09-23-2014 (City Council) Agenda Packet Wylie City Council
CIT" OWY-LIE NOTICE OF MEETING
Regular Meeting Agenda
September 23, 2014- 6:00 p.m.
Wylie Municipal Complex
Council Chambers/Council Conference Room
300 Country Club Road, Building #100
Eric Hogue Mayor
Keith Stephens Mayor Pro Tern
Nathan Scott Place 2
Todd Wintters Place 3
Bennie Jones Place 4
William Whitney Ill Place 5
David Dahl Place 6
Mindy Manson City Manager
Richard Abernathy City Attorney
Carole Ehrlich City Secretary
In accordance with Section 551.042 of the Texas Government Code, this agenda has been posted at the Wylie Municipal
Complex, distributed to the appropriate news media, and posted on the City website: www.wylieteaov within the
required time frame. As a courtesy, the entire Agenda Packet has also been posted on the City of Wylie
website: www.wylietexas. ay.
The Mayor and City Council request that all cell phones and pagers be turned off or set to vibrate. Members of the audience
are requested to step outside the Council Chambers to respond to a page or to conduct a phone conversation.
The Wylie Municipal Complex is wheelchair accessible. Sign interpretation or other special assistance for disabled
attendees must be requested 48 hours in advance by contacting the City Secretary's Office at 972.516.6020.
Hearing impaired devices are available from the City Secretary prior to each meeting.
CALL TO ORDER
Announce the presence of a Quorum.
INVOCATION & PLEDGE OF ALLEGIANCE
PRESENTATIONS
• Presentation/Oath of Office—Administer the Oath of Office and Badge Pinning-City of Wylie Fire
Chief,Brent Parker. (Judge Terry Douglas)
• Proclamation-October 5-14,2014 as Fire Prevention Week. (B. Parker, Fire Chief)
September 23, 2014 Wylie City Council Regular Meeting Agenda Page 2 of 4
CITIZENS COMMENTS ON NON-AGENDA ITEMS
Residents may address Council regarding an item that is not listed on the Agenda. Residents must provide their name and
address. Council requests that comments be limited to three (3) minutes. In addition, Council is not allowed to converse,
deliberate or take action on any matter presented during citizen participation.
CONSENT AGENDA
All matters listed tinder the Consent Agenda are considered to be routine by the City Council and will be enacted by one
motion. There will not be separate discussion of these items. If discussion is desired, that item will be removed from the
Consent Agenda and will be considered separately.
A. Consider, and act upon, approval of the Minutes of the September 9, 2014,. the Regular Meeting of
the Wylie City Council. (C. Ehrlich, City Secretary)
B. Consider, and act upon, Resolution No. 2014-36(R) authorizing the City Manager to execute an
Interlocal Cooperation Agreement among the City of Wylie; Collin County, Texas; the City of
Lavon, Texas; the City of Parker, Texas; and the Town of Saint Paul, Texas concerning the
formation of the Southeast Collin County Emergency Medical Services Coalition. (B. Parker, Fire
Chief)
C. Consider, and place on file, the monthly Revenue and Expenditure Report for the Wylie Economic
Development Corporation as of August 31, 2014. (S. Satterwhite, WEDC Director)
D. Consider, and act upon,Resolution 2014-37(R) approving the current Investment Policy as required
by the Texas Government Code, Chapter 2256, Public Funds Investment Act, Subchapter A —
Authorized Investments for Governmental Entities. (L. Bantz, Finance Director)
E. Consider, and place on file, the City of Wylie Monthly Investment Report for August 31, 2014.
(L. Bantz, Finance Director)
F. Consider, and place on file, the City of Wylie Monthly Revenue and Expenditure Report for August
31, 2014. (L. Bantz, Finance Director)
G. Consider, and act upon, the request from Run for Heroes Event for a vendor fair at Olde City Park
on April 4, 2015. (M. Sferra, Public Services Director)
H. Consider, and act upon, the request from DFW Pup Patrol Rescue for a yard sale and adoption
event at Olde City Park on October 25, 2014. (M. Sferra, Public Services Director)
I. Consider, and act upon, approval of the Financial Management Policies. (L. Bantz, Finance Director)
J. Consider, and act upon, Ordinance No. 2014-32, amending the zoning from Agricultural (A/30) and
Planned Development 93-29 to Planned Development-Single-Family (PD-SF), for single-family
residential development on approximately 38 acres, located east of W.A. Allen Blvd. and north of
Stone Road, immediately east of Stone Grove Addition. ZC 2014-05 (R. 011ie, Planning and Zoning
Director)
REGULAR AGENDA
1. Consider, and act upon,the award of bid#W2014-64-B for Wylie Municipal Complex Trail Project;
to North Rock Construction in the amount of $469,962.50, and authorizing the City Manager to
execute any and all necessary documents. (M. Sferra, Public Services Director)
September 23, 2014 Wylie City Council Regular Meeting Agenda Page 3 of 4
Executive Summary
In 2012,the City was awarded$215,000 in grant funds from the Collin County Parks and Open Space Grant Program
for construction of approximately 5,000 linear feet of new, 12-foot wide, concrete hike and bike trail, one metal,
prefabricated pedestrian bridge, trail benches, and signage. In early 2014, an additional $200,000 in grant funding for
the project was confirmed from the Texas Parks Wildlife Department.
READING OF ORDINANCES
Title and caption approved by Council as required by Wylie City Charter, Article III, Section 13-D.
WORK SESSION
• Wylie Recreation Center Operations Budget Assessment. (M. Sferra/R. Diaz, Public Services)
RECONVENE INTO REGULAR SESSION
EXECUTIVE SESSION
Recess into Closed Session in compliance with Section 551.001, et.seq. Texas Government Code, to wit:
Sec. 551.072. DELIBERATION REGARDING REAL PROPERTY; CLOSED MEETING. A governmental
body may conduct a closed meeting to deliberate the purchase, exchange, lease, or value of real property if
deliberation in an open meeting would have a detrimental effect on its negotiating position.
• Property located near Jefferson and Ballard Avenue
RECONVENE INTO REGULAR SESSION
Take any action as a result from Executive Session.
ADJOURNMENT
If during the course of the meeting covered by this notice, the City Council should determine that a closed or executive
meeting or session of the City Council or a consultation with the attorney for the City should be held or is required, then such
closed or executive meeting or session or consultation with attorney as authorized by the Texas Open Meetings Act, Texas
Government Code§551.001 et. seq., will be held by the City Council at the date, hour and place given in this notice as the
City Council may conveniently meet in such closed or executive meeting or session or consult with the attorney for the City
concerning any and all subjects and for any and all purposes permitted by the Act, including, but not limited to, the following
sanctions and purposes:
Texas Government Code Section:
§551.071—Private consultation with the attorney for the City.
§551.072—Discussing purchase,exchange,lease or value of real property.
§551.074—Discussing personnel or to hear complaints against personnel.
September 23, 2014 Wylie City Council Regular Meeting Agenda Page 4 of 4
CERTIFICATION
I certify that this Notice of Meeting was posted on this 19th day of September, 2014 at 5:00 p.m. as required by law in
accordance with Section 551.042 of the Texas Government Code and that the appropriate news media was contacted. As a
courtesy, this agenda is also posted on the City of Wylie website: www.wylietexas. ov.
Carole Ehrlich, City Secretary Date Notice Removed
Wylie City Council
CITY OF WYLIE
Minutes
Wylie City Council Meeting
Tuesday, September 9, 2014- 6:00 p.m.
Wylie Municipal Complex - Council Chambers
300 Country Club Road, Bldg. 100
Wylie, TX 75098
CALL TO ORDER
Announce the presence of a Quorum.
Mayor Eric Hogue called the meeting to order at 6:00 p.m. City Secretary Carole Ehrlich took
roll call with the following City Council members present: Mayor Eric Hogue, Mayor pro tem
Keith Stephens, Councilman Nathan Scott, Councilman Todd Wintters, Councilman Bennie
Jones, Councilman William Whitney III, and Councilman David Dahl.
Staff present were: City Manager, Mindy Manson; Assistant City Manager, Jeff Butters; Fire
Chief, Brent Parker; Police Chief, John Duscio; City Engineer, Chris Hoisted; Finance Director,
Linda Bantz; Library Director, Rachel Orozco; Planning Director, Renae 011ie; City Secretary,
Carole Ehrlich; Public Information Officer, Craig Kelly; and various support staff.
INVOCATION & PLEDGE OF ALLEGIANCE
Pastor David Keuss of The Lakes Church gave the invocation and Budget Officer Ron Arp led
the Pledge of Allegiance.
PRESENTATIONS
• Presentation—Keep Texas Beautiful Award Presentation (Community Waste Management)
Robert Medigovich, representing Community Waste Management, presented Mayor Hogue and
the Wylie City Council with the award of "Keep Texas Beautiful." This is the second year the
award has been presented to the City of Wylie for their efforts in recycling programs and the
Extreme Green Event initiatives.
CITIZENS COMMENTS ON NON-AGENDA ITEMS
Residents may address Council regarding an item that is not listed on the Agenda. Residents must provide
their name and address. Council requests that comments be limited to three (3) minutes. In addition,
Council is not allowed to converse, deliberate or take action on any matter presented during citizen
participation.
Minutes September 9, 2014
Wylie City Council
Page 1
There were no citizens present wishing to address Council during Citizens Comments.
CONSENT AGENDA
All matters listed under the Consent Agenda are considered to be routine by the City Council and will be
enacted by one motion. There will not be separate discussion of these items. If discussion is desired, that
item will be removed from the Consent Agenda and will be considered separately.
A. Consider, and act upon, approval of the Minutes of the August 14, 2014 Special Called Joint
Work Session, the August 26, 2014 Regular Meeting, and the September 2, 2014 Special
Called Meeting of the Wylie City Council. (C. Ehrlich, City Secretary)
B. Consider, and act upon, Resolution No. 2014-23(R) authorizing the City Manager to execute
an Interlocal Cooperation Agreement with Collin County, Texas for Road Improvements in
accordance with Court Order No. 97-576-08-25. (M. Sferra, Public Services Director)
C. Consider, and act upon, Resolution No. 2014-24(R) authorizing the City Manager to execute
License Agreement 220661 with Dallas Area Rapid Transit for the purposes of constructing,
installing, maintaining and operating one (1) 30-inch sanitary sewer pipeline encased in a 42-
inch steel pipe (the "Permitted Improvement") across the Cotton Belt Line at Mile Post
581.64 in Wylie, Collin County, Texas. (M. Sferra, Public Services Director)
D. Consider, and act upon, Resolution No. 2014-25(R) authorizing the City Manager to execute
License Agreement 220662 with Dallas Area Rapid Transit for the purposes of constructing,
installing, maintaining and operating one (1) 12-inch water pipeline encased in an 18-inch
steel pipe (the "Permitted Improvement") across the Cotton Belt Line at Mile Post 583.13 in
Wylie, Collin County,Texas. (M. Sferra, Public Services Director)
E. Consider, and act upon, Resolution No. 2014-26(R) authorizing the City Manager to execute
License Agreement 220663 with Dallas Area Rapid Transit for the purposes of constructing,
installing, maintaining and operating one (1) 8-inch water pipeline encased in a 14-inch steel
pipe (the "Permitted Improvement") across the Cotton Belt Line at Mile Post 580.72 in
Wylie, Collin County, Texas. (M. Sferra, Public Services Director)
F. Consider, and act upon, Resolution No. 2014-27(R) authorizing the City Manager to execute
License Agreement 220664 with Dallas Area Rapid Transit for the purposes of constructing,
installing, maintaining and operating one (1) 12-inch sanitary sewer pipe encased in an 18-
inch steel pipe (the "Permitted Improvement") across the Cotton Belt Line at Mile Post
580.53 in Wylie, Collin County, Texas. (M. Sferra, Public Services Director)
G. Consider, and act upon, Resolution No. 2014-28(R) authorizing the City Manager to execute
License Agreement 220665 with Dallas Area Rapid Transit for the purposes of constructing,
installing, maintaining and operating one (1) 8-inch water pipeline encased in a 12-inch steel
pipe (the "Permitted Improvement") across the Cotton Belt Line at Mile Post 580.92 in
Wylie, Collin County, Texas. (M. Sferra, Public Services Director)
H. Consider, and act upon, Resolution No. 2014-29(R) authorizing the City Manager to execute
License Agreement 220666 with Dallas Area Rapid Transit for the purposes of constructing,
installing, maintaining and operating one (1) 8-inch sanitary sewer pipeline encased in a 15-
Minutes September 9, 2014
Wylie City Council
Page 2
inch C.G.M. pipe (the "Permitted Improvement") across the Cotton Belt Line at Mile Post
580.21 in Wylie, Collin County, Texas. (M. Sferra, Public Services Director)
Consider, and act upon, Resolution No. 2014-30(R) authorizing the City Manager to execute
License Agreement 220667 with Dallas Area Rapid Transit for the purposes of constructing,
installing, maintaining and operating four (4) 72-inch Class "V" reinforced concrete
drainage pipes (the "Permitted Improvement") across the Cotton Belt Line at Mile Post
580.55 in Wylie, Collin County, Texas.. (M. Sferra, Public Services Director)
J. Consider, and act upon, Resolution No. 2014-31(R) authorizing the City Manager to execute
License Agreement 220689 with Dallas Area Rapid Transit for the purposes of constructing,
installing, maintaining and operating (1) 21-inch and one (1) 30-inch reinforced concrete
pipes for storm water with Type "B" headwalls and longitudinal drainage beyond the outfall
headwalls (the "Permitted Improvement") across the Cotton Belt Line at Mile Post 580.74 in
Wylie, Collin County, Texas. (M. Sierra, Public Services Director)
K. Consider, and act upon, Resolution No. 2014-32(R) authorizing the City Manager to execute
License Agreement 220690 with Dallas Area Rapid Transit for the purposes of constructing,
installing, maintaining and operating a storm sewer drainage system with rubble rip-rap on
both embankments to eliminate erosion and scour (the "Permitted Improvement") adjacent
to and draining onto the Cotton Belt Line right of way at Mile Post 581.09 in Wylie, Collin
County, Texas. (M. Sferra, Public Services Director)
L. Consider, and act upon, Resolution No. 2014-33(R) authorizing the City Manager to execute
a Contract for Paramedic Ambulance Service between East Texas Medical Center
(E.T.M.C.) and the Southeast Collin County E.M.S. Coalition consisting of the following
communities: City of Wylie, City of Parker, the Town of St. Paul, City of Lavon and Collin
County. (B. Parker, Fire Chief)
M. Consider, and act upon, Resolution No. 2014-34(R) authorizing the City Manager to execute
a Supplemental Agreement to Contract for Paramedic Ambulance Services between East
Texas Medical Center(E.T.M.C.) and the City of Wylie. (B. Parker, Fire Chief
N. Consider, and act upon, Resolution No. 2014-35(R) authorizing the City Manager to execute
an Interlocal Agreement between the City of Wylie and Rockwall County for Fire Protection
Services. (B. Parker, Fire Chief)
O. Consider, and act upon, the award of bid # W2014-78-A for Janitorial Services; to All
Janitorial Professional Services, Inc. in an estimated annual amount of $137,000.00, and
authorizing the City Manager to execute any and all necessary documents. (M. Sferra, Public
Services Director)
P. Consider, and act upon, of Ordinance No. 2014-27 amending Subsection B (Water Rates) and
Subsection C (Sewage Collection and Treatment Rates) of Section 1 (Water and Sewer Fees)
of the Wylie Comprehensive Fee Schedule. (C. Holsted, City Engineer)
Q. Consider, and act upon, Ordinance No. 2014-28 amending the zoning from Commercial
Corridor to Planned Development — Light Industrial (PD-LI) to develop a light assembly
facility with limited industrial uses; on approximately 2.655 acres generally located north of
West FM 544 and east of Commerce Drive. ZC 2014-04 (R. 011ie, Director Development
Services)
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Wylie City Council
Page 3
R. Consider, and act upon, approval of Ordinance No. 2014-29 setting a date, ordering a public
hearing for October 14, 2014. to discuss and review updates to the Thoroughfare Capital
Improvements Plan, and Thoroughfare Impact Fees (C. Halsted, City Engineer)
Council Action
A motion was made by Councilman Scott, seconded by Councilman Wintters to approve the
Consent Agenda as presented. A vote was taken and the motion passed 7-0.
Mayor Hogue recessed the Wylie City Council Meeting at 6:12 p.m.
RECESS CITY COUNCIL
CALL TO ORDER THE WYLIE PARKS & RECREATION FACILITIES
DEVELOPMENT CORPORATION (4b)
Parks & Recreation 4B Board Chair Hogue called the board to order at 6:15 p.m. with the
following board members present: Mayor Eric Hogue, Mayor Pro Tern Keith Stephens,
Councilman Bennie Jones, Councilman Nathan Scott, Vice Chair Dan Chesnut and board
member Coda Hampton. Board member Jeff Harris was absent.
1. Consider, and act upon, approval of the Minutes from the September 10, 2013
Special Called Meeting of the Wylie Parks and Recreation Facilities Development
Corporation (4B). (C. Ehrlich, City Secretary)
4B Board Action
A motion was made by board member Scott, seconded by board member Chesnut to approve
the Parks and Recreation 4B board minutes of September 10, 2013 as presented. A vote was
taken and the motion passed 6-0 with board member Harris absent.
2. Consider, and act upon, the appointment and/or reappointment of the Wylie Parks and
Recreation Facilities Development Corporation (4B) Officers and appoint a Chair and Vice
Chairman from its board members for a term beginning January 1,2015 and ending December
31,2016.. (C. Ehrlich, City Secretary)
Staff Comments
4B Secretary Ehrlich addressed the 4B board stating that Article II, Section 1. (d) of the 4B Bylaws states;
"The Corporation Board will choose from among its members a Chairman of the Board and a Vice
Chairman of the Board. The Chairman will preside at all board meetings and the Vice Chairman will
serve in the absence of the Chairman."
Ehrlich explained that currently, Mayor Hogue holds the position of 4B Chair and Dan Chesnut serves as
Vice Chair. Article Ill, Section 1. (a) of the by-laws states that the officers of the Corporation shall appoint
a president, a vice president, a secretary and a treasurer and such other officers as the Board may from
time to time elect or appoint. One person may hold more than one office, except that the President shall
Minutes September 9, 2014
Wylie City Council
Page 4
not hold the office of Vice President or Secretary. Terms of the office shall be two years with the right of
an officer to be reappointed.
4B Board Action
A motion was made by board member Stephens, seconded by board member Scott to appoint
4B Officers: Mindy Manson as President, Jeff Butters as Vice President, Linda Bantz as
Treasurer, and Carole Ehrlich as Secretary of the Parks and Recreation Facilities Development
Corporation (4B) for a two year term beginning January 1, 2015 and ending December 31,
2016. A vote was taken and the motion passed 6-0 with board member Harris absent.
4B Board Action
A motion was made by Vice Chair Chesnut, seconded by board member Stephens to reappoint
Eric Hogue as Chair of the Parks and Recreation Facilities Development Corporation (4B) for a
two year term beginning January 1, 2015 and ending December 31, 2016. A vote was taken
and the motion passed 6-0 with board member Harris absent.
4B Board Action
A motion was made by board member Scott, seconded by board member Jones to reappoint
Dan Chesnut as Vice Chair of the Parks and Recreation Facilities Development Corporation
(4B) for a two year term beginning January 1, 2015 and ending December 31, 2016. A vote
was taken and the motion passed 6-0 with board member Harris absent.
3. Consider, and act upon, approval of the FY 2014-2015 4B Budget and authorize
expenditures for the FY 2014-2015 Community Services Facilities Capital
Improvement Plan. (L. Bantz, Finance Director)
4B Board Action
A motion was made by board member Stephens, seconded by board member Jones to approve
the FY 2014-2015 4B Budget and authorize expenditures for the FY 2014-2015 Community
Services Facilities Capital Improvement Plan. A vote was taken and the motion passed 6-0 with
board member Harris absent.
ADJOURNMENT
4B Board Action
With no other business before the Wylie Parks and Recreation Facilities Development
Corporation (4B), Mayor Hogue adjourned the meeting at 6:17 p.m. Consensus of the board
was to adjourn.
Mayor Hogue reconvened the Wylie City Council Open Session at 6:18 p.m.
RECONVENE INTO OPEN SESSION OF THE WYLIE CITY COUNCIL
Minutes September 9, 2014
Wylie City Council
Page 5
REGULAR AGENDA
1. Hold a Public Hearing and consider, and act upon, a change in zoning from Agricultural
(A/30) and Planned Development 93-29 to Planned Development-Single-Family (PD-SF),for
single-family residential development on approximately 38 acres, located east of W.A. Allen
Blvd. and north of Stone Road, immediately east of Stone Grove Addition. ZC 2014-05 (R.
011ie, Planning Director)
Staff/Council Comments
Planning Director 011ie addressed Council stating that the applicant is requesting to establish permanent
zoning on approximately 38 acres of land, of which 18 acres was recently annexed into the City. The
subject property shall be developed in accordance with attached planned development conditions (Exhibit
"B") to create a residential development of single family dwellings, and to provide connections to existing
Stone Grove Phase I Addition to the west.
Mayor pro tern Stephens asked if any of the lots were within the flood plain. City Engineer Hoisted replied
that some of the lots along the creek could be in the floodplain and a floodplain study would have to be
provided and if indicated some of the lots may need to be adjusted to remove them from any portion of
the flood plain.
Councilman Jones asked who would determine whether the trails would be 5 feet or 8 feet wide. City
Engineer Hoisted stated that the developer was researching to determine an allowable width for the trails
in area. Some of the factors include how to accommodate large established trees with an 8 foot trail.
Also required lot depth might be another factor in the considerations. Developer Jim Douglas addressed
Council stating that in the review that has been completed, they were confident they could provide an 8
foot trail in all areas. He noted nothing would begin until the flood study was completed and the Parks
Board, Planning and Engineering staff is all completely satisfied.
Developer Comments
Applicant Jim Douglas, Douglas Properties, 2309 Ave. K, Ste. 100., Plano, TX 75074 addressed Council
and provided information and maps showing the proposed lot design and home designs. Douglas noted
Bloomfield will be the only builder.
Public Hearing
Mayor Hogue opened the public hearing on Zoning Case 2014-05 asking anyone present
wishing to address Council to come forward and limit their comments to 3 minutes.
No one was present wishing to address Council during the Public Hearing.
Mayor Hogue closed the public hearing on Zoning Case 2014-05 at 6:39 p.m.
Council Action
A motion was made by Councilman Wintters, seconded by Councilman Dahl to approve a
change in zoning from Agricultural (A/30) and Planned Development 93-29 to Planned
development-Single Family (PD-SF) for single-family residential development on approximately
38 acres, located east of W. A. Allen Blvd. and north of Stone Road, immediately east of Stone
Grove Addition. ZC 2014-05.
Minutes September 9, 2014
Wylie City Council
Page 6
2. Consider, and act upon, approving the property tax increase reflected in the budget. (L.
Bantz, Finance Director)
Executive Summary
Finance Director Bantz addressed Council stating that the tax rate needed to fund the FY 2014-2015
budget is $0.878900 per $100 of assessed valuation. Although this tax rate represents a decrease of
$0.005 (one-half cent)from the tax rate in FY 2013-2014, there will be an increase in tax revenue the City
receives due to new property that was added to the tax roll and an increase in the total property assessed
valuation. Section 26.05 of the Texas Property Tax Code requires the governing body to hold a separate
vote to ratify this property tax increase that is reflected in the budget.
Council Action
A motion was made by Mayor pro tem Stephens, seconded by Councilman Jones to approve
the property tax increase reflected in the budget. A vote was taken and the motion passed 7-0.
3. Consider, and act upon, Ordinance No. 2014-30 adopting a budget and appropriating
resources for Fiscal Year 2014-2015, beginning October 1, 2014, and ending September 30,
2015. (L. Bantz, Finance Director)
Executive Summary
Finance Director Bantz addressed Council stating that the tax rate being proposed for Fiscal Year 2014-
2015 is $0.8789 per $100 of assessed valuation. The attached summary of all operating and capital
funds includes the budget for the Wylie Economic Development Corporation.
Council Action
A motion was made by Mayor pro tern Stephens, seconded by Councilman Scott to approve
Ordinance No. 2014-30 adopting the budget and appropriating resources for Fiscal Year 2014-
2015, beginning October 1, 2014, and ending September 30, 2015. A vote was taken and the
motion passed 7-0.
4. Consider, and act upon, Ordinance No. 2014-31 fixing the tax rate/levy for Tax Year 2014
and Budget Year FY 2014-2015 at$0.87890 per$100 of assessed valuation. (L. Bantz, Finance
Director)
Executive Summary
Finance Director Bantz addressed Council stating that the tax rate needed to fund the FY 2014-2015
budget is $0.87890 per $100 of assessed valuation. The tax rate is broken down with $0.597978 being
used for operations and maintenance and $0.280922 being used to fund the General Debt Service Fund.
This tax ordinance will generate levies of$15,659,737 for the General Fund and $7,356,733 for the I & S
Fund. The adopted Fiscal Year 2014-2015 budget requires the support of this ordinance for funding. The
motion to approve the tax rate must be made in the above format due to state law requirements found in
Section 26.05(b) of the Property Tax Code since the tax rate exceeds the effective tax rate of$0.831323.
Minutes September 9, 2014
Wylie City Council
Page 7
Council Action
A motion was made by Mayor pro tern Stephens, seconded by Councilman Jones to move that
the property tax rate be increased by the adoption of a tax rate of $0.878900, which is
effectively a 5.72% increase in the tax rate. A vote was taken and the motion passed with
Mayor Hogue, Mayor pro tern Stephens, Councilman Scott, Councilman Wintters, Councilman
Jones, Councilman Whitney and Councilman Dahl voting for and none against.
READING OF ORDINANCES
Title and caption approved by Council as required by Wylie City Charter, Article III, Section 13-D.
City Secretary Ehrlich read the captions to Ordinance No.'s 2014-27, 2014-28, 2014-29, 2014-
30 and 2014-31 into the official records.
ADJOURNMENT
With no further business before the Wylie City Council, a motion was made by Councilman
Jones, seconded by Councilman Dahl to adjourn the meeting at 6:50 p.m. A vote was taken
and the motion passed 7-0.
Eric Hogue, Mayor
ATTEST:
Carole Ehrlich, City Secretary
Minutes September 9, 2014
Wylie City Council
Page 8
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Meeting Date: September 23, 2014 Item Number: B
Department: Fire (City Secretary's Use Only)
Prepared By: Chief J. Brent Parker Account Code: 100-4000-43531/Revenue
Date Prepared: July 29, 2014 Budgeted Amount: $42,635.52
Exhibits: 4
Subject
Consider, and act upon, Resolution No. 2014-36(R), authorizing the City Manager to execute an Interlocal
Cooperation Agreement among the City of Wylie; Collin County, Texas; the City of Lavon, Texas; the City of
Parker, Texas; and the Town of Saint Paul, Texas concerning the formation of the Southeast Collin County
Emergency Medical Services Coalition.
Recommendation
Motion to approve Resolution No. 2014-36(R), authorizing the City Manager to execute an Interlocal
Cooperation Agreement among the City of Wylie; Collin County, Texas; the City of Lavon, Texas; the City of
Parker, Texas; and the Town of Saint Paul, Texas concerning the formation of the Southeast Collin County
Emergency Medical Services Coalition.
Discussion
In approximately 1998, the City of Wylie united with several local municipalities to establish the Southeast
Collin County Emergency Medical Services Coalition ("SECCEMSC") through an interlocal agreement. The
SECCEMSC negotiates ambulance service, as a group, to reduce rates for each member city.
Each time a member city is added or drops from the Coalition, the interlocal agreement must be updated to
establish current membership. The City of Lucas recently created its own ambulance service, and dropped from
the Coalition in March of 2014. This interlocal agreement is the same agreement signed in 2008; however, the
new contract removes the City of Lucas as a member of the Coalition and it adds Item 8 Counterparts.
It is the recommendation of Wylie Fire Rescue to continue membership with the SECCEMSC, and execute the
attached Interlocal Cooperation Agreement for Emergency Medical Services Coalition.
