=Planning,CS=Community Services,CM=City Manager, SEC=City Secretary,PS=Public Safety,HR=Human Resources,FI=Finance,ED=Economic Development The following items have been asked for/approved by Councilmembers but have not been prioritized by City Council CMO Trash pick-up contract review(PD) 0% Yes PS Revise Tree Ordinance(DE) 0% Yes PL Revise Multi-Family Requirements(DE) 0% Yes PL Revise Manufactured Housing Requirements(DE) 0% Yes ENG Revise Flood Plain Ordinance(DE) 0% Yes (hisi PS? Write grading(earth moving)ordinance(DE) 0% Yes The following items are additional projects identified by staff. L L:\ComDev\WP-FILES\PROJECTS\PRIORITY\PRI-RNK-09.doc Page 2 of 4 , Following are Completed Projects from Previous Priority Schedules Dept CC Rank Item Date Approved by Council - S/ED NA Landscape Ordinance Revisions Estimated June, 1999 CS 4.43 Park Dedication Ordinance-Fee Justification Study April 6, 1999 PS N/A Excavation Ordinance#693-A February 16, 1999 PL 3.0 Sexually Oriented Business Ord. No. 731 February 2, 1999 PUPS N/A Sign Ordinance Revisions(Ord. No. 704-A) December 1, 1998 CMO 3.43 Smoking Ordinance November 17, 1998 PL 2.43 Zoning Ordinance 480-BB: Impervious Coverage October 20, 1998 _ PS 3.71 Health and Sanitation Ordinance October 20, 1998 PR 1.57 Land Acquisition Plan for Ultimate Build-out of Park System September 28, 1998 PR 1.25 Update of Parks and Recreation and Open Space Master Plan Presented to SPDC and Pk Board joint Meeting September 28, 1998 PL 2.43 Zoning Ordinance Revision: Ordinance 704 September 1, 1998 PL/PS 1.57 Zoning Ordinance 480-BB: Impervious Coverage September 1, 1998 PL/PS 1.57 Zoning Ordinance 480-CC: Residential Adjacency Standards July 21, 1998 (Neighboring Preservation Ord.)(also addressed parking issue) PL 1.00 Comprehensive Land Use Plan Update January 20, 1998 PL 2.33 Tree Preservation Ordinance 585-A December 16, 1997 PL/CS 2.50 Sidewalk Ordinance December 16, 1997 PL N/A Zoning Ord.480-Z(Service Station Regulation) August 19, 1997 PL N/A Zoning Ord.480-Y(Personal Care Facilities) July 1, 1997 PL 2.00 Subdivision Ordinance—Park Dedication Provisions July 1, 1997 PL 2.67 Subdivision Ord. Thoroughfare References&Misc. June 17, 1997 CMO 3 Ordinance Codification(Administration portion) March 14, 1997 PL 1.00 Master Thoroughfare Plan Update March 4, 1997 (re, PL 1.67 Zoning Ord.480-W(Telecommunication Towers&Antennas) February 4, 1997 PL N/A Zoning Ord.480-X(Revisions to PUD density calculations) February 4, 1997 PR 1.75 Master Plan for Bob Jones Park November 19, 1996 PR 2.00 Master Plan for Bicentennial Park November 19, 1996 , L.. L:\ComDev\WP-FILES\PROJECTS\PRIORITY\PRI-RNK-09.doc Page 3 of 4 DgZ.s Additional Comments: C." I would like to review our trash pick-up contract. I think other options would be worth looking over. Also, I've talked with some business owners who are having problems with someone dumping at their dumpsters. (i.e. PetSmart has a water heater at their dumpster today. Someone goes through their dumpsters and adds garbage to it!) --DuPre > Revise Tree Ordinance Revise Multi-family Requirements Revise Manufactured Housing Requirements Revise Flood Plain Ordinance Write grading (Earth Moving) Ordinance --Edmondson L L L:\ComDev\WP-FILES\PROJECTS\PRIORITY\PRI-RNK-09.doc Page 4 of 4 PROJECT ADVOCACY FORM SHORT TITLE: Zoning Ordinance Revisions: Outside Storage and Screening Standards TYPE OF PROJECT: Scope: New , Minor Revision X , Major Revision Type: Ordinance X , Master Plan Component , Project Other: REQUESTED BY: Karen Gandv. Zoning Administrator STAFF CONTACT: Karen Gandy, Zoning Administrator, 481-5581, ext. 743 DATE OF REQUEST: 10/23/96 DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) 1. Development standards for outside storage and screening are not compatible with the community=s vision. 2. Walls, fencing. hedges/plantings may not be adequate to totally screen the outside storage, parking areas. etc. List any potential considerations. (Do not define solution) 1. Consider differentiating between outside storage and outside display. (or 2. Consider increasing the height of walls or placementplantings g of more mature in order to allow some outside storage. 3. Establish a work group comprised of business representatives, city officials and staff to establish regulations which balance the objectives of the community with the needs of businesses. General Comments: 1. Zoning Administration and Code Enforcement Divisions are faced with outside storage issues on a weekly basis. Current regulations are too subjective and need more definition in order to effectively enforce the community=s standards. List any references to be reviewed (other cities, etc.) or any documents attached to this request. 1. N/A I.:CO\IUI:\' \\l'-Fil EN PROJECTS`I'RIURITYPRO.I-1( ). RM`,STORAGO3.I)UC March 19. 1999 Pa_c I or I OS-1 PROJECT ADVOCACY FORM (111"1" E: Drainage SHORT TITL e Master Plan g TYPE OF PROJECT: Scope: New XX , Minor Revision , Major Revision Type: Ordinance , Master Plan Component XX , Project Other: REQUESTED BY: CC , P&Z , ZBA , PB , STAFF , OTHER: STAFF CONTACT: Bob Whitehead, Director of Public Works, 481-5581, ext. 740 DATE OF REQUEST: DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) 1. The only infrastructure system without a Master Plan. 2. As the City develops, storm water runoff will become more critical. 3. Develop a CEP and maintenance plan. (01., List any potential considerations. (Do not define solution) 1. Phase I, data collection is completed. 2. Because storm water crosses political boundaries, the City will need to coordinate with surrounding cities. 3. EPA- Clean Water Act and other environmental acts will impact decision. General Comments: Actual development of Master Plan has begun. • West Jones Branch engineering design is complete. Easements are being acquired. Bids will be taken Fall 1999. • South Fork of Kirkwood Branch is 30% designed. List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. Phase I-Master Drainage Plan section • Executive Summary • Priority Ranking L:\COMDEV\WP-FILES\PROJECTS\PRIORITY\PROJ-REQ.FRM\DRAINMP3.DOC Form Date:March 19,1999 Page 1 of 1 D8-8 PROJECT ADVOCACY FORM (how, SHORT TITLE: Drainage Ordinance No. 605 TYPE OF PROJECT: Scope: New , Minor Revision X , Major Revision Type: Ordinance X . Master Plan Component . Project Other: REQUESTED BY: • Scott Martin and Debra Edmondson - CC X , P&Z , ZBA , PB , STAFF , OTHER: STAFF CONTACT: Charlie Thomas DATE OF REQUEST: June 5, 1998 DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) I. We must mitigate the massive amount of new additional run-off which will be generated by the 200% to 300% increase in the impervious coverage from the expansion of S.H. 114 and its associated interchanges and "Fly-overs". the expansion of F.M. 1709 and F.M. 1938, as well as the plethora of new commercial development associated with these three corridors. ?. We must eliminate the filling of or building within the "Flood Plains" of our city in order to protect (01., the downstream properties. 3. We must mitigate the run-off of toxic materials, such as motor oil,- hydraulic fluid. brake fluid. antifreeze. etc., from roadways, highways. parking lots, driveways. etc.. in order to protect and prevent contamination of our underground water table, as well as our streams. ponds. and lakes and their associated wildlife. List any potential considerations. (Do not define solution) 1. 7 General Comments: These efforts should "dovetail" or pre-empt the Corp of Engineers. E.P.A. and the T.N.R.C.C. in regards to their anticipated new requirements/regulations in regards to the above listed concerns. List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. b. L',COSIDEV\WP-FILES,.PROJECTS\PRIORITY\PROJ-REQ FRN1'DR-ORDO2 DOC Form Date:March 19. 1999 Page 1 of 1 ag-q PROJECT ADVOCACY FORM SHORT TITLE: Sidewalk Trail Implementation Plan TYPE OF PROJECT: Scope: New X , Minor Revision , Major Revision Type: Ordinance , Master Plan Component . Project Other: REQUESTED BY: Kim Lenoir for SPDC & Park Board Members STAFF CONTACT: Kevin Hugman, Director of Community Services, 481-5581, ext. 757 DATE OF REQUEST: 1-26-98 DATE RECEIVED: 1-26-98 BY: GL Outline problem, concern or opportunity. (Do not define solution) 1. To prepare a plan for implementing trail and sidewalk construction per the master plan. Much like the sewer program. 3. List any potential considerations. (Do not define solution) 1. Trail and sidewalk construction should be tied into CIP for street construction. �. Develop implementation plan in consent with planned Trail System Master Plan updated scheduled for 1999. General Comments: List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. b. L L.\COMDE4-WP-FILES\PROJECTS\PRIORITY\PROD-REQ FRM\SIDE-0,13 DOC Form Date:March 19, 1999 Page I of I 1Wg',O PROJECT ADVOCACY FORM Ly, SHORT TITLE: Citywide Strategic Plan TYPE OF PROJECT: Scope: New XX , Minor Revision , Major Revision Type: Ordinance , Master Plan Component . Project XX Other: REQUESTED BY: CC , P&Z , ZBA , PB , STAFF XX , OTHER: STAFF CONTACT: Shana Yelverton, Assistant City Manager, 481-5581, ext. 705 DATE OF REQUEST: DATE RECEIVED: BY: Note: It is staffs intent with this project to begin anew after receiving feedback from the citizen survey and completion of the upcoming elections. This will allow clear feedback and direction regarding this topic. Outline problem, concern or opportunity. (Do not define solution) 1. Ensure that the community, elected officials and staff are moving forward with a shared vision. 2. Create a forum for making informed decisions when setting budget priorities or deciding when setting budget priorities or deciding among program alternatives. 3. List any potential considerations. (Do not define solution) 1. Process should include community, elected officials, staff General Comments: Process has begun, but report needs to be inclusive of new Council members. May wish to consider updated survey data. List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. b. L.\CO\IDEY.WI'-FILES.PROJECTS\PRIORITY\PROJ-REQFRM\STRATEG2DOC Form Date:March 19, 1999 Page I of I D�-�1 PROJECT ADVOCACY FORM. SHORT TITLE: Lighting Standards TYPE OF PROJECT: Scope: New X , Minor Revision , Major Revision Type: Ordinance X , Master Plan Component , Project Other: REQUESTED BY: . Pam Muller, ex-Councilmember STAFF CONTACT: Gary Gregg, Deputy Director of Police Services DATE OF REQUEST: 10/23/96 DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) I. Add section on "Lighting Standards" to the zoning ordinance 2. Address the adjacency issues between residential and nonresidential developments. List any potential considerations. (Do not define solution) 1. Establish measurable (enforceable) standards to assist building inspections and code enforcement. L General Comments: Take into consideration zoning categories. light direction, parking lots, buildings. athletic stadiums/fields. parks. List any references to be reviewed (other cities, etc.) or any documents attached to this request. L L.'CO\IDE\WP-FILES PROJECTS\PRIORITY\PROJ-REQ FRM\LIGHT)DOC March 19. 1999 Paae 1 of 1 t - 12 PROJECT ADVOCACY FORM SHORT TITLE: Revisions to Tax Abatement Policy TYPE OF PROJECT: Scope: New , Minor Revision . Major Revision XX Type: Ordinance . Master Plan Component . Project Other: REQUESTED BY: City Council CC X , P&Z , ZBA , PB , STAFF , OTHER: DATE OF REQUEST: May 4, 1999 DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) 1. Existing policy may not clearly articulate the type and quality of entities we desire 2. Existing policy may not clearly request adequate information that council and staff need for proper review and consideration 3. List any potential considerations. (Do not define solution) (00.- 1. May desire clearer definition of criteria such as employment levels, investment levels, required infrastructure. and impact on the community such as environment and housing 2. May desire inclusion of a formal application 3. General Comments: As the city anticipates an increase in commercial development along S.H. 114, we would like to provide a policy that clearly describes the entities and investment we desire. List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. Staff contacted over 45 communities within the DFW Metroplex to survey if they have a current tax abatement policy. Further, staff has reviewed the policies of 22 communities and Tarrant County for comparative purposes, and has also contacted the City of Austin. b. L.\CO\1DEV‘1P-FILES\PROJECTS\PRIORITY`.PROJ-REQ FR;11\tax-Policy-01 doc Form Date:May 14, 1999 Page 1 of 1 �$-13 PROJECT ADVOCACY FORM SHORT TITLE: City Initiated Rezonings TYPE OF PROJECT: Scope: New , Minor Revision . Major Revision Type: Ordinance XX , Master Plan Component , Project Other: REQUESTED BY: Ronnie Kendall, City Councilmember STAFF CONTACT: Karen Gandy, Zoning Administrator, 481-5581. ext. 743 DATE OF REQUEST: DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) 1. Potential for development to occur on tracts currently zoned more intensively than might be desired. �. Less control on already zoned tracts. 