Page 1 of 1
RESOLUTION NO. 2014-36(R)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WYLIE,
TEXAS, AUTHORIZING THE CITY MANAGER OF THE CITY OF
WYLIE, TEXAS, TO EXECUTE AN INTERLOCAL COOPERATION
AGREEMENT AMONG THE CITY OF WYLIE; COLLIN COUNTY,
TEXAS; THE CITY OF LAVON, TEXAS; THE CITY OF PARKER,
TEXAS; AND THE TOWN OF SAINT PAUL, TEXAS CONCERNING
THE FORMATION OF THE SOUTHEAST COLLIN COUNTY
EMERGENCY MEDICAL SERVICES COALITION; GRANTING THE
CITY MANAGER AUTHORITY TO TAKE ANY AND ALL OTHER
ACTIONS NECESSARY TO EFFECTUATE THE SAME, INCLUDING,
BUT NOT LIMITED TO, MAKING ANY NECESSARY REVISIONS TO
THE INTERLOCAL AGREEMENT THAT THE CITY MANAGER
DEEMS APPROPRIATE AND IN THE BEST INTEREST OF THE CITY,
AS SOLELY DETERMINED BY THE CITY MANAGER; AND
PROVIDING FOR AN EFFECTIVE DATE HEREOF.
WHEREAS, the City Council of the City of Wylie, Texas ("City Council") has
investigated and determined that it is in the best interest of the City of Wylie, Texas ("City") and
its citizens to approve the Interlocal Cooperation Agreement among the City; Collin County,
Texas; the City of Lavon, Texas; the City of Parker, Texas; and the Town of Saint Paul, Texas
concerning the formation of the Southeast Collin County Emergency Medical Services Coalition
("Agreement"), and to authorize the City Manager to execute the same on behalf of the City
Council.
NOW, THEREFORE, BE IT RESOLVED BY THE WYLIE CITY:
SECTION I: Findings Incorporated. The findings set forth above are incorporated into
the body of this Resolution as if fully set forth herein.
SECTION 2: Authority of City Manager to Execute/Make Revisions to Agreement. The
City Manager is hereby authorized to execute the Agreement on behalf of the City Council and
to take any and all other actions necessary to effectuate the same, including, but not limited to,
making any necessary revisions to the Agreement that the City Manager deems appropriate and
in the best interest of the City, as solely determined by the City Manager. The form of the
Agreement is attached hereto as Exhibit "A" and incorporated herein for all purposes. Should
the final executed version of the Agreement be revised from the attached Exhibit "A", such
form of said Agreement shall replace Exhibit"A" of this Resolution for all purposes.
SECTION 3: Effective Date. This Resolution is effective immediately on its passage.
Resolution No.2014-36(R)—Interlocal
Agreement Establishing the SECCEMSC Page 1 of 11
RESOLVED THIS THE 23rd day of September, 2014.
ERIC HOGUE, Mayor
ATTEST TO:
CAROLE EHRLICH, City Secretary
Resolution No. 2014-36(R)—Interlocal
Agreement Establishing the SECCEMSC Page 2 of 11
Exhibit A
STATE OF TEXAS §
COUNTY OF COLLIN §
INTERLOCAL COOPERATION AGREEMENT FOR
EMERGENCY MEDICAL SERVICES COALITION
This Agreement is made and entered into by and among County of Collin ("Collin
County"), the City of Lavon, Texas ("Lavon"), the City of Parker, Texas ("Parker"), the Town of
Saint Paul, Texas ("St. Paul"), and the City of Wylie, Texas ("Wylie") each of said Cities being a
municipal corporation organized and operating under the laws of the State of Texas (collectively
referred to as the "Governmental Entities" or singularly as "Governmental Entity") acting by and
through their authorized representatives.
WITNESSETH:
WHEREAS, the Interlocal Cooperation Act, Chapter 791 of the Texas Government
Code (the "Act") provides the authority to political subdivisions to contract with each other to
facilitate the governmental functions and services of the governmental entities under the terms of
the Act; and
WHEREAS, the Governmental Entities desire to maximize the efficiency and
effectiveness of emergency medical services by entering into an agreement to provide for
regional emergency medical services; and
WHEREAS, the Governmental Entities intend to enter into this new Agreement to create
the Coalition to provide for regional emergency medical services, rather than rely on a previous
interlocal agreement which included other governmental entities; and
WHEREAS, the forming of a Coalition for the purposes of obtaining emergency medical
services for all of the Governmental Entities will result in more efficient provision of services to
each Governmental Entity.
NOW THEREFORE, in consideration of the foregoing and on the terms and conditions
hereinafter set forth and other valuable consideration the sufficiency and receipt of which are
hereby acknowledged, the parties agree as follows:
ARTICLE I
PURPOSE
1.1 The purpose of this Agreement is to create the Southeast Collin County EMS
Coalition ("Coalition") by and among the Governmental Entities for the purpose of contracting
and/or providing for regional emergency medical services to the Governmental Entities.
Resolution No. 2014-36(R)—Interlocal
Agreement Establishing the SECCEMSC Page 3 of 11
ARTICLE II
EMERGENY MEDICAL SERVICES
2.1. The Governmental Entities shall each designate a representative for the Coalition.
The Coalition shall negotiate the terms of a contract for the provision of emergency medical
services to all Governmental Entities in a manner consistent with this Agreement. The Coalition
may also propose a contract for mutual aid amongst Governmental Entities, and compensation
for services performed.
2.2 Any contract negotiated by the Coalition must be adopted and executed by the
governing body of each Governmental Entity prior to becoming effective against any
Governmental. Entity.
2.3 All members agree to pay their part of the costs associated with running the back-
up ambulances. The apportionment is derived by dividing the cost of back-up ambulances by the
number of calls received the previous year by each Governmental Entity. The cost is to be paid
to Wylie in quarterly installments. The costs allocated to each member are listed on Exhibit `B"
attached hereto and incorporated as if fully set forth herein. Costs associated with Exhibit "B"
may change annually as derived by dividing the cost of back-up ambulances by the number of
calls received the previous year by each Governmental Entity or as mutually agreed upon by
Governmental Entities. (Exhibit "A" among Governmental Entities is used to described the
document showing Subsidy payments to E.T.M.C.)
2.4 At all times while equipment and personnel of the Governmental Entities are
traveling to, from, or within the territorial limits of any of the other Governmental Entities in
accordance with the terms of this Agreement, such personnel and equipment shall be deemed to
be employed or used, as the case may be, in the full line and course of duty of the Governmental
Entity which regularly employs such personnel and equipment. Further, such equipment and
personnel shall be deemed to be engaged in a governmental function of such Governmental
Entity.
2.5 In the event that any individual employee or representative of any of the
Governmental Entities performing duties subject to the Agreement shall be cited as a defendant
party to any state or federal civil lawsuit, or if a claim or demand for damages or liability is
asserted against such individual arising out of his or her official acts while performing duties
pursuant to the terms of this Agreement, such individual shall be entitled to the same benefits
that he or she would be entitled to receive had such civil action arose out of an official act within
the scope of his or her duties as a member of the Governmental Entity where regularly
employed. The benefits described in this paragraph shall be supplied by the Governmental
Entities where the individual is regularly employed. However, in situations where any of the
other Governmental Entities may be liable, in whole or in part, for the payment of damages, then
such other Governmental Entities may intervene in such causes of action to protect its interest.
Resolution No. 2014-36(R)—Interlocal
Agreement Establishing the SECCEMSC Page 4 of 11
ARTICLE III
FINANCIAL OBLIGATIONS
3.1 The Governmental Entities represent and covenant that their respective financial
obligations and liability arising herein, or as part of the Coalition, shall constitute operating
expenses of the Governmental Entities payable from funds annually budgeted and appropriated
therefore.
3.2 Each Governmental. Entity shall be responsible for a share of any financial
obligation created by the Coalition and approved by all Governmental Entities, in a percentage
equal to that Governmental Entity's population divided the total population of all Governmental
Entities, as established by the 2000 U.S. Census.
ARTICLE IV
TERM
4.1 The term of this Agreement shall be for one (1) year commencing on the last date
all of the Governmental Entities have executed the Agreement (the "Effective Date"), and shall
automatically renew for successive one (1) year terms on the anniversary date of the Effective
Date thereafter, unless terminated by written agreement of all Governmental Entities.
4.2 Any one Governmental Entity may terminate its rights and obligations under this
Agreement by giving one hundred eighty (180) days prior written notice to the other
Governmental Entities. Any financial obligation or liability of a Governmental Entity arising
from this Agreement, or any contract executed in connection with this Agreement shall survive
termination of this Agreement.
ARTICLE V
RELEASE AND INDEMNIFICATION
5.1 To the extent allowed by law, each Governmental Entity hereto agrees to
waive all claims against, release, and otherwise hold harmless the other Governmental
Entities, their officers, agents and employees in both public and private capacities from any
and all liability, claims, suits, demands, losses, damages, attorney's fees, including all
expenses of litigation or settlement, or causes of action of any kind which may arise by
reason of injury to or death of any person or for a loss of, damage to, or loss of use of any
property arising out of services provided under this Agreement, including any acts or
omissions of the parties respective officials, officers, agents or employees relating to or
arising out of the performance of this Agreement, except when such claim or demand
results from the intentional tort and/or gross negligence of a party hereto.
5.2 In the event any claim or demand arises out of or results from the intentional
tort and/or gross negligence of a party hereto, then in that event, the party guilty of such
intentional tort and/or gross negligence shall, to the extend allowed by law, indemnify and
hold harmless other Governmental Entities (innocent of any intentional tort or gross
Resolution No. 2014-36(R)—Interlocal
Agreement Establishing the SECCEMSC Page 5 of 11
negligence) of and from all liability, claims, suits, demands, losses, damages and attorneys'
fees resulting from the intentional tort and/or gross negligence.
5.3 The parties hereto agree to exercise their best efforts in the performance of the
obligations of each party hereunder. Each party to this Agreement waives all claims against the
other party for any loss, damage, personal injury, or death occurring as a consequences of the
performance of or failure to perform this Agreement. Nothing contained in the Agreement shall
in any way be construed so as to confer any vested right or benefit to any third party not a party
to this contract. Each party shall be solely responsible for any civil liability arising from
furnishing or obtaining the fire protection services contemplated herein as fully as and to the
same extent as that party would have been responsible in the absence of this Agreement, in
accordance with Section 791.006, Texas Government Code, as amended.
5.4 It is expressly understood and agreed that, in the execution of this Agreement,
none of the Governmental Entities waive, nor shall be deemed hereby to have waived any
immunity or defense that would otherwise be available against claims arising in the exercise of
governmental functions relating hereto or otherwise. By entering into this Agreement, the
Governmental Entities do not create any obligations express or implied, other than those set forth
herein, and this Agreement, shall not create any rights in any parties not a signatory hereto. The
remedies of any of the Governmental Entities hereto with respect to a claim against any of the
other Governmental. Entities hereto shall not be impaired by this Agreement when the claim does
not arise from the services provided pursuant to this Agreement.
ARTICLE VI
INSURANCE
6.1 Each Governmental Entity shall maintain in full force and effect during the term
of the Agreement, insurance for comprehensive bodily injury, death and property damage
insuring and naming each Governmental. Entity as an additional insured against all claims,
demands, or actions relating to the Services with a minimum combined single limit of not less
than one million dollars ($1,000,000.00) per occurrence for injury to persons (including death)
and for property damage or destruction.
ARTICLE VII
DEFAULT
7.1 In the event any of the Governmental. Entities shall fail to perform any financial
obligation hereunder, any one or more of non-defaulting Government Entities shall give written
notice of such failure, and if the defaulting Government Entity has not cured such failure within
ten (10) days after receipt of such written notice, any one or more of the non-defaulting
Governmental. Entities shall have the right to cure such failure and recover from the defaulting
Governmental Entity the amount of money paid if any, by the non-defaulting Governmental
Entity to cure such failure, with interest at the highest rate allowed by law.
7.2 In the event that the Coalition enters into an agreement on behalf of the
Governmental Entities that exceeds a term of one year, a defaulting Governmental Entity's
Resolution No. 2014-36(R)—Interlocal
Agreement Establishing the SECCEMSC Page 6 of 11
responsibility to cure shall remain until full expiration of the Agreement entered into by the
Coalition and in such case, the non-defaulting Governmental Entities shall have the right to
recover from the defaulting Governmental Entity all amounts necessary to cure the default.
ARTICLE VIII
MISCELLANEOUS
8.1 Governing Law. This Agreement shall be governed by the laws of the State
of Texas; and venue for any action shall be in Collin County, Texas.
8.2 Notice. Any notice, demand or request required or permitted to be
delivered hereunder shall be deemed received when delivered in person or sent by United States
mail, postage prepaid, certified mail, addressed to the party at the address set forth below:
Lavon: City of Lavon
Attn: Mayor
P.O. Box 340
Lavon, Texas 75166
Parker: City of Parker
Attn: City Administrator
5700 East Parker Road
Parker, Texas 75002
St. Paul: Town of Saint Paul.
Attn: Mayor
2505 Butscher's Block
Saint Paul, Texas 75098
Wylie: City of Wylie
Attn: Mindy Manson, City Manager
2000 Highway 78
Wylie, Texas 75098
Collin County: Collin County
Attn: Jason Browning, Fire Marshal
4690 Community Blvd., #200
McKinney, TX 75071
Any party may, at anytime, by written notice to the other Governmental Entities, designate
different or additional persons or different addresses for the giving of notices hereunder.
8.3 Entire Agreement. This Agreement is the entire agreement. There is no other
collateral or oral agreement among the parties that in any way relates to the subject matter of this
Agreement.
Resolution No. 2014-36(R)—Interlocal
Agreement Establishing the SECCEMSC Page 7 of 11
8.4 Amendment. This Agreement may be amended by the written agreement of all
parties hereto.
8.5 Severability. In the event any one or more of the provisions contained in this
Agreement shall for any reason be held to be invalid, illegal, or unenforceable in any respect,
such invalidity, illegality, or unenforceability shall not affect the other provisions, and the
Agreement shall be construed as if such invalid, illegal, or unenforceable provision had never
been contained in this Agreement.
8.6 Assignment. This Agreement may not be assigned by any Governmental Entity
without the express written consent of all Governmental Entities.
8.7 Multiple Counterparts. This Agreement may be executed in a number of
identical counterparts, each of which shall be deemed an original for all purposes. An electronic
mail and/or facsimile signature will also be deemed to constitute an original if properly executed
and delivered to the other party.
EXECUTED in multiple originals this day of , 2014.
CITY OF LAVON, TEXAS
By:
Print Name:
Title: Mayor
ATTEST:
By:
Print Name:
Title: City Secretary
Resolution No. 2014-36(R)—Interlocal
Agreement Establishing the SECCEMSC Page 8 of 11
EXECUTED in multiple originals this day of , 2014.
CITY OF PARKER, TEXAS
By:
Print Name:
Title: Mayor
ATTEST:
By:
Print Name:
Title: City Secretary
EXECUTED in multiple originals this day of , 2014.
CITY OF SAINT PAUL, TEXAS
By:
Print Name:
Title: Mayor
ATTEST:
By:
Print Name:
Title: City Secretary
Resolution No.2014-36(R)—Interlocal
Agreement Establishing the SECCEMSC Page 9 of 11
EXECUTED in multiple originals this day of , 2014.
CITY OF WYLIE, TEXAS
By:
Eric Hogue, Mayor
ATTEST:
By:
Carole Ehrlich, City Secretary
EXECUTED in multiple originals this day of , 2014.
COLLIN COUNTY, TEXAS
By:
Keith Self, Judge
ATTEST:
By:
Resolution No.2014-36(R)—Interlocal
Agreement Establishing the SECCEMSC Page 10 of 11
4OFt„
111,4 t 14E1 4,4.' ;Ili
' 5'�`YL�4.. AI4 ,
, Southeast Collin County EMS Coalition
adz 7/
Exhibit
a$kIt W1` '41-krop'If a,
utl'
wI1yof, tI.1U .
No. of Back-up ( r. of Back-up AmbulanceBack- Quarterly Back- AmbulanceBack-up Quarterly Back-
Member
up Fees Payable to up Ambulance pees(Annual) Payable up Ambulance
Fe
Ambulance Carps Ambulance a Calls'
Wylie Fees Ulies
2012 2013 2013-2014 2013-2014 2014-2015 2024-2025
Collin
Count 65 $57,994.3� $14,498.58; $18,653.04 4 663.26
u rl � , 253,14 . 0 , 87.10
— — - -� - 642
Parker 625.84 44 907.21 $10 65 .88' $�2 6F '
1 avon � � 11,547..1
t. Paul 8 922.2 2 230.55i 1776.48 $444.12
Totals 568 33 $506 781 $126,695 mi
;
($892.22 per ($888.24 per
response) response)
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Wylie City Council
q,,,,: ;,; AGENDA REPORT
Meeting Date: September 23, 2014 Item Number: C
Department: WEDC (City Secretary's Use Only)
Prepared By: Gerry Harris Account Code:
Date Prepared: August 8, 2014 Budgeted Amount:
Exhibits: 2
Subject
Consider, and place on file, the monthly Revenue and Expenditure Report for the Wylie Economic
Development Corporation as of August 31, 2014.
Recommendation
Motion to approve, the monthly Revenue and Expenditure Report for the Wylie Economic Development
Corporation as of August 31, 2014.
Discussion
The Wylie Economic Development Corporation (WEDC) Board of Directors approved the attached financials
on September 20, 2014.
(Rev 01/2014) Page 1 of 1
9-17-2014 I33. i3 1014
ill-WYLIE E'a:t3C0omliC DEVFI, CORP
ACCOUNT* TITLE:'
ASSETS
CITY OF WYLIE
BALANCE SHEET
AS OF: At0t1UST 31ST, 20014;
12411- 10110 CTATM ON CASH AND CASH rQUIV. 2,579,5941 49
10000- 101112
CASH - WEDC, - t.,IWOOiD
0,0101:
100900 - 10135
?C0WOOD BANK - ESCROW
00.0197
1000-10180
DEPOSITS
21000 00
1000-10198
OTHER - M,SC CLEARING
10.000
1000 -10341
Tf,',XPOOL
03.0109
101076 -- 1034,1
POCK
0,0107
10000 -10481
INTEREST RECEIVARLt
0.00
1,000-11511
ACCT ABC - MISC
11111.00
1000-11517 t
ACCTS REC - SALES TAX
00.3700'
1.000-12810
LEASE PAYMENTS RECEIVABLE
00.0001
11000 - 1209070
LOAN RE ?:il'ABL,
so, 700. 9R
1,000-12997
ACCTS REC °- .1Ti4 TECH
0.011
1000-12998
ACCTS REC - FORGIVEABLE LOANS
257,912.100
10090 -14112
iNVENTORY - MATERIAL/ ISOP LY
010113
1000-14116
INVENTORY - LAND 6 BUILDINGS
4,165,007.30
0000 - 141111
INVENTORY - EAY('C0/ SANDEN BLVD
0.000
1000 -14310
PREPAID EXPENSES ° MISC
0.00
1000-14410
DEFERRED CHARGES
0.0b
7,843,832,84
TOTAL ASSETS
LIABILITIES
200700 - 2071101
FPDERAL INCOME TAX PA`CARLF
00.0000'
200017- 201111
REDI:CARE PAYABLE
07 009
2000000- 200112
CHILD SUPPORT PAYABLE
001070
2010111- 20193
CREDIT UNION PAYABLE
10,0019
20 DO- 201114
IRS LEVY PAYABLE
09.0707
2100010- 2011h
NATIONWIDE DE ERPED t307MP
01.0007
2000-20116
TIRALTH .INSUR, PAY -9.£ PLOYRF
220.133)-
20000- 209117
T240I9 PAYAR€ E
0 00
4200 0-20 11 8
ROTH INS PAYABLE :
43.00
2 000 - 20119
WORKERS COMP PAYABLE
09.00
2000-20120
FICA PAYABLE
0.002'
200090-20121
TECR PAYABLE
0.00
2000 - 209122
STUDENT LOAN LEVY PAYABLE
0.00
20000- 2:112:1
ALIMONY PAYABLE
0.070
200000 -20124
s1rANF:RUI"TCY PAYABLE
0,0000'
2030909 - 20125
VALIC DEFERRED COMP
00.000 -
20000 -20126
ICMA PAYABLE
0.0001
20000- 20127
EMP1 LEGAL SERVICES PAYABLE
.
0.0b
:2€000- a20130
FLrY. 19"30 ,, P ;N0rNG ACCOUNT
6,199-76
20000 - 201132
EMIR CARR FLITE
00.00
2000-20151
ACCRUED WAGES PAYABLE
00 m 0A+0
1000- 209180
ADDIT EMPLOYEE INSUR PAY 0
1.46)
2000 -20199
MTSC" PAYROLL PAYABLE
0.00
200000- 202011
AD PeNDING
3,3007126
20000- 200210
ACCOUNTS PAYABLE
373.02
9-17-2014 081,3 814 CITY OF WYLIE PAGE,
BALANCE SHEET
AS OP; AUGUsT 31s1, 2014
1-WILTS ECoNomrc DEVEL CORP
ACCOUNT* TITLE
2000-20530 PROPERTY TAXIS PAYAlit0E OJO
2000-20540 NOTES PAYABLE 758, 18. 10
2000-208,10 tVS TO GENERA!, FUND 0.08
2000-122141 DEFERRED REVENUE 239,615.87
2000-22275 DEFERRED REV - LEASE PRT,NCIPAL 0.00
2000-22280 DEFERRED REVENIM LEASE, INT 0JO
2000-22 93.5 RENTAt. DEPoS Ts 15O008
TOTAL LIABLE„ITIES 1,010,392,I
TY
3000-34110 1:13N8 BALANCE - RESERVED 0 00
3000-34590 FUND OALAN( 0NRES RV/UNTW 41 4,559,099.82
---
TOTAL BEGINNING EQUITY 4,959,009.82
TOTAL REVENUE 3,1(7,195.22
TOTAL EXPENSES 10292,854.55
REvENuE`0 (VER/(uNDER) EXPENSEs 1,ii4e34(1.67
TOTAL EQUiTY s lEER FINDER) 6,833,440.49
TOTAL I,tAti L T iFI TQUTY 4 OVER/(INFER) 7,043,832.84
-1 -21114 04132 AM CITY (F WYLIE PAGE: 1
BALANCE SHr ET;
AS OF: AUGUST TIST,:, 2014
922- EN LONG TERM DEBT (W8DC
ACCOUNT* TITLE
ASSETS
10011-1031 . GOVERNMENT:NOTES 0.01
111 C111-1 8 11 11 7,f7A8 WFDG 0.00
11110-1B1 13 LOAN - RIPMINGNAH 0.00'
1000-1E210 AMOUNT T1 BE PROVIDED B.00
11109-19323 IISW/MUf1 13 AM' C1.41C3
0.60
TOTAL A:SITS 0,00
LIABILITIES
2DPDT21131) C7QMPSMSATED A.PSXMCPS PAYABLE 47 819.80
2000-273314 COMP ABSENCES PAYABLE-CURRENT (GOO
2000-7141U ACCRUED INTEREST SAYABLE 0.110
2000-282113 8R0t LOAN. -- CURRENT 42,817.66
20)0-211220 BIRB:INGHAM'LOAN 0,011
2000-28230 INWOOD LOAN 0,00
20 G-26234 ANS LAN - 'BANDAGE/HUGHE 360,693.49
2000-20233 888 LOAN 101, 10.'89
2000-26236 AND CONSTRUCTION LAN 9.00
2300-20251 ANS ROAD CuNSTEDA71ON LOAN 165,067.15:
2000-2821E ANR 7COAN - BUCHANAN 302,36, .65
2OPO-28710 Fit6GHE5 LOAN 0.00
2 33 0-2 8 2511 CITY OF WYL E LOAN' 0.1111
2090--2E2 C) PRIME HUTS LOAN 0.110
20)0-28270 HO%LAND/ANDERSON LOAN 0.00
2C1Q -202 0 CAPITAL ONE CAP AD 331(8 0.00
2001-202 41 :0 8ARTicomm871„R LOAN 250,T80,a€
T1TAl, LIABILITIES2,165,026.90
E007T4
666-66
31110-2155O FUND BALANCE-tUt1RESFRVI11811E 103 50 121 i5.151
TOTAL BEGINNING EQUITY' f ,125,C1"85.,191'
TOTAL REVENUE 1 1,3`t6,1100,013/
TOTAL ERP ENRES 40136,046,691
REVENUE OVER/UNDER) E8' 81SE 2, 69,94 ,Ca
TOTAL EQUITY 1 t:1VEE/(UN11ER).: t 2,16.5,026.'i(71
TOTAL LIABILITIES, EQUITY 6 OVER/(UNDER); 0.00
9-16-2014; 93:50 rm.. city OF WYLIE PAGE: I
REVENUE AND EXPE41LE REPORT _ NINAGDI E11Y
As OF: AUG41R1" 3ERTr 2014
Ill-WELLS Et»t:NO/4SG". BEVEL DORF
FINANCIAL sN6N.13EF
CURRENT 611RENNG1' PRIOR YEAR: F-F-U: F-I-U EU15C,ET S OF
BUDGET' PERIOD' PO ADJUST. AC NA'. SuGUNBRANcE RAai,ENG? BUDGET
REvRNUL SUBRIAR93'
TAXES 1,856,1,?35,00 59.3,'151.7 : 0.070 1,412,466.42: 0.00 4433588.58 16.10
INTERr5T INt:3INF' 44,624.00 1,036,25' 1,10 50,051.02 0.0G 44„72.98 61,I4
MISCEL ANCOU, 7110e NE 12:3,0(10.0(1 8,050.00 0,00 106,6S33.00: 0.00: 13,350500 89,15
OTHER 1INANt:111/ SOURCES' 410r26 .00 916 00t"1,19 0,81 1,215 02'1378 0.00 3 804,749.78) 296.12
TOTAL REVENUES:. 2.,43.3,839.00 1.,118,936,89: 0.00 .7, 368,195,22, 0.00 1. .333,256.22) 41;3.69
R'SPEN11TTURF IUN/GARY
DEVELI?PMEIIT CORE-RFX U,953 358.00 348 289.61 css1 184 19 1'310 694,20 8R 025:24 2 294,639,.56 37.84
TOTAL EXPENDITURES 3,651,351,00 349,26 .81 ( 1,194,19) 1,339,69,4.20 8,025 24 2,274,633,56 37,14
REVENUEOVER//UNDER) EXPENDITURES 4 1,219,418.00) 830,547,15 I 1,194.49) 1,456,501..02 4 8,025.24) 2,60'1,89,3,78) 113,81-
9-16-2014 03:50 PM CITY OF WYLIE PAGE: 2
REVENUE AND EXPENSE REPORT - (UNAUDITED)
AS OF: AUGUST 31ST, 2014
111-WYLIE ECONOMIC DEVEL CORP
REVENUES
CURRENT CURRENT PRIOR YEAR Y-T-D Y-T-D BUDGET S OF
BUDGET PERIOD PO ADJUST. ACTUAL ENCUMBRANCE BALANCE BUDGET
TAXES
4000-40150 REV IN LEIU OF TAXES 0.00 0.00 0.00 0.00 0.00 0.00 0.00
4000-40210 SALES TAX 1 856 035 00 193 750 72 0 00 I 412 466,42 0.00 443 568.58 76.10
TOTAL TAXES 1,856,035.00 193,750.72 0.00 1,412,466.42 0.00 443,568,58 76.10
INTEREST INCOME
4000-46050 CERTIFICATE OF DEPOSIT 0.00 0.00 0.00 0.00 0.00 0.00 0.00
4000-46110 ALLOCATED INTEREST EARNINGS 1,000.00 39.76 0.00 316.73 0.00 683.27 31.67
4000-46140 TEXPOOL INTEREST 0.00 0.00 0.00 0.00 0.00 0.00 0.00
4000-46143 LOGIC INTEREST 0.00 0.00 0.00 0.00 0,00 0.00 0.00
4000-46150 INTEREST EARNINGS 35,879.00 339.00 0.00 22,650.09 0.00 13,228.91 63.13
4000-46160 LOAN REPAYMENT (PRINCIPAL) 7,745.00 657.49 0.00 7,084.20 0.00 660.80 91.47
4000-46210 BANK MONEY MARKET INTEREST 0.00 0.00 0.00 0.00 0,00 0.00 0.00
TOTAL INTEREST INCOME 44,624,00 1,036.25 0.00 30,051.02 0.00 14,572,98 67.34
MISCELLANEOUS INCOME
4000-48110 RENTAL INCOME 123,000.00 8,050.00 0.00 109,600.00 0.00 13,400.00 69.11
4000-48310 RECOVERY - PRIOR YEAR EXPEN 0.00 0.00 0.00 0.00 0.00 0.00 0.00
4000-48410 MISCELLANEOUS INCOME 0.00 0.00 0,00 50,00 0.00 I 50.00) 0.00
4000-48430 GAIN/LOSS SALE OF CAP ASSET 0.00 0.00 0.00 0.00 0,00 000 o.00
TOTAL MISCELLANEOUS INCOME 123,000.00 8,050.00 0.00 109,650.00 0.00 13,350.00 89.15
OTHER FINANCING SOURCES
4000-49160 TRANSFER FROM GENERAL FUND 0,00 0.00 0,00 0.00 0.00 0 no o.00
4000-49325 BANK NOTE PROCEEDS 0.00 976,000.00 0,00 976,000.00 0.00 f 976,000.00) 0.00
4000-49550 LEASE PRINCIPAL PAYMENTS (0 410,280.00 0.00 0.00 209,027,.78 0.00 171,252-22 58•.26
TOTAL OTTER FTNANCING SOURCES 410,280.00 976,000.00 0.00 1,215,027.78 0.00 ( 804,747.78) 296.15
TOTAL REVENUES 2,433,939.00 1,178,836.97 0.00 2,767,195.22 0.00 ( 333,256.22) 113.69
9-16-2014 0350 PM CITY OF WYLIE PAGE: 3
REVENUE AND EXPENSE REPORT - (UNAUDITED)
AS OF: AUGUST 31ST, 2014
111-WYLIE ECONOMIC DEVEL CORP
DEVELOPMENT CORP-WEDC
DEPARTMENTAL EXPENDITURES
CURRENT CURRENT PRIOR YEAR Y-T-D Y-T-D BUDGET % OF
BUDGET PERIOD PO ADJUST. ACTUAL ENCUMBRANCE BALANCE BUDGET
PERSONNEL SERVICES
5611-51110 SALARIES 194,425.00 15,865.08 0.00 165,380.67 0.00 29,044.33 85.06
5611-51130 OVERTIME 0.00 0.00 0.00 0.00 0.00 0.00 0.00
5611-51140 LONGEVITY PAY 1,250.00 0.00 0.00 1,252.00 0.00 I 2.00) 100.16
5611-51145 SICK LEAVE BUYBACK 0.00 0.00 0.00 0.00 0.00 0,00 0.00
5611-51160 CERTIFICATION INCENTIVE 0.00 0.00 0.00 0.00 0.00 0.00 0.00
5611-51170 PARAMEDIC INCENTIVE °-°° 0.00 0.00 0.00 0.00 0.00 0.00
5611-51210 CAR ALLOWANCE 11,320.00 936.94 0.00 10,049.04 0.00 1,270,96 88.77
5611-51220 PHONE ALLOWANCE 3,924.00 200.00 0.00 4,274.00 0.00 ( 350.00) 108.92
5611-51230 CLOTHING ALLOWANCE, 0.00 0.00 0.00 0.00 0.00 0.00 0,00
5611-51310 TMRS 26,906.00 2,211.15 0.00 23,310.31 0.00 3,595.69 86.64
5611-51410 HOSPITAL & LIFE INSURANCE 25,263,00 4,753.41 0,00 24,974.63 0.00 288.37 98.86
5611-51415 EXECUTIVE HEALTH PLAN 0.00 0.00 0.00 0.00 0.00 0.00 0.00
5611-51420 LONG-TERM DISABILITY 1,094.00 136.68 0.00 515.58 0.00 578.42 47.13
5611-51440 PICA 12,676.00 999.11 0.00 9,168.34 0.00 3,507.66 72.33
5611-51450 MEDICARE 2,965.00 233.66 0.00 2,450.46 0,00 514.54 82.65
5611-51470 WORKERS COMP PREMIUM 512.00 0.00 0.00 504.29 0.00 7.71 98.49
5611-51480 UNEMPLOYMENT COMP (TWC) 630.00 0.00 0.00 414.00 0.00 216.00 65.71
TOTAL PERSONNEL SERVICES 280,965.00 25,336.03 0.00 242,293.32 0.00 38,671.68 86.24
SUPPLIES
5611-52010 OFFICE SUPPLIES 5,750.00 0.00 0.00 2,457.75 0.00 3,292.25 42.74
5611-52040 POSTAGE & FREIGHT 980.00 0.00 0-00 344.54 0.00 635.46 35.16
5611-52130 TOOLS/ EQUIP (MOM CAPITAL) 0.00 0.00 0.00 0.00 0,00 0-00 0.00
5611-52810 FOOD SUPPLIES 5,000.00 427.69 0.00 3,382.49 0.00 1,617.5] 67.65
5611-52990 OTHER 5,000,00 _ 0.00 0.00 0.00 0,00 5,00000 0.00
TOTAL SUPPLIES 16,730.00 427.69 0.00 6,184.78 0.00 10,545.22 36.97
MATERIALS FOR MAINTENANC
5611-54630 TOOLS & EQUIPMENT 0.00 0.00 0:00 0.00 0,00 0.00 0.00
5611-54810 COMPUTER HARD/SOFTWARE 3,000.00 419.95 0.00 1,643.83 CI:" 1,356.17 54.79
5611-54990 OTHER 0.00 0.00 0.00 0.00 0-00 0.00 0.00
TOTAL MATERIALS FOR MAINTENANC 3,000.00 419.95 0.00 1,643.83 0.00 1,356.17 54.79
CONTRACTUAL SERVICES
5611-56030 INCENTIVES 1,272,422.00 183,491.08 0.00 580,221.83 0.00 692,200.17 45.60
5611-56040 SPECIAL SERVICES 104,940.00 3,383.93 0.00 73,492.82 547.50 30,899.68 70.55
5611-56080 ADVERTISING 43,474.00 1,100.00 0.00 21,588.00 2,344.00 19,542.00 55.05
5611-56090 COMMUNITY DEVELOPMENT 49,000.00 500.00 0.00 42,549.98 0.00 6,450.02 86.84
5611-56110 COMMUNICATIONS 4,410.00 240.31 0,00 3,617.33 125.08 667.59 84.86
5611-56180 RENTAL 24,600.00 2,044.00 0,00 24,334.00 0.00 266.00 98.92
5611-56210 TRAVEL & TRAINING 28,395.00 700.00 0.00 10,721.85 1,069.11 16,604.04 41.52
5611-56250 DUES & SUBSCRIPTIONS 9,288.00 3,465.00 0.00 7,565.00 0.00 1,723.00 81.45
5611-56310 INSURANCE 3,107.00 0.00 0.00 3,102.00 0.00 5.00 99.84
5611-56510 AUDIT & LEGAL SERVICES 22,888.00 275.00 0.00 16,704.98 0.00 6,183.02 72.99
5611-56570 ENGINEERING/ARCHITECTURAL 20,000.00 0.00 0.00 13,836.95 3,750.00 2,413.05 87.93
5611-56610 UTILITIES-ELECTRIC 3,000.00 127.64 0.00 1,532.96 189.55 1 277.49 57.42
,
TOTAL CONTRACTUAL SERVICES 1,585,524.00 195,326.96 0.00 799,267.70 8,025.24 778,231.06 50.92
9-16-2014 03:50 PM CITY OF WYLIE PAGE: 4
NEVE,17771E AWL EXPENSE REPORT - (UNAUDITED/
AS OF: AUGUST J. „ 2014
117-HYLIE ECONOMIC 'BEVEL COF/P
DEVELOPMENT GORR-WEEK1.
DEPARTMENTAL EXPENDITURES
CURRENT CURRENT PR TOR YEAR Y-T-D 8-T-E DUB:GET It OP
BUDGET PERIOD PO AD-7UST, ACTUA7, EN77,11748RANCE BALANCE. BUDGET
DENT SERVICE, & CAP. REPL
5611-57110 DEBT SERVICE 701,638.00 23,685,96 0.00 502,711.35 0.00 199,476.60 71.58
5817,-57710 BAD DEBT EXPENSE 0.00 c),-qo 9,oo 0.10 l o.op 1,90 R„p q,
_____.... ...„ .....___ .., ,........--_--
TOTAL 71E0T ERRVIGE & CAP, REPT. 101,630.00 23,685.96 0.00 5027711.35 0,00 789,428,65 71.58
11/11/1T171 OUTLAY
5611-58.110 BAND-NURCIIASE PRICE 1,000,000.00 101,839..65 0.00 680,395.1,8 0.00 319,804.82 68,04
8611.-58120 DEVELOPMENT FEES 0,00 0.00 0.00 0_00 0.00 0.00 0.00
5611-58150 L.M4D-BETTEMENTS 0.00 0.00 0,00 0.00 0.00 0,00 : 0.00
5811-S8210 STREETS 7, ALLeys 61.),,000,00 a.oo o.oo o.an 1.tlo 6oe00o.o1 0.0)
5611-58410 SAN/TARR SEWER 0.00 0.00 0.00 0.00 0.00 0.00 0,00
581 I.-58810 COMPUTER HAND/SOFTWARE 3„000.00 749,97 0,00 749,9'7 0,00 7,250.03 75,00
5611-58830 FURNITURE & FixTuRES 7,500-1.0 503/60 :0,00 503,60 H.00 1,096.40 20.14
5611-58910 BUILDINGS 0,00 0,00 0-00 0,00 0.00 0.00 0.00
56//-58995 CONTRA CAPITAL OUTLAY 0.00 0.00 0.00 ( 862,5.38,521 0.00 862,W1735,33 o.po
..., _..., _ . ...._
To PAL CAPITA 011TLAT 1,065,500.00 103,093-72 0.00 / 180.9088787 0.00 17746,406.78 16. 134-
OTHER F1NANC7NG USE"')
5611-591.11, TRANSFER TO GENERA/ FOND 0.00 0.00 0,00 0.00 O.ao o,oo 0.00
5611-59190 TRANSFER TO THONUOMFARO IMP 0.00 0.00 0.00 0.00 0.00 0,00 0,00
5611-59990 PROJECT ACCOUNTING 0,00 0.00 o.„op o„oq j:,,,go a,00 o.a o
vymt, OTHER FINANCING #17SES1 0-00 0-00 0.00 0.00 0.00 (CO0 0,00
TOTAL: DEVELOPMENT CORE-viRnc 3,653,357,00 3477,289.81 0.00 1,3'10.694.20 0,025,24 2,274,637.58 71.74
TOTAL EXPENDITURES 3,657,387.00 748,289.a-1. 0.00 .1.,370,604-70 8,075,24 7,274,837,56 37.74
REVENUE OVER (UNDER) EXPENDITURES 1 1,219,418.00) 8,30,547.16 0.00 1,396,501.02 1 8,075.741 / 7,607,893.787 113.86-
.11 END OF REPONT G11
Wylie Economic Development Corporation
Balance Sheet Sub Ledger
August 31, 2014
Notes Payable
Date of Rate of
Purchase Payment Beginning Bal. Principal Interest Interest Principal Balance
August 1, 2014
$754,400,93',
ANBTX-88122627 MARTINEZ(#45 of 60) 10/28/10 $8,200.66 $120,853.15 $7,897.91 $302.75 2.95 112,955.24'
ANBTX-88130968 HUGHES/RANDACK(#21 of 6C 10/23/12 10,107.00 378,252.65 8,811.23 1,295.77' 3.99 369,441.42
Hobart HOBART(#8 of 60) 1/6/14 5,378.30' 255,295.13 4,314.57' 1,081.63' 5.00 250,980.56
ANBTX-88130976 WOODBRIDGE PKWY 8/13/14 13,267.93' 976,000.00 2.61
ANBTX-88148481 BUCHANAN 8/13/14 7,331.95 400,000.00 3.77
August 31, 2014 $21,023.71 $2,680.15 733,377.22
Note: Principal and Interest payments vary by date of payment.
Wylie Economic Development Corporation
Inventory Subledger
August 31, 2014
Inventory- Land
Date of Pur. Address Acreage Improvements Cost Basis
Value Sq. Ft.
McMasters 7/12/05 709 Cooper 0.48 n/a 202,045.00
Heath 12/28/05 706 Cooper 0.46 32,005 3,625 186,934.22
Perry 9/13/06 707 Cooper 0.491 Demo 200,224.00
Bowland/Anderson 10/9/07 Cooper Dr. 0.372 n/a 106,418.50
KCS 8/1/08 Cooper Dr. 0.406 n/a 60,207.87
Duel Products 9/7/12 704 Cooper Dr. 0.5 n/a 127,452.03
Randack 10/23/12 711-713 Cooper Dr. 1.089 217,500 8,880 400,334.00
Lot 2R3 7/24/14 Cooper Dr. 0.95 29,305.75
Hughes 7/25/06 211 -212 Industrial 0.74 209,801 10,000 420,361.21
R.O.W. 0.18 41,585.26
Prime Kuts 10/8/07 207 Industrial 0.20 182,223 4,550 229,284.00
R.O.W. 0.11 n/a 77,380.45
Cazad 3/17/08 210 Industrial 0.27 128,083 3,900 200,781.55
Ferrell 9/29/05 2806 F.M. 544 1.09 Demo 239,372.00
Sale of R.O.W. 2/14/07 -0.09 -20,094.48
Crossroads 6/12/09 2804 F.M. 544 0.44 24,696 2,800 171,842.02
Regency Pk. 6/4/10 25 Steel Road 0.65 n/a 25,170.77
Hobart Investments 11/12/13 Commerce 1.60 n/a 156,819.50
Hobart 1/6/14 605 Commerce 1.07 396,263 20,000 386,380.00
Premier Industrial Park 7/12/07 Hensley 3.2 n/a 155,000.00
Heath 3/17/14 104 N. Jackson 0.17 220,544 3,304 220,034.00
Udoh 2/12/14 109 Marble 0.17 70,330.00
Buchanan 8/13/14 400 S. Hwy 78 1.246 68,294 12,750 477,839.65
Total 14.53 1,411,115 57,059 4,165,007.30
*A Journal entry was made by auditors to adjust the cost of the Hughes land by$4,638.79. This amount was for taxes
owed and therefore not part of the land value.
*Prime Kuts total purchase price was$306,664.45. The distribution between 207 Industrial and R.O.W. purchased was
developed by Seller for tax purposes.
WYLIE ECONOMIC DEVELOPMENT CORPORATION
SALES TAX REVENUE
FOR THE MONTH OF SEPTEMBER 2014
MONTH WEDC WEDC WEDC DIFF % DIFF
2012 2013 2014 13 VS 14 12 VS 13
DECEMBER $112,676 $148,500 $134,371 -$14,129 -9.51%
JANUARY 118,175 117,904 128,968 11,064 9.38%
FEBRUARY 171,759 187,682 213,877 26,195 13.96%
MARCH 113,571 139,745 121,483 -18,262 -13.07%
APRIL 115,114 121,594 124,866 3,272 2.69%
MAY 154,424 192,612 200,476 7,864 4.08%
JUNE 119,326 141,328 145,137 3,808 2.69%
JULY 125,555 148,763 149,537 774 0.52%
AUGUST 155,875 180,280 193,751 13,470 7.47%
SEPTEMBER 123,863 144,572 154,328 9,757 6.75%
OCTOBER 122,650 137,407
NOVEMBER 172,141 193,783
Sub-Total $1,605,130 $1,854,171 $1,566,795 $43,814 2.88%
AUDIT ADJ
TOTAL $1,605,130 $1,854,171 $1,566,795 $43,814 2.88%
WEDC SALES TAX ANALYSIS
$250,000 ......_._.
$200,000
.__ _ _ _ii
;
~azo�s
$100,000 n ■zo�a
$50,000
N g g L = T N w N N N
N 2 _a 2 Q a) U N
N - lL i O O
u Z
OF Wit,8 ,
, il Wylie City Council
� .� R�Ms; AGENDA REPORT
,,�,..$
Meeting Date: September 23,2014. Item Number: D
Department: Finance (City Secretary's Use Only)
Prepared By: Linda Bantz Account Code:
Date Prepared: September 15, 2014 Budgeted Amount:
Exhibits: Investment Policy/Resolution
Subject
Consider, and act upon, Resolution No. 2014-37(R) approving the current Investment Policy as required by the
Texas Government Code, Chapter 2256, Public Funds Investment Act, Subchapter A—Authorized Investments
for Governmental. Entities.
Recommendation
Motion to approve Resolution No. 2014-37(R) approving the current Investment Policy.
Discussion
Texas Government Code requires that the governing body of an investing entity review its investment policy
not less than annually. The governing body should adopt a written instrument by rule, order, ordinance, or
resolution stating that it has reviewed the investment policy and that the written instrument so adopted shall
record any changes made to the investment policy. No changes are currently being made to it.
Page 1 of 1
RESOLUTION NO. 2014-37(R)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WYLIE, TEXAS,
APPROVING THE CURRENT INVESTMENT POLICY, PROVIDING FOR SCOPE
OF THIS POLICY, PROVIDING FOR INVESTMENT OBJECTIVES, PROVIDING
FOR AN INVESTMENT COMMITTEE, PROVIDING FOR DELEGATION OF
AUTHORITY, PROVIDING INVESTMENT STRATEGIES BY POOLED FUND
GROUPS, PROVIDING FOR STANDARD OF CARE, PROVIDING FOR OTHER
INVESTMENT GUIDELINES, PROVIDING FOR INVESTMENTS AUTHORIZED
BY PUBLIC FUNDS INVESTMENT ACT AND INVESTMENTS UNAUTHORIZED
BY THE CITY, PROVIDING FOR PORTFOLIO DIVERSIFICATION AND
MATURITY LIMITS, PROVIDING FOR SELECTION OF BROKERS/DEALERS,
PROVIDING FOR SELECTION OF DEPOSITORIES, PROVIDING FOR
SAFEKEEPING AND CUSTODY, PROVIDING FOR RECORD KEEPING AND
REPORTING, PROVIDING FOR ETHICS AND CONFLICTS OF INTEREST,
PROVIDING FOR POLICY REVISIONS; AND MAKING VARIOUS FINDINGS
AND PROVISIONS RELATED TO THE SUBJECT.
WHEREAS, the Public Funds Investment Act, as amended, requires the City of Wylie to adopt
the investment policy by rule, order, ordinance or resolution; and
WHEREAS,the Investment Policy was originally approved December 12, 2006; and
WHEREAS, the Investment Policy complies with the Texas Government Code, Chapter 2256,
Public Funds Investment Act, Subchapter A — Authorized Investments for Governmental Entities and
Subchapter B —Miscellaneous Provisions as amended, and authorizes the investment of City funds in safe
and prudent investments.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
WYLIE, TEXAS, THAT the City of Wylie has complied with the requirements of the Public Funds
Investment Act and the Investment Policy, attached hereto, is adopted as the investment policy of the City
effective September 23, 2014.
DULY PASSED AND APPROVED by the City Council of the City of Wylie, Texas on this the
23th day of September, 2014.
Eric Hogue, Mayor
ATTESTED BY:
Carole Ehrlich, City Secretary
Resolution No.2014-37(R)
Amendment of Investment Policy
INVESTMENT POLICY
Adopted May 1995
Revised December 2006
curl/ F AI TEXAS
INVESTMENT POLICY
Table of Contents
I. INTRODUCTION 1
II. SCOPE 1
III. OBJECTIVES 1
Safety 1
Liquidity 1
Diversification 1
Yield 1
IV. INVESTMENT COMMITTEE 2
V. DELEGATION OF AUTHORITY 2
VI. INVESTMENT STRATEGY 3
Operating Funds 3
Debt Service Funds 3
Debt Service Reserve Funds 3
Special Projects and Special Purpose Funds 3
VII. STANDARD OF CARE 3
VIII. INVESTMENTS AUTHORIZED BY THE CITY 4
IX. OTHER INVESTMENT GUIDELINES 5
X. DIVERSIFICATION AND MATURITY LIMITS 5
XI. SELECTION OF BROKER/DEALERS 6
XII. SAFEKEEPING AND CUSTODY 6
XI11. RECORD KEEPING AND REPORTING 7
XIV. ETHICS AND CONFLICTS OF INTEREST 8
XV. POLICY REVISIONS 9
APPENDIX A-BROKER/DEALER QUESTIONNAIRE
APPENDIX B -CERTIFICATION BY DEALER
CI OF ` ' T AS
INVESTMENT POLICY
I. INTRODUCTION The City's principal investment objectives, in order of
priority, are listed below.
Chapter 2256 of Title 10 of the Local Government
Code (herein after referred to as the "Public Funds Safety. The primary objective of the City's
Investment Act") prescribes that each city is to adopt investment activity is the preservation of principal
written rules governing its investment practices and (capital) in the overall portfolio. Each investment
to define the authority of the investment officer. The transaction shall seek first to ensure that capital
following Investment Policy addresses the methods, losses are avoided, whether the loss occurs from the
procedures, and practices which must be exercised to default of a security or from erosion of market value.
ensure effective and judicious fiscal management of
the City's funds. This Policy shall not apply to the Liquidity. The City's investment portfolio will
selection, retention or other issues concerning the remain sufficiently liquid to enable the City to meet
depositories of the City's funds in demand deposits as operating requirements that might be reasonably
provided under Chapter 105 of the Local Government anticipated. Liquidity shall be achieved by matching
Code. investment maturities with forecasted cash flow
requirements, by investing in securities with active
II. SCOPE secondary markets, and by using state or local
investment pools.
This Policy shall apply to the investment and
management of all funds of the City under its control, Diversification. The governing body recognizes that
other than those expressly excluded herein or by in a diversified portfolio, occasional measured losses
applicable law or valid agreement. This Policy shall due to market volatility are inevitable, and must be
not supersede the restrictions on investment and use considered within the context of the overall
applicable to any specific fund and, in the event of portfolio's return, provided that adequate
any conflict between this Policy and the requirements diversification has been implemented. Therefore,
of any fund subject hereto, the specific requirement assets held in the common investment portfolio shall
applicable to such fund shall be followed as well as be diversified to eliminate the risk of loss resulting
all other provisions of this Policy other than those in from one concentration of assets in a specific
conflict. The Employees Deferred Compensation maturity, a specific issuer or a specific class of
Agency Fund is excluded from coverage under this securities.
Policy.
Yield. The investment portfolio goal (benchmark)
In order to make effective use of the City's resources, against which the yield is compared will be
all monies shall be pooled into one bank account, established from time to time by the Finance
except for those monies required to be accounted for Director. Recommendations by the Investment
in other bank accounts as stipulated by applicable Committee will be considered when the performance
laws, bond covenants or contracts. The bank account measure is being established. Efforts to seek higher
will be maintained by pooled fund group for purposes than the above goal must be consistent with risk
of implementing pooled fund strategies and reporting. limitations identified in this policy and prudent
The income derived from this pooled investment investment principles. The City's investment
account shall be distributed by fund in accordance portfolio shall be designed with the objective of
with the City's internal procedures. attaining a rate of return which is consistent with the
risk limitations and cash flow characteristics of the
III. OBJECTIVES City's investments.
IV. INVESTMENT COMMITTEE
CI OF ` ' T AS
INVESTMENT POLICY
misrepresentation by third parties, or imprudent
An investment committee consisting of the City actions by employees and officers of the City.
Attorney, City Manager and Director of Finance will
meet on a quarterly basis. The Investment Committee With written approval from the City Manager, the
shall be authorized to invite advisors to the meetings Director may delegate any phase of the investment
as needed. management program to members of the City staff.
Such approval shall state specifically the functions
The investment officer will present a brief report of such person is authorized to perform or that the
investment activities to the Investment Committee. person is authorized to perform all activities of the
The primary objectives of the committee will be to Director under this Policy. The Director shall obtain
and maintain, at the City's expense, fidelity bonds for
(1) make recommendations regarding investment himself and each of his designees in amounts
strategies determined adequate by the Director (which shall not
(2) approve a list of authorized brokers, dealers, be less than five percent of the amounts subject to
banks, savings and loans, credit unions, and this Policy) for each fiscal year as shown by the
pools approved budget. No person may engage in an
(3) recommend a list of authorized training investment transaction except as provided under the
sources for the state mandated investment teiiiis of this Policy and the internal procedures
training and established by the Director. A current list of persons
(4) monitor program results. authorized to transact investment business and wire
funds on behalf of the City shall be maintained by the
The committee shall include in its deliberations such Director.
topics as performance reports, economic outlook,
portfolio diversification, maturity structure, potential At the discretion of either the City Manager or the
risk to the city's funds, and the target rate of return Director and in any event upon the termination or
on the investment portfolio. The Investment reassignment of any member of the Director's staff
Committee shall provide for minutes of its meetings. authorized to conduct transactions for the City
pursuant to this Policy, the authority of such person
V.DELEGATION OF AUTHORITY shall be revoked and such revocation of authority
shall be immediately communicated by the Director
Management responsibility for the investment orally and in writing to each and every depository,
program is delegated by the City Council to the City broker/dealer, investment advisor, custodian and
Manager who will designate the Finance Director as other agency or entity with whom the City has any
Investment Officer (hereinafter referred to as the existing or continuing relationship in the
"Director"). The Director's authority will at all times management of its investments.
be limited by conformance with all Federal
regulations, State of Texas statutes and other legal VI. INVESTMENT STRATEGY
requirements including the City Charter and City
Ordinances, including this Policy. The City of Wylie maintains a pooled investment
portfolio. The pooled portfolio utilizes specific
The Director shall develop and maintain written investment strategies designed to address the unique
administrative procedures for the operation of the characteristics of the pooled investment portfolio.
investment program consistent with this Policy. The The pooled investment portfolio includes Operating
controls shall be designed to prevent, identify and Funds, Debt Service Funds, Debt Service Reserve
control losses of public funds arising from deviation Funds, Capital Projects and Special Purpose Funds.
from this Policy, fraud, employee error, and
CI OF ` ' T AS
INVESTMENT POLICY
Investment strategies for these different groups are (1) the investment of all funds, or funds under
detailed below. the City's control, over which the officer had
responsibility rather than a consideration as
(1) Investment strategies for operating, debt to the prudence of a single investment; and
service, capital project, and special purpose funds
have as their primary objective to assure that (2) whether the investment decision was
anticipated cash outflows are matched with adequate consistent with the written investment policy
investment liquidity. The secondary objective is to of the City.
create a portfolio structure which will experience
minimal volatility during economic cycles. The Director and his staff shall recognize that the
investment activities of the City are a matter of public
(2) The investment strategy for the debt service record. Therefore, all participants in the investment
reserve funds shall have as the primary objective the process shall seek to act responsibly as custodians of
ability to generate a dependable revenue stream from the public trust. Investment officials shall avoid any
securities with a low degree of volatility. Securities transactions that might impair public confidence in
should be of high quality, with short to intermediate the City's ability to govern effectively.
term maturities. Except as may be required by a bond
ordinance, securities should be of high quality with VIII. INVESTMENTS AUTHORIZED BY THE
short to intermediate-term maturities. CITY OF WYLIE
VII. STANDARD OF CARE Authorized investments for municipal governments
in the State of Texas are set forth in the Public Funds
Investments shall be made with judgment and care, Investment Act, as amended (Section 2256.009-
under prevailing circumstances, that a person of 2256.019, Government Code). However, suitable
prudence, discretion, and intelligence would exercise investments for the City of Wylie are limited to the
in the management of the person's own affairs, not following.
for speculation, but for investment, considering the
probable safety of capital and the probable income to (1) Direct obligations of the United States or its
be derived. Investment of funds shall be governed by agents and instrumentalities with a stated maturity of
the following investment objectives, in order of 5 years or less.
priority:
(2) Certificates of deposit issued in the State of
(I) preservation and safety of principal; Texas with a maximum maturity of 2 years or less
and insured by the Federal Deposit Insurance
(2) liquidity; and Corporation.