3. (ape List any potential considerations. (Do not define solution) 1. A list of zonings which do not conform to the 1998 LUP recommendations was included in the data accumulated for the 1998 LUP update. Look at all properties zoned "C-3" to see if"C-2" or "C-1" would be more appropriate to the intensive uses of the surrounding areas. 3. General Comments: List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. b. (6., C. L:\COMDEVWP-FILES\PROJECTS\PRIORITY\PROD-REQ.FRM\REZONE02.DOC Form Date: March 19, 1999 Page 1 of 1 bxi• PROJECT ADVOCACY FORM SHORT TITLE: HOTEL/MOTEL REGULATIONS TYPE OF PROJECT: Scope: New , Minor Revision , Major Revision Type: Ordinance X . Master Plan Component , Project Other: REQUESTED BY: Greg Last, Community Development Director CC , P&Z , ZBA , PB , STAFF X , OTHER: STAFF CONTACT: Art Wright, Zoning Assistant DATE OF REQUEST: 12/98 DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) 1. To establish regulations to insure quality hotel developments in Southlake 3. List any potential considerations. (Do not define solution) 1. Proximity of restaurants, shopping, services. etc. Permit hotels in certain districts by Specific Use Permit. 3. Bed and Breakfast establishments General Comments: General desire is to insure quality commercial growth. particularly along the SH 114 corridor where more regional types of services might be provided. We want to be able to assure potential corporate relocations that only hotels of a certain standard would be constructed along the corridor in order to maintain a professional image for the corridor. List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. b. L L\CO\IDE\`\VI'-PILES`.PROJECTS\PRIORITVPROJ-REQFRS1\HOTEL?.DOC Form Date: March 19. 1999 Page 1 of 1 V$-JS PROJECT ADVOCACY FORM L. SHORT TITLE: Underground Utilities TYPE OF PROJECT: Scope: New XX , Minor Revision , Major Revision Type: Ordinance , Master Plan Component , Project Other: REQUESTED BY: Baron Rittiner(817) 491-3939 CC , P&Z , ZBA , PB , STAFF , OTHER: Citizen STAFF CONTACT: Ron Harper, Director of Engineering DATE OF REQUEST: 3/22/99 DATE RECEIVED: 4-15-99 BY: GL Outline problem, concern or opportunity. (Do not define solution) 1. Visual pollution. 2. Proliferation of overhead utility cables and poles - see Kimball Avenue and S.H. 114 (NW corner). L 3. Lack of maintenance of utility poles - crooked, leaning- see south side of S.H. 114 between Carroll Avenue and Kimball Avenue. List any potential considerations. (Do not define solution) 1. Total cost of relocating overhead utilities over a 25-35 year period of rapid growth would exceed cost to bury. 2. Dual certification- TU/Tri-County guarantees that Southlake will have a much worse problem over time than surrounding cities. General Comments: Long term visual and aesthetic impact of overhead utilities will have a significant negative economic impact. List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. Flower Mound -F.M. 2499 - overhead utilities moved underground. b. April 97 -breakfast with Curtis Hawk to discuss this issue. c. Shawn Poe is researching S.H. 114 utility easements. L L\COMDEV\WP-F1LES\PROJECTS\PRIORITY\PROI-REQ.FRM\under-01.doc Form Date:May 14,1999 Page 1 of 1 Dir-t' PROJECT ADVOCACY FORM Li., SHORT TITLE: Commercial Dumpster Ordinance TYPE OF PROJECT: Scope: New XX , Minor Revision , Major Revision Type: Ordinance XX , Master Plan Component . Project Other: REQUESTED BY: CC , P&Z , ZBA , PB , STAFF XX, OTHER: STAFF CONTACT: Shana Yelverton DATE OF REQUEST: DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) 1. Many of the commercial customers are not using dumpsters, rather, they set out their garbage as if they were a residential customer. this leads to a large number of plastic bags. etc.. placed on the roadway in areas such as FM1709. in the residential neighborhoods. builders pile up the scrap material and other waste, to be removed later. Not only is this unsightly. with the wind this is a problem with paper and other such debris being blown about the area. 3. List any potential considerations. (Do not define solution) 1. General Comments: Requiring all commercial customers to use a dumpster, and requiring homebuilders to use a dumpster (which could perhaps be shared in subdivision where houses are being constructed next door to each other, would go a long way in cleaning up our City. List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. b. L.\COMIDE\IWP-FILES\PROJECTS\PRIORITVPROJ-REQ.FRNI\CO\IDC\IP'_.DO(' Form Date:March 19. 1999 Page 1 of 1 D8-i� PROJECT ADVOCACY FORM SHORT TITLE: Utility Placement Ordinance TYPE OF PROJECT: Scope: New XX . Minor Revision . Major Revision Type: Ordinance XX , Master Plan Component . Project Other: REQUESTED BY: CC , P&Z ZBA , PB , STAFF , OTHER: STAFF CONTACT: Bob Whitehead, Director of Public Works. 481-5581, ext. 740 DATE OF REQUEST: DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) 1. Location of improvements to public utilities within the City. �. Lack of communication with Franchise holders (other utility companies). 3. Large number of utilities in City ROW. (rig" List any potential considerations. (Do not define solution) 1. Telecommunications Act may have impacted this area of control. ?. Utility companies have individual franchise agreements. General Comments: Many meetings have been held with the utility companies jointly and individually. Utility companies do not want more regulations. City staff has received more cooperation since discussions started on a new ordinance. List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. b. L L.\COMDEV\WI-FILES\PROJECTS\PRIORITY\PROD-REQ.FRM\UTILPLC2.DO(' Form Date:March 19, 1999 Page 1 of 1 PROJECT ADVOCACY FORM SHORT TITLE: Zoning Ordinance Revisions: Correcting inconsistencies between "Frontage," "Front Yard," "Lot Frontage" TYPE OF PROJECT: Scope: New , Minor Revision , Major Revision X Type: Ordinance , Master Plan Component , Project Other: REQUESTED BY: Karen Gandy, Zoning Administrator STAFF CONTACT: Karen Gandy, Zoning Administrator. 481-5581. ext. 743 DATE OF REQUEST: 10/23/96 DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) 1. Corner lots require front yard setback on each street frontage. 2. Ordinance requires "front" of the lot to be the lot line along the street which has the least dimension. 3. Builders want the flexibility to choose which street to front. 4. These inconsistencies have caused addressing and permitting problems. 5. There are a growing number of"flag or panhandle lots" being submitted as infill properties are being developed. (iime 6. Better define where lot width is measured. (Staffs interpretation: measured at the minimum front yard setback). 7. Establish a minimum lot width for non-residential lots. List any potential considerations. (Do not define solution) 1. Consider adding a development regulation for "Side Yards Adjacent to Street.' like PUD's have in their regulations. 2. Establish minimum criteria for approval of flag lots(e.g., maximum number of lots, maximum acreage. etc.). 3. Consider reducing the minimum lot width of cul-de-sac lots to 85' instead of the required 100' for residential lots so that only the minimum required front setback is shown on the plat. 4. Revise yard definitions to better evaluate the appropriate setbacks, especially on irregularly-shaped lots. 5. Determine whether adequate lot frontage is achieved by the lot abutting a public street or by accessing a public street by means of a common access easement. If the lot does not have to abut a public street, how are the required setbacks established...where are the front. side, and rear yards of the lot? General Comments: List any references to be reviewed (other cities, etc.) or any documents attached to this request. (16., a. N/A L\CO\MDEv.wP-FILES,PROTECTS\PRIORITY`,PROJ-REQ.FRS1\FRONT-04.DOC File Date: March 19. 1999 Page 1 di PROJECT ADVOCACY FORM LPlease till out the following information related to your request for consideration of a project. ordinance or revision to an existing ordinance. A disk copy of this form can be provided to allow you to insert your comments in typed form. Contact Lori Farwell in Community Development at (817) 481-5581. ext 744. SHORT TITLE: Noise Ordinance Update TYPE OF PROJECT: Scope: New , Minor Revision XX , Major Revision Type: Ordinance XX , Master Plan Component . Project Other: REQUESTED BY: CC , P&Z , ZBA , PB , STAFF , OTHER: DATE OF REQUEST: DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) 1. Cy, , List any potential considerations. (Do not define solution) 1. 3. General Comments: List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. L b. L\COMMDEV\WI'-FILES\PROJECTS\PRIORITY\PROJ-REQ.FR11\NOISE I WPD Form Date:February 24. 1998 Page 1 of 1 rt-2O PROJECT ADVOCACY FORM SHORT TITLE: Southlake Historical Commission TYPE OF PROJECT: Scope: New XX Minor Revision , Major Revision Type: Ordinance . Master Plan Component . Project XX Other: REQUESTED BY: City Manager's Office CC , P&Z , ZBA , PB , STAFF XX , OTHER: STAFF CONTACT: Shana Yelverton, Assistant City Manager DATE OF REQUEST: 2-2-99 DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) 1. A formal program to preserve Southlake history is needed as the "human resources- currently available to document historical events and places diminish within our community. 2. Effort would need to be coordinated with Southlake Historical Society. 3. List any potential considerations. (Do not define solution) 1. 3. General Comments: List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. b. L L\COMDEV\WP-FILESTROJECTS\PRIORITY\PROJ-REQ.ERM\SLHISTO'_.DOC Form Date:March 19. 1999 Pane I of I ��2\ • PROJECT ADVOCACY FORM (0.„ SHORT TITLE: Impact Fee Update P p TYPE OF PROJECT: Scope: , Minor Revision XX , Major Revision Type: Ordinance , Master Plan Component , Project Other: REQUESTED BY: Statutory Requirement CC , P&Z , ZBA , PB , STAFF , OTHER: STAFF CONTACT: Shana Yelverton, Assistant City Manager DATE OF REQUEST: DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) 1. State law requires that the impact fees be evaluated at least every three years. 2. 3. List any potential considerations. (Do not define solution) 1. Currently there are proposed changes to the impact fee laws being discussed by the legislature. General Comments: This update is currently underway. The Planning and Zoning Commission was appointed as the Capital Improvements Advisory Committee. They have reviewed the Land Use Assumptions and a portion of them reviewed the water/sewer capital projects review at the last meeting. Another meeting is scheduled to cover w/ s for those who could not attend or are new appointees. List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. b. c. L L:\COMDEV\WP-FI ES\PRoJEcrs\PRIOR1mean-REQ.FRMw3LANK5 doc Form Date:May 29,1998 Page 1 of 1 DS-2a PROJECT ADVOCACY FORM SHORT TITLE: Storm Water Utility District TYPE OF PROJECT: Scope: New XX . Minor Revision . Major Revision Type: Ordinance . Master Plan Component . Project XX Other: REQUESTED BY: CC , P&Z , ZBA , PB , STAFF , OTHER: STAFF CONTACT: Bob Whitehead. Director of Public Works. 481-5581. ext. 740 DATE OF REQUEST: DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) 1. Need method of financing drainage improvements besides property tax. �. Storm Water Master Plan is being developed which will define the drainage needs by basin and by creek branch. 3. LList any potential considerations. (Do not define solution) 1. Surrounding cities have already instituted such a drainage district. 3. General Comments: Storm Water Utility District would also finance the engineering for the Master Plan along with capital improvements and maintenance. List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. Cities of Grapevine, Keller. Colleyville all have such districts. b. L.\COMDEV WI'-FILES'PROJECTS\PRIORITY\PROJ-REQ FRM\STORM'DOC Form Date:March 19. 1999 Page 1 of 1 10g-23 PROJECT ADVOCACY FORM SHORT TITLE: Youth Master Plan Development TYPE OF PROJECT: Scope: New X . Minor Revision , Major Revision Type: Ordinance , Master Plan Component . Project X Other: REQUESTED BY: City Manager's Office CC , P&Z . ZBA , PB , STAFF XX , OTHER: STAFF CONTACT: Kevin Hugman DATE OF REQUEST: 2-3-98 DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) 1. Youth programs offered in Southlake are good and SYAC is at a point where it could really take off, but we have not yet undertaken a focused and organized approach to determine the types of programs and services we need to offer children, youth and families. There is currently no formal road map guiding the community for youth initiatives. 