(3) diversification; and (3) Fully collateralized direct repurchase
agreements with a defined teiinination date of 2 years
(4) yield. or less which are secured by obligations of the United
States or its agencies and instrumentalities and
In determining whether an investment officer has pledged with a third party in the City's name. The
exercised prudence with respect to an investment agreement must be placed through a primary
decision, the determination shall be made taking into government securities dealer, as defined by the
consideration: Federal Reserve, or by a financial institution doing
business in the State of Texas. Each issuer of
CI OF ` ' T AS
INVESTMENT POLICY
repurchase agreements shall be required to sign a Reserve Bank as the securities are simultaneously
master repurchase agreement. released to the purchaser). In this manner the City
will always have possession of either its securities or
(4) Approved investment pools as described in its monies.
Section 2256.016 which are continuously rated no
lower than AAA, AAA-m or an equivalent rating by X. DIVERSIFICATION AND MATURITY
at least one nationally recognized rating agency and LIMITS
have a weighted average maturity no greater than 90
days. It is the policy of the City to avoid concentration of
assets in a specific maturity, a specific issue, or a
IX. OTHER INVESTMENT GUIDELINES specific class of securities, with the exception of U.S.
Treasury issues. The asset allocation in the portfolio
The City seeks active management of its portfolio should, however, be flexible depending upon the
assets. In order to meet the objectives of this Policy, outlook for the economy and the securities markets.
the City may from time to time sell securities that it
owns in order to better position its portfolio assets. The City will not exceed the following maximum
Sales of securities prior to maturity shall be limits as a percentage of the total portfolio for each of
documented and approved by the Director before the categories listed below:
such a transaction is consummated. Sales of
securities yielding net proceeds less than 92% of the Max.
book value of the securities must be approved in of Max.
advance and in writing by the City Manager. Three Investment Category Portfolio Maturity
examples of situations involving the sale of securities Obligations of the United 100% 5 years
prior to maturity are States or its agencies and
instrumentalities.
(1) swap - to sell an investment to realize a
capital gain, Certificates of Deposit 25% 18 mon.
(2) To better position selected investments
due to a change in market conditions, Repurchase Agreements 100% 2 years
NOT Reverse Repurchase
(3) To react to emergency liquidity demands. Agreements
Each investment transaction must be based upon The Director shall evaluate how each security
competitive quotations received from at least three purchased fits into the City's overall investment
broker/dealers who have been approved by the City strategy.
in accordance with Texas law.
At all times the City shall maintain 10 percent of its
The purchase and sale of all securities shall be on a total investment portfolio in instruments maturing in
delivery versus payment or payment versus delivery 90 days or less. The weighted average maturity of all
basis (i.e., for securities purchases, monies will not securities and certificates of deposit in the City's total
be released by the City's safekeeping bank until investment portfolio at any given time (not including
securities are received at the Federal Reserve Bank cash or demand deposits) shall not exceed 2 years.
for further credit to the City's safekeeping bank. In
the case of securities sales, monies will be received XI. SELECTION OF BROKERS/DEALERS
by the City's safekeeping bank via the Federal
CI OF ` ' T AS
INVESTMENT POLICY
The City shall maintain a list of broker/dealers and imprudent investment activities being conducted
financial institutions which have been approved for between the entity and the securities firm (See
investment purposes by the investment committee. Appendix B).
(For the purpose of this investment policy,
Broker/dealer will be used to refer to any brokerage All approved broker/dealer fines must have a
firm, bank, investment pool, or financial institution completed City of Wylie broker/dealer questionnaire,
with which the City does investment business). investment policy, written acknowledgment per
Securities may only be purchased from those above guidelines, executed master repurchase
authorized institutions and firms. The authorized agreement, if applicable, and current financial
broker/dealers will be reviewed at least annually. To information on file. Certification language should be
be eligible, a broker/dealer must meet at least one of mutually acceptable to both parties. An investment
the following criteria: 1) be recognized as a Primary officer of the City may not buy any securities from a
Dealer as defined by the New York Federal Reserve person who has not delivered to the City an
Market Reports Division; or 2) complies with instrument substantially in the form provided by this
Securities and Exchange Commission Rule 15C3-1, policy.
the Uniform Net Capital Requirement Rule. If the
City's depository bank also provides custodial and The Director shall review the quality of service and
safekeeping services for the City, the bank may not financial stability of each broker/dealer and financial
be included as an authorized broker/dealer for the institution approved under this Section at least
City, however (Non- negotiable Certificate of annually. Any approved broker/dealer or financial
Deposits are exempt from this policy. institution may be removed from the list of approved
broker/dealers with the approval of the Director, if in
Broker/dealers will be selected and recommended to the opinion of the Director, the firm has not
the investment committee by the Director on the performed adequately or its financial position is
basis of their financial stability, expertise in cash considered inadequate.
management and their ability to service the City's
account. Each broker/dealer that has been authorized
by the City shall be required to submit and annually XII. SAFEKEEPING AND CUSTODY
update a Broker/Dealer Information Request form
which includes the finn's most recent financial Investment securities purchased for the City will be
statements. The Director shall maintain a file which delivered by either book entry or physical delivery
includes the most recent Broker/Dealer Information and shall be held in third-party safekeeping by a
Request forms submitted by each firm approved for Federal Reserve Member financial institution.
investment purposes. A copy of the submitted designated as the City's safekeeping and custodian
Broker/Dealer Information Request forms as well as bank. The City may designate more than one
a list of those broker/dealers approved by the City custodian bank. The City shall execute a
shall be maintained by the Director (See Appendix Safekeeping Agreement with each bank prior to
A). utilizing the custodian's safekeeping services. Only a
state or national bank located within the State of
The City of Wylie will provide all approved Texas may be utilized as a custodian of securities
securities dealers with a copy of the City's pledged to secure certificates of deposit. The
Investment Policy. A principal in the firm must safekeeping agreement must provide that the
execute a written statement acknowledging receipt safekeeping bank will immediately record and
and review of the policy and a statement promptly issue and deliver a signed safekeeping
acknowledging that reasonable procedures and receipt showing the receipt and the identification of
controls have been implemented to preclude the security, as well as the City's interest.
CI OF ` ' T AS
INVESTMENT POLICY
XIII. RECORD KEEPING AND REPORTING
The Director shall maintain a list of designated
custodian banks and a copy of the Safekeeping A record shall be maintained of all bids and offerings
Agreement executed with each custodian bank. for securities transactions in order to ensure that the
City receives competitive pricing. All transactions
The City must approve release of securities in writing shall be documented by the person authorizing the
prior to their removal from the custodial account. A transaction in a form that shows that person's name,
telephone facsimile of a written authorization shall be the party instructed to execute the transaction, the
sufficient if the custodian orally confirms receipt of date, a description of the transaction and a brief
the transmission and an exact copy of the document statement of the reason(s) for the transaction.
is retained in the City's files. In no event shall the
custodial bank be an authorized depository bank, At least annually, the Director shall verify that all
issuer of repurchase agreements in which the City securities purchased by or pledged to the City are on
invests or broker/dealer of securities on behalf of the hand in appropriate form. The City, in conjunction
City. with its annual financial audit, shall perform a
compliance audit of management controls on
All securities shall be confirmed in the name of the investments and adherence to the City's established
City and delivered to an approved custodial bank or investment policies.
carried at a Federal Reserve Bank in the name of the
City. The Custodian shall not otherwise deposit Each depository of the City's funds shall maintain
purchased or pledged securities. All book entry separate, accurate and complete records relating to all
securities owned by the City shall be evidenced by a deposits of the City's funds, the securities pledged to
safekeeping receipt issued to the City and signed by secure such deposits and all transactions relating to
the appropriate officer at the custodian bank stating the pledged securities. Each approved custodian
that the securities are held in the Federal Reserve shall maintain separate, accurate and complete
System in a CUSTOMER ACCOUNT naming the records relating to all securities received on behalf of
City as the "customer." In addition, the custodian the City, whether pledged, purchased or subject to
bank will, when requested, furnish a copy of the repurchase agreement, as well as all transactions
delivery advice received by the custodian bank from related to such securities. In addition, each
the Federal Reserve Bank. depository shall file all reports required by the Texas
State Depository Board. Each depository and
All certificated securities (those transferred by custodian shall agree to make all the records
physical delivery) shall: 1) be held by an approved described in this paragraph available to the Director
custodian bank or any correspondent bank in New or designee and the City's auditors at any reasonable
York City approved by the Director; and 2) the time.
correspondent bank or the City's safekeeping bank
shall issue a safekeeping receipt to the City All broker/dealers, custodians, depositories and
evidencing that the securities are held by the investment advisors shall maintain complete records
correspondent bank for the City. of all transactions that they conducted on behalf of
the City and shall make those records available for
The original safekeeping receipt for each transaction inspection by the Director or other representatives
including purchased securities under a repurchase designated by the City Council or City Manager.
agreement and collateral securing deposits will be
forwarded to the Director or his designee and held in All sales of securities for less than the book value of
a secured file by the City. the security shall be approved by the Director. Sales
of securities for less than 92 percent of the book
CI OF ` ' T AS
INVESTMENT POLICY
value of the securities must be approved by both the
City Manager and the Director. XIV. ETHICS AND CONFLICTS OF INTEREST
An investment report shall be prepared by the Officers and employees of the City involved in the
Director and signed by each officer and employee of investment process shall refrain from personal
the City authorized to conduct any of the City's business activity that involves any of the City's
investment activity, on a annual basis listing all of the approved custodians, depositories, broker/dealers or
investments held by the City, beginning and ending investment advisors. Employees and officers shall not
market value for period, the current market valuation utilize investment advice concerning specific
of the investments and transaction summaries, securities or classes of securities obtained in the
including a detailed list of the gains and losses transaction of the City's business for personal
recognized. The market value will be determined by: investment decisions, shall in all respects subordinate
(1) written reports such as the Wall Street Journal; (2) their personal investment transactions to those of the
on-line services such as Bloomberg; or (3) through a City, particularly with regard to the timing of
primary dealer or national bank that is independent of purchases and sales and shall keep all investment
the specific security being valued. The report must advice obtained on behalf of the City and all
state the pooled fund group for each asset/security. transactions contemplated and completed by the City
The report shall explain the total investment return confidential, except when disclosure is required by
during the previous quarter and compare the law.
portfolio's performance to other benchmarks of
performance. If invested in securities, the City's An investment officer of the City who has a personal
audit firm must review the quarterly reports annually business relationship with an organization seeking to
and the result of the review shall be reported to the sell an investment to the City shall file a statement
City Council by that auditor. disclosing that personal business interest. An
investment officer who is related within the second
Within 90 days after the end of the City's fiscal year, degree by affinity or consanguinity to an individual
the Director shall prepare, sign and deliver to the City seeking to sell an investment to the City shall file a
Manager and the City Council an annual report on the statement disclosing that relationship. A statement
City's investment program and investment activity required under this subsection must be filed with the
which has also been signed by each officer and Texas Ethics Commission and the governing body of
employee of the City authorized to conduct any of the the City.
City's investment activity. The annual report shall
include full year investment returns. Such annual XV. POLICY REVISIONS
report shall include an analysis of the compliance
with this Policy as well as changes in the applicable This Investment Policy will be reviewed at least
laws and regulations during the previous year and annually by the City Attorney, City Manager and
may include any other items of significance related to Director of Finance and revised when necessary. All
the investment program. The annual investment revisions shall be approved by the City Council.
report will be reviewed as a part of the annual audit.
of_Vitt.
Wylie City Council
AGENDA REPORT
Meeting Date: September 23, 2014 Item Number: F
Department: Finance (City Secretary's Use Only)
Prepared By: Finance Account Code:
Date Prepared: September 8, 2014 Budgeted Amount:
Exhibits: Monthly Investment Report
Subject
Consider, and place on file, the City of Wylie Monthly Investment Report for August 31, 2014.
Recommendation
Motion to accept and place on file, the City of Wylie Monthly Investment Report for August 31, 2014.
Discussion
The Finance Department has prepared the attached reports for the City Council as required by the City Charter.
(Rev 01/2014) Page 1 of 1
1
2013-2014 Investment Report
August 31, 2014
Money Market Accounts: MMA
Certificates of Deposit: CCD
Treasury Bills: T-Bills
Treasury Notes: T-Notes
Government Agency Notes: AN
Invest. Principal Type Of Interest Purchase Maturity
Number Amount Security Rate Issuer Date Date
1 $14,527,640.33 MMA 0.0353% Texpool 12/31/2006 NA
2 $15,044,892.68 MMA 0.0350% TexStar 3/15/2011 NA
$29,572,533.01
Total
Weighted Average Coupon: 0.0351% Money Markets: $29,572,533.01
Weighted Average Maturity(Days): 1.00 Certificates of Deposits: $0.00
$29,572,533.01
4 of_vitt.
4 JO: Wylie City Council
tiwives.
AGENDA REPORT
Meeting Date: September 23, 2014 Item Number:
(City Secretcny's Use Only)
Department: Finance
Prepared By: Finance Account Code:
Date Prepared: September 8, 2014 Budgeted Amount:
Revenue and Expenditure
Exhibits: Monthly Report
Subject
Consider, and place on file, the City of Wylie Monthly Revenue and Expenditure Report for August 31, 2014.
Recommendation
Motion to approve, the City of Wylie Monthly Revenue and Expenditure Report for August 31, 2014.
Discussion
The Finance Department has prepared the attached reports for the City Council as required by the City Charter.
(Rev 01/2014) Page 1 of 1
����-�^ ���� U��
CITY' ��n vv v ^-n�-
MowTnLYp|mAwomLmspmnT
August o1.un14
xmmuAL CURRENT YTo/uCTuAL oen"m=m
BUDGET MONTH ACTUAL YTo4oTuAL AmAPERCENT 91.67%
ACCOUNT DESCRIPTION 2013-2014 2013-2014 2013-2014 OF BUDGET
GENERAL FUND REVENUE SUMMARY
TAXES 18.824.538 402.555 17.880.766 85.07% A
FRANCHISE FEES 2.383.500 230.547 2.351.087 8823%
LICENSES AND PERMITS 506.000 40.000 623.714 110.20%
INTERGOVERNMENTAL REV. 772.590 00.094 750.538 87.15%
SERVICE FEES 2.880.180 323.455 2.002.354 89.16% B
FINES AND FORFEITURES 297.000 20.402 244.090 82.19%
INTEREST INCOME 15.000 257 2.727 18.18% C
MISCELLANEOUS INCOME 345.500 24.127 183.217 53.03%
OTHER FINANCING SOURCES 1.789.098 O 1.888.842 105.58% D
REVENUES 27.e8e.406 1.120.158 26,603,336 95.05Y6
USE OF FUND BALANCE 1.407.800 NA NA NA E
USE OF ROLLOVER FUNDS FOR PSe 55.100 NA NA NA
TOTAL REvEmusa 2e.512.306 NA NA, NA
GENERAL FUND EXPENDITURE SUMMARY
CITY COUNCIL 90.811 9.555 72.073 79.37"&
CITY MANAGER 814.173 59.298 000.457 81.12"&
CITY SECRETARY 207.010 10.483 228.130 85.44"&
CITY ATTORNEY 148.000 4.907 109.905 7420"&
FINANCE 870.749 01.311 857.875 87.83"&
FACILITIES 598.340 27.110 519.060 8071"&
MUNICIPAL COURT 290.420 20.850 250.048 8031"&
HUMAN RESOURCES 210.873 15.041 187.835 80.61.&
PURCHASING 83.772 7.146 78.475 84.75.&
INFORMATION TECHNOLOGY 1.105.186 33.631 880.805 88.60.&
POLICE 6.710.822 405.014 6.043.391 90.05.&
FIRE 6.087.550 490.932 5.331.972 Dr.oS.&
EMERGENCY COMMUNICATIONS 1.218.943 81.052 1.004.164 8238.&
ANIMAL CONTROL 380.101 34.044 328.575 80.44.&
PLANNING 505.831 40.307 440.909 87.17.&
BUILDING INSPECTION 488.884 39.578 417.213 8534.&
CODE ENFORCEMENT 230.284 20.699 179.576 77.98.&
STREETS 1.885.932 82.432 1.703.806 88.82.&
PARKS 1.898.314 139.483 1.488.820 78.43.&
LIBRARY 1.550.789 118.450 1.388.533 88.54.&
COMBINED SERVICES 4.108.392 320.520 3.359.427 DU.oS.&
TOTAL EXPENDITURES 2e.828.136 2.104.883 25.603.256 85.84%
REVENUES ovEpx(umoEn)EXPENDITURES -315.830 -984.725 1.000.080 9.21Y6
A. Property Tax Collections for FY13'14anof August 31 are 98.21Y6.in comparison tuFY12'13 for the same time period 99.O4Y6.
B.Service Fees:Trash fees billed in October are applicable towards FY 2012-13 revenue with the remaining fees coming from other seasonal fees.
C. Interest Income: In relation to the last 12 months the current interest is in line with projections.
D.Other Financing Sources includes the annual transfer from the Utility Fund and sale of Capital Assests at auction.
CITY OF WYLIE
MONTHLY FINANCIAL REPORT
August 31,2014
ANNUAL CURRENT YTD ACTUAL Benchmark
BUDGET MONTH ACTUAL YTD ACTUAL AS A PERCENT 91.67%
ACCOUNT DESCRIPTION 2013-2014 2013-2014 2013-2014 OF BUDGET
UTILITY FUND REVENUES SUMMARY
SERVICE FEES 13,783,000 1,109,912 10,160,093 73.71% F
INTEREST INCOME 7,000 144 1,395 19.93%
MISCELLANEOUS INCOME 42,000 3,783 44,651 106.31%
OTHER FINANCING SOURCES 5,219 0 18,127 347.33% G
REVENUES 13,837,219 1,113,838 10,224,266 73.89%
USE OF FUND BALANCE 425,500 NA NA NA H
TOTAL REVENUES 14,262,719 NA NA NA
UTILITY FUND EXPENDITURE SUMMARY
UTILITY ADMINISTRATION 296,241 18,724 243,740 82.28%
UTILITIES-WATER 2,281,065 138,541 1,850,873 81.14%
CITY ENGINEER 539,511 30,360 356,060 66.00%
UTILITIES-SEWER 802,086 56,621 677,131 84.42%
UTILITY BILLING 350,944 23,464 259,110 73.83%
COMBINED SERVICES 10,447,336 719,208 9,456,730 90.52%
TOTAL EXPENDITURES 14,717,183 986,918 12,843,644 87.27%
REVENUES OVER/(UNDER)EXPENDITURES -454,464 126,920 -2,619,378 -13.38%
F.Most Utility Fund Revenue billed in October is applicable to FY 2012-13.
G. Includes sales of Capital Assets at auction.
H.Use of Fund Balance:For Replacement/New Fleet&Equipment.
rilOFWit, Wylie City Council
r `t
4g.�t1'24„ AGENDA REPORT
,, $ 0'
Meeting Date: September 23,2014 Item Number: G
Department: Public Services (City secretary's Use Only)
Prepared By: Robert Diaz Account Code:
Date Prepared: September 9, 2014 Budgeted Amount:
Exhibits: 1
Subject
Consider, and act upon, the request from Run for Heroes Event for a vendor fair at Olde City Park on April 4,
2015.
Recommendation
Motion to recommend approval of the vendor application from the group representing the Run for Heroes Event
for a vendor fair at Olde City Park on April 4, 2015.
Discussion
The group representing the 1st Lt. Robert Welch Run for our Heroes Race would like to raise funds to benefit
the 1LT R.F. Welch III Memorial Scholarship via vendor booths at Olde City Park on April 4, 2015. from 7:00
a.m. to 5:00 p.m. The funds raised will benefit their charitable organization.
The Parks and Recreation Board at their Regular Meeting on September 8, 2014 approved the vendor
application request.
Page 1 of 1
PARKS AND RI TEATION
CITY OF WYLIE 300 Country Club, Building 100,Wylie,TX 75098
971516,6340
VENDOR RE STRATION-Once app, wdby City cONneil,Vend°r Pas 7 days tafinalizeevent,with:forks
kticreadon acjit j.ReroMmended timeline nr subinission,to Park&aid ts'$-4 isiniiihs in advancio
Group, Organization, Individual, etc.
Name Phone Number
Ire I<Li (11,-AfiA,)
Address-' Alternate Phone Number
I (-)Aeffx \ -‘)Avc,
City/State/Zip
Vilkle -IV 15(-101 S'
Contact Person Name Phone Number
IakcY,NA \A I tAC: r.'
Address Alternate Phone Number
[ (AI
City/State/Zip
\PJI T o's L___
Emergency Contact Name Phone Number
c'1 CA Cff r,) 10;2 — 6.5(4/7
Address Alternate Phone Number
City/State/Zip
Lavon T)(
Event Information
Event Name
LT rckF, krsic bOa- 20..ce
Type of Event Purpose of Event
voikc, tAt„\14. 'To
Location Proposed Event Date(s) "'":f3 50kAier3
rad, CAA, PcAt—K e Ayr-iN oks
Number orindividuals Vending Items Start Time End Time
S 00 Pt
Anticipated Number in Attendance Event Target Audience
-`) I •"4 (au rockar val4r3 rAk ' V.
Specific Items to be Sold
\C\G-CV:\311( L.,. "V'Vrt . V'tt)Ort.,. Vff^...)SOrc ffkir rs'ssc
tO. ,,„Th--4rc,;'1-"k•V v).Lx-.:3Arins k„.„,„v) poLcN,-
3c-r
.Avaa ags
NOTE: SOkdie-( C").
If food is prepared on-site or off-site and brought to the location to be sold,the vendor must contact the City inspections Office(972.516.6420)in order to obtain a Health Permit pr4 to the
sale of such products,An Inspector must examine the food preparation and food storage equipment to assure the health and safety of customers.
Section 78-105 of the City Code of Ordinances states:It shall be unlawful for any person to solicit for sale,vend,peddle,sell or offer to sell any cold drinks,cigars,tobaccos,cigarettes,fruits,
candies,goods,wares or merchandise of any kind or nature whatsoever within the city park or recreation or community center facility;provided,however,that this section shall not apply to
any person,organizations,firms or corporations,or the agents of any person,or organization,firm or corporation,or employees of any person who are recommended by the parks and
recreation board and approved by the city council to operate a concession or concessions for the sale of specified goods,or wares and merchandise within the city park or recreation or
community center facilities of the citya II
A\ \-e.,YAMOAC TYi-Vr" ke).
Ar t A90\ aNs y Rev h 7,2111
ril
uFWit, Wylie City Council
r
4g.�t '2,...; AGENDA REPORT
,,;,..$
Meeting Date: September 23,2014 Item Number: H
Department: Public Services (City secretary's Use Only)
Prepared By: Robert Diaz Account Code:
Date Prepared: September 9, 2014 Budgeted Amount:
Exhibits: 1
Subject
Consider, and act upon, the request from DFW Pup Patrol Rescue for a yard sale and adoption event at Olde
City Park on October 25, 2014.
Recommendation
Motion to recommend approval of the vendor request from DFW Pup Patrol Rescue for a yard sale and
adoption event at Olde City Park on October 25, 2014..
Discussion
The group representing the DFW Pup Patrol would like to raise funds by doing a yard sale and adoption event at
Olde City Park on October 25, 2014 from 7:00 a.m. to 6:00 p.m. The funds raised will benefit their charitable
organization.
The Parks and Recreation Board at their Regular Meeting on September 8, 2014 meeting approved the vendor
application request.
Page 1 of 1
I/VI PARKS AND RECREATION
CITY OF WYLIE 300 Country Club Rd, Building 100,Wylie,TX 75098
Office: 972-516-6340/Fax 972-516-6355
Email: parks@wylietexas.gov
VENDOR APPLICATION-Once approved by City Caandi,vendor has 7 days ta finalize event with Parks&
Recreation facility staff Recommended timeline for submission is 2-3 months in advance of event. Please forward
corn 0 leted a 0,lication to above address,email or ax.
Applicant Information
Name of Organization/Group: Primary Contact Person's Name:
DFW Pup Patrol Rescue Terrie Self
Organization/Group's Phone Number: Primary Contact Person's Phone Number:
214-912-8191 847-917-7013
Organization/Group's Street Address: Primary Contact Person's Street Address:
11472 Country Road 483 1 501 N.Kreymer Lane
Organization/Group's City/State•City/State/Zip: Primary Contact Person's City/State/Zip:
—
iLayon,TX 75166 Wylie,TX 75098
Alternate Contact Person's Name/Number:
—I Lisa AriOn/214-912-8191
Event Information
EVENT NAME/TITLE:
DFW Pup Patrol Fundraiser Yard Sale and Adoption Event
Event Type(fundraiser,etc.): Purpose of Event:
Yard Sale Fundraiser I Raise funds for dog rescue
Event Location: Proposed Event Date and Alternative Date:
Olde City Park I' Date-40/18144(unavailable) 2'd Date- 10/25/14
Anticipated Number of Participating Vendors: Start Time(incl.setup): End Time(incl.cleanup):
1,just DFW Pup Patrol Rescue 7:00 am 6:00 pm
Anticipated Event Attendance: Event Target Audience:
Unknown I Downtown Shoppers
EVENT DETAILS:
Please list any and all specifics,as well as items intended to sell. If available,attach additional pages,announcements or flyers.
We would like to sell items such as clothing,small furniture,housewares,etc.in a ard sale to raise funds for our local rescue group. We would also like to
bring out our adoptable dogs from 11:00am-4:00 pm duringthe event. All dogs are kept on a leash or in crates with water supplied. We will,of course,
clean upamly messes made by our people or pups.
DFW Pup Patrol is a 501C.
NOTE:
If food is prepared on-site or off-site and brought to the location to be sold,the vendor must contact the Collin County Environmental Services Office in McKinney(972-548-5585
www,collincountytx.gov)in order to obtain a Health Permit prior to the sale of such products. An Inspector must examine food preparation and storage equipment to assure the health and
safety of customers.
Sec.78-105 of the City Code of Ordinances states: It shall be unlawful for any person to solicit for sale,vend,peddle,sell or offer to sell any cold drinks,cigars,tobacco,cigarettes,fruits,
candies,goods,wares or merchandise of any kind or nature whatsoever within the municipal parks or recreation or community center facility;provided,however,that this section shall not
apply to any person,organizations,firms or corporations,or the agents of any person,or organization,firm or corporation,or employees of any person who are recommended by the Parks
and Recreation Board and approved by the City Council to operate a concession or concessions for the sale of specified goods,wares,and merchandise within the municipal parks or
recreation or community center facilities of the city.
Rev.9-2-14
Wylie City Council
talk' 1
AGENDA REPORT
z!'wad WO'.
Meeting Date: September 23,2014 Item Number: I
Department: Finance (City Secretary's Use Only)
Prepared By: Linda Bantz Account Code:
Date Prepared: September 11,2014 Budgeted Amount:
Financial Management
Exhibits: Policies
Subject
Consider, and act upon, approving the Financial Management Policies.
Recommendation
Motion to approve the Financial Management Policies.
Discussion
The purpose of the Financial Management Policies is to formalize financial guidelines for the City. They will
assist City staff in planning and directing the City's financial affairs and provide a document that codifies these
policies in one place.
The overriding goal of the Financial Management Policies is to enable the City to achieve a long-term stable
and positive financial condition while conducting its operations consistent with the Council-Manager form of
government established in the City Charter. The basis for the City's Financial Management Policies includes
integrity,prudent stewardship,planning, accountability and full disclosure.
The scope of the policies spans accounting, auditing, financial reporting, internal controls, operating and capital
budgeting, revenue management, expenditure control and debt management.
The current Financial Management Policies were approved September 24, 2013 and no changes are being made
at this time.
Page 1 of 1
FY2014-15
T of / l'1,711e
Financial Management Policies
Prepared by the Finance Department
TABLE OF CONTENTS
PURPOSE STATEMENT
II. ACCOUNTING,AUDITING AND FINANCIAL REPORTING
A. Accounting
B. Funds
C. External Auditing
D. External Auditors Responsible to City Council
E. External Auditors Rotation
F. External Financial Reporting
III. INTERNAL CONTROLS
A. Written Procedures
B. Internal Audit
C. Department Managers Responsible
IV. OPERATING BUDGET
A. Preparation
B. Balanced Budgets
C. Planning
D. Reporting
E. Control
F. Performance Measures and Productivity Indicators
V. CAPITAL BUDGET AND PROGRAM
A. Preparation
B. Control
C. Program Planning
D. Alternate Resources
E. Debt Financing
F. Street Maintenance
G. Water/Wastewater Main Rehabilitation and Replacement
H. Reporting
VI. REVENUE MANANGEMENT
A. Simplicity
B. Certainty
C. Equity
D. Administration
E. Revenue Adequacy
F. Cost/Benefit of Abatement
G. Diversification and Stability
H. Non-Recurring Revenues
I. Property Tax Revenues
J. Parks and Recreation 4B Sales Tax Revenues
K. User-Based Fees
L. Impact Fees
M. General and Administrative charges
N. Utility Rates
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O. Parks and Recreation 4B Fund Balance
P. Utility Fund Balance
Q. Interest Income
R. Revenue Monitoring
VII. EXPENDITURE CONTROL
A. Appropriations
B. Contingency Account Expenditures
C.Vacancy Funds
D. Central Control
E. Purchasing
F.Professional Services
G. Contract Authority
H. Prompt Payment
I. Information Technology
J. Prepaid Expenditures
VIII. ASSET MANAGEMENT
A. Investments
B. Cash Management
C. Investment Performance
D. Fixed Assets and Inventory
IX. FINANCIAL CONDITON AND RESERVES
A.No Operating Deficits
B. Interfund Loans
C. Fund Balance Policy
D. Risk Management Program.
E. Loss Financing
F. Enterprise Fund Self-Sufficiency
X. DEBT MANAGEMENT
A. General
B. Self-Supporting Debt
C. Analysis of Financing Alternatives
D. Voter Authorization
XI. STAFFING AND TRAINING
A. Adequate Staffing
B. Training
XII. GRANTS FINANCIAL MANAGEMENT
A. Grant Solicitation
B. Responsibility
XIII. ANNUAL REVIEW AND REPORTING
A. Annual Review
B. Reporting
3
L PURPOSE STATEMENT
The overriding goal of the Financial Management Policies is to enable the city to achieve a long-term
stable and positive financial condition while conducting its operations consistent with the Council-
Manager form of government established in the City Charter. The watchwords of the city's financial
management include integrity,prudent stewardship,planning, accountability, and full disclosure.
The purpose of the Financial Management Policies is to provide guidelines for the financial management
staff in planning and directing the city's day-to-day financial affairs and in developing recommendations
to the City Manager.
The scope of the policies spans accounting, auditing, financial reporting internal controls, operating and
capital budgeting, revenue management, cash management, expenditure control and debt management.
II. ACCOUNTING, AUDITING,AND FINANCIAL REPORTING
A. ACCOUNTING - The city's Assistant Finance Director is responsible for establishing the
chart of accounts, and for properly recording financial transactions.
B. FUNDS - Self-balancing groups of accounts are used to account for city financial transactions
in accordance with generally accepted accounting principles. Each fund is created for a specific
purpose except for the General Fund, which is used to account for all transactions not accounted
for in other funds. Funds are created and fund names are changed by City Council.
C. EXTERNAL AUDITING-The city will be audited annually by outside independent
auditors. The auditors must be a CPA firm of national reputation, and must demonstrate that they
have the breadth and depth of staff to conduct the city's audit in accordance with generally
accepted auditing standards, generally accepted government auditing standards, and contractual
requirements. The auditors' report on the city's financial statements including any federal grant
single audits will be completed within 120 days of the city's fiscal year end, and the auditors'
management letter will be presented to the city staff within 150 days after the city's fiscal year
end. An interim management letter will be issued prior to this date if any materially significant
internal control weaknesses are discovered. The city staff and auditors will jointly review the
management letter with the City Council within 60 days of its receipt by the staff.
D. EXTERNAL AUDITORS RESPONSIBLE TO CITY COUNCIL —The external auditors
are accountable to the City Council and will have access to direct communication with the City
Council if the city staff is unresponsive to auditor recommendations or if the auditors consider
such communication necessary to fulfill their legal and professional responsibilities.
E. EXTERNAL AUDITOR ROTATION - The city will not require external auditor rotation,
but will circulate requests for proposal for audit services periodically, normally at five-year
intervals or less.
F. EXTERNAL FINANCIAL REPORTING - The city will prepare and publish a
Comprehensive Annual Financial Report (CAFR). The CAFR will be prepared in accordance
with generally accepted accounting principles, and will be presented annually to the Government
Finance Officers Association (GFOA) for evaluation and possibly awarding of the Certification
of Achievement for Excellence in Financial Reporting. The CAFR will be published and
4
presented to the City Council within 120 days after the end of the fiscal year. City staffing
limitations may preclude such timely reporting. In such case, the Finance Director will inform the
City Manager and the City Manager will inform the City Council of the delay and the reasons
therefore.
III. INTERNAL CONTROLS
A. WRITTEN PROCEDURES - The Finance Director is responsible for developing city-wide
written guidelines on accounting, cash handling, and other financial matters which will be
approved by the City Manager.
The Finance Department will assist department managers as needed in tailoring these guidelines
into detailed written procedures to fit each department's requirements.
B. INTERNAL AUDIT - The Finance Department may conduct reviews of the departments to
determine if the departments are following the written guidelines as they apply to the
departments. Finance will also review the written guidelines on accounting, cash handling and
other financial matters. Based on these reviews Finance will recommend internal control
improvements as needed.
C. DEPARTMENT MANAGERS RESPONSIBLE - Each department manager is responsible
to the City Manager to ensure that good internal controls are followed throughout his or her
department, that all guidelines on accounting and internal controls are implemented, and that all
independent and internal auditor internal control recommendations are addressed.
IV. OPERATING BUDGET
A. PREPARATION - The city's "operating budget" is the city's annual financial operating plan.
It consists of governmental and proprietary funds, including the general obligation Debt Service
Fund, but excluding capital projects funds. The budget is prepared by the City Manager with the
assistance of the Finance Department and cooperation of all city departments. The City Manager
transmits the document to the City Council. The budget should be presented to the City Council
no later than August 5 or a date to be determined by the City Council, and should be enacted by
the City Council prior to fiscal year end. The operating budget will be submitted to the GFOA
annually for evaluation and possible awarding of the Award for Distinguished Budget
Presentation.
B. BALANCED BUDGETS -An Operating budget will be balanced, with current revenues,
exclusive of beginning resources, greater than or equal to current expenditures/expenses.
C. PLANNING -The budget process will be coordinated so as to identify major policy issues for
City Council.
D. REPORTING-Periodic financial reports will be prepared to enable the department managers
to manage their budgets and to enable the Budget Manager to monitor and control the budget as
approved by the City Council. Monthly financial reports will be presented to the City Council.
Such reports will include current year revenue and expenditures.
E. CONTROL -Operating Expenditure Control is addressed in Section VII of the Policies.
5
F. PERFORMANCE MEASURES AND PRODUCTIVITY INDICATORS — Where
appropriate, performance measures and productivity indicators will be used as guidelines and
reviewed for efficiency and effectiveness. This information will be included in the annual
budgeting process.
V. CAPITAL BUDGET AND PROGRAM
A. PREPARATION - The city's capital budget will include all capital projects funds and all
capital resources. The budget will be prepared annually on a fiscal year basis and adopted by
ordinance. The capital budget will be prepared by the City Manager with assistance from the
Finance Department and involvement of all required city departments.
B. CONTROL - All capital project expenditures must be appropriated in the capital budget.
Finance must certify the availability of resources so an appropriation can be made before a capital
project contract is presented by the City Manager to the City Council for approval.
C. PROGRAM PLANNING - The capital budget will include capital improvements program
for future years. The planning time frame should normally be five years. The replacement and
maintenance for capital items should also be projected for the next five years at a minimum.
Future maintenance and operations will be fully costed, so that these costs can be considered in
the operating budget.
D. ALTERNATE RESOURCES - Where applicable, assessments, impact fees, or other user-
based fees should be used to fund capital projects which have a primary benefit to certain
property owners.
E. DEBT FINANCING - Recognizing that debt is usually a more expensive financing method,
alternative financing sources will be explored before debt is issued. When debt is issued, it will be
used to acquire major assets with expected lives that equal or exceed the average life of the debt
issue. The exceptions to this requirement are the traditional costs of marketing and issuing the
debt, capitalized labor for design and construction of capital projects, and small component parts
which are attached to major equipment purchases.
F. STREET MAINTENANCE - The city recognizes that deferred street maintenance increases
future capital costs by an estimated 5 to 10 times. Therefore, the City's goal is to allocate a
portion of the General Fund budget each year to maintain the quality of streets. The amount will
be established annually so that repairs will be made amounting to a designated percentage of the
value of the streets.
G. WATER/WASTEWATER MAIN REHABILITATION AND REPLACEMENT - The
city recognizes that deferred water/wastewater main rehabilitation and replacement increases
future costs due to loss of potable water from water mains and inflow and infiltration into
wastewater mains. Therefore, to ensure that the rehabilitation and replacement program is
adequately funded, the City's goal will be to dedicate an amount equal to at least 1 % of the
undepreciated value of infrastructure annually to provide for a water and wastewater main repair
and replacement program.
H. REPORTING -Periodic financial reports will be prepared to enable the department managers
to manage their capital budgets and to enable the finance department to monitor the capital
budget as authorized by the City Manager.
6
VI. REVENUE MANAGEMENT
A. SIMPLICITY -The city will strive to keep the revenue system simple which will result in a
decrease of compliance costs for the taxpayer or service recipient and a corresponding decrease in
avoidance to pay. The city will avoid nuisance taxes, fees, or charges as revenue sources.
B. CERTAINTY - An understanding of the revenue source increases the reliability of the
revenue system. The city will try to understand its revenue sources, and enact consistent
collection policies so that assurances can be provided that the revenue base will materialize
according to budgets and plans.
C. EQUITY -The city will strive to maintain equity in the revenue system structure. That is, the
city will seek to minimize or eliminate all forms of subsidization between entities, funds,
services, utilities and customers. However, it is recognized that public policy decisions may lead
to subsidies in certain circumstances, e.g., senior citizen property tax exemptions or partial
property tax abatement.
D. ADMINISTRATION - The benefits of revenue will exceed the cost of producing the
revenue. The cost of collection will be reviewed annually for cost effectiveness as a part of the
indirect cost, and cost of services analysis.
E. REVENUE ADEQUACY - The city will require that there be a balance in the revenue
system. That is, the revenue base will have the characteristic of fairness and neutrality as it
applies to cost of service, willingness to pay, and ability to pay.
F. COST/BENEFIT OF ABATEMENT - The city will use due caution in the analysis of any
tax, fee, or water and wastewater incentives that are used to encourage development. A
cost/benefit (fiscal impact) analysis will be performed as a part of such analysis and presented to
the appropriate entity considering using such incentive.
G.DIVERSIFICATION AND STABILITY - In order to protect the government from
fluctuations in revenue source due to fluctuations in the economy, and variations in weather (in
the case of water and wastewater), a diversified revenue system will be maintained.
H. NON-RECURRING REVENUES - One-time revenues will not be used for ongoing
operations. Non-recurring revenues will be used only for non-recurring expenditures. Care will be
taken not to use these revenues for budget balancing purposes.
I. PROPERTY TAX REVENUES - Property shall be assessed at 100% of the fair market value
as appraised by the Collin County Central Appraisal District. Reappraisal and reassessment shall.
be done regularly as required by State law. A 100% collection rate will serve as a minimum for
tax collection.
All delinquent taxes will be aggressively pursued, with delinquents greater than 150 days being
turned over to the City Attorney or a private attorney, and a penalty assessed to compensate the
attorney as allowed by State law, and in accordance with the attorney's contract. Annual
performance criteria will be developed for the attorney regarding the collection of delinquent
taxes.
7
J. PARKS AND RECREATION 4B SALES TAX REVENUE -Parks and Recreation 4B sales
tax revenue shall supplement but not supplant the funding for the Parks and Recreation System in
the General Fund and the Recreation Fund.
K. USER-BASED FEES - For services associated with a user fee or charge, the direct and
indirect costs of that service will be offset by a fee where possible. There will be an annual
review of fees and charges to ensure that fees provide adequate coverage of costs and services.
User charges may be classed as "full cost recover," "partial costs recover," and "minimal cost
recovery," based upon City Council policy.
L. IMPACT FEES - Impact fees will be imposed for water, wastewater, and transportation in
accordance with the requirements of State law. The staff working with the particular impact fee
shall prepare a semi-annual report on the capital improvement plans and fees. Additionally, the
impact fees will be re-evaluated at least every three years as required by law.
M. GENERAL AND ADMINISTRATIVE CHARGES - A method will be maintained
whereby the General Fund can impose a charge to the enterprise funds for general and
administrative services (indirect costs) performed on the enterprise funds' behalf. The calculation
will be based upon the percentage of personnel time and other resources attributed to the
Enterprise Fund by each department of the General Fund. The details will be documented and
said information will be maintained in the Finance Department for review.
N. UTILITY RATES - The city will review utility rates annually and, if necessary, adopt new
rates to generate revenues required to fully cover operating expenditures, meet the legal
restrictions of all applicable bond covenants, and provide for an adequate level of working capital
needs. This policy does not preclude drawing down cash balances to finance current operations.
However, it is best that any extra cash balance be used instead to finance capital projects.
O. PARKS AND RECREATION 4B FUND BALANCE - The Parks and Recreation 4B Fund
Balance shall be established to protect property tax payers from excessive volatility caused by the
fluctuations in the Parks and Recreation 4B sales tax revenue. It will be funded with revenues of
the Parks and Recreation 4B Fund. The city's goal will be to maintain the Fund Balance at 25% of
the annual Parks and Recreation 4B sales tax budgeted revenue.
P. UTILITY FUND BALANCE - The Utility Fund shall maintain a Fund Balance to protect
ratepayers from excessive utility rate volatility. It may not be used for any other purpose. It will
be funded with surplus revenues of the Utility Fund. The City's goal will be to maintain the
Utility Fund Balance at 90 days of budgeted expenditures.
Q. INTEREST INCOME -Interest earned from investment of available monies, whether pooled
or not, will be distributed to the funds in accordance with the operating and capital budgets
which, wherever possible, will be in accordance with the equity balance of the fund from which
monies were provided to be invested.
R. REVENUE MONITORING - Revenues actually received will be regularly compared to
budgeted revenues and variances will be investigated. This process will be summarized in the
appropriate budget report.
8
VII. EXPENDITURE CONTROL
A. APPROPRIATIONS - The level of budgetary control is the department level budget in the
General Fund, and the fund level in all other funds. When budget adjustments (i.e., amendments),
among departments and/or funds are necessary these must be approved by the City Council.
Budget appropriation amendments at lower levels of control shall be made in accordance with the
applicable administrative procedures.
B. CONTINGENCY ACCOUNT EXPENDITURES - The General Fund Contingency
Account will be budgeted and approved by the City Council as a part of the budget process. The
City Manager must approve all contingency account expenditures.
C. VACANCY FUNDS — Savings from position vacancies will be reviewed as a part of the
midyear budget amendments and savings will be either allocated to other accounts by Council
approval or become unbudgeted funds to add to the ending fund balance.
D. CENTRAL CONTROL - Significant vacancy (salary) and capital budgetary savings in any
department will be centrally controlled by the City Manager.
E. PURCHASING - All purchases shall be made in accordance with the city's purchasing
policies as defined in the Purchasing Manual. Authorization levels for appropriations previously
approved by the City Council in the Operating Budget are as follows: Below Directors $500.00,
for Directors up to $1,000, for Purchasing Agent up to $3000.00, for Finance Director up to
$7,500.00. The City Manager can authorize expenditures over $7,500.00 with any purchases
exceeding $50,000.00 to be approved by the City Council.
F. PROFESSIONAL SERVICES - Professional services contracts will be coordinated through
the purchasing agent in compliance with statutory regulations.
G. CONTRACT AUTHORITY—By statute, contracts greater than or equal to $50,000.00 must
be approved by Council, after which either the Mayor or the City Manager may then sign any
necessary documents. By ordinance, contracts less than $50,000.00 may be authorized and signed
by the City Manager, provided there is an appropriation for such contract. Signature authority for
contracts equal to or less than $1,000 has been delegated by the City Manager to the purchasing
agent.
H. PROMPT PAYMENT - All invoices will be paid within 30 days of receipt in accordance
with the prompt payment requirements of State law. Procedures will be used to take advantage of
all purchase discounts where considered cost effective. However, payments will also be
reasonably delayed in order to maximize the city's investable cash, where such delay does not
violate the agreed upon terms.
I. INFORMATION TECHNOLOGY - Certain information technology acquisitions will be
centrally funded from the Information Technology Division. Acquisitions from this division may
include all related professional services costs for researching and/or implementing an information
technology project. Annual funding for replacements and for new technology will be budgeted in
the IS department with the exception of the Utility Fund. Additional funding above the base
amount may be provided for major projects with available one-time sources including debt
proceeds and/or grants.
9
J. PREPAID EXPENDITURES — Final determination of expenditure coding in the General
Ledger will be assigned to the Finance Department. Expenditure coding must remain consistent.
Purchased items must fit the description of the line item they are being charged to. Amounts of
$5,000 or more paid in advance or across budget years will be coded as prepaid items and
charged to the next budget year. Department Directors are responsible for budgeting and paying
these items accordingly.
VIII. ASSET MANAGEMENT
A. INVESTMENTS - The city's investment practices will be conducted in accordance with the
City Council approved Investment Policies.
B. CASH MANAGEMENT - The city's cash flow will be managed to maximize the cash
available to invest.
C. INVESTMENT PERFORMANCE - A monthly report on investment performance will be
provided by the Finance Director to the City Manager for presentation to the City Council.
D. FIXED ASSETS AND INVENTORY - These assets will be reasonably safeguarded,
properly accounted for, and prudently insured.
IX. FINANCIAL CONDITION AND RESERVES
A. NO OPERATING DEFICITS - Current expenditures will be paid with current revenues.
Deferrals, short-term loans, or one-time sources will be avoided as budget balancing techniques.
Reserves will be used only for emergencies on non-recurring expenditures, except when balances
can be reduced because their levels exceed guideline minimums.
B. INTERFUND LOANS - Non-routine interfund loans shall be made only in emergencies
where other temporary sources of working capital are not available and with the approval of the
City Council. At the time an interfund loan is considered, a plan to repay it prior to fiscal year end
shall also be considered. A fund will only lend money that it will not need to spend for the next
365 days. A loan may be made from a fund only if the fund has ending resources in excess of the
minimum requirement for the fund. Loans will not be made from the city's enterprise funds
(Water/Wastewater, etc.), except for projects related to the purpose of the fund. Total interfund
loans outstanding from a fund shall not exceed 15% of the target fund balance for the fund. If any
interfund loan is to be repaid from the proceeds of a future debt issue, a proper reimbursement
resolution will be approved at the time the loan is authorized.
C. FUND BALANCE POLICY
1. Committed Fund Balance —The City Council is the City's highest level of decision-
making authority and the formal action that is required to be taken to establish, modify,
or rescind a fund balance commitment is a resolution approved by the Council at the
City's Council meeting. The resolution must either be approved or rescinded, as
applicable, prior to the last day of the fiscal year for which the commitment is made. The
amount subject to the constraint may be deteiniined in the subsequent period.
2. Assigned Fund Balance — The City Council has authorized the City Manager as the
official authorized to assign fund balance to a specific purpose as approved by this fund
balance policy.
10
3. Order of Expenditure of Funds — When multiple categories of fund balance are
available for expenditure, the City will start with the most restricted category and spend
those funds first before moving down to the next category with available funds.
4. Minimum General Fund Unassigned Fund Balance — It is the goal of the City to
achieve and maintain an unassigned fund balance in the general fund equal to 25% of
expenditures. The City considers a balance of less than 20% to be cause for concern,
barring unusual or deliberate circumstances. If unassigned fund balance falls below the
goal or has a deficiency, the City will appropriate funds in future budgets to replenish the
fund balance based on a time table deemed adequate by the City Council.
5. Minimum Utility Fund Balance — The Utility Fund shall maintain a Fund Balance to
protect ratepayers from excessive utility rate volatility. It will be funded with surplus
revenues of the Utility Fund. The City's goal will be to maintain the Utility Fund ending
Fund Balance at 90 days of budgeted expenditures.
6. Minimum Parks and Recreation 4B Fund Balance — The Parks and Recreation 4B
Fund Balance shall be established to protect property tax payers from excessive volatility
caused by the fluctuations in the Parks and Recreation 4B sales tax revenue. It will be
funded with revenues of the Parks and Recreation 4B Fund. The City's goal will be to
maintain the Parks and Recreation 4B Fund ending Fund Balance at 25% of budgeted 4B
sales tax revenues.
D. RISK MANAGEMENT PROGRAM - The city will aggressively pursue every opportunity
to provide for the public's and city employees' safety and to manage its risks.
E. LOSS FINANCING - All reasonable options will be investigated to finance losses. Such
options may include risk transfer, insurance and risk retention. Where risk is retained, reserves
will be established based on a calculation of incurred but not reported claims, and actuarial
determinations. Such reserves will not be used for any purpose other than for financing losses.
F. ENTEPRISE FUND SELF-SUFFICIENCY - The city's enterprise funds' resources will be
sufficient to fund operating and capital expenditures. The enterprise funds will pay (where
applicable) their fair share of general and administrative expenses, in-lieu-of-property taxes
and/or franchise fees. If an enterprise fund is temporarily unable to pay all expenses, then the City
Council may waive general and administrative expenses, in-lieu-of-property taxes and/or
franchise fees until the fund is able to pay them. The City Council may pay out-of-pocket
expenses that a fund is temporarily unable to pay with interfund loans, to be repaid at a future
date.
X. DEBT MANAGEMENT
A. GENERAL - The city's borrowing practices will be conducted in accordance with the prudent
industry practices and subject to City Manager approval.
B. SELF-SUPPORTING DEBT - When appropriate, self-supporting revenues will pay debt
service in lieu of tax revenues.
C. ANALYSIS OF FINANCING ALTERNATIVES - The city will explore all financing
alternatives in addition to long-term debt including leasing, grants and other aid, developer
contributions, impact fees, and use of reserves or current monies.
11
D. VOTER AUTHORIZATION - The city shall obtain voter authorization before issuing
General Obligation Bonds as required by law. Voter authorization is not required for the issuance
of Revenue Bonds. However, the city may elect to obtain voter authorization for Revenue Bonds.
XI. STAFFING AND TRAINING
A. ADEQUATE STAFFING - Staffing levels will be adequate for the fiscal functions of the city
to function effectively. Overtime shall be used only to address temporary or seasonal demands
that require excessive hours. Workload scheduling alternatives will be explored before adding
staff.
B. TRAINING - The city will support the continuing education efforts of all financial staff
including the investment in time and materials for maintaining a current perspective concerning
financial issues. Staff will be held accountable for communicating, teaching, and sharing with
other staff members all information and training materials acquired from seminars, conferences,
and related education efforts.
XII. GRANTS FINANCIAL MANAGEMENT
A. GRANT SOLICITATION - The City Manager will be informed about available grants by
the departments and will have final approval over which grants are applied for. The grants should
be cost beneficial and meet the city's objectives.
B. RESPONSIBILITY - Departments will oversee the day to day operations of grant programs,
will monitor performance and compliance, and will also keep the Finance Department and
Purchasing informed of significant grant-related plans and activities. Departments will also report
re-estimated annual revenues and expenses to the Finance Department as needed. Finance
Department staff members will serve as liaisons with grantor financial management personnel,
will prepare invoices, and will keep the books of account for all grants. All goods and services
obtained through grants are subject to City purchasing policies and must be coordinated with the
purchasing agent.
XIII. ANNUAL REVIEW AND REPORTING
A. These Policies will be reviewed administratively by the City Manager at least annually, and
will be presented to the City Council by the Finance Department for confiuiiiation of any
significant changes.
B. The Finance Director will report annually to the City Manager on compliance with these
policies.
12
Wylie City Council
•
gm..� AGENDA REPORT
Meeting Date: September 23, 2014 Item Number: J
Department: Planning (City Secretary's Use Only)
Prepared By: Renae' 011ie Account Code:
Date Prepared: September 10, 2014 Budgeted Amount:
Exhibits: 5
Subject
Consider, and act upon, Ordinance No. 2014-32, amending the zoning from Agricultural (A/30) and Planned
Development 93-29 to Planned Development-Single-Family(PD-SF), for single-family residential development
on approximately 38 acres, located east of W.A. Allen Blvd. and north of Stone Road, immediately east of
Stone Grove Addition. ZC 2014-05
Recommendation
Motion to Ordinance No. 2014-32, amending the zoning from Agricultural (A/30) and Planned Development
93-29 to Planned Development-Single-Family (PD-SF), for single-family residential development on
approximately 38 acres, located east of W.A. Allen Blvd. and north of Stone Road, immediately east of Stone
Grove Addition. ZC 2014-05
Discussion
Owner: Donald L. &Marilyn Light;Robert& Elaine Schraplau,Betty Housewright
Applicant: Douglas Properties,Inc.
Zoning Case 2014-05 requires an Ordinance to amend the zoning accordingly in the Official Zoning map of the
City; and providing a penalty clause, a repeal clause, a savings clause, a severability clause, and an effective
date.
The approximately 38 acres tract is immediately adjacent to Stone Grove Phase I, approved in the early 1990s.
for single-family development. Exhibit A is the Legal Description and sets the boundaries of the zoning
classification for the subject property, while Exhibit B establishes the Planned Development design guidelines.
Exhibits A (Legal Description), B (Design Standards), C (Concept Plan), & P (Open Space/Park Plan) are
included and made a part of this Ordinance. A Preliminary Plat shall be submitted for approval subject to
additions and alterations by the Engineering Department.
The above described property shall be used only in the manner and for the purposes provided for in the
Comprehensive Zoning Ordinance of the City, as amended herein by the granting of this zoning classification.
Page 1 of I
ORDINANCE NO. 2014-32
AN ORDINANCE OF THE CITY OF WYLIE, TEXAS,
AMENDING THE COMPREHENSIVE ZONING
ORDINANCE OF THE CITY OF WYLIE, AS
HERETOFORE AMENDED, SO AS TO CHANGE THE
ZONING ON THE HEREINAFTER DESCRIBED
PROPERTY, ZONING CASE NUMBER 2014-05, FROM
AGRICULTURAL (A/30) AND PLANNED DEVELOPMENT
93-29 TO PLANNED DEVELOPMENT SINGLE FAMILY
DETACHED DISTRICT (PD-SF) TO ACCOMMODATE A
SINGLE FAMILY RESIDENTIAL SUBDIVISION;
PROVIDING FOR A PENALTY FOR THE VIOLATION OF
THIS ORDINANCE; PROVIDING FOR THE REPEAL OF
ALL ORDINANCES IN CONFLICT; PROVIDING A
SEVERABILITY CLAUSE; AND PROVIDING FOR AN
EFFECTIVE DATE.
WHEREAS, the Planning and Zoning Commission and the governing body of the City
of Wylie, Texas, in compliance with the laws of the State of Texas with reference to the
amendment of the Comprehensive Zoning Ordinance, have given the requisite notices by
publication and otherwise, and after holding due hearings and affording a full and fair hearing to
all property owners generally and to owners of the affected property, the governing body of the
City is of the opinion and finds that the Comprehensive Zoning Ordinance and Map should be
amended;
NOW, THEREFORE BE IT ORDAINED BY THE CITY COUNCIL OF THE
CITY OF WYLIE, TEXAS:
SECTION 1: That the Comprehensive Zoning Ordinance of the City of Wylie, Texas,
be, and the same is hereby, amended by amending the Zoning Map of the City of Wylie, to give
the hereinafter described property a new zoning classification of Planned Development Single
Family (PD2014-XX-SF), said property being described in Exhibit "A" (Legal Description),
Exhibit "B" (PD Conditions), Exhibit "C" (Concept Plan), and Exhibit "P" (Park/Open Space
Plan) attached hereto and made a part hereof for all purposes.
SECTION 2: That all ordinances of the City in conflict with the provisions of this
ordinance be, and the same are hereby, repealed and all other ordinances of the City not in
conflict with the provisions of this ordinance shall remain in full force and effect.
SECTION 3: That the above described property shall be used only in the manner and for
the purposes provided for in the Comprehensive Zoning Ordinance of the City, as amended
herein by the granting of this zoning classification.