2. Through SYAC, the Youth Park Board and Southlake Parks and Recreation Board. the Drug & Alcohol Committee, local school districts and other community groups. the City of Southlake has an extensive community network of citizens (both youth and adults) to actively provide input into the development of a youth master plan. These groups also provide a framework through which services and programs could be offered. List any potential considerations. (Do not define solution) l. A broad cross-section of the Southlake community should be involved in the development of the plan. 2. The plan could be very expansive or limited in scope, but would probably require the appointment of a citizen steering committee to guide the process. 3. Strong coordination would be needed to ensure existing resources are involved and active in the process. The development of a Youth Master Plan should be a comprehensive effort. General Comments: List any references to be reviewed (other cities, etc.) or any documents attached to this request. (b., a. ICMA award-winning plans from Claremont, CA and Corpus Christi, TX L\CONIDE\ PA'IL ES'PROJECTS\PRIORITY\PROJ-REQ.FRMWOUTHO?.DOC Form Date:March 19. 1999 Page I of 2 'Of—204 PROJECT ADVOCACY FORM SHORT TITLE: Street Standards Ordinance (Revision to Ordinance 217) TYPE OF PROJECT: Scope: New XX . Minor Revision , Major Revision Type: Ordinance XX , Master Plan Component . Project Other: REQUESTED BY: - CC , P&Z , ZBA , PB . STAFF , OTHER: STAFF CONTACT: Bob Whitehead, Director of Public Works, 481-5581, ext. 740 DATE OF REQUEST: DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) 1. Old ordinance which is outdated. Street construction materials have changed. 3. Opportunity to develop a "Standards Manual" for all infrastructure. List any potential considerations. (Do not define solution) 1. Construction standards -- i.e.. materials, testing methods are changing. Ordinance has not changed. ?. Need flexibility in ordinance to develop new standards without the need to change the ordinance. General Comments: List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. NCTCOG b. TxDOT L L`•COMDEV\WP-FILES\PROJECTS\PRIORITY\PROJ-REQ FRM\STREET!S22DDOC Form Date:March 19, 1999 Page 1 of 1 PROJECT ADVOCACY FORM SHORT TITLE: Emergency Preparedness Notification Program TYPE OF PROJECT: Scope: New , Minor Revision , Major Revision Type: Ordinance , Master Plan Component , Project XX Other: REQUESTED BY: Ronnie Kendall CC XX , P&Z , ZBA , PB , STAFF , OTHER: STAFF CONTACT: Director Campbell DATE OF REQUEST: May 18, 1999 DATE RECEIVED: May 18, 1999 BY: GL Outline problem, concern or opportunity. (Do not define solution) 1. Inadequate emergency warning notification system 2. 3. List any potential considerations. (Do not define solution) 1. Capital outlays and maintenance costs 2. Consider methods of notification for both indoor and outdoor systems 3. Clarity of incident and appropriate actions for the populations affected by incident. General Comments: To decide what percentage of population desired to reach. Consider more than one option if one notification system does not meet this percentage. List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. Emergency Management Plan b. c. L L:\ComDev\WP-FILES\PROJECTS\PRIORITY\PROJ-REQ.FRM\emmergeenncy-01.DOC Form Date:May 20,1999 Page 1 of 1 PROJECT ADVOCACY FORM SHORT TITLE: Landscape Ordinance Revisions/Consolidation TYPE OF PROJECT: Scope: New , Minor Revision , Major Revision XX Type: Ordinance XX , Master Plan Component , Project Other: REQUESTED BY: Greg Last, Director of Economic Development CC , P&Z , ZBA , PB , STAFF xx , OTHER: STAFF CONTACT: Keith Martin, Landscape Administrator DATE OF REQUEST: May 24, 1999 DATE RECEIVED: May 24, 1999 BY: GL Outline problem, concern or opportunity. (Do not define solution) 1. Architects, Developers and Builders often review either the Landscape Ordinance or Section 42 (Bufferyards) of the Zoning Ordinance and fail to realize that there are other landscape requirements. 2. List any potential considerations. (Do not define solution) 1. Consider consolidating the Landscape Ordinance and Section 42 (Bufferyards) of the Zoning Ordinance into a single document. 2. General Comments: To reduce confusion, Section 42 (Bufferyards) of the Zoning Ordinance can be added to the Landscape Ordinance and any needed references in the zoning ordinance can indicate that developers shall comply with the Bufferyard requirements as outlined in the Landscape Ordinance. List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. None b. L L:\ComDev\WP-FILES\PROJECTS\PRIORITY\PROJ-REQ.FRM\Iandsc-03.DOC Form Date:May 24,1999 Page 1 of 1 �$21 PROJECT ADVOCACY FORM SHORT TITLE: Street Light Standards Ordinance TYPE OF PROJECT: Scope: New X , Minor Revision , Major Revision Type: Ordinance X . Master Plan Component . Project Other: REQUESTED BY: Pamela Muller STAFF CONTACT: Charlie Thomas, Deputy Director of Public Works DATE OF REQUEST: 1-30-98 DATE RECEIVED: 1-30-98 BY: GL Outline problem, concern or opportunity. (Do not define solution) 1. Control glare. ?. Enhance country atmosphere of community, while providing safe lighting. 3. Driving safety, provide visibility without blinding lights. List any potential considerations. (Do not define solution) (0,,, 1. Limit candlepower. 2. Shield light direction. 3. Floodlights. searchlights. General Comments: Take into consideration zoning categories, light direction, parking lots, buildings, athletic stadiums/fields. parks. List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. Town of Kennebunkport b. City of Plano c. Maine study' L I.\CO\IDEVW'P-F ILES'PROJECTS\PRIORITY\PROJ•REQ FR61\ST-LITE3.DOC Form Date:March 19. 1999 Page 1 of 1 • PROJECT ADVOCACY FORM SHORT TITLE: Trail System Master Plan Update TYPE OF PROJECT: Scope: New X . Minor Revision . Major Revision Type: Ordinance , Master Plan Component . Project Other: REQUESTED BY: Kim Lenoir for SPDC - STAFF CONTACT: Kevin Hugman, Director of Community Services. 481-5581, ext. 757 DATE OF REQUEST: 1-26-98 DATE RECEIVED: 1-26-98 BY: GL Outline problem, concern or opportunity. (Do not define solution) 1. Per City Charter, the Trail System Master Plan needs to be reviewed and updated in four years. It was adopted in August 1995; therefore, by August 1999 the revisions should be completed. So by Fall 1998 this project should begin. 3. List any potential considerations. (Do not define solution) 1. With recent development. P&Z needs further refinement and guidance as to which side of the road trails will be located. (Done - Trail System Master Plan with guidelines approved.fuly 7, 1998.) 3. General Comments: List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. b. L L.\COMDE\1WP-FILESTROJECTS\PRIORITY'PROJ-REQ FRM\TSMP-UP3 DOC Form Date: March 19, 1999 Page 1 of 1 ��-29 PROJECT ADVOCACY FORM Le SHORT TITLE: Residential PUD - Reduction in Minimum Acreage Requirement (Land Conservation District) TYPE OF PROJECT: Scope: New , Minor Revision X , Major Revision Type: Ordinance X , Master Plan Component . Project Other: REQUESTED BY: Councilmembers Scott Martin, Gary Fawks, Pam Muller (Ex-councilmember) STAFF CONTACT: Karen Gandy, Zoning Administrator, 481-5581, ext. 743 DATE OF REQUEST: DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) I. Infill properties (less than 50-acres in size) have presented certain development challenges, such as lotting configuration. access. street alignments, screening and buffering. etc. 2. Appears to be a need for flexibility in infill development. List any potential considerations. (Do not define solution) 1. The amount of dedicated open space needs to be reviewed. Currently. the ordinance requires a minimum of 10% for properties being developed residentially. General Comments: Staff supports this concept; however, we recommend that the R-PUD not be reduced below 5 or 10 acres. Currently, R-PUD's require a minimum of 50 acres. List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. Limited research has been completed. b. c. L I.`,CO\IDEVV.P-FILES'PROJECTS\PRIORITYPROJ-REQ.FRM\RPUD-AC4 DOC Form Date:March 19, 1999 Page 1 of 1 PROJECT ADVOCACY FORM L., SHORT TITLE: Zoning Ordinance Revisions: Resurrect Ordinance 480-V (misc. revisions) TYPE OF PROJECT: Scope: New . Minor Revision , Major Revision X Type: Ordinance , Master Plan Component , Project Other: REQUESTED BY: Karen Gandy. Zoning Administrator CC , P&Z , ZBA , PB , STAFF X , OTHER: DATE OF REQUEST: 10/23/96 DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) 1. Clarify the variance language in the S-P-1/S-P-2 districts. 2. Revise the definition of accessory buildings/uses and address the regulation of these structures/uses. 3. Change the method of calculating parking spaces for multiple buildings constructed on the same lot. 4. Revise the roadway cross-section references in the bufferyard section to correspond with the anticipated changes in the Master Thoroughfare Plan. List any potential considerations. (Do not define solution) 1. This ordinance has been worked on a great deal and has been before P&Z once. There were many changes recommended to wording in the original ordinance. Before these changes could be modified and brought forward, the Telecommunications issues required a reallocation of staff time. General Comments: List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. N/A L L:\COMDEV\WP-FILES\PROJECTS\PRIORITY\PROJ-REQ.FRM\480V_02.DOC March I9. 1999 Page I of I Z$3l PROJECT ADVOCACY FORM SHORT TITLE: Utility Policies and Standards Ordinance (Revisions to Ord. 217) TYPE OF PROJECT: Scope: New . Minor Revision , Major Revision XX Type: Ordinance XX . Master Plan Component , Project Other: REQUESTED BY: CC , P&Z , ZBA , PB , STAFF , OTHER: STAFF CONTACT: Bob Whitehead, Director of Public Works. 481-5581, ext. 740 DATE OF REQUEST: DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) 1. Old ordinance which is outdated. Water and sewer construction materials have changed. 3. Opportunity to develop a "Standards Manual- for all infrastructure. List any potential considerations. (Do not define solution) 1. Construction standards -- i.e.. materials, testing. construction methods are changing. Ordinance has not changed. �'. Need flexibility in ordinance to develop new standards without the need to change the ordinance. General Comments: List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. NCTCOG Standards b. TxDOT Standards L L.\COMDEV.WP-FILES'PROJECTS\PRIORITY\PROJ-REQFRNI\UTILPOL_.DOC Form Date:March 19, 1999 Page 1 of 1 PROJECT ADVOCACY FORM SHORT TITLE: Septic Ordinance TYPE OF PROJECT: Scope: New XX . Minor Revision , Major Revision Type: Ordinance XX , Master Plan Component . Project Other: REQUESTED BY: CC , P&Z ZBA , PB , STAFF , OTHER: STAFF CONTACT: Bob Whitehead. Director of Public Works, 481-5581, ext. 740 DATE OF REQUEST: DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) l. Septic systems in an urban residential setting tnd to saturate the soils therebyy causing runoff. 3. List any potential considerations. (Do not define solution) l. Tarrant County Public Health Dept. serves as the city's provider of this service. �. One acre lots can have "on-site- disposal system. 3. General Comments: List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. b. L L`COMDEVIWP-FILES'.PROJECTS\PRIORITY'.PROJ-REQ.FRNI\SEPTIC'_DOC Form Date:March 19, 1999 Page I of • PROJECT ADVOCACY FORM (41., SHORT TITLE: Special Events Permit and Procedures TYPE OF PROJECT: Scope: New X . Minor Revision . Major Revision Type: Ordinance X . Master Plan Component . Project Other: REQUESTED BY: Karen Gandy. Zoning Administrator STAFF CONTACT: Karen Gandy, Zoning Administrator. 481-5581. ext. 743 DATE OF REQUEST: 5/97 DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) 1. Currently we have no process whereby special events (school carnivals, retail promotions. art festivals. etc.) can be approved. 2. Town Square development references the issuance of Specific Use Permits for special outdoor events. The discussion at the time was that the ordinance would be amended to create a SUP for such events. List poanytential otential considerations. (Do not define solution) 1. Need to address length of permit. frequency of permits. hours of operation. alcoholic beverage sales. parking. lighting. signage. traffic management issues General Comments: I would suggest that for certain of these events that the Council consider amending the accessory use section and establish certain criteria for Staff approval of these permits. like the tent permit for retail sales. List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. Research in progress. L L\COUDE\"A6P-FILES'PROJECTS\PRIORITY\PROJ-REQ FRSI\SPECIALS.DOC Form Date: March 19. 