Ordinance 2014-32
Amend Zoning Case AG to SF
Zoning Case No.2014-05
SECTION 4: Any person, firm or corporation violating any of the provisions of this
ordinance or the Comprehensive Zoning Ordinance, as amended hereby, commits an unlawful
act and shall be subject to the general penalty provisions of Section 1.5 of the Zoning Ordinance,
as the same now exists or is hereafter amended.
SECTION 5: Should any paragraph, sentence, subdivision, clause, phrase or section of
this ordinance be adjudged or held to be unconstitutional, illegal or invalid, the same shall not
affect the validity of this ordinance as a whole or any part or provision thereof, other than the
part so declared to be invalid, illegal or unconstitutional, and shall not affect the validity of the
Comprehensive Zoning Ordinance as a whole.
SECTION 6: This ordinance shall be in full force and effect from and after its adoption
by the City Council and publication of its caption as the law and the City Charter provide in such
cases.
SECTION 7: The repeal of any ordinance, or parts thereof, by the enactment of this
Ordinance, shall not be construed as abandoning any action now pending under or by virtue of
such ordinance; nor shall it have the effect of discontinuing, abating, modifying or altering any
penalty accruing or to accrue, nor as effecting any rights of the municipality under any section or
provisions of any ordinances at the time of passage of this ordinance.
DULY PASSED AND APPROVED by the City Council of the City of Wylie,
Texas, this 23rd day of September, 2014.
Eric Hogue, Mayor
ATTEST:
Carole Ehrlich, City Secretary
DATE OF PUBLICATION: October 18,2014,in The Wylie News
Ordinance 2014-32
Amend Zoning Case AG to SF
Zoning Case No.2014-05
EXHIBIT "A"
LEGAL DESCRIPTION
BEING a tract or parcel of land situated in the Francisco De La Pine Survey, Abstract No. 888,
City of Wylie, Collin County, Texas and being more particularly described as follows;
BEGINNING at a I/2" iron rod Found For corner at the Southeast corner of Lot 8, Block B of
Stone Grove, Phase I, said point being the Southwest corner of a tract of land conveyed to
William W. Housewright as described in Volume 2808, Page 505, Deed Records, Collin County,
Texas and being in the North right-of-way line of E. Stone Road (a <10' R.O.W. at his point);
THENCE North 00°19'56" East a distance of 885.75 Feet allow the East line of said Stone
Grove, Phase I and the West line of said William W. Housewright tract, to a 5/8 inch iron rod
found for corner;
THENCE continuing in a northwesterly direction along the East line of said Stone Grove, Phase
I and the West line of a tract of Ian conveyed to Don Light and Spouse, Marilyn Light as
described in Volume 4033, Page 1743, Document No.97-0094043, Official Public Records,
Collin County, Texas bearing North 52°20'27"West a distance of 663.89 Feet to a 3/8 inch iron
rod found or corner at the beginning of a tangent curve to the right whose chord bears North
36°01'23" West at a distance of 147.52 feet;
THENCE in a Northwesterly and Northerly direction along said curve to the right and continuing
along the east line of said Stone Grove, Phase I and the West line of said on and Marilyn Light
tract having a central angle of 32°38'16", a radius of 262.50 feet, and an arc length of 149.53
Feet to a 3/8 inch iron rod found for corner;
THENCE continuing in a northwesterly direction along the East line of said Stone Grove, Phase
I and the West line of said Don and Marilyn Light tract North 19°42'15"West a distance of 354.14
feet to a 1/2 inch iron rod found for corner at the beginning of a tangent curve to the left whose
chord bears North 36°28'15" West at a distance of 281.27 feet;
THENCE in a Northerly and Northwesterly direction along said curve to the left and continuing
along the East line of said Stone Grove, Phase I and the West line of said Don and Marilyn Light
tract, having a central angle of 33°32'05", a radius of 487.50 Feet, and an arc length of 285.33
feet to a /2 inch iron rod found for corner at the beginning of a non-tangent curve to the left
whose chord bears North 23°47'22" East at a distance of 281.27 feet, said point being in the east
Right-of-way line of W.A. Allen Boulevard (a 85' R.O.W.);
THENCE in a Northeasterly and Northerly direction along said curve to the left and the East line
of said W.A. Allen Boulevard and the West line of said Don and Marilyn Light tract, having a
central angle of 44°58'40", a radius of 278.59 Feet, and an arc length of 218.70 feet to a 5/8 inch
capped iron rod set for corner, stamped "ADAMS SURVEY, RPLS 5610" (IRSC), at the
intersection of the East line of said W.A. Allen Boulevard with the South line of a 15 foot alley,
said South line also being the South line of Eastridge Addition as recorded in cabinet F, Slide
715, Plat Records, Collin County, Texas;
THENCE along the South line of said Eastridge Addition and the North line of said Don and
Marilyn Light tract, South 88°48'53' East a distance of 864.70 Feet to a 5/8 inch IRSC or corner,
said point being the Southeast corner of Oak Meadows, Phase 2 as recorded in Cabinet M,
Slide 217, Plat Records, Collin County, Texas;
THENCE North 25°02'50" East along the East line of Oak Meadows, Phase 2 and the most
easterly west line of said Don and Marilyn Light tract, a distance of 359.48 Feet to a 1/2 inch iron
rod found for corner, said point being the most northerly Northeast corner of said Don and
Marilyn Light tract and the Northwest corner of a tract of land conveyed to William W.
Housewright as described in Volume 1078, Page 97, Deed Records, Collin County, Texas;
THENCE along the East line of said William W. Housewright tract and the West line of said
Avalon Addition, Phase II the Following courses and distances to wit;
South 03°43'41" East a distance of 133.50 Feet to a 5/8 inch IRSC For corner;
South 00°53'16" East a distance of 101.77 Feet to a 5/8 inch IRSC For corner;
South 01°I6'29" West a distance of 87.06 Feet to a 5/8 inch IRSC For corner;
North 88°55'03" West a distance of 6.51 Feet to a 5/8 inch IRSC For corner;
South 00°19'19" East a distance of 432.43 Feet to a 5/8 inch IRSC For corner said point
being the Southwest corner of Avalon Addition, Phase II and the Northwest corner of a
tract of land conveyed to William R. Talbert as recorded in Volume 6066, Page 556,
Document No. 2005-0175670, Official Public Records, Collin County, Texas;
THENCE South 00°20'12"West along the East line of said William W. Housewright tract and the
West line of said William R. Talbert tract, a distance of 1854.84 feet to a 5/8 inch IRSC for
corner, said point being the Southwest corner of said William R. Talbert tract and being in the
North right-of-way line of said Stone Road;
THENCE North 89°19'10" West along the North line of E. Stone Road and the South line of said
William W. Housewright tracts, a distance of 399.05 feet to the POINT OF BEGINNING and
containing 37.756 acres of land, more or less.
EXHIBIT "B"
CONDITIONS FOR PLANNED DEVELOPMENT
ZONING CASE No. 2014-05
I. GENERAL CONDITIONS:
1. This planned Development District shall not affect any regulations within the
Code of Ordinances, except as specifically provided herein.
2. All regulations of the Single Family 10 District (SF-10) set forth in Article 3,
Section 3.2 of the Comprehensive Zoning Ordinance (adopted as of May 2011)
are hereby replaced with the following:
Figure 3-4 - Single Family8.5 District (SF-8.5)
Lot Size (Minimum)
Lot Area (sq. ft.) 8,500
Lot Width (feet) 70
Lot width of corner Lots (feet) 90
Lot Depth (feet) 100
Lot Depth of Double Front Lots (feet) 120
Dwelling Regulations
(Minimum Square Footage)
15% of the lots 1,800
35% of the lots 2,000
50% of the lots 2,200
Design Standards Level of Achievement See Section III Design Conditions
Yard Requirements (Min.)—Main Structures
Front Yard(feet) 25
Front Yard (feet) if 8' trail along the creek is 15
installed
Side Yard (feet) 7
Side Yard of Corner Lots (feet) 15
Side Yard of Corner Lots (feet) on key lots 25
Rear Yard (feet) 25
Rear Yard Double Front Lots (feet) 30
Lot Coverage 45%
Height of Structures
Main Structure (feet 40
Accessory Structure (feet) 14
II. SPECIAL CONDITIONS:
1. Maximum number of residential lots not to exceed 140 lots.
2. Key lots are defined as a corner lot which is backing up to an abutting side yard.
3. Three-tab roofing shall not be permitted.
4. No alleys shall be required within the property.
5. Lots which back onto park land shall provide a wrought iron fence of uniform
design to be installed by the homebuilder, as approved by the Planning
Department.
6. The Development Plan attached as Exhibit "C" shall serve as the Preliminary Plat.
7. Existing trees greater than 6 inch caliper within the flood plain shall be protected
in accordance with City's Tree Preservation Plan.
8. Open space, drainage & floodway easement, and public hike & bike trail shall be
dedicated to the City of Wylie in accordance with City's Subdivision Regulations.
9. Maintenance of the Park Area
Maintenance of the park area will be the responsibility of the homeowners' association.
(HOA).
A. HOA maintenance and responsibilities of amenities include:
a. Clean up and litter removal.
b. Landscaping installation, care, and maintenance.
c. Trimming, clearing, and removal of unwanted vegetation as determined
by the City Park Division.
d. Maintain irrigation system and test all backflow devices annually as per
City requirements.
e. Maintain benches, tables, concrete trail, and any other installed
improvements, per Exhibit "P". Coordinate with the City Park
Department prior to the replacement or removal of any improvement for
consistency with City Park standards.
B. City responsibilities of amenities include:
a. Perform playground safety inspections by qualified personnel.
b. Schedule pavilion reservations for the public.
10. All Park Amenities as described in Exhibit "P" and as approved by the City Parks
Department, shall be installed prior to the issuance of a Certificate of Occupancy.
IV.DESIGN CONDITIONS:
A. Land Design Standards—New Residential Requirements
Desired Land Design requirements are achieved by projects in accordance with
Exhibit "P" and the following criteria:
1. Provision of Public Pathways - Public Open Space
a. Base Standard
(1) Trail shall be constructed to the City's standards. Open space
parkland shall be in accordance with Exhibit "P" as adopted by this
ordinance.
(a) 8' Hike & Bike Trail to be installed in the rear of lots along the
creek, pending engineering evaluation. 5' Hike & Bike Trail in
front of dwellings, achieving link in city trail system.
(b) Open Space Improvements, including 4 Benches, 1
Picnic Tables, Under brushing and Cleaning of Avalon
Park and a trail connection from Avalon Park through
Wilson Creek to Kreymer Estates.
(c) Distinctive striping and buttons or similar approved by
city engineer shall be installed at trail crossings.
(2) The public pathway system easement(s) shall be connected along
existing or planned utility rights-of-way and/or public property lines to any
existing or planned public trail system on abutting land. Locate the public
open space easement to provide for future connections to be made by others
across intervening property to any existing or planned public trail system on.
land that does not abut the development.
b. Desirable Design Attributes
Single-loaded Street along open space and access per Exhibit "P".
2. Provision of Public Pathway—Perimeter Walkways and Landscape
a. Base Standard
(1) Per Exhibit "P" and coordinate improvements of Stone Road with the
City of Wylie.
(2) Landscaping and Tree Preservation shall be in accordance with
Exhibit"C"
The following trees and shrubs are recommended for landscaping and screening
purposes:
1. Large Trees:
Pecan Red Oak
Burr Oak Water Oak
Southern Magnolias Live Oak
Bald Cypress Bradford Pear
2. Small Trees:
Yaupon Hollies Crape Myrtle
Wax Myrtle Cherry Laurel
Red Bud Japanese Black Pine
Cedar Elm
3. Evergreen Shrubs:
Red Tip Photinia Burford Holly
Nellie R. Stevens Chinese Holly
Yaupon Holly Clearra
Nandinnia Dwarf Crape Myrtle
Japanese Ligustrum Waxleaf Ligustrum
Abelia Junipers
Barberry Asian Jasmine
Honeysuckle English Ivy
Boston Ivy Liriope
Monkey Grass Virginia Creeper
Vinca Mondon Grass
Ophia Pogon Elaeagnus
Purple Sage Pistachio
The following trees are discouraged for landscaping and screening purposes:
Silver Maple Hackberry
Green Ash Arizona Ash
Mulberry Cottonwood
Mimosa Syberian Elm
American. Elm Willow
Sycamore
b. Desirable Design Attributes
None
3. Lighting and Furnishings Along Open Space, Easements and Trails
a. Base Standard
(1) Benches with backs installed per Exhibit"P"
(2) Provide decorative paving and cross-walks at street connectors;
7 ft wide at interior street connectors per Exhibit "P".
(3) 8' wide distinctive striping and buttons or similar approved by
city engineer at main entry.
b. Desirable Design Attributes
(1) 4 Benches, I Picnic Tables, Under brushing and Cleaning of Avalon
Park and a trail connection from Avalon Park through Wilson Creek
to Kreymer Estates per Exhibit "P", to be coordinated with Parks
Department.
(2) 8' wide decorative stamped concrete crossing or similar approved by
city engineer at main entry;
B. Street and Sidewalk Standards—New Residential Requirements
Desired street and sidewalk requirements are achieved in accordance with the
following criteria:
1. Street Treatments—Entry Features and Signage at Entries
a. Base Standard
Architectural features on stone monument (no brick) with landscaping and
incorporated into open space area and illuminated by means other than
street lights.
b. Desirable Design Attributes
Wrought iron accent panels or 2 or more different type/color of stone (can
be synthetic or cultured).
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2. Street Treatments—Street Name Signs
a. Base Standard
Block numbers shall be incorporated with street lighting that is
coordinated throughout the subdivision.
b. Desirable Design Attributes:
None
3. Street Treatments—Pedestrian Crosswalks
a. Base Standard
All crosswalks within a Residential development are to be 8 feet wide at
trail crossings with decorative pavers and must connect to a pedestrian
sidewalk system with pedestrian ramps complying with the American with
Disabilities Act, to provide a clear, continuous pedestrian and circulation.
system throughout a subdivision.
b. Desirable Design Attributes:
Provide 8 ft. wide, connected system of distinctive striping and buttons or
similar approved by city engineer at Main Entry Trail Crossings.
4. Pedestrian Sidewalks - Sidewalk Locations
a. Base Standard
4 feet wide concrete pedestrian sidewalks shall be located on both sides of
the street, in the right-of-way of every internal street.
b. Desirable Design Attributes:
None
5. Mail Boxes
a. Base Standard
Mail boxes shall be paired at the lot line where applicable and shall
provide number plaque and brick to match the resident.
b. Desirable Design Attributes:
Same stone as house exterior trim to mail boxes.
6. Pedestrian Sidewalks - Sidewalk Lighting
a. Base Standard
Decorative street lighting shall be provided along residential streets
throughout all Residential. Developments, providing low illumination with.
solar controls on decorative poles with spacing ranging from 250 feet to
350 feet between lights placed on alternating sides of the street. A Street
Lighting Plan must be submitted to the City Engineer for approval. The
City Engineer is authorized to alter the distance requirement if needed in.
an effort to achieve the best lighting arrangement possible.
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b. Desirable Design Attributes:
None
7. Perimeter Alleys
a. Base Standard
No Alleyways are required for the subdivision.
b. Desirable Design Attributes:
None
C. Architectural Standards—New Residential Requirements
1. Building Bulk and Articulation
a. Base Standard
In order to avoid large blank facades, variations in the elevation of
residential facades facing a public street shall be provided in both the
vertical and horizontal dimensions. At least 25 percent of the facade shall
be offset a minimum of 2 feet either protruding from or recessed back
from the remainder of the facade. A minimum of 60 percent of the total
area shall be on the 1st floor of all 2 story dwellings.
b. Desirable Design Attributes:
None
2. House Numbers
a. Base Standard
All single family residential units shall have lighted front stone wall
plaque with resident address beside the main entry of the dwelling unit.
b. Desirable Design Attributes:
None
3. Exterior Facade Material
a. Base Standard
All single family residential units shall have a minimum of eighty (80)
percent of the exterior facade composed of kiln-fired clay brick or
masonry stucco, with 20 percent stone or decorative brick accent,
excluding windows, doors and other openings. Glazing shall not exceed
twenty-five (25) percent of the front elevation of the residence. Dormers,
second story walls or other elements supported by the roof structure may
be composite masonry materials if approved by the Building Official as
having the same durability as masonry or stone and when offset at least six
(6) inches from the first floor exterior wall. Wood, vinyl siding and EIFS
materials shall not be used for exterior walls.
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b. Desirable Design Attributes:
None
4. Exterior Facades—Porch
a. Base Standard
Each single family residential unit shall have a combined total covered
front, side or rear entry of a minimum of 140 total square feet of floor
area. To enhance livable outdoor space front porches shall be a minimum
of 50 s.£ •with railings, columns or other architectural features for all
dwellings that have front facing garages with cedar doors.
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b. Desirable Design Attributes:
50 square feet or larger front entry, or connected wrap-around on two or
more sides, or pitched cover incorporated into the roof line of the house.
5. Exterior Facades - Chimneys
a. Base Standard
Chimney flues for fireplace chimneys are to be within a chimney enclosed
with masonry matching exterior walls of the residential unit and capped.
b. Desirable Design Attributes:
Fireplace chimneys shall incorporate 40 percent stone, matching the
accent exterior facade materials of the house for houses with Chimneys.
6. Roofs and Roofing-Roof Pitch
a. Base Standard
All single family residential units shall have a minimum roof pitch of
8:12, with articulation, doriiiers or a combination of hip and gable roofing.
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b. Desirable Design Attributes:
None
7. Roofs and Roofing-Roofing Materials
a. Base Standard
All single family residential units shall have architectural-grade overlap
shingles, tile or standing seam metal. Wood shingles are not permitted.
Plumbing vents, attic vents, and other rooftop accessories are to be painted
to match the roof shingle color.
b. Desirable Design Attributes:
None
8. Roofs and Roofing-Roof Eaves
a. Base Standard
No wood fascia or soffits are permitted.
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b. Desirable Design Attributes:
None
9. Repetition of Residential Unit Designs — Repetition of Floor Plan and
Elevation
a. Base Standard
A minimum of seven (7) platted residential lots must be skipped on the
same side and four (4) lots must be skipped on the opposite side of a
street before rebuilding the same single family residential unit with an
identical (or nearly identical) street elevation design. The same floor plan
shall not be repeated on neighboring, side by side lots or directly across
the street.
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Identical or nearly identical floor plan means that the layout, size and
function of the rooms are essentially the same Identical or nearly identical
street elevation design means little or no variation in the articulation of the
facade, height or width of facade, placement of the primary entrances,
porches, number and placement of windows, and other major architectural
feature. It does not mean similar colors, materials, or small details.
b. Desirable Design Attributes:
None
10. Garage Entry
a. Base Standard
Garage doors can be located on the primary street elevation of a single
family residential unit with wood grain look insulated door with carriage
hardware. The primary street would be the addressed street front. Garages
may face the street on a corner lot side yard. Each garage shall be a
minimum of 400 square feet.
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b. Desirable Design Attributes:
None
11. Dwelling Size
a. Base Standard
The minimum square feet of floor space shall be (15%) of the houses
1,800 s.f. , (35%) of the houses 2,000 s.f. , (50%) of the houses 2,200 s.f.
measured within the outside dimensions of a residential dwelling unit
including each floor level, but excluding carports, garages, and
breezeways.
12. Fencing
a. Base Standard
(1) Front yard fences (if provided) shall be permitted to a height of 4 feet
maximum with 50 percent transparency constructed of wood or
wrought iron.
(2) Side and rear yard fences (if provided) shall be permitted to a height
of 6 feet maximum and constructed of wood with metal posts and
rails to the inside.
(3) Pressure treated wood is prohibited.
(4) Fences shall be constructed of wrought iron next to open space, and
shall be maximum 6 ft in height.
b. Desirable Design Attributes
None
13. Landscaping
a. Base Standard
(1) Each residential dwelling shall have sodded front, side, and rear yard
with a minimum of 2 trees and 5 shrubs in front yard.
(2) All landscaped areas must be kept in a healthy and growing condition.
Any plant materials that die during a time of year where it is not
feasible to replant shall be replaced as soon as possible.
b. Desirable Design Attributes
Each residential dwelling unit shall have an automated, subsurface
irrigation system.
14. Outdoor Lighting
a. Base Standard
All residential dwelling units shall have an illuminated standard porch
light at the front entry and drive/garage.
b. Desirable Design Attributes
Front facade and drive/garage shall be illuminated by down-light (tree or
house mounted) or up-light (house mounted), and front and side yard
activity area illuminated and wired to the interior of the house.
15. Conservation/Sustainability
a. Base Standard
Each residential dwelling unit must comply with the Energy component of
the Building Code. Each residential dwelling unit shall be equipped with
Energy Star appliances.
b. Desirable Design Attributes
None
III. DESIGN REGULATION CHART:
A. Land Design Requirements
A.Land Design Requirements
(In Accordance with Exhibit"P")
ELEMENT a.BASE STANDARD(ALL DEVELOPMENT b. DESIRABLE STANDARD
MUST COMPLY FULLY WITH ALL LISTED (THE FOLLOWING DESIRABLES WILL BE
BELOW) ACHIEVED THROUGHOUT THE
SUBDIVISION)
Public Open Space a. Trail shall be constructed to the City's Improvements in Avalon Park and Trail
standards. Connection from Kreymer Estates to the
b. 8ft. hike &bike trail and open space Avalon Park.
improvements,per Exhibit "P".
c. Provide benches per Exhibit"P".
Perimeter Walkways and Coordinate with City of Wylie
Landscape
Lighting and Furnishings along a. 4 Benches with backs per Exhibit"P". a. 4 Benches, 1 Picnic Tables, Under
open space easements and trails b. Distinctive striping and buttons or similar brushing and Cleaning of Avalon Park
approved by city engineer at main entry. and a trail connection from Avalon Park
c. 7 ft decorative pavers at interior street through Wilson Creek to Kreymer
connectors. Estates ,per Exhibit"P".
b. 8 ft wide when it crosses the street.
B. Street and Sidewalk Requirements
B. Street and Sidewalk Requirements
(For all Residential Districts)
ELEMENT BASE STANDARD b. DESIRABLE STANDARD
(ALL DEVELOPMENT MUST COMPLY FULLY (THE FOLLOWING DESIRABLES WILL BE
WITH ALL LISTED BELOW) ACHIEVED THROUGHOUT THE SUBDIVISION)
Entry Features and Architectural features on stone monument (no Decorative fence accent panels, or 2 or more
Signage at Entries brick) with landscaping and incorporated into different type/color of stone or brick (can be
open space area and illuminated by means other synthetic or cultured).
than street lights.
Street Name Signs Including block numbers, incorporated with
street lighting coordinated throughout.
Pedestrian Crosswalks Connected system 8' wide decorative paving at 8 ft. wide, connected system of distinctive striping
Trail Crossings per Exhibit "P". and buttons or similar approved by city engineer at
Trail Crossing at Main Entry.
Sidewalk Locations 4 ft concrete, both sides of street.
Mail Boxes Paired at lot line where applicable. Number Stone same as house exterior trim.
plaque, brick same as resident.
Perimeter Alleys No alleys are required.
C. Architectural Requirements
C. Architectural Requirements
(For all Residential Districts)
ELEMENT BASE STANDARD b. DESIRABLE STANDARD
(ALL DEVELOPMENT MUST COMPLY FULLY WITH (THE FOLLOWING DESIRABLES WILL BE
ALL LISTED BELOW) ACHIEVED THROUGHOUT THE SUBDIVISION)
Building Bulk and Articulation Minimum 25% of street facade offset minimum 2 ft,
minimum 60% total area on 1s` floor of all 2-story
House Numbers
Lighted front stone wall plaque beside main entry.
Exterior Facade Material 80% brick or masonry stucco, with 20% stone or
decorative brick accent
Porch 140 square feet combined total covered front entry, 50 square feet or larger front entry, or
rear entry or side entry. Minimum of 50 s.f. for front connected wrap-around two or more sides, or
porch on dwellings with front facing garages. pitched cover incorporated into roof lines of
house
Chimneys Chimney enclosed with masonry matching exterior 40% stone to match house accent material for
walls and capped houses with Chimneys.
Roof Pitch 8:12 minimum roof pitch; with articulation, dormers
or hip/gable
Roof Materials Architectural-grade overlap shingles, tile or standing
seam metal, no wood shingles, Paint rooftop
accessories to match
Roof Eaves No wood fascia or soffit
Repetition of floor plan and 7 lots skipped on same side of street before
elevation repeating similar floor plan and elevation,
4 lots skipped opposite side of street, and no
identical or flipped floor plans side by side or
directly across street
c.Architectural Requirements Cont.
(For all Residential Districts)
ELEMENT BASE STANDARD b. DESIRABLE STANDARD
(ALL DEVELOPMENT MUST COMPLY FULLY WITH ALL (THE FOLLOWING DESIRABLES WILL BE
LISTED BELOW) ACHIEVED THROUGHOUT THE SUBDIVISION)
Garage entry a. Garage doors can be located on primary street
elevation of a single family residential unit with
wood grain look insulated door with carriage
hardware. Garage shall be a minimum of 400
square feet.
Dwelling Size Minimum dwelling size exclusive of garages and
breezeways
Fencing a. Front: 4 ft maximum height, 50% transparent, wood
or wrought iron.
b. Side/Rear: 8 ft maximum height, wood w/metal
posts & rails to inside.
c. (No pressure treated wood).
d. 6 foot Wrought Iron fence adjacent to the open
space.
Landscaping Sod front, rear, and side yards and minimum 2 trees Automated, subsurface irrigation system
and 5 shrubs in front yard.
Outdoor Lighting Front entry and drive/garage illuminated by standard Front façade and drive/garage illuminated by
porch light down-light (tree-or house-mounted) or up-
light (house-mounted), and front- and side-
yard activity area illuminated, wired to
interior.
Conservation/Sustainability Complies with Energy component of Building Code
02013 Westwood Professional Services, Inc.
FIELD NOTES
/ / 7 \ / THENCE in a Northeasterly and Northerly direction along said curve to the left and the East line a'
X
/ / \ / / / / \ BEING a tract or parcel of land situated in the Francisco De La Pine Survey Abstract No. 888, of said WA. Allen Boulevard and the West line of said Don and Marilyn Light tract, having a S.H. No. 786 ,/
�/ 14 \ / ,\ 5 7 3 \ 2 / 9 .� // \ \ / JQ� L it v City of Wylie, Collin County Texas and being more particularly described as follows central angle of 44°5840 a radius of 27859 Feet, and an arc length of 21870 feet to a 5/8 o ne H o
y \ inch capped iron rod set for corner, stamped "ADAMS SURVEY RPLS 5610" (IRSC), at the m Ho m iv N,
\ / �% 7 0 / \ / BEGINNING at a 1/2 iron rod Found For corner at the Southeast corner of Lot $ Block B of intersection of the East line of said WA. Allen Boulevard with the South line of a 15 foot alley
P °?