1999 Page 1 of 1 PROJECT ADVOCACY FORM Ly SHORT TITLE: Revise Bob Jones Park Master Development Plan TYPE OF PROJECT: Scope: New , Minor Revision , Major Revision X Type: Ordinance . Master Plan Component , Project X Other: REQUESTED BY: CC , P&Z , ZBA , PB X . STAFF X , OTHER: STAFF CONTACT: Kevin Hugman. Director of Community Services Director DATE OF REQUEST: March 1999 DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) l. Recent land acquisition opportunities adjacent to Bob Jones Park have significantly altered the original park boundaries. �. Develop a new park master development plan to include these areas. 3. List any potential considerations. (Do not define solution) 1. 3. General Comments: List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. b. c. L L CO\IDEV\11-FILESJ'ROJECTS,PRIORITYPROJ-REQ FR>I\BOBJONEI DO(' Form Date:March 19. 1999 Pale I of I wt PROJECT ADVOCACY FORM L, SHORT TITLE: Amortization of Certain Uses TYPE OF PROJECT: Scope: New , Minor Revision , Major Revision Type: Ordinance . Master Plan Component . Project Other: Process for the Board of Adjustment REQUESTED BY: City Council STAFF CONTACT: Karen Gandy, Zoning Administrator. 481-5581, ext. 743 DATE OF REQUEST: 10/25/96 DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) I. The property at the northwest corner of Highland and SH 114 2. The pool chemical facility in East Haven Addition along Continental List any potential considerations. (Do not define solution) I. Will require budgeting professional services for a forensic accountant to evaluate the business records of the affected companies. 2. Will require a great deal of the city attorneys time monitoring the Board of Adjustment proceedings. General Comments: We have discussed the amortization of these uses in the past. List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. b. C. (kir L:vCOMDFV W P-FILFS'PROJECTS\PRIORITY\PROJ-REQ.FRM\AMORTIz2.DOC March 19. 1999 Page I oil 08-310 • PROJECT ADVOCACY FORM SHORT TITLE: Parade and Street Closure Ordinance TYPE OF PROJECT: Scope: New X . Minor Revision , Major Revision Type: Ordinance , Master Plan Component . Project Other: REQUESTED BY: CC , P&Z , ZBA PB , STAFF X , OTHER: STAFF CONTACT: Gary Gregg. Deputy Director of Police Services DATE OF REQUEST: DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) l. Expanding city coupled with civic pride will increase requests for parades and street closures. ?. Differing opinions and groups will be requesting permission to parade in downtown. Need mechanism to regulate others than SUP. List any potential considerations. (Do not define solution) (111"" 1. Establish ordinance to regulate parades and street closings. Low or no fee for neighborhoods. 3. Public Works review. DPS review. Code Enforcement review process. General Comments: List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. Fort Worth b. Arlington c. Dallas and other ordinances L L`CO\IDE\ NP-FILES I'ROJECTSPRIORITY'PROJ-REQ FR\r.PAR:\DEI DOC Form Date:March 19. 1999 Page 1 of 1 13%-39 PROJECT ADVOCACY FORM SHORT TITLE: Sign Ordinance Revisions (704-B) Open House Signs TYPE OF PROJECT: Scope: New , Minor Revision X . Major Revision Type: Ordinance X . Master Plan Component , Project Other: REQUESTED BY: Debra Edmondson, City Councilmember STAFF CONTACT: Stefanie Sarakaitis, Comprehensive Planner. 481-5581, ext. 753 DATE OF REQUEST: March 19, 1999 DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) 1. Local Realtors have expressed frustration with an inability to properly advertise "Open Houses" due to the limited number of signs allowed to be placed by the Sign Ordinance. They cannot attract drive-through traffic. , List any potential considerations. (Do not define solution) I. Southlake residents may feel limited in their ability to properiy market and sell their homes. This may place an unintended hardship on our residents - similar to the "Garage Sale" sign issue. , 3. General Comments: List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. b. c. L L..\CO\IDEV%%P.1ILES\PROJECTS\PRIORITY\PROJ-REQ_FRN1\SIGNS.DOC 4 March 19. I999 Page I oil '08— 40 PROJECT ADVOCACY FORM . SHORT TITLE: Clean Streets/Beautiful City Project TYPE OF PROJECT: Scope: New XX . Minor Revision , Major Revision Type: Ordinance . Master Plan Component . Project XX Other: REQUESTED BY: City Manager's Office CC , P&Z , ZBA , PB , STAFF XX , OTHER: STAFF CONTACT: Kevin Hugman DATE OF REQUEST: 2-2-99 DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) 1. Trash accumulation on streets and in bar ditches significantly deters from the attractiveness of the cite. 2. In connection with the establishment of entry portal sites, the City of Southlake should look for opportunities for beautification projects (i.e., Wal Mart strip), tree planting demonstration programs. etc. 3. List any potential considerations. (Do not define solution) 1. Coordination with KSB and other community groups 2. Identification of code enforcement issues. 3. General Comments: List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. L L.\COMDE\SNP-FILESPROJECTS\PRIORITY\PROJ-REQ FRMRCLEANST2 DOCC Form Date:March 19. 1999 Page 1 of 1 PROJECT ADVOCACY FORM L, SHORT TITLE: SUP for Commercial Uses in Industrial Districts (amendment to Zoning Ord.) TYPE OF PROJECT: Scope: New . Minor Revision , Major Revision Type: Ordinance , Master Plan Component , Project Other: REQUESTED BY: Developers & Land Owners in Commerce Business Park STAFF CONTACT: Greg Last or Karen Gandy, Zoning Administrator. 481-5581. ext. 743 DATE OF REQUEST: 3/98 DATE RECEIVED: BY: GL Outline problem, concern or opportunity. (Do not define solution) 1. There are multiple uses within the light industrial park that could benefit from the ability to have a small retail component. It might allow businesses to ;grow within Southlake and remain in Southlake. 3. Ce. List any potential considerations. (Do not define solution) 1. 3. General Comments: There appear to be two options. create a mixed use business district or amend the existing SUP (#31) and increase the allowed percentage of retail in the designated districts. List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. b. c. • L`COSIDEV %I-FILES.PROJECTS\PRIORITY`PROJ-REQ FILM\SUP-INDI DOC Form Date:March 19. 1999 Pane 1 of 1 t %-1-!Z PROJECT ADVOCACY FORM SHORT TITLE: Revise Bicentennial Park Master Development Plan TYPE OF PROJECT: Scope: New , Minor Revision . Major Revision X Type: Ordinance , Master Plan Component . Project X Other: REQUESTED BY: CC , P&Z ZBA , PB X , STAFF X , OTHER: STAFF CONTACT: Kevin Hugman. Director of Community Services Director DATE OF REQUEST: March 1999 DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) 1. Review master plan concept and revise to incorporate unanticipated land acquisitions and as-built park components. �. Review maintenance facility layout, access roads. and future park facility needs. 3. List any potential considerations. (Do not define solution) ;. General Comments: List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. b. c. L L:NCO\IDE\-ACI'-FILESI'ROJECTS\PRIORITYPROJ-REQFRN1\BICENNI.DO(' Form Date: March 19, 1999 Page 1 of 1 bt—y3 PROJECT ADVOCACY FORM L,...iHORT TITLE: All America City Award in 2000 TYPE OF PROJECT: Scope: New X , Minor Revision , Major_ Revision Type: Ordinance , Master Plan Component , Project X Other: REQUESTED BY: City Manager's Office CC , P&Z , ZBA , PB , STAFF XX , OTHER: STAFF CONTACT: Shana Yelverton, Assistant City Manager DATE OF REQUEST: 2-2-99 DATE RECEIVED: BY: Outline problem, concern or opportunity. (Do not define solution) 1. Opportunity to obtain All America City designation from National Civic League 2. Award criteria favors community endeavors, as opposed to city, government-led endeavors. A community task force, whose mission it would be to identify projects for submission, prepare application. and present information to NCL if selected as a finalist, could increase our chances of receiving the award. List any potential considerations. (Do not define solution) l. Task force would need to evaluate projects for possible inclusion in the application. Task force would need to receive training on the award program, application preparation. etc. 3. Task force would need to be appointed soon, with application due in March/April 2000. General Comments: List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. Previous informational packets from NCL b. Application materials from award-winning cities L LACO\IDEVWP-FILES.PROJECTS\PRIORITY\PROJ-REQ FRM\ALL-A\102 DOC Form Date:March 19. 1999 Page 1 of 1 �8- 44 PROJECT ADVOCACY FORM SHORT TITLE: Rules of the City Council TYPE OF PROJECT: Scope: New , Minor Revision , Major Revision Type: Ordinance , Master Plan Component , Project Other: XX REQUESTED BY: Patsy Dupre Kendall CC XX , P&Z , ZBA , PB , STAFF , OTHER: STAFF CONTACT: Shana Yelverton DATE OF REQUEST: May 18, 1999 DATE RECEIVED: May 18, 1999 BY: GL Outline problem, concern or opportunity. (Do not define solution) 1. 2. List any potential considerations. (Do not define solution) 1. 2. General Comments: List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. b. c. L L:\ComDev\WP-FILES\PROJECTS\PRIORITY\PROJ-REQ.FRM\ccrules-01.DOC Form Date:May 20,1999 Page 1 of 1 ��-45 PROJECT ADVOCACY FORM LHORT TITLE: Review Trash Pick-Up Contract TYPE OF PROJECT: Scope: New , Minor Revision X , Major Revision Type: , Master Plan Component , Project Other: Franchise Agreement REQUESTED BY: Patsy Dupre CC X , P&Z , ZBA , PB , STAFF , OTHER: STAFF CONTACT: Shana Yelverton 481-5581 x 705 DATE OF REQUEST: 6-16-1999 DATE RECEIVED: 6-16-99 BY: GL Outline problem, concern or opportunity. (Do not define solution) 1. 2. 3. List any potential considerations. (Do not define solution) 1. 2. 3. General Comments: List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. b. c. L L:\ComDev\WP-FILES\PROJECTS\PRIORITY\PROJ-REQ.FRM\trash-01.DOC Form Date:June 25,1999 Page 1 of 1 sg.-4lr PROJECT ADVOCACY FORM 11 SHORT TITLE: Tree Ordinance Revision TYPE OF PROJECT: Scope: New , Minor Revision X , Major Revision Type: Ordinance , Master Plan Component , Project Other: REQUESTED BY: Debra Edmondson CC X , P&Z , ZBA , PB , STAFF , OTHER: STAFF CONTACT: Keith Martin 481-5581 x 848 DATE OF REQUEST: 6-16-1999 DATE RECEIVED: 6-16-99 BY: GL Outline problem, concern or opportunity. (Do not define solution) 1. 2. 3. (r, '`,List any potential considerations. (Do not define solution) 1. 2. 3. General Comments: List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. b. c. L L:ICOMDEV\WP•FILES\PROJECTS\PRIORITY\PROI-REQ.FRM4ree-02.doc Form Date:June 24,1999 Page 1 of 1 D(1)—4� PROJECT ADVOCACY FORM cr, SHORT TITLE: Multi-family Zoning Requirements TYPE OF PROJECT: Scope: New , Minor Revision X , Major Revision Type: Ordinance , Master Plan Component , Project Other: REQUESTED BY: Debra Edmondson CC X , P&Z , ZBA , PB , STAFF , OTHER: STAFF CONTACT: Karen Gandy 481-5581 x743 DATE OF REQUEST: 6-16-1999 DATE RECEIVED: 6-16-1999 BY:GL Outline problem, concern or opportunity. (Do not define solution) 1. 2. 3. (41......-Irist any potential considerations. (Do not define solution) 1. 2. 3. General Comments: List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. b. c. L L:\COMDEV\WP-FILES\PROJECTS\PRIORITY\PROJ-REQ.FRMWMF-Zone-OI.doc Form Date:June 24,1999 Page 1 of 1 '&$-1-18 PROJECT ADVOCACY FORM LSHORT TITLE: Manufactured Housing TYPE OF PROJECT: Scope: New , Minor Revision X , Major Revision Type: Ordinance , Master Plan Component , Project Other: REQUESTED BY: Debra Edmondson CC X , P&Z , ZBA , PB , STAFF , OTHER: STAFF CONTACT: Karen Gandy 481-5581 x743 DATE OF REQUEST: 6-16-1999 DATE RECEIVED: 6-16-1999 BY: GL Outline problem, concern or opportunity. (Do not define solution) 1. 2. 3. cliiiiii list any potential considerations. (Do not define solution) 1. 2. 3. General Comments: List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. b. c. L L:\COMDEV\WP-1 ILESIPROJECTS\PR1ORIlY\PROJ-REQ.FRM\Manu-hous\ �x}l�doc Form Date:June 24,1999 Page 1 of 1 V V.—LIC1 PROJECT ADVOCACY FORM Le,SHORT TITLE: Flood Plain Ordinance TYPE OF PROJECT: Scope: New , Minor Revision X , Major Revision Type: Ordinance , Master Plan Component , Project Other: REQUESTED BY: Debra Edmonson CC X , P&Z , ZBA , PB , STAFF , OTHER: STAFF CONTACT: Ron Harper 481-5581 x 779 DATE OF REQUEST: 6-16-1999 DATE RECEIVED: 6-16-1999 BY: GL Outline problem, concern or opportunity. (Do not define solution) 1. 2. 3. -List any potential considerations. (Do not define solution) 1. 2. 3. General Comments: List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. b. c. L:\COMDEV\WP-FJLES\PROJECTS\PRIORITY\PROD-REQ.FRM'FUod-OI.doc Form Date:June 24,1999 Page 1 of 1 US`so PROJECT ADVOCACY FORM SHORT TITLE: Grading (Earth Moving) Ordinance TYPE OF PROJECT: Scope: New , Minor Revision X , Major Revision Type: Ordinance , Master Plan Component , Project Other: REQUESTED BY: Debra Edmondson CC X , P&Z , ZBA , PB , STAFF , OTHER: STAFF CONTACT: Malcolm Jackson 481-5581 x 726 DATE OF REQUEST: 6-16-1999 DATE RECEIVED: 6-16-1999 BY: GL_ Outline problem, concern or opportunity. (Do not define solution) 1. 