6 \ HYfiL-ON ADL`ll/_ION I�H, ,57 // / ° Stone Grove, Phase !, said point being the Southwest corner of a tract of land conveyed to said South line also being the South line of Eastridge Addition as recorded in cabinet F, Slide z `n E. Drown Street m
15 fl //A � _AJ 12 William W Housewnght as described in Volume 2808, Page SOS, Deed Records, Collin County 715, Plot Records Collin County Texas
1� 4 0 Volume 2006, Page �OJ
/ V ,$O�°,�3. S01 629 { ' �_ 8 Texas and being in the North right-of-way line of Stone Road (0 40 ROW at his point), a
16 1�� A3'p 8706 '�/� �p / ATHENCE along the South line of said Eastridge Addition and the North line of said Don and d o
Hp
\ MEADOWS 7e 5 �i' 13 THENCE North 00°7956' East a distance of 88575 Feet allow the East line of said Stone Grove, Marilyn, Light tract, South 88°48'S3' East a distance of 864.70 Feet to a 5/8 inch IRSC or w 3
7 SO 7e, 1 Stit/
Q \ Phase l and the West line of said William W. Housewright tract, to a 5/8 inch iron rod found for corner, said point being the Southeast corner of Oak Meadows, Phase 2 as recorded in Cabinet
\ PHASE ONe vs >>' / 6 ti/ \ corner, M Slide 2/7, Plat Records, Collin County, Texas cii2
n s�7s„ 1 OPEN SPACE V �1�q7, \/ one Drive
CBb. l,-Pg. 614\ \� F ( / \ 14 THENCE North 25°02 50" East alongthe East line of Oak Meadows, Phase 2 and the most
Z THENCE continuing in a northwesterly direction along the East line of said Stone Grove, Phase 1
- 8 p I 2.1092 acres / and the West line of a tract of Ion conveyed to Don Light and Spouse, Marilyn Light as easterly west line of said Don and Marilyn Light tract, a distance of 359 48 Feet to o 1/2 inch
10 \ Q Handicap described in Volume 4033, Page 1744 Document No.97-0094043, Official Public Records, Collin iron rod found for corner, said point being the most northerly Northeast corner of said Don and 7 SUBJECT
\ �' --------------N88°55 03 W 6.51 County Texas bearing North 52°20'27" West a distance of 66389 Feet to a 3/8 inch iron rod Marilyn Light tract and the Northwest comer of a tract of land conveyed to William W o TRACT
/ RamAlanis Drive
9 _ p found or corner at the beginning of a tangent curve to the fight whose chord bears North Hoasewngh[ as described in Volume 1078, Page 97, Deed Records, Collin County, Texas; \ m
ti� \ Cn `S000 Trash \ 36°0123" West at a distance of 14752 feet;
2 C �,.� 7 Receptacles THENCE along the East line of said William W Housewrigh£ tract and the West line of said
/ /A g �' �--� `979�, THENCE in a Northwesterly and Northerly direction along/said curve to the right and continuing Avalon Addition, Phase 11 the Following courses and distances to wit, c
3 \/ � 10 Q 8' Hike Qr WILLIAM a TALBERT along the east line of said Stone Grove, Phase l and/the West line of said on and Marilyn Light ° --�
/ / \ \ A Sly, Bike Trail / tract having a central angle of 32°38"16'; a radius 26250 feet, and an arc length of 14953 South 03 43'41` East a distance of 133.50 Feet to a 5/8 inch IRSC for corner,
q �� Volume 6066, Page 556 Feet to a 3/8 lion rod found for corner, or VICINITY MAP
\ fl South 00 5316 East a distance of l0/.77 Feet to a 5/8 inch IRSC For corner,
v / OPEN SPACE NOT To SCALE
5 Q THENCE eon/8 inch in o northwesterly direction along the East line of soid Stone Grove, Phase l °
\ / V / and the West line of said Don and Marilyn Luse tract North West line/5` West a distance of 354/4 South 01 /6"29" West a distance of 8706 Feet to a 5/8 loch IRSC For comer;
\ 6 0054 acres feet to a 1/2 inch iron rod found for corner at the beginning of a tangent curve to the left °
/A V / /A\ \C 12 North 88 5503` West a distance of 65! Feet to a 5/8 inch IRSC For comor,
whose chord bears North 36'O28/5" West ( a distance of 28127 feet;
V 7 lit
TFIENCEinallortherlyandNorthwester directionalongsaidcurvetotheleftandcontinuingSouth00°79'79" Eastodistanceof43243Feettoa5/8inch (RSCForcomersaidpoint/ q A / r along fhe Ldst line of said Stone Gr e, Phase l and the of said Don and Marilyn
being the South wort comer of Avalon Addition, Phase l! and the Northwest corner of o
2 ° o tract of land conveyed to William F. Talbert as recorded in Volume 6066, Page 556,
8 Light tract, having a central angle f 33 3205", a radius of 48750 Feet, and an arc length of
\ �� \ 13 eSo j' Document No 2 0 0 5--01756 70, Official Public Records Collin County, Texas,
/ 5 / �\ \/
r1 __ O., ihethefefawht te a rd incheairon rod °47'und for corner at thee beginning o12 a non-tangent
il curve to
/ 6 VI - _ / 7t the left whose chord bears North 23°4T22' East at a distance of 28L 27 feet, said point being THENCE South 00°2012' West along the East line of said Wiliam W Housewright tract and the
V-/\ t� f Right-of-way line of WA Alen Boulevard (a 85' R0 W ; West line of said William P. Talbert tract, a distance of 1854-84 feet to a 5/8 inch IRSC for
/ / �A g y - ) theGRAPHIC SCALE 1 "=100'
V THENCENorb. 89°1920" West alongthe North line of William R. Talbert tract and being In ____ _st
corner, said point beingthe Southwest comer of sin
\ \ 7 14 / �� / North right-of-way fine of said Scone Raad,
/ 17 `� / 8 / /A� V / 15 18E. Stone Road and the South line of said. 100 0 100 200
/ /L„ \ / William Housewright tracts a distance of 399.05 feet to the POINT OF BEGINNING and
/ 18 2j "�/\ g C_ \ / j / containing37756 acres of land, more or less.
Ve & /
/ / / 10 / n / A 17 4 : Trail /
C. WILLIAM R. TALBERT
2� ��/ 20 / / \� / 12
�/ A A 2/ V/ / 13 / -7 lnstr. #20070621000849710
/ 22 VA / 14 / / S,
/V 7 \ / / 23 /\I l 15 -
E-ASTR GE ADDITION * / _ ��
8 \C�. F/Pg. 715 \ Y / 24 � V / STR T � S
/ \ /\ 25 � 3.
/ 6 / IIP 1411
S'h 26
-e 7
/ie.1% I L___
/N 3\ // K 7 / 27rOD I *4// I
5' / / �
2 8 Bike Trail /
09
/ cik
\ Trail I eel
/ '9 \ /� 30 Y
n 1 a
q��� / / CITY OF WYLIE
�/ / .e$ Volume 2177, Pg 527
/ / v 8��� / / OPEN SPACESPACE
�ETa' 1.4012 acres 4All*N,
/N. —
= 7859' 1.3374 acres
1P8, Hike Trash Receptacles \
/ 15 T--175/33 / aArNI 6g3 89 / �' �o o Bike Trail kph12 CH _2 3. 12 s'. 8c * -----N522 07,9, y�' BOZEMANFARM
/ 13 \ \�- 4`�58'37" — Trail / ' Z, e /
N23�4T22'E 12 n 6 3�� 5' ��°O STc bEo, P ss�a16
KRE MER ESTATES ° iii /�
P E 1 14 2 \ N79 42>5"/y 354. 14' / 14 \ / 10 B ��� Q 3
Vol 21Pg. 177 / / R=48750' i I _-- -J / 9 ��
2
�� / \ I I P T=1485.33'
6.88' 16 15 �� 8 Q 30 / EXHIBIT C
R=26250'
\ Ram L=149.53' \ 4/ / OF
15 P CN=281.2T /� , / \ /
I T T=76.86' — / 23
D 33°30' ' CH=147.52' 18 \ \ / 2r Q� \ 29 W[hSON CREEK
— 8' e ,---
\ CB=N,36 2 15"W D- °3831 \ \STR OVE PH�,�' 24 / CO� / 2UT OF THE
8 �Q�� FRANCISCO DE LA PWA SURVEY, ABSTRACT NO. 688
Bike Trail27 � � 19
/ Cab. G, P 3 \ Q /
26 25 ) CB=$36°0123'E — i 20 \ 25 / 7 / / 27 �' / COLLIN COUNTY, TEXAS
28 / 24 I ( / 26 \ 20 / A IN
Existing 8 Hike \ / / 23 1 i NE / Q/
/ & B1lce Trail / / ---� _a / 22 �.P'� 27 / 26 U� / OWNERS:
\ V \� *100V \ >9 / 6 DON & MARILYN LIGHT BETTY HOUSEWRIGHT ROBERT SCHRAPLAU
/ / _- " _ I
�0X - 28 7/ \ S. / 16 LAS CRUCES CIRCLE P.O. BOX 174 P.O. BOX 573
I__ __ / / Y / N / 25 �/ !GP WYLIE, TEXAS 75098 WYLIE, TEXAS 75098 WYLIE, TEXAS 75098
\ 1 / / \ \ �-� \ 29 \ \ 17 \ \/ \ / Uv / DEVELOPER: DOUGLAS PROPERTIES INC.
----_ 8 7 _ 30 \ 16 A 5 V / 4 ,,,,,,[ / / 2309 Avenue K, Suite 100
_ 7 / �/ Plano, TX 75074
\ — / TEE: 972-422-1658
�� '�� \ 4 3 1GQQ - -. 15 / �As / 3 4 / A 23 / ENGINEER/SURVEYOR: 1im.douglaspropserfies@gmail.com
\ �� \ 2 11-111 Ox�OO -------\ >N V/ 2740 North Dallas Parkway
�Cs ��QJ� / N r — \ , / / \ 717
1 TIPTON ENGINEERING site 280 Plana, renal loons
\ V //� �� / 2 �� a division of Westwood (214) 473-4640
it . - 5 / 2 �Q' Q V / 13 / Firm No F-11756
vv / �� / / v / v , 7 , " / . N / � 1 /
AUGUST 14, 2014
0003171 OP-1-1 Alternative.dwg
02013 Westwood Professional Services, Inc.
FIELD NOTES
/ / 7 \ / THENCE in a Northeasterly and Northerly direction along said curve to the left and the East line a'
X
/ / \ / / / / \ BEING a tract or parcel of land situated in the Francisco De La Pine Survey Abstract No. 888, of said WA. Allen Boulevard and the West line of said Don and Marilyn Light tract, having a S.H. No. 786 ,/ rE
/ / 14 \ / ,\ 5 3 \ 2 / 9 .� // \ \ / JQ� L it v City of Wylie, Collin County Texas and being more particularly described as follows central angle of 44°5840 a radius of 27859 Feet, and an arc length of 21870 feet to a 5/8 o ne H o
y \ inch capped iron rod set for corner, stamped "ADAMS SURVEY RPLS 5610" (IRSC), at the m Ho m iv N,
\ / �% 7 0 / \ / BEGINNING at a 1/2 iron rod Found For corner at the Southeast corner a( Lot $ Block B of intersection of the East line of said WA. Allen Boulevard with the South the of a 15 foot alley, P °?
6 AYfiL-ON ADL`IVON IPH4J // / ° Stone Grove, Phase !, sold point being the Southwest comer of a tract of land conveyed to said South /ine also being the South lino of Eastridge Addition as recorded in cabinet F, Slide z `n E. Drown Street m
15 / fl //A � _AJ A 12 William W Housewright as described in Volume 2808, Page 505, Deed Records, Collin County 715, Plat Records, Collin County Texas,
1� 4 0 Volume 2006, Page �OJ o
/ V ,$��0,�3. SDi 629 { ' �_ 8 Texas and being in the North right-of-way line of Stone Road (a 40 ROW at his point), a
16 1�� Q3 p 87 D6 '�/� V� / A THENCE along the South line of said Eastridge Addition and the North line of said Don and d °o
Bp
\ MEADOWS 7e 5 �i' o 13 THENCE North 00°7956' East a distance of 88575 Feet allow the East line of said Stone Grove, MarilynGLight tract, South 88°48'S3' East a distance of 864.70 Feet to a 5/8 inch IRSC or w 3
7 s'� JRJ 1 S Q \ Phase l and the West line of said William W. Housewright tract, to a 5/8 inch iron rod found for corner, said point being the Southeast corner of Oak Meadows, Phase 2 as recorded in Cabinet
\ PHASE ONe vs >>' / 6 ti/ \ corner, M Slide 2/7, Plat Records, Collin County, Texas cii2
n s�7s„ 1 OPEN SPACE ' �l�q,, \o one Drive
CBb. l,-Pg. 614\ \� F ( / \ 14 /HENCE North 25°0250" East alongthe East line of Oak Meadows, Phase 2 and the most
Z THENCE continuing in a northwesterly direction along the East line of said Stone Grove, Phase 1
- 8 p I 21092 acres / and the West line of a tract of ion conveyed to Don Light and Spouse, Marilyn Light as easterly west line of said Don and Marilyn Light tract, a distance of 359 48 Feet to o 1/2 inch
io \ Q Han�p described in Volume 4033, Page 1744 Document No.97-009404J, Official Public Records, Collin iron rod found for corner, said point being the most northerly Northeast corner of said Don and SUBJECT
�' ---------------N88°55 03 W 6.51 County Texas bearing North 52°20'27" West a distance of 66389 Feet to a 3/8 inch iron rod Marilyn Light tract and the Northwest comer of a tract of land conveyed to William W o TRACT
/ RamAlanis Drive
9 _ p found or corner at the beginning of a tangent curve to the/right whose chord bears North Housewright as described in Volume 1078, Page 97, Deed Records, Collin County Texas; \ m
\ �0 V `��0o Trash \ 36°0I'23" West at a distance of 14752 feet;
2 ,-.2_ o �,.� 1 Receptacles
THENCE along the East line of sad William W Housewrigh£ tract and the West line of said
/ / 9 �' �--� `979„. THENCE in a Northwesterly and Northerly direction along/said curve to the right and continuing Avalon Addition, Phase 11 the Following courses and distances to wit; c
3 / 10 �, �rA Blk Hike & / WILLIAM a TALBERT along the east line of said Stone Grove, Phase 1 and/the West line of said on and Marilyn Light South 03°43'41` East a distance of 13350 Feet to a 5/8 inch IRSC for corner;
\ �. tract having a central angle of 32 38"!6'; a radius f 26250 feet, and an arc length of 14953
q �� Volume 6066, Page 556 Feet to a 3/8 inch iron rod found for comer, or VICINITY MAP
\ fl South 00 3316 East a distance of 101.77 Feet to a 5/8 inch IRSC For corner,
/ OPEN SPACE NOT To SCALE
5 /HENCE can timing in o northwesterly direction along the East line of said Stone Grove, Phase l °
\ V / and the West line of said Don and Marilyn Luse tract North 19°4275" West a distance of 354/4 South 01 l6"296 West a distance of 8706 Feet to a 5/8 loch IRSC For comer;
0.„, 6 ��54 acres feet to a 1/2 inch iron rod found for corner at the beginning of a tangent curve to the left °
/A V / /A\ 12 North 88 5503` West a distance of 65! Feet to a 5/8 inch IRSC For comor,
/
whose chord bears North 36°28/5" West t a distance of 28127 feet,
V 7 lit
THENCEinallortherlyandNorthwester directionalongsaidcurvetotheleftandcontinuingSouth00°79'79" Eastodistanceof43243Feettoa5/8inch (RSCForcomersaidpoint/ q o V / r along fhe Ldst line of said Stone Gr e, Phase l and the West, line of said Don and Marilyn
being the Southwest comer of Avalon Addition, Phase l! and the Northwest corner of a
2 ° o tract of land conveyed to William F. Talbert as recorded in Volume 6066, Page 556,
8 Light tract, having a central angle f 33 3705", a radius of 48750 Feet, and an arc length of
\ �� \ 13 eSo j' Document No 2 0 0 5--01756 70, Official Public Records, Collin County, Texas,
// 5 o �\ \ +1 __ O., A ihethefefawht te a rd incheairono rod found for corner at thee beginning of a non-tangentil pocurveeto
/ 6 V - _ / 7t the left whose chord bears North 23°4T22' East at a distance of 281 27 feet, said point being THENCE South 00°2812' West along the East line of said Wiliam W Housewright tract and the
V-/\ C' f Right-of-way line of WA AI en Boulevard a 85' R0 W ; West line of said William P. Talbert tract, a distance of 1854.84 feet to a 5/8 inch IRSC for
/ / �A cc % g ) theGRAPHIC SCALE r'=100'
V THENCENorb. 89°1920" West alongthe North line of William R. Talbot tract and being In ____ _st
corner, said point beingthe Southwest corner of sin
\ ----„/
7 /4 / �• / North right-of-way fine of said Stone Raad,
/ 17 0 / 8 / /A� . 15 16E. Stone Road and the South line of said. 100 0 100 200
/ 14S \ - / William Housewright tracts a distance of 399.05 feet to the POINT OF BEGINNING and
/ 18 0/ ,"�/\ o y C_ \ / j / containing37756 acres of land, more or less.
V � e & /
/ / / to / 11 V - 0 17 0 : Trail /
20 VA / / \ OPEN SPACE = 2.793 ACRES
/ / / \� 12 WILLIAM R. TALBERT
\ "----N,. 21 V/ / off/ lnstr. #20070621000849710 2000LF HiKE & BIKE TRAIL ( 1 ADDITIONAL FOOT)
/ 3000LF HIKE & BIKE TRAIL (St WIDTH)
Y / \ o / 22 \
/V 7" \ / / 23 /\ '� (I ' DENOTES PARK BENCH) - 4
\/ /
son,-, ,
cxiSTR GE ADDITION\ (I <DENOTES PICNIC TABLE) 1
8 \C�. F/Pg715V / 24 VA stE T � t ss� ( 0 DENOTES TRASH RECEPTACLES) 2
V / 5 \ � � / A
/ / /\ l ..\ EXACT LOCATION OF THE HIKE a BIKE TRAIL TO BE DETERMINED
�/ 25 BY THE DEVELOPER AND CITY OF WYLIE
� / / 0 \4 // / 6 .� 1411/ 3 \ / \ 26 / I --_.—_ L___0
7 vo' /
\ //*K V / / 27 ' *4 , 5, / /
2 s o Bike Trail /
\ \/ T/K9NY /
/ \ 0 29 .E / /
\ Trail /
n 1 a
q��� / / CITY OF WYLIE
�/ \ I I-
/. Volume 2177 P9 527
/ 12 / v B� v / lik
IIP[
OPEN SPACE OPEN SPACE
/ V O � _ sri r�_�_ ° 1.4012 acres �; 13374 acres
o is
= 78.59' Trash Receptacles
\ , L=21 ..61 8' Hike o 0
15 7-175/33 663•89 ,I Bike Trail ` �CY
�h
/ 12 \ CH _2 3. 12' l 8' & N52°2Ani"\14
00079 o y� BOZEMAN FARM
/ 13 -D- 4`�58'37" — Trail / o 8 /
N23/164T22 E _ - 12 n 3��, 4>Ni*
o°O ST csb�C, P s o16KREY�9ER ESSTTATES °P E 1 14 / 2 \ N79 42>5"W 354/ Ns / 14 \ / to ��� Q 3
2
Voi 2I Pg. 177 / / R=48750' i o / 9 0� /
�� V / / ' ' i I Handicap T=1486.88' 16 15 i �� 8 Q 30 / EXHIBIT P
R=262.50'
Ram L=149.53' (s /
15 P CN=281.2T /� , / /
T T=76.86' / / 23
D=33a3o' ' CH=147.52' l8 \ \ / 2r Q� 0 2s WiLSON CREEK
— 8' e ,---
\ CB=N,36 2 '15"W D- °3831 �STO GROVE PHA,�' 24 \ o �� / 2UT OF THE
8 �Q�� FRANCISCO DE LA PWA SURVEY, ABSTRACT NO. 688
Bike Trail27 � i 19 / Cab. G, P 3 / \ Q /
26 25 ) CB=$36°D123'E ' 20 25 / < 7 / / 20 �' / COLLIN COUNTY, TEXAS
28 l 24 ) ( / 26 20 / IN
Existing 8 Hike / / / 23 V i NE / Q/
/ & Bike Trail / / ---� _a / 22 21 0 �•�/ 27 / 26 U� / OWNERS:
/ --- �� �GO� 19 / 6 o o DON & MARILYN LIGHT BETTY HOUSEWRIGHT ROBERT SCHRAPLAU
/ / N / _-,-- _ I / fQX - 28 \ \/ \ S. / 16 LAS CRUCES CIRCLE P.O. BOX 174 P.O. BOX 573
_ __ ,--/
/ Y / /\ 25 \/ !GP WYLIE, TEXAS 75098 WYLIE, TEXAS 75098 WYLIE, TEXAS 75098
1 / / \ \ -_� \ 29
\ \ 17 \ \/ \ \ / \ / Uv / DEVELOPER: DOUGLAS PROPERTIES INC.
----_ 8 7 _ 30 7- 16 5 7 ,/ 0 24 \ / 2309 Avenue K, Suite 100
_ 7 / �/ Plano, TX 75074
N / < / / TEL: 972-422-1658
�� '�� / 4 3 / Q - -. 15 / �As / 3 4 / A 23 / ENGINEER/SURVEYOR: hm.douglaspropserfies@gmail.cam
\ �� \ �x/0� o V/ \� s � �� / / / \ jn� TIPTON ENGINEERING Srae 280 Plano, Texas 75093
\ V //X �� / 2 �� a division of Westwood (214) 473-4640
�/� \ 5 / 2 �Q' Q V /,
13 IIC
/ Firm No F-11756
v � � / / / vi o / / / . N / � 1 /
AUGUST 14, 2014
0003171 OP-1-1 Alternative.dwg
r
uF t,
Wylie City Council
� .� R�Ms; AGENDA REPORT
Meeting Date: September 23,2014 Item Number: 1
Department: Public Services (City secretary's Use Only)
121-5621-58150 - $170,000
Prepared By: Purchasing Account Code: 450-5450-58150 - $312,000
Date Prepared: September 12, 2014 Budgeted Amount:
Site Plan;
Award Recommendation;
Exhibits: Bid Tabulation
Subject
Consider, and act upon, the award of bid # W2014-64-B for Wylie Municipal Complex Trail Project; to North
Rock Construction in the amount of $469,962.50, and authorizing the City Manager to execute any and all
necessary documents.
Recommendation
A motion authorizing the award of bid # W2014-64-B for Wylie Municipal Complex Trail Project; to North
Rock Construction in the amount of $469,962.50, and authorizing the City Manager to execute any and all
necessary documents.
Discussion
In 2012, the City was awarded $215,000 in grant funds from the Collin County Parks and Open Space Grant
Program for construction of approximately 5,000 linear feet of new, 12-foot wide, concrete hike and bike trail,
one metal, prefabricated pedestrian bridge, trail benches, and signage. In early 2014, an additional $200,000 in
grant funding for the project was confirmed from the Texas Parks Wildlife Department.
The proposed improvements comply with the recommendations of the 2012 Collin County Regional Trails
Master Plan, the City of Wylie's 2010 Parks, Recreation and Open Space Master Plan, and the City of Wylie's
2012. Trails Master Plan.
In.March 2013,. the City began design work on the project with Dunaway Associates, L.P., a firm located in Fort
Worth that is experienced in trail design. Construction plans were reviewed with the Park and Recreation Board
at various stages throughout development, and the Board concurs with the final trail design and layout. The
construction plans were reviewed and approved for accessibility compliance by Texas Department of Licensing
and Regulation.
In March 2014, an archeological survey of the site as required by the Texas Historical Commission (THC) was
performed, and no cultural artifacts were found. A report was submitted to the THC for their review and
received their concurrence. In June 2014,. the Texas Park and Wildlife Department issued a Notice to Proceed
with the construction of the project.
Page 1 of 2
Page 2 of 2
During the design process, City staff investigated the use synthetic macro fiber reinforcement as a cost-savings
alternative to traditional steel reinforcement for use in the concrete trail. The product has been used by the
Texas Department of Transportation on the DFW Connector Project, the City of Fort Worth on street
reconstruction, and the City of Carrollton on several municipal trail projects. Staff visited several trail.
installations in Carrollton to inspect their condition and found them to be in extremely good condition and
appearance after up to as many as eight years of service.
The Staff recommends the award of Bid #W2014-64-B Wylie Municipal. Complex Trail Project to North Rock
Construction in the amount of$469, 962.50, and to utilize a synthetic macro fiber reinforcement product (Strux)
as a cost effective alternative to traditional steel reinforcement.
...._. ,
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MUNICIPAL COMPLEX
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""•.3` I Ir.•166. unr
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B000755.001
August 26,2014
Mr. Mike&e-ra
Public SavicesDirector
City of Wylie
300 Country Club Road, Bldg. 100
Wylie TX 75098
RE: Munidpal ComplecTral Deddopmeit
Deer Mike,
After reviewing the bidswith you and City staff,we recommend that the contract to construct the
Munidpal ComplecTral De✓dopmeit project be awarded to North Rod<Conskruction.
Based on the information submitted with their bid(i.e, project experience, refereicesand bonding),
it appearsthat thisfirm isqualified to perform thework.
Please contact me if you have any questions
S nce-dy,
DUNAWAY ASSOCIATES, LP.
Elizabeth Mdlrath,AaA
Project Manage-
}lF
BID TABULATION
W2014-64-B
�t{its
CITY OF WYLIE MUNICIPAL COMPLEX TRAIL PROJECT
.T OF , s 8/14/14
Respondents: Base Bid: Alternate Bid (Strux):
(Removal of Base Bid Items 9 & 10, Replaced with Alt. 7 and Alt. 8)
GT Construction $493,336.00 $497,290.00
North Rock Construction $488,582.95 $469,962.50
I certify that the above includes all firms contacted to bid and that replies are exactly as stated.
c/ie1/1u7 ifaitet4 r �r/t 10, 2D1-f.
Glenna Hayes C.P.M., A.P.P. Purchasing Agent Date
"BID TABULATION STATEMENT"
ALL BIDS SUBMITTED FOR THE DESIGNATED PROJECT ARE REFLECTED ON THIS BID TAB SHEET. HOWEVER,THE LISTING OF A BID ON THIS SHEET SHOULD NOT BE CONSTRUED AS A COMMENT ON THE RESPONSIVENESS
OF SUCH BID OR AS ANY INDICATION THAT THE CITY ACCEPTS SUCH BID AS RESPONSIVE. THE CITY WILL MAKE A DETERMINATION AS TO THE RESPONSIVENESS OF BIDS SUBMITTED BASED UPON COMPLIANCE WITH
ALL APPLICABLE LAWS AND CITY OF WYLIE BID SPECIFICATIONS AND PROJECT DOCUMENTS. THE CITY WILL NOTIFY THE SUCCESSFUL BIDDER UPON AWARD OF THE CONTRACT AND,ACCORDING TO LAW,ALL BIDS
RECEIVED WILL BE AVAILABLE FOR INSPECTION AT THAT TIME.
PURCHASING DEPARTMENT
CITY OF WYLIE,TEXAS
OF Wit,8 ,
, il Wylie City Council
� .� R�Ms; AGENDA REPORT
;4 8$
Meeting Date: September 23,2014 Item Number: Work Session
Department: Public Services (City secretary's Use Only)
Prepared By: Robert Diaz Account Code:
Date Prepared: September 8, 2014 Budgeted Amount:
Exhibits: 1
Subject
Wylie Recreation Center Operations Budget Assessment
Recommendation
N/A
Discussion
Prior to opening the Wylie Recreation Center in 2011, consultant Ballard-King and Associates produced and
presented to the Parks and Recreation Board and City Council an Enterprise Plan. The Enterprise Plan provided
a framework of operations for the Wylie Recreation Center(i.e. budget, pricing and staffing needs). Now that
the Wylie Recreation Center has now been open for almost four years staff felt it was important to revisit items
addressed in the Enterprise Plan to see if changes or modifications might be warranted. Staff contracted again
with Ballard-King and Associates to do a follow up assessment of the current operations of the center. The
report was completed this past summer and the consultant will review with the City Council its findings. The
current assessment again concentrated on major operational issues such as budget,pricing and staffing needs.
Following the review of the Wylie Operations Budget Assessment with the City Council, staff is hoping to
gamer some direction from Council on what areas staff would need to focus on in regards to possible future
changes.
Page 1 of 1
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Table of Contents
Section I Introduction 1
Section II General Assessment Summary 7
Section III Staffing Levels 9
Section IV Center Budget 12
Section V Fees and Charges 21
Section VI Marketing Efforts 24
Section VII Action Plan 29
CI OF LI E
Wylie Recreation Center Operations Budget Assessment
Section I - Introduction
The purpose of this assessment is to analyze the operations budget for the Wylie Recreation
Center, identify factors, issues, and concerns within the facility that need to be addressed,
changed, altered or improved to increase the operational efficiency, public use and financial
performance of the center.
This report is based on information gathered from a site visit to the center (January 21, 2014),
and interviews with parks and recreation staff.
The intent of the visit was to gain a basic understanding of the Wylie Recreation Center, how it
is budgeted, staffed, managed, and marketed.
In addition to the interviews, there was also a review of budget, operational, program and
administrative information, records, and material supplied by the parks and recreation staff.