2. 3. (aeList any potential considerations. (Do not define solution) 1. 2. 3. General Comments: List any references to be reviewed (other cities, etc.) or any documents attached to this request. a. b. c. C L:\COMDEV\WP-FILES\PROJECTS\PRIORITY'PROD-REQ.FRM\Earth-02.doc Form Date:June 24, 1999 Page 1 of 1 iU411."SI City of Southlake, Texas MEMORANDUM June 24, 1999 • TO: Billy Campbell, City Manager FROM: Kevin Hugman, Director of Community Services SUBJECT: Library Operations Action Requested:I, Review of preliminary Library Budget for fiscal year 1999-00. Background Information: N The Library Board and City staff are currently working with the consulting firm of F. Mason and Associates to develop a needs assessment for library services. This needs assessment will be the basis for a start-up plan that provides recommendations for staffing, operations, collections, and services, and schematic design development to include furnishings, fixtures and equipment. The first step in the library planning process is currently underway and involves data gathering through the use of citizen surveys, focus group meetings,and other statistical information already available. From this, the consultant will prepare a needs assessment summary report that defines citizen information needs for public library services. The summary report should be completed by the end of July. Utilizing the information obtained through the needs assessment summary report, a start-up library plan can be developed. The start-up plan will provide recommendations which discuss the following: - collections - reader spaces and seating - services/hours of operation - staff work space - staffing patterns/requirements - service desks and offices - power, technology, and computing - other related issues The consultant will also provide assistance with the facility space layout plan and will prepare a furniture, fixtures, and equipment program. Due to the timing of the library planning process, exact cost information relating to library operations cannot be determined until many of the aforementioned factors are decided. Hours of operation and expected services for example, will define personnel costs, equipment needs, etc. In the same manner, the final space layout design will also define the final budget cost within the estimated parameters. However, staff in thiv working with the consultant, has developed a preliminary budget for the T 1-1 Billy Campbell, City Manager June 24, 1999 Page 2 • upcoming fiscal year based on estimates from similarly sized facilities with expected service types. Based on an approved operational plan, a more refined start-up budget will be presented at the next mid-year review, as well as preliminary operating budgets for future years. Financial Considerations: The following is a summary and detailed listing of the preliminary library budget for the 1999-00 fiscal year based on a projected building 1 occupancy of October of 2000. • SUMMARY: Personnel Costs Library Administrator- Full Time $53,824 Professional Services $35,000 Contractual Services City of Grapevine library services $80,000 Supplies $3,030 Miscellaneous Items $3,735 Training and Travel, Mileage Reimbursement, Publications, Membership and Dues Capital Outlay Items $1,324,000 TOTAL $1,499,589 DETAIL: Personnel Costs $53,824 This request is to fund the salary and benefits package for a full-time Library Administrator to oversee the daily operations of the planned Southlake Public Library. The proposed plan assumes an available hire date of October 1, 1999, allowing the Library Administrator to assist in the current library planning process to include facility layout, collection development, staffing requirements, furniture program, and operating policies and procedures. Staff is also investigating the impact of a later hire date. Additional duties of the Library Administrator would also include: - Library grant research and administration - Development of the Southlake Friends of the Library organization - Job descriztion preparation and interviews - Preliminary community based programming - Equipment research and analysis - Obtaining City membership in state and national library associations - Assisting with Library Board meetings - Preliminary planning for the mobilization of staff and equipment into the new library - Ordering of collection materials and supplies. T 1-2 Billy Campbell, City Manager June 24, 1999 Page 3 Professional Services $35,000 This request is to fund professional services associated with the planning, operations, and programming of the Southlake Public Library. The contract amount approved by City Council on May 4, 1999 for professional consulting services was $55,750. $50,000 is allocated within the current fiscal year budget; however, due to the length of the project this item is being rebudgeted in the amount of$30,000 to cover remaining expenses that will not likely be charged prior to the end of the 1, current fiscal year. Funding is also requested in the amount of$5,000 to assist staff in the identification, preparation, and submission of library grant proposals. Contractual Services $80,000 This request is for the continuation of funding to support the contractual agreement for library service with the City of Grapevine. Cost is $25.00 for each library card issued to a Southlake resident. Supplies $3,030 This request is for funding for office supplies ($500), computer supplies ($250), Library Board and other meeting supplies ($780), printing for brochures and flyers relating to community based library programs ($1,000), and postage for mailouts ($500). Although the library facility itself will not be operational during the upcoming fiscal year, the opportunity exists through various programs and informational items to begin introducing and promoting the library to the public. Miscellaneous Items $3,735 1. Membership and dues for the American Library Association ($100), the Texas Library Association ($115), and Public Librarians of North Texas ($20). 2. Charges for additional publications, reference materials, or periodicals not covered under memberships ($100). 3. Tuition and fees for training seminars, the Texas Library Association Annual Conference, and the American Library Association Annual Conference ($600). 4. College tuition reimbursement ($500). 5. Mileage reimbursement and approved costs for travel to local training sessions, the Texas Library Association Annual Conference and the American Library Association Annual Conference ($2,300). T 1-3 Billy Campbell, City Manager June 24, 1999 - Page 4 Capital Outlay Items $1,324,000 1. Office furniture such as a desk, book case, chair, and lateral file for the Library Administrator. Costs are based on current catalog prices for moderately priced furnishings. Cost- $1,500 2. Furnishings to include shelving, chairs, tables, book carts, study carols, etc., necessary for the daily operations of the planned library facility. Preliminary costs are approximately $10 - $15 .1 - per square foot based on consultants recent experience in developing library furniture programs. The proposed library facility contains approximately 10,000 square feet of public space and 2,000 square feet of staff work area. Cost - $150,000 3. This request is for miscellaneous equipment for the proposed library such as telephones, typewriters, calculators, book binding equipment, paper cutter, laminator, and other necessary equipment. Preliminary costs are based on consultant expertise but final costs could vary as a result of the final library operating plan. Cost - $10,000. 4. This request is for collection materials such as books, periodicals, audio/video tapes, CD's, computer software, reference materials, etc., related tb the operation of a new facility. Initial projections provided by the consultant are based on 1.5 items per capita (20,000) x $37/item. Start-up collections usually implement this formula, at a minimum rate of one item per capita, to determine their collection size. This request would allow for a collection of 30,000 materials of which approximately 26,500 would be new and 3,500 are existing materials housed at the Grapevine Library ($980,500). Examples: (26,500 x $37/item =$980,500) for 30,000 items (23,500 x $37/item =$869,500) for 27,000 items (21,500 x $37/item =$795,500) for 25,000 items (19,500 x $37/item =$721,500) for 23,000 items (16,500 x $37/item =$610,500) for 20,000 items Also included is the annual request for the purchase of library materials for use at the Grapevine Public Library ($10,000). These new materials, along with those already housed in Grapevine, will be transferred to the new Southlake Public Library upon its completion. Cost - $990,500. C T 1-4 Billy Campbell, City Manager June 24, 1999 Page 5 • 5. This request is for an automation system for the proposed library. The automation system is used to catalog and checkout items, search for materials, develop patron databases, allow for multimedia and internet resource access, handle renewals, holds, and requests, process inter-library loans, display fines, provide statistical usage information, print late notices, etc. Funding would provide for the leasing of approximately twenty computer workstations per year (20 x $600/each = $12,000) and the purchase of approximately six bar code readers with receipt printers, automation system software, technical support, and a one year warranty on the system ($160,000). Preliminary cost estimates are based on consultant experience and current pricing information provided by the City of Grapevine who will be installing a new system in August similar to what the Southlake Public Library would utilize. Cost -$172,000. Preliminary items for the fiscal year 1999-00 Mid-Year Review which are not included in this budget are additional personnel and related operating equipment. Assuming that the library facility will be available for occupancy as of October of 2000, it may be necessary to bring on additional full and part-time staff prior to the end of the fiscal year in order to assist in the process of library service implementation. Citizen Input/ Board Review: Library Board review and recommendation at their June 23, 1999 meeting. Legal Review: Not applicable. Alternatives: Not applicable. Supporting Documents: Not applicable. Staff Recommendation: It is recommended that City Council review the preliminary library budget for fiscal year 1999-00 taking into consideration that the library planning process is presently underway and the potential to revisit these items at the next mid-year review exists. T 1-5 City of Southlake,Texas MEMORANDUM June 25, 1999 TO: Billy Campbell, City Manager FROM: Garland Wilson, Director of Public Safety SUBJECT: Police Services Accreditation Action Requested: Review progress of Police Services Accreditation. Background Information: The Commission on Accreditation for Law Enforcement Agencies (CALEA) was established in 1979 through the collective efforts of the International Association of Chiefs of Police (IACP), the National Organization of Black Law Enforcement Executives (NOBLE), the National Sheriffs' Association (NSA), and the Police Executive Research Forum (PERF) to identify the national standards of law enforcement excellence. In order to achieve accreditation, agencies must comply with 436 specific standards. The standards address organizational structure, management, personnel processes, patrol operations, traffic operations, technical services, records, evidence control, and similar operational aspects. The Southlake Department of Public Safety made application and signed a contract on November 18, 1996 to undertake the steps to achieve accreditation. We are in the final phase of self-assessment. We are scheduled to undergo a mock assessment in October 1999, followed by our on-site review by the national accreditation team during November 1999. The on-site evaluation consists of a three-member team comprised of Police Chiefs from across the United States inspecting our agency for compliance with the established standards. These processes are designed to validate that the agency is operating with a focus on efficiency and effectiveness. Successful completion of this process places the department among 38 agencies in Texas to have achieved the highest recognized level of professionalism. It clearly establishes the credentials of the Southlake Department of Public Safety as a professional organization, capable of meeting the nationally recognized standards of professional excellence. Financial Considerations: The costs associated with the mock on-site and CALEA final on-site assessment were established in the original contract. The department will provide the travel expenses for three persons from existing accredited agencies within Texas to conduct an on-site mock assessment. These travel expenses are calculated at$2,500. The department also contracted to pay all travel costs T2-1 low Billy Campbell LJune 25, 1999 Page 2 Financial Considerations (continued): for the on-site evaluation, up to a cap of$6,500. CALEA will absorb all costs in excess of that amount for the on-site expenses. Upon successful completion of the assessment, the department will receive the award at the following quarterly national meeting of CALEA. The estimated costs for administrative staff to attend the conference awards ceremony is $3,300. Total costs for FY1999-2000 is $12,300. Citizen Input/ Board Review: No citizen input has been received at this point. There is a mandatory public hearing conducted as part of the on-site in which citizens are asked to provide the assessment team with direct communication regarding the department. Legal Review: The City Attorney reviewed the original contract and conducts reviews on substantive policies to be reviewed by the assessment team. Alternatives: Not Applicable Supporting PP g Documents: Not Applicable Staff Recommendation: Continue funding support for the accreditation process during the FY1999- 2000 Budget. GW/mwj Approved for Submittal to City Council: City Manager's Office L T2-2 City of Southlake, Texas MEMORANDUM June 25, 1999 Lar TO: Billy Campbell, City Manager FROM: Shelli Siemer, Assistant to the City Manager SUBJECT: City Council Meeting Procedures Action Requested: This information is provided as a text item for the City Council June Retreat. Background Information: The City Council Meeting Procedure item was included in the City Council's project prioritization process. A brief survey was conducted to determine whether other cities have adopted formal City Council meeting procedures. The cities contacted include the following: Colleyville, Coppell, Grapevine, Keller, Bedford, and Arlington. The six cities were asked questions regarding whether they have adopted written meeting procedures. I also inquired other aspects, such as when citizen participation was held, how long they were given to speak, and what the schedule and format for the City Council meeting, including work session, executive session and the regular session. Meeting Procedures -- The attached comparison shows what meeting procedures are being used by other cities in the area. The City of Colleyville adopted meeting procedures in 1990, but they are not strictly followed by the City Council. Most of the cities reported that they use Robert's Rules of Order for the City Council meeting procedures. Time Limits on Citizen Participation -- The Cities of Colleyville, Coppell, Keller, and Arlington place time limits on the citizen participation portion of the meeting. Colleyville, Coppell, and Arlington have a five minute time limit on citizens speaking on an agenda item or during public forum. The City of Keller places a three minute time limit on citizens speaking on an agenda item, and they do not have a public forum during their City Council meeting. City Council Meeting Schedule and Format -- Each of the six cities vary in the way in which they schedule and format their meetings. Most of the cities hold a work session before the regular City Council meeting, but some of them include discussion of ongoing city projects or items that will come before the Council at a future meeting. They also include time to discuss current agenda items prior to the regular session. Financial Considerations: Not Applicable. T-3-1 Citizen Input/ Board Review: Not Applicable. kiew, Legal Review: Not Applicable. Alternatives: This is a preliminary review of what area cities incorporate into their meeting procedures. There can be further research conducted on the City Council meeting procedures to obtain a more detailed comparative analysis. Supporting Documents: Comparison of City Council Meeting Procedures Staff Recommendation: None. cp. . T-3-2 ^• Y 'C O 3 o '' U CS % O ';j sue, L ..1 ) U :n _ .. ` GCS "ZS . O y >, C O cC) a) :� .O , .0 '� cs U 'C o o II c U -- U 3 . -� f c on c .Y Cl.) o i' `° c3 r E F" > �' :, 3 U o c E ci. U 71 c. E •a) o a) y p G� p U • 'O O L C3 O O a) M c I .S:i O O a) a)X CA p -c03 C O c c Q" N cc '� C]. �'r? - O.t CA OM C., C/. �_ en w ct M n p `+- C j O OCII O L = p 1 c....• w, O GA .� y — bA a) M C C N O QU) ..CC l� _c C N 'L OM C E -o = • U J •_f v s t C O �+ bA 3 O c� •Cl.) O '`' 'O N C O cs y C C L % w E o U O C f :n O ... w y bA.� FA i E .c .a) o ';7; '.=+ C Ti c i3 L O r. 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U t, f r ° In ¢ N 4° Z M 'F :::3A Ll Z ,n 'c0 °A- S., CI C, o y f w f p ice. � � a) Co) :s •E 0.°� rx U J c' t> 'y 0 '5 J o 3 O 0 — 0 �° . o a� U " b L >, 0 C. r • O - O -C O •Sr E-' c > C E• O O 3 °' ai c ai r ai a; U n) y, o c c c ?� c a) c Ez ° zg4 z zlx Za4 z ..^ U >, a) L -o U U (� x c� Q T ' -3 City of Southlake, Texas a MEMORANDUM June 25, 1999 TO: Billy Campbell, City Manager FROM: Bob Whitehead, Director of Public Works SUBJECT: Southiake Drainage Utility District Action Requested: Review presentation regarding the Stormwater Drainage Utility System. Background Information: The City of Southiake has stormwater drainage management issues that need to be addressed in the near future. Consultant studies have identified a total of 55 critical drainage structures and 106,450 linear feet (LF) of creeks and tributaries that require rebuilding or improvements. Our financial consultant has proposed the creation of the Southiake I - Drainage Utility District (SDUS) to help defray some of the costs. This is a practice that state law allows and many of our neighbors have implemented (Colleyville, Keller, Grapevine, and N. Richland Hills). Some of these areas are so urgent that Council has already committed some CIP money to begin the improvements. Specifically, $475,000 was allotted the WJ-1 tributary and $484,559 for the South fork of the Kirkwood Branch and other channel improvements. With the creation of the SDUS, money generated on a by-use basis could be used to supplement the money generated by property taxes, therefore, helping keep the tax rate as low as possible. Financial Considerations: It will require approximately $20 million in capital expenditures, in addition to operating and maintenance (O&M) costs of $500,000 - $700,000 annually to remedy the City's stormwater drainage management challenges. Citizen Input/ Board Review: Staff is currently interviewing SPIN representatives to gather their support/concerns. Legal Review: None. L T4-1 Billy Campbell June 25, 1999 Page 2 other avenues to support capital and O&M costs estimated to the Alternatives: Find pp remedy the stormwater drainage management challenges. Supporting Documents: City of Southlake Stormwater Drainage Utility System presentation as prepared by Lewis McLain. Staff Recommendation: Place the item on a future City Council Agenda for action. VB/vb L L T4-2 . • E I) V 1 71 .r- Au-) - •NaVv ,-,-, • ,-i 0 c'• ail PP I 0 CI' C.) °. , onto -- CASew +-) •-1 ct O c� 1 ,il ' (4-i • 7-c• iiii .0 cu 4-, 1 0 i -."4 0 U +—' 4. Ct O (....- T4-3 • L :--, U 4) a)U a r I . • 0 CA U •cd I N MI L:. cEC U P CA ,., - -r 5 > U r U ' Q O �, a) au v- OD c.T.., a.. bi) - .U = Q - � Q o � WQUQU >, .� Q LSO.. I II 11 I a.. 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(1.) 7:zi o ;--4 0 � 0 o O 'vica/ 4 H H H . �., T4-28 City of Southlake, Texas MEMORANDUM June 25, 1999 TO: Billy Campbell, City Manager FROM: Garland Wilson, Director of Public Safety SUBJECT: Emergency Management Warning System Action Requested: Consider funding of a combination system for warning the community of impending disasters. Background Information: Staff completed updating and publishing the Emergency Management Plan in December of 1998. This plan is the culmination of many hours of teamwork and effort from each division to produce an effective program. The plan complies with Federal, State and local laws. Training and familiarization are the next steps to understanding the need for proper implementation of the program. The program itself identifies and addresses weaknesses through well-developed annexes. Development of an annex is based upon the nature, magnitude, and probability of a disaster. In the preparation of the plan, a primary weakness continued to manifest itself. Annex-A addresses warning systems and provides the guidance to warn our residents when a disaster may be imminent. We have identified current methods of notifying residents and offered a solution for notifying residents in homes who may not be aware of the imminent danger that lurks outside. Financial Considerations: The cost of a multi-faceted warning system will approach $350,000.00. Consider appropriation of funds to implement a multi-year program for implementation of the warning system. Citizen Input/ Board Review: Citizen input has been minimal. Staff received numerous calls after the recent tornadoes, however, most questions and concerns were directed in the area of warning sirens. Legal Review: The plan is reviewed for compliance of standards by the Department of Public Safety and submitted to Austin. Our attorneys have reviewed and approved the plan. Alternatives: Not Applicable Supporting Documents: Annex-A (see page 15, Section VII. Future Plans) TS-1 Billy Campbell June 25, 1999 Ce2 Staff Recommendation: Fund a multi-faceted approach of warning residents of Southlake of imminent disasters. GW/bls Approved for Submittal to City Council: City Manager's Office L C T5-2 L X A Warning L Emergency Operations Plan L TS-3 TABLE OF CONTENTS AUTHORITY 3 Annex A PURPOSE 3 Annex A SITUATION 3 Annex A CONCEPT 3 Annex A ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES 5 Annex A DIRECTION AND CONTROL 7 Annex A INCREASED READINESS ACTIONS 10 Annex A CONTINUITY OF GOVERNMENT 10 Annex A ANNEX DEVELOPMENT AND MAINTENANCE 11 Annex A ADMINISTRATION AND SUPPORT 11 Annex A CURRENT AND FUTURE CONCEPTS 11 Annex A OPERATIONAL GUIDELINES - CURRENT STATUS 11 Annex A FUTURE PLANS 15 Annex A REFERENCES 16 Annex A I Annex A TS-4 RECORD OF CHANGES L CHANGE OF NUMBER AND DATE DATE OF ENTRY By WHOM ENTERED L 2 Annex A TS-5 ANNEX A WARNING AUTHORITY See Basic Plan H. PURPOSE The purpose of this annex is to provide a plan for disseminating adequate and timely warnings to the public and government officials in the event of an impending disaster situation. III. SITUATION AND ASSUMPTIONS A. Situation The need to warn the public of impending danger could arise at any time. In order to reduce loss of lives. adequate and timely warnings must be provided. Appropriate action-oriented information must be supplied. B. Assumptions (isr, A warning period will be available for most emergency situations although the amount of lead time will vary from hazard to hazard. Proper use of this warning period will save lives, reduce injuries, and protect property. IV. CONCEPT OF OPERATIONS A. General 1. Natural Hazards The most common warnings are those issued for severe weather. Other local hazards which call for warnings are floods, nuclear attack, and hazardous materials incidents. In the event of a natural hazard, warning. will be issued in accordance with this plan. 2. Man-made Hazards The most common warnings are those issued for hazardous chemical incidents and structure fires emitting hazardous gases. In the event of a man-made hazard. warning will be issued in accordance with this plan. 3. War Related Events 3 Annex A T5-6 In the event of an enemy attack upon any part of the United States. • (re warning will be issued through the national warning system. 4. Other Major Incidents a. Warnings will be issued hen any other event might endanger lice or property. or when such warning could either prevent unnecessary persons responding to the area or provide a response for additional persons needed. Such events could include dam failure/overtopping, train derailments. fixed nuclear facility incident, etc. B. Phases of Management 1. Mitigation a. This phase involves activities to reduce or eliminate the probability of disaster through public education and training. b. Public awareness and education programs have been developed outlining the use of the warning system and methods of instructing the citizens on how to respond to an emergency warning. The oversight of this training falls upon the Emergency Management Coordinator. Such training may include, but not necessarily be limited to: (1) Types of emergencies invoking the plan. (2) Methods to be utilized for warning and notification of an L emergency. (3) How to respond to an emergency warning. 2. Preparedness a. This phase involves activities in preparation and pre-planning for action to be undertaken as a result of an actual incident. b. In accordance with the plan outline. specific pre-planning functions are undertaken before an actual incident in order to enhance operational efficiency and reduce the time from the incident to the actual warning. This activity may include, but is not necessarily limited to: (l) Confirming necessary inter-agency and cooperative agreements. (2) Acquiring or planning for the availability of selected equipment and personnel necessary to conduct warnings. (3) Training of all new personnel in the emergency management plan and periodic training and review of the plan. 3. Response a. This phase involves the actual response to an emergency situation a Annex A T5-7 and the procedures utilized to conduct the warnings. b. Upon receipt of the information, the warning point(s) will issue the appropriate warnings using all systems necessary. All warnings will continue until such time as they are no longer required. 4. Recovery a. This phase involves the action undertaken in restoration of all systems to a normal or improved standard. b. The public will be informed through the use of the warning system when the crisis has passed. A termination of attack or alert will be disseminated to the public when received from proper authority. V. ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES A. General 1. The Mayor, as Emergency Management Director, has overall responsibility for warning. This in no way precludes the delegation of specific task assignments to other agencies, entities, departments. divisions, or persons in order to accomplish the objectives. B. Task Assignments 1. Emergency Management Director/Coordinator a. Is responsible for the development and coordination of an adequate warning system. b. Is responsible for issuing. or causing to be issued. all warnings through the warning points. c. Is responsible for ensuring the education of the public regarding the use of the warning system and their response to those warnings. d. Authorizes activation of warning systems based upon specific instructions to activate the warning or through pre-establish criteria. 2. Law Enforcement a. Ensure the availability of siren equipped mobile units to respond to key locations to provide supplemental sound coverage. b. Provide mobile public address units if necessary. 5 Annex A T5-S c. Provide personnel for door to door warning if necessary. d. Develop and maintain hazard specific warning procedures covering warning receipt. verification and dissemination. 3. Support Services 1-1 a. Dispatch siren equipped/public address system mobile units to key locations to provide warnings in the appropriate manner. b. Monitor advanced warning notice systems (National Weather Service teletypes, Texas Law Enforcement Teletype System reports, others as established) and provide appropriate notification of persons to respond to those emergencies c. Responsible for maintenance and repair of any stationary siren units. d. Responsible for maintaining a list of personnel who speak foreign languages (including American Sign Language) and agencies that can assist by providing language assistance. e. Responsible for maintaining a current list of all agencies and (low individuals that may need to be contacted in reference to the emergency plans, readily accessible to communications personnel. f. Responsible for maintaining. both a computerized and manual backup system for critical information access related to emergency management. 4. Fire Service a. Provide additional siren equipped/public address system mobile units where necessary to supplement sound coverage. b. Provide additional personnel for door to door warning if necessary. 5. Media. Broadcast and Print a. Responsible for maintaining a constant state of readiness and disseminating warning messages provided by authorized sources to • the general public as rapidly as possible in the event of impending or actual disaster. 6 Annex .A T5-9 b. The Broadcast Media is responsible for activation of the Emergency Broadcast System (EBS). c. The media will be requested to assist in an on-going public awareness program of measures to be taken concerning all catastrophic events. 6. Special Locations a. Those schools, hospitals, nursing homes, major industries and places of public assembly equipped with warning receivers will be responsible for monitoring the channel for providing warning and taking appropriate action in accordance with this plan. b. Those schools, hospitals, nursing homes, major industries and places of public assembly not on the warning network will be contacted by telephone and will then take appropriate action in preparation to assist in accordance with this plan. 7. Special Populations a. Those persons who are hearing impaired will be warned through the use of the captioning systems available through the local television stations and other specialized systems in accordance with this plan. b. Those persons who are non-English speaking will be warned through the local Spanish radio stations. Whenever possible. Spanish speaking Firefighters and Police Officers will be utilized in specific areas of the city to warn these persons. VI. DIRECTION AND CONTROL A. General The warning process may be activated from any of several points in the system. in accordance with the criteria established in the Emergency Management Plan. Once the network is activated, however, the responsibility for its continued operation belongs to the Emergency Management Director. or the designee(s), in accordance with the plan. B. Existing Warning Systems and Use I. National Warning System , AWAS) 7 Annex A T5-10 NAWAS is a nationwide dedicated telephone warning system. It operates on three levels: federal. state and local. When an enemy attack is confirmed by the North American Aerospace Defense Command (NOR_AD) a warning is disseminated to all warning points on the system. The primary warning point for NAWAS is the DPS area warning center in District 4B. 2. Texas Warning System (TEWAS) TEWAS is the state-level extension of NAWAS. Each Area Warning Center is on the TEWAS network, along with 23 NWS Forecast Offices and the Department of Energy's Amarillo Area Office. 3. Texas Law Enforcement Teletype System(TLETS) The Texas Law Enforcement Telecommunications System is a statewide telecommunications network connecting the State Warning Point with approximately 670 city, county. state, federal, and military law enforcement and criminal justice agencies in Texas. 4. National Weather Service (NWS) Current weather information and warnings are received over the NWS (16.- teletype circuit. Radio broadcasts are received over the weather radio broadcasting out of Dallas. In addition. NWS will issue severe weather warnings over the NAWAS line. 5. Skywarn Skywarn is a national program designed to place personnel in the field to spot and track tornadoes. These field personnel are trained by the NWS in basic severe weather meteorology and in how and what to report to the proper officials. The local SKYWARN team is made up of government personnel and private citizens whose activities are directed by a coordinator. During periods of severe weather, the spotters are dispatched into the field and relay reports back to the EOC. Confirmed tornado sightings are then relayed to the NWS which disseminates the appropriate warnings. 6. Flood Warning System The National Weather Service. the Corps of Engineers and River Authorities have established a network of rain and river tlood sensing warning. devices to collect data for flood warning purposes. 3 Annex A T5-11 If excessive rainfall occurs. the NWS and River Forecast Center make (16•,- flood predictions and if necessary warnings are issued. 7. Emergency Broadcasting. System (EBS) The EBS provides a means for supplying emergency information to the public. It utilizes commercial radio and television broadcast services which are provided on a voluntary, organized basis. The system may be activated at the local, state, or federal level. A list of the local broadcast stations which are part of the system is found in Appendix 3. 8. Special Locations Those schools, hospitals, nursing homes, major industries and places of public assembly equipped with warning system radio receivers will be responsible for monitoring the designated radio and television channels for warnings during known potential threat periods and taking appropriate action when such a warning is received. 9. Print Media When time is sufficient, warnings and emergency information are provided through the print media, particularly newspapers. Camera-ready copy has been prepared for specific emergencies and can be put into print very quickly. An example of print media information use during the post-initial emergency situation in which the public should be informed of pending potential dangers. hazards. or recovery instructions. 10. Neighborhood Warning Procedures In some instances, additional warnings must be provided to certain areas. Methods used include vehicle mounted public address and door to door warning. The use of mobile public address units should be communicated to the public in advance so as to preclude public confusion concerning the use of those vehicles. Door to door notification is appropriate for use as a follow-up to ensure everyone received the information and to secure small areas of evacuation and areas of sparse population. 11. Cable TV channel The Cable TV channel provides a method to reach large areas of additional population. both within the city of Southlake and the surrounding areas. a Annex A TS-12 VII. INCREASED READINESS ACTIONS ,. A. Condition 4 1. Review/update plans and procedures. 2. Brief key officials on responsibilities and EOC operations and status. 3. Brief department heads on major planning changes. B. Condition 3 1. Review and update procedures for support of local government resources. 2. Review status of EOC. 3. Begin watch of possible emergency and monitor developments. 4. Correct any known deficiencies. C. Condition 2 1. Alert EOC staff. (or 2. Staff EOC at limited level. 3. Establish contact with other local government agencies and employees to prepare for implementation of the emergency plan at full scale. 4. Review assignments of all local government agencies and employees. 5. Initiate public service announcements. D. Condition 1 I. Initiate emergency operations. 2. Commence liaison with supporting levels of state government. 3. Staff EOC at full level. VIII. CONTINUITY OF GOVERNMENT I Annex A T5-13 • Lines of succession to each department head are according to the standing operating (we procedures established by each department and as may otherwise be noted within this plan. IX. ANNEX DEVELOPMENT AND MAINTENANCE The Southlake Department of Public Safety Deputy Director of Fire Services is responsible for coordinating and working with the agencies specified in Section V in the maintenance and improvement of this annex, including annual reviews. Each agency, department. and division will develop standard operating procedures that address assigned tasks in specific detail. X. ADMINISTRATION AND SUPPORT A. Distribution 1. See main plan for distribution of this plan to all government agencies. 2. See main plan for a distribution list of individuals and private organizations assigned with emergency management responsibilities. 3. All Communication Specialists and the Communications Manual will receive a copy of the entire Emergency Management Plan. See the communication division employee list for distributing copies of and changes made to the emergency plan. (kw X. CURRENT AND FUTURE CONCEPTS A. The City recognizes the necessity to develop and implement the plan based on current conditions of equipment. personnel levels. and fiscal limitations. Equally important, the City recognizes the desire to improve and enhance the capabilities in the future as the community grows. technology improves, and the fiscal ability of the City changes. As a result, this plan seeks to establish guidelines for both current and future operations: B. The operational guidelines reflect both current and future plans as a means of preparing for future budgeting issues. XI. OPERATIONAL GUIDELINES - CURRENT STATUS A. Localized Emergency 1. A "localized emergency" is an emergency situation that involves a small geographical portion of'the community. and for which a full population notification would not be required. An example of a "localized I I Annex A T5-14 emergency" might be a broken primary natural gas line creating an (lor immediate and eminent threat to a single neighborhood or subdivision. 2. The primary method of notification is utilization of the mobile siren / public address system followed by a door-to-door notification. 3. In such cases, the incident commander determines the scope of the warning, including the number of units required to conduct the warning, and notifies the communication dispatch center. The communications - dispatch center then dispatches the appropriate units to respond. a. The first level of units dispatched are from available patrol units. b. The second level of units dispatched are from available non-patrol police services personnel. c. The third level of units dispatched are from available fire service personnel. d. The forth level of units dispatched are from the surrounding cities police services. e. The fifth level of units dispatched are from Texas Department of Public Safety. f. The sixth level of units dispatched are from the Tarrant County Sheriffs Department. 4. Personnel conducting the warning provide specific instructions for the citizens as to the action they are to take, the action they are to avoid, and in the event of evacuation the location to report. 5. In the event of an evacuation, one unit is dispatched to the location where the citizens will be reporting. in order to record the names and information of those present and to relay information both to and from the command center. 6. Upon the completion of the emergency, the incident commander requests that all persons be notified of the ability to return to their residence / business. B. Large Scale Emergency I. A "large scale emergency" is an emergency situation that involves a large geographical portion of the community, and for which a full population notification would be required. An example of a "large scale emergency" might be a tornado or eminent mass flooding creating. an immediate and eminent threat to a large population. I' .Annex .A T5-15 • • 2. The primary warning notification is conducted on several fronts simultaneously. a. The first level is dispatch of the appropriate tire.EMS,police personnel to the location of the incident or to staging location as deemed appropriate. b. The second level of notification is to group page or otherwise notify all designated personnel of the condition status and appropriate specific details. (1) If the emergency is a "Condition 4," the notification is sent to all SDPS personnel. (2) If the emergency is a "Condition 3." the notification is sent to all SDPS personnel. (3) If the emergency is a "Condition 2." the notification is sent to all SDPS personnel. Personal contact is made with the Emergency Management Coordinator, or designee in order of succession, to confirm the level of warning authorization. If a public warning notification is requested, those warning notifications are conducted. Personal contact is made with the Director of Public Safety and the Divisional Commanders to advise of the action taken. (4) If the emergency is a "Condition 1," the notification is sent to all SDPS personnel. If time permits prior to the actual emergency, personal contact is made with the Emergency Management Coordinator or designee in order of succession, to confirm the level of warning authorization. If there is insufficient time prior to the actual emergency. the warning procedures are initiated by the Communication Services: after which. immediate notification is made to the Emergency Management coordinator. or designee in order of succession. to advise of the action undertaken. If a public warning notification is required, those warning notifications are conducted. Personal contact is made with the Director of Public Safety and the Divisional Commanders to advise of the action taken. (a) A "Condition 1" public warning without prior authorization from the Emergency Management coordinator. or designee in order of succession is conducted only under the most extreme imminent threat conditions. in which any delay would create a reasonable probability of increased damage. death. or injury to individuals as a direct result of such delay and in which there is a reasonable probability of initiating this pi„n. 13 .Annex A T5-16 (b) An example of a "Condition 1" public warning without (10, prior authorization from the Emergency Management coordinator could be: i. The report of a tornado on the ground in the City. or ii. The report of a train derailment with large chemical spill c. The third level of notification is to the remaining members of the City staff from all departments and divisions. d. The fourth level of notification is to the designated AMWFM radio stations. e. The fifth level of notification is to the local cable TV company. f. The sixth level of notification is to the local area television stations. g. The seventh level of notification is to the appropriate outside agencies or businesses in accordance with the plan. (Note: This does not preclude the necessity to make immediate notification to outside public safety agencies as a part of a mutual aid emergency response.) Such notification may be conducted by phone, fax, radio, or any other appropriate source of rapid communications. Such (kw notification may include, depending on the nature of the emergency, but not necessarily limited to the following: (1) DEW regional TTY to all public safety agencies (2) Schools (3) Medical centers. including Baylor and Harris HEB (4) Specialized equipment companies 3. Personnel requesting the warning provide specific instructions for the citizens as to the action they are to take, the action they are to avoid, and in the event of evacuation the location to report. 4. In the event of an evacuation. one unit is dispatched to the location where the citizens will be reporting in order to record the names and information of those present and to relay information both to and from the command center. 5. Upon the completion of the emergency. the incident commander requests that all persons be notified of the ability to return to their residence/ business. TS-17 VII. FUTURE PLANS L, A. Obtain an outdoor siren i public address warning system. This system would allow sirens to be sounded to alert the persons in the immediate area of immanent danger. followed by a public address speaker to provide specific information and instructions. 1. This system contains several significant positive components. including: a. Alerts all persons in the immediate vicinity of the siren/PA b. Alerts persons during time periods in which other methods may be ineffective due to the general population sleeping 2. This system contains several significant negative components, including: a. Generates a tremendous number of telephone calls to the dispatch center, effectively handicapping the operational efficiency. b. Significant expenditure for initial purchase, as well as maintenance. B. Institute a "Citizens Pager Program." This program would call for the City to contract with a specific pager company to provide the designated service. Citizens desiring to participate would be provided a alpha- numeric pager at a specified cost. That pager would then be included in a group page listing. Should an emergency situation occur, the communications center could send the information directly to those persons participating. 1. This system contains several significant positive components. including: a. While the citizen would pay for the pager service, the City could negotiate the contract to provide free paging services to city staff (eliminating a significant annual expenditure.) 2. This system contains a minimal number of negative components, including: a. Generates a marginal increase in the number of telephone calls to the communication dispatch center. However. this increase would be less than that amount generated under some other systems. ,C. Establish a secondary emergency operations center with basic equipment. That equipment would include, base radio station. basic phone system, CB radio equipment. Hamm radio equipment. .00 room. television. .-AM-FM 1 5 Annex A T5-18 radio, time clock, basic CAD and data computer. As a recommendation. this site could be located inside the water tower base at Bicentennial Park. This affords a location from which to conduct operations and additional warniru s in the event the primary operations center was destroyed. The close proximity to the additional buildings at the park could serve as a temporary public safety / city operations site, including facilities for meals. rest, and large scale coordination. D. Contract with designated radio stations to serve as emergency notification - - points, accompanied by road signs placed throughout the main arterial routes indication "Tune to xcxx radio for emergency broadcast information." VIII. REFERENCES A. Federal Emergency Management Agency(FEMA), 1981. CiAt Preparedness Principles of Warning. CPG 1-14. B. FEMA, 1980. National Warning System (NAWAS) Operations Manual, CPG 1-16. C. FEN IA. 1980. Outdoor Warning Systems Guide. CPG 1-17. D. FEMA, 1983. Guidelines for Maintenance of Emergency Use Equipment, CPG 2-13. E. FEMA. 1984. State and Local Communications and Warning Systems Engineering Guidance. CPG 1-37. F. FEMA. 1984. Federal Assistance Handbook. CPG 1-3. G. National Oceanic and Atmospheric Administration(NOAA). 1978. Tornado Preparedness Planning. H. NOAA. 1977. Guide for Flood and Flash Flood Preparedness Planning Date Signature of Approving Authority (County) I ti annex A T5-19 City of Southlake, Texas (how'' MEMORANDUM June 18, 1999 To: Billy Campbell, City Manager From: Ron Harper, Director of Engineering Services Subject: Town Hall Construction Status Action Requested: Provide status of Town Hall construction progress. Background Information: Design has been continuing on this project for several months. Based on the Council approval of the building footprint, staff is prepared to begin the bid process for this project. The foundations are scheduled for advertisement on June 27, with an anticipated award date of July 20, 1999. Beck continues to work with the architects and staff to value engineer the design of this facility. While the budget for building construction will be tight, it still appears that our current budget will be adequate for construction. The architect has identified several "upgrades" to interior spaces that will result in a more impressive facility (mostly on interior finish of highly trafficked public areas); however, these are not to the stage where the pricing can be determined. Based upon Councilmember Potter's request, staff is preparing a space comparison, function by function. A meeting of the original municipal facility planning committee is being planned for either the first or second week in July. Financial Considerations: The funds allocated for this project were intended for the construction of the building. As previously discussed, there will be additional funds required for site work such as sidewalks, landscaping, irrigation, etc. These costs are somewhat contingent on the final building design. Staff will apprise Council as soon as the cost information is available. T6-1 In addition, there will be funds required to "outfit" this building. (me These items will include furnishing, fixtures and equipment such as Council Chamber seating, telephone system, Courtroom seating, audio-visual equipment, decorations, break room appliances, new furniture, etc. Past Councils have provided direction that these costs should be funded out of the General Fund. A mid-year request for funds will be prepared for these items. Staff is currently inventorying the number, style and condition of our existing furniture to determine additional needs. Citizen Input/ Board Review: None. Legal Review: None. Alternatives: None. Supporting Documents: None. Staff Recommendation: None. Ron Harper Director of Engineering Services Approved for Submittal to City Council: City Manager's Office C T6-2 s or. City of Southlake, Texas MEMORANDUM June 22, 1999 To: Billy Campbell, City Manager From: Ron Harper, Director of Engineering Services Subject: Public Works Accreditation Action Requested: Provide notice of Public Works Accreditation program. Background Information: The American Public Works Association has developed, and recently implemented, a Public Works Accreditation Program. This program is similar to the program recently completed by Fire Services, and to the program contemplated by Police Services. The first step of this program is to perform a self- assessment of practices. Over the course of the next six to nine months, staff will be conducting this self-assessment. If upon completion of this phase it appears that accreditation is achievable, staff will return to Council with a proposal for pursuing the accreditation. At a minimum, Council will be provided with the results of the self-assessment. Even though Public Works and Engineering are separate, staff will pursue joint accreditation. Financial Considerations: None. Citizen Input/ Board Review: None. Legal Review: None. Alternatives: None. Supporting Documents: None. T7-1 Staff 460, Recommendation: None - For information only. RJH/ts Approved for Submittal to City Council: City Manager's Office L L T7-2