Specific Assessment Tasks Included:
A. Review Background Information
1. Identify facility constraints and parameters
a. Market
b. Site/location
c. Components
2. Review the existing center budget
a. Expenditures
b. Revenues
c. Use and attendance
d. Marketing and promotion
e. Staffing plan
f. Fee schedule (facility and programs)
B. Recommend Budget Changes
1. Staffing levels
a. Organizational flow chart
b. Job functions
c. Salary levels/hourly wage scales
2. Expenditures
1
:1.t,. OF WYLIE
Wylie Recreation Center Operations Budget Assessment
3. Revenues
4. Fees and charges
5. Marketing efforts
What follows is a brief summary of the operations budget of the Wylie Recreation Center that
has been outlined above with an assessment of what changes or improvements should be made to
increase the financial performance of the center while still supporting the mission of the facility
as it relates to recreation services. Any recommendations being made are with the knowledge
that it may be difficult to implement all of the findings in this assessment with the current
operational funding limits for the center, the staffing level of the center, space limitations in the
center, and the necessary time requirements for completion.
Background Information:
The Wylie Recreation Center is a public community recreation center that is owned and operated
by the City of Wylie. The center opened in 2011. It features a large gymnasium, walk/jog track,
fitness center, classroom space, climbing wall and drop-in child care area.
2
a A NG
& h 0 (. t k °' LS L `t` D
CI OF 'l it
Wylie Recreation Center Operations Budget Assessment
Demographics
The chart below summarizes the demographic characteristics in the City of Wylie and a 3 mile
service area from the Wylie Recreation Center.
City of Wylie, 3-Mile Rd,us..
Population:
2010 Census 41,427 64,699
2013 Estimate 44,448 69,587
2018 Estimate 50,662 79,311
Households:
2010 Census 13,237 20,399
2013 Estimate 14,155 21,811
2018 Estimate 16,097 24,791
Families:
2010 Census 10,900 17,175
2013 Estimate 11,664 18,320
2018 Estimate 13,212 20,757
Average Household Size:
2010 Census 3.12 3.16
2013 Estimate 3.13 3.18
2018 Estimate 3.14 3.19
Ethnicity:
Hispanic 19.4% 16.0%
White 69.9% 66.3%
Black 12.6% 12.2%
American Indian 0.7% 0.6%
Asian 5.8% 11.9%
Pacific Islander 0.1% 0.04%
Other 7.5% 5.7%
Multiple 3.4% 3.4%
Median Age:
2010 Census 31.6 33.2
2013 Estimate 32.5 33.5
2018 Estimate 32.8 33.7
Median Income:
2013 Estimate $69,422 $78,631
2018 Estimate $79,425 $86,312
The demographic characteristics indicate:
• A large population base within a 3 mile radius of the center.
3
A` NG
& v a (. I ;s °1Es D
I FY OF ''LIB
Wylie Recreation Center Operations Budget Assessment
• A younger population with a significant number of households with children.
• Higher median household income levels.
• Projections of strong population growth.
Each of these characteristics are positive attributes for the operation of a public recreation center
in the market. This should allow the center to continue to grow its market share.
Other Providers
It is recognized that there are a significant number of other sports, fitness and recreation facilities
in the greater Wylie area. This includes:
• Private Fitness Centers—There are a number of private fitness facilities in the immediate
area including a large 24 Hour Fitness Center in Murphy. In addition, there are smaller
centers (Anytime Fitness, CrossFit, etc.) that are located in Wylie and the surrounding
area.
• Non-profit Facilities—Located in Rockwall is the YMCA and the Plano Sports Authority
has recently opened a new large center in Murphy.
• Public Recreation Centers — Each of the communities that are in close proximity to
Wylie either have recreation centers (Richardson, Plano, Allen, etc.) or offer programs at
various locations (Murphy and Sachse).
The Wylie Recreation Center will need to have a clear understanding of what other providers are
in the market place both now and in the future, the programs and services that are offered, and
the fees that are charged for use. Carving out a clear market identity will be critical to the long
term financial viability of the center.
Recreation Center Lifecycle Analysis
It is helpful to understand the lifecycle stages of a public recreation center. The graphic below
shows the three stages and the basic characteristics of each one of them. It is significant to note
that the Wylie Recreation Center is close to entering the Maturity phase of a center's lifecycle. It
is also important to note that the center has not enjoyed consistent revenue growth over the last
three years as part of the Honeymoon period.
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Wylie Recreation Center~Operations Budget�lssessn/ent
Recreation Center Lifecycle
3-5 Years 5-8 Years 8-15 Years
.. . fit... ........
Strong revenue growth -Stagnate revenue -Revenue decline
-Scow but steady increase in Significant increase in -Continued increase in
expenses expenses expenses,especially for
capital improvements
Building Issues
There are a number of'basic issues with the physical layout of the building itself'that have an
impact on operations. This includes:
• The center is at a market disadvantage by not having a pool as part of the facility. This
lowers admission rates and impacts overall center use. However, operating costs are
minimized without this amenity.
• The center would benefit from having a second group fitness studio which would allow
for more fitness classes to be offered.
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Wylie Recreation Center Operations Budget Assessment
• The center has a lack of storage space. Long range plans should be developed to increase
storage space in the center. It is recognized that this is a much lower priority for capital
funding.
• Continue to work on improving the availability of Wi-Fi in the center.
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Wylie Recreation Center Operations Budget Assessment
Section II — General Assessment Summary
The following is a basic summary of the positives and negatives of the overall operations budget
for the Wylie Recreation Center.
Strengths:
• The center is a beautiful,well run, facility with a strong fitness orientation.
• The facility relies on a small full-time staff to operate and manage the center (this is also
a weakness, see below).
• The center manages its operations budget very well, ensuring that the costs are
control led.
• The center is clean and well maintained.
• The center has strong record keeping in place as it relates to budget, center usage,
programs and services, and pass sales.
Weaknesses:
• With limited staff, it is more difficult to have adequate time to handle all the required
administrative tasks, as well as facility operations and recreation programming
responsibilities.
• The center suffers from a lack of a true identity in the market. There needs to be a greater
emphasis on the uniqueness of the facility and how it is different from other private and
non-profit providers.
• The center has a relatively low rate of cost recovery compared to most other public
recreation centers nationally but is more in line with the performance of centers in the
greater Dallas metro area.
• There has been a significant loss of annual pass holders in the last several years, however
there has been growth in some of the other forms of admission.
• There could be a much stronger emphasis on recreation programs and services.
• The existing pass structure,benefits and fees need to be updated.
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Wylie Recreation Center Operations Budget Assessment
• There is a definite lack of a cohesive marketing plan for the center and its services.
• Due to the age of the facility, there will be increasing maintenance demands to keep the
center in top condition.
• While the center has met its financial goals, it has been difficult to go beyond these
levels. There is a need to establish more aggressive financial performance benchmarks
for the future if the center is to substantially improve its current cost recovery level.
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Wylie Recreation Center Operations Budget Assessment
Section III — Staffing Levels
The most critical aspect of a recreation center's operating budget is the staffing levels that are
present. This is the largest portion of the operating budget and staffing also determines program.
and service delivery, basic center operations and marketing efforts.
• With a small full-time staff for center operations, as well as parks and recreation services,
there is a great deal of stress and pressure on these individuals. The center is also highly
dependent on part-time staff for supervision and other operations functions. As a result,
it is difficult for full-time staff to spend the needed time on long range planning, overall.
program and service delivery, facility maintenance and marketing.
• The organizational chart for the center is very simple with a Recreation Supervisor in
charge of day to day operation of the facility and two Recreation Programmers. The
Recreation Supervisor is responsible for the front desk operations. Of the two Recreation
Programmers, one handles general programs and child care and the other fitness
programs and fitness area monitors. The center in the past had a third programmer but
this position was converted to a supervisor.
• There are job descriptions for each full-time staff position at the center as well as the
major part-time job categories. However, while these job descriptions describe the basic
job functions of each position, they are rather simplistic and narrow in scope. It is
recommended that more comprehensive job functions be developed for each job title that
truly represents the roles and responsibilities of the position (this includes specific job
functions and responsibilities for the center and its programs and services).
• Considering the small full-time staff at the center, it is recommended that a Front Desk
Manager be hired to coordinate front desk operations and the operation of the child care
service. This position would work evenings and weekends. This should free up
additional time for the Recreation Supervisor to spend on marketing and other
administrative functions and also provide some additional time for recreation program
development from the Recreation Programmers.
• The Recreation Manager position should have an increased role in the management of the
center as well. This should include the development of the long range program plan,
comprehensive fee policy, and center organizational planning.
• It is amazing that a center of this size and magnitude can operate effectively without a
full-time maintenance staff person on site. Heavy maintenance is handled by the Facility
Maintenance Department, with basic custodial functions being contracted, and the
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Wylie Recreation Center Operations Budget Assessment
balance of the custodial and maintenance functions being handled by the recreation center
staff directly. Long term, it is important that one of the existing staff members take on
the responsibility of coordinating and managing the maintenance and custodial operations
at the center. Ideally this should be the Recreation Supervisor position.
• While the center utilizes a Manager on Duty concept with its full-time employees in the
evening, there are times when no full-time staff may be on duty at the center. This is a
concern as recreation center best practices call for a full-time staff member to be on site
anytime that a center is open. With the presence of a new Front Desk Manager and
through additional off-hour scheduling of existing full-time staff, this should be possible
most of the time that the center is open.
• Hourly employees are limited to working less than 20 hours per week. This results in a
larger part-time staff, shift work at the front desk, and other staff utilization limits. There
is not likely to be any change to this hourly limit so this is a situation that the center will
need to continue to deal with in the future.
• Controlling staffing costs requires strong management and monitoring of part-time staff
hours. This requires adjustment of staffing numbers and hours at the front desk, child
care staff, climbing wall and facility monitors on a daily basis in response to actual center
usage.
• The center does utilize an effective staff scheduling software system but more
responsibility should be held by the employee regarding availability to work and finding
replacements when they cannot work their assigned hours.
• With a new full-time staff person and some juggling of center responsibilities, there
should be a formulation of new basic job performance standards for all positions (full-
time and part-time) as well as a requirement for annual staff work plans to ensure the
operational goals of the center are obtained.
• There is an outstanding instructor agreement form in place for the center.
• The City of Wylie has recently completed an employee compensation study and it has
been determined that full-time staff salaries are in-line with other communities in the area
while part-time staff hourly rates are actually higher than most other communities.
• There is a relatively low level of overtime that is being paid to staff (approximately
$5,000 budgeted last year), but every effort needs to be made to reduce this amount to
less than $1,000 a year.
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• There needs to be an effort to utilize more program instructors in-house on an hourly or
cost per class basis, rather than relying so heavily on contract instructors. This should
result in more direct revenue coming back to the center.
• Due to concerns over paper work and supervision responsibilities, the center has shied
away from utilizing college interns to bolster its staff. However, the center is attempting
to start an intern program on a trial basis to determine if the concept is workable.
Ultimately, the use of interns should be embraced on at least a limited basis as the
benefits can outweigh the time requirements for administration.
• While the center currently has staff training sessions, a long-term staff training program
(primarily for part-time staff) needs to be developed on a yearly basis with specific topic
areas identified. This should include a well-defined customer service program.
• More staff time will need to be spent on the following areas in the future:
o Program development
o Marketing
o Long range planning
Key Recommendations: (in priority order)
• Hire a full-time Front Desk Manager and adjust other full-time staff responsibilities
accordingly.
• Adopt a policy requiring the presence of a full-time employee in the center when it is
open (whenever possible).
• Place a greater emphasis on in-house program instructors rather than contract.
• Continue to establish an intern program to augment center staff.
• Rewrite the job functions for each position in the center to better reflect the true roles and
responsibilities.
• Assign the coordination and management of the center's maintenance and custodial
operations to the Recreation Supervisor.
• Establish a yearly staff training program with a focus on customer service.
• Allocate more staff time to long range planning,program development and marketing.
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Wylie Recreation Center Operations Budget Assessment
Section IV— Center Budget
This section summarizes the center's operations budget challenges and demands.
General Budget Comments
• The center has strong budgeting practices with the establishment of a recreation center
budget. There are also strong budget tracking and monitoring procedures in place.
• The center for the fiscal year 2013 recovered approximately 55% of its operating costs
with revenues generated by the center itself. The balance was paid out of the 4B Fund.
In the future a strong effort needs to be made to gradually increase the cost recovery level
beyond the 55% level. Ideally the level should be closer to 70%. While the current level
is more in keeping with cost recovery rates for similar facilities (as adjusted for centers
without pools and with significant fitness amenities) in the greater Dallas area, there
should still be a focus on this goal.
• The center is directed to cover its staffing costs at minimum which is currently being
done.
• The center is able to keep a small Recreation. Center Fund balance each year. This is a
great source of funding for future capital expenses.
• It is recognized that not all maintenance expenses are captured in the center's budget.
Some of the major maintenance expenses are handled by the Facility Maintenance
department. Ultimately, for a true accounting of all operating expenses, the cost of
facility maintenance should be shown "below the line" after other budgeted expenses.
• Within the center, yearly budget priorities should be directed by long-term operational
and management goals that are updated on an annual basis. This could include such
factors as increasing marketing resources with a goal of increasing the number of center
pass holders; adding additional adult sports leagues and programs; and developing a
center equipment replacement plan.
• The center has a small full-time staff for the size of the facility and the level of programs
and services that are offered.
• It is important to always remember that pass fees are the greatest single source of revenue
for the center, and this must be enhanced and protected at all costs. Securing a high pass
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Wylie Recreation Center Operations Budget Assessment
holder retention rate is paramount as is keeping a strong balance between program and
drop-in use priorities in the center.
• Beyond pass sales the other significant source of revenue should be from programs and
services. There is considerable room for growth in this area by adding additional
programs in general, as well as developing a broader appeal to different age and ethnic
groups.
Current Rate of Utilization
• The center in general is well utilized. This is particularly true for the gym and fitness
area. The center had 159,975 users in 2011 and this increased to 234,916 in 2012. and
249,334 in 2013.
• The meeting room, classroom and climbing wall areas appear to be somewhat
underutilized. This could change with a greater focus on programming and rental
opportunities. The cost of any increased staffing for these efforts should be covered by
the new program and rental fees that are collected.
• The center needs to continue to track use of the center in general and by specific area as
well, on a day and time basis, to deteuiiine heavy use times, as well as slower times of
use. This should also be analyzed by season of the year. This information can then be
utilized to adjust hours of operation in a more appropriate manner. Center usage during
the evenings on Friday, Saturday and Sunday should receive particular scrutiny,
especially during the summer hours.
• A capacity/use analysis (number of uses/activities for the hours available) should be
completed for each major space in the building to determine the current percentage of
utilization. In addition, establishing priorities of use for each specific space in the
building will help determine possible areas of program and service expansion.
Expenditure Budget
• The expenditure budget appears to be at a minimum level for the center and its operation.
There are no obvious areas where significant expenditure reductions can take place and in
fact there are additional expenses that will need to be added.
• To ensure adequate supervision of the recreation center as well as providing some in-
house marketing assistance, it will be necessary for at least one full-time staff position to
be added to the center's budget (see the Staffing section of this report).
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Wylie Recreation Center Operations Budget Assessment
• While most of the expenditures are directly related to the operation of the center, several
full-time staff salaries (Recreation Manager and one-half of the Parks & Recreation
Superintendent) are included that are not directly associated with the center. Some of the
other expenses associated with these two positions (benefits, phone, office supplies, etc.)
are also included in the center's operating budget. The inclusion of these expenses
increases the overall staffing budget for the center. In addition, expenses for the Activity
Menu, special events and other functions are also in the recreation center budget.
Consideration should be given to only including staff salaries and other expenses that can
be directly attributed to the center in the operating budget. It is suggested that the City
establish a Parks and Recreation Department Administration budget to house these more
general expenditures.
• Serious consideration should be given to establishing sub-budget accounts within the
recreation center budget itself to better isolate and note expenditures for
custodial/maintenance, programming, and general operations (front desk, drop-in child
care, climbing wall, etc.).
• The center should develop a comprehensive five-year capital improvement plan for the
facility. This should prioritize capital expenditure needs on a yearly basis, and the overall
plan should be updated on an annual basis. The plan should be established based in part
on a depreciation schedule that is developed for the major equipment in the building (this
should be done for the entire complex).
• The center should adopt a formal budget plan to replace its cardio equipment on a 4-year
staggered schedule where one-fourth of the equipment is turned over every year. It will
be important that this plan is followed to keep equipment current and in good working
condition. The center has already been taking this general approach with its cardio
equipment but this process should be formalized.
• The center currently appears to have an acceptable level of funding for promotions and
marketing. However, the entire department's marketing expenditures are in the
recreation center budget so it is difficult to easily determine the exact dollars that are
being spent on the center. How and where this dollar amount is utilized should be
evaluated to ensure that the greatest benefit is being derived.
• It will be important that the center continue to allocate at least the current level of annual
funding for staff training. However, allocating funding for part-time staff training is also
important. Particular areas of focus should be customer service, emergency situations
and other factors, such as diversity and child abuse recognition. Funding levels should
support a well thought out training plan that is developed annually.
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• Based on the hourly use analysis of the center, consider reducing the hours of operation
during the late evening hours on weekends. It is also advised that center hours be
adjusted seasonally(summer and winter)based on demand and actual usage.
• The center currently offers work-out towels for its patrons. The time and cost of this
benefit should be reviewed and either eliminated over time or consideration given to
contracting for this service.
• Even though the center meets Leed standards, it is recommended that the center undergo
an energy audit to determine where cost savings may be possible through the change in
lighting systems, mechanical system calibration and operations, and other system
modifications. There are grants that are available for this service and also funding
available for changing out lighting systems etc.
• One of the major cost centers for the facility is its drop-in child care program. This is not
unusual for most centers as it is required to drive pass sales and fitness program
participation from users that have small children. However, the direct cost of the service
is far greater than any revenue that is generated from child care fees. As a result, it is
important to continue to actively monitor the rate of use per hour and adjust schedules
accordingly.
Revenue Budget
• There are a number of areas where revenues could be increased in the center. This
includes:
o Pass sales
o Program revenue
o Rental income
• The center has lost pass numbers over the last three years. For fiscal year 2011. there
were a total of 7,985 passes sold and this number decreased to 7,574 in 2012. and 6,599 in
2013. This is a 17.4% decrease from 2011 to 2013. For most centers there is a 10% to
15%increase during the first three years of operation. A couple of other observations:
o The greatest decline in pass numbers has occurred in resident numbers while non-
resident numbers have increased.
o Non-resident pass holders are primarily from Murphy and Sachse.
o Family passes are the largest percentage of all passes sold with annual family
passes being the greatest number.
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Wylie Recreation Center Operations Budget Assessment
o The greatest decline in pass sales has occurred in family annual passes where a
41.5% decline has occurred.
o Day passes have actually increased in number over the last three years.
• If the overall revenue situation of the center is going to improve it is going to require that
there is a dramatic turn-around in the sale of passes and more specifically resident family
passes. There are several possible ways to accomplish this.
o The center must have a distinct and clear market identity from other providers.
o There must be a strong marketing program toward families that clearly identifies
the benefits of center passes, especially annual passes.
o Have 1 month options only available as auto renew (month to month) and reduce
the price to no more than 15% of the cost of an annual pass broken down in.
monthly increments.
o The availability of a family one month pass (auto renew only).
o Inclusion of basic fitness classes as a benefit of annual pass holders. This would
require an increase in rates and a couple of years to fully implement.
• While the current level of retention of annual pass numbers is not clear it appears to be
under 50% and this needs to be around 70% (which is the industry standard). A high
priority needs to be increasing the retention rate by at least 10% per year over the next 2-
3 years.
• The traditional lowest times of utilization of a recreation center is early afternoons during
the school year. Finding ways to increase use during this time of the day can have a
positive impact on overall center use and revenues. To accomplish this the following
actions need to be considered:
o Lowering the daily fee for use between 1pm and 3pm on weekdays during the
school year.
o Encouraging rentals to outside organizations.
o Promoting stronger use of the center by home school providers.
• The center issues free center passes to employees. The number of free passes has varied
from a low of 88 in 2012 to a high of 216 in 2011. The value of these passes should be
shown as lost revenue for the facility as part of the budget process.
• It needs to be noted that vending revenue that is generated by the center is not credited to
the facility's budget. Even if the revenue is not actually credited to the center if should
be identified as income from the center.
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Wylie Recreation Center Operations Budget Assessment
• Revenues generated from programs at the center are not as strong as they could be.
There needs to be a greater emphasis placed on increasing not only the variety and
number of classes offered but also the overall revenue amounts. Increasing overall
program revenue by 50% or more should be a 3 year goal.
• A long-term programming plan needs to be developed that outlines program and service
priorities for the next five years, the individual responsible for the development of the
program, and the required resources (staff, facility, funding, fees, etc.) to implement the
activity. This programming plan should be a basic simple document that is updated
annually. A goal should be to increase the current level of programming by 10% to 15%
in each of the next 3 years. It is realized that this effort will take a dedication of time
from existing staff to make it happen.
• The center currently does a very good job tracking recreation classes by the number
offered, number made (those that actually took place), and the number cancelled. The
number of classes that are cancelled has been approximately 45% of the total. This
number needs to be closer to 20%. The more classes that are made, the greater the
revenue and the use/capacity of the center goes up.
• Attempt to have a greater percentage of classes offered by center part-time staff(paid by
the hour or class) rather than contracted. For more popular classes a greater portion of
the gross revenue leaves the center with the contract instructor rather than stays with the
center under in-house staff. Currently it appears that more than 75% of all classes are
contracted. Reducing this number to at least 50% should be a goal.
• It is critical that the credit card surcharge fee is eliminated for program/service
registrations on-line. This is counter-productive to the concept of trying to move as many
people as possible to on-line registration which will ultimately lower staffing costs. In
addition, when people sign up for a class on-line and it is cancelled, there is not a refund
for the surcharge which further angers patrons and pushes them away from using this
mechanism to register.
• A special effort needs to be made to expand the coordination of programs and services
with the library. This could increase overall center usage and revenues by formulating
programs that take advantage of both library and recreation center facilities and services
in a creative way. These programs should integrate physical exercise with education and
reading opportunities. It is recognized that many of the library's programs are free which
undercuts some recreation programs. Part of the coordination plan should include an
agreement on pricing of library programs and services to minimize this concern.
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Wylie Recreation Center Operations Budget Assessment
• The center should continue to explore all possible partnering opportunities for programs
and services. This should include the local ISD, appropriate private providers, other non-
profit organizations in the area, as well as neighboring communities. However, at least
30% of all gross revenues should come back to the center itself for any of these
programs.
• Each major program area should complete an annual report that succinctly summarizes
program numbers and participation rates for the year and compares them with the
previous years. Each program area should utilize the same format and the information
should be available in a single document for the center.
• A lifecycle analysis of center's recreation programs and services needs to be undertaken
where program registrations by interest area are tracked and reviewed on a seasonal basis.
Programs should be slotted into the following categories:
o New—programs in the start-up phase that are just starting to build in popularity.
o Mature — programs that have consistent high levels of registrations and are still
growing in popularity.
o Old—programs that are seeing a decline in popularity.
Program offerings should be reasonably distributed among the three areas noted to have a
healthy and vibrant programming focus. Programs that are in the old category should
ultimately be changed, updated or discontinued.
The center has recently begun the process of a lifecycle analysis and this effort needs to
continue.
• Currently each program and service offered by the center has a cost and revenue
projection completed prior to starting the activity that outlines expected financial
performance. At the conclusion of the program a cost/revenue summary should also be
completed that indicates the actual financial performance of the program. This effort
should be refined to ensure that each program and service meets its financial goals.
• Specific priorities of use for each space in the center should be developed to guide
programming use, drop-in use, and rentals. The priorities should be set up by time of
day, day of week, and season of the year. This will ensure that all spaces are being used
to their maximum potential. It is critical that rentals continue to be given a priority in the
meeting rooms on weekends.
• There should be a greater emphasis in the next two years on the following programming
areas:
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o Continue to attempt to start a Silver Sneakers program despite the presence of
other providers in the area.
o Develop a specialty based (sports, fitness, etc.), market driven fee, summer camp
program based out of the center. This should be a major source of revenue if this
approach is taken.
o Focus on the development of additional adult sports leagues.
o Develop an in-house birthday party program in the next year.
o Increase fitness /wellness program offerings by partnering with a local health care
provider for classes associated with nutrition, healthy living, fitness assessments,
and other specialty services.
o Increasing the number and frequency of personal training sessions. This should
be accompanied by a broader range of personal trainers (by age, specialty and
time availability) that are working in the center.
• In addition to increasing pass and program revenue there also needs to be a greater
emphasis on growing the number of rentals. This will require a stronger marketing effort.
Other
• The City should establish a parks and recreation foundation 501(c)(3) to help as a conduit
for donations, grants and other potential revenue sources.
Key Recommendations: (in priority order)
• Drop the credit card surcharge for on-line program registration.
• Add one additional full-time staff position to the center to improve operations.
• Increase the number of pass units by 5%-1 0% a year for the next couple of years.
• Work to raise the retention rate for pass renewals to 70%.
• Establish a long-term programming plan within the next year.
• Increase overall program levels by 10%-15%per year for the next 3 years.
• Reduce the cancellation rate for programs to no more than 20% a year.
• Develop a five-year prioritized capital improvement plan.
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• Attempt to grow programming in the following areas:
o Silver Sneakers
o Summer camp
o Adult sports leagues
o Birthday parties
o Personal training
o Fitness/Wellness
• Formalize a budget plan to replace the center's cardio equipment on a staggered 4 year
schedule.
• Adjust the current center operations budget to reflect the true cost of operation by
eliminating those expense figures that are not directly related to the center's operation
and including all maintenance/custodial costs. Also establish sub budget accounts within.
the recreation center budget.
• Conduct an energy audit of the center's lighting and mechanical equipment.
• Continue to track use of specific areas of the center and conduct a capacity/use analysis.
• Complete a lifecycle analysis of the center's programs and services.
• Consider the establishment of a separate Administration budget for the Department.
• Establish a parks and recreation foundation.
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Section V— Fees and Charges
The Wylie Recreation Center has a basic fees and charges policy in place. Some issues in this
area are:
• As has been noted in the Budget section of this report, revamp the 1 month fee option to
act more like an on-going month to month fee. This will require that the only way that a
1 month pass is sold is if the individual signs up for auto renew (effectively a month to
month pass). The fee must also be lowered so that it is no more than 15%higher than the
annual pass rate divided into a monthly amount. If an individual cancels their auto renew
fee option and then wants to re-enroll, there should be a sign up fee equal to a month and
one half total of the amount. This fee option should be marketed as a month to month fee
rather than as a 1 month fee.
• As part of the new month to month pass, offer a family option (with a requirement for
auto renew).
• Consider raising the fees for 3 month passes by 5% to 10% to encourage annual pass
sales. Another option is to reduce the benefits for this short-term pass by eliminating the
program discount.
• Consider the elimination of the resident/non-resident fee differential since the vast
majority of center users are already residents and also to promote additional non-resident
sales.
• There has been some discussion on possibly changing the method that family passes are
priced by using an additive system (first adult at full price, second at half and the same
for kids). This system is not recommended as it is too difficult for most consumers to
figure out the total fee.
• The center should have an across the board fee increase of approximately 5% at least
every two years. However the center's fees must be benchmarked against the other
providers in the market.
• Determine the value of establishing a special lower daily fee (S6.00 for adults, S4.00 for
seniors and kids) for use of the center between 1:00pm and 3:00pm on weekdays during
the school year.
• Currently a pass holder receives a discount of 15% on all classes and this can be
combined with the 15% discount that is offered during the "early bird' registration time
for a total of up to 30%. This is too large of a discount and should be reduced to a
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Wylie Recreation Center Operations Budget Assessment
maximum of no more than 20%. It is realized that this level of discount is only for one
week during the "early bird"time frame.
• A more precise and formal program fee policy must be adopted to guide program and
service fee setting. Many parks and recreation agencies are now tiering their programs
into different categories with differing levels of cost recovery.
SPECIALIZED'.
t -ci
ENHANCED
r� Y
aq
BASIC PROGRAMS
tJ'
f v
COMMUNITY EVENTS
NUMBERS OF PEOPLE SERVED
r S4
In this particular case programs in the community event category would have the lowest
cost recovery level, while specialized activities would have the highest. The exact
percentage of cost recovery is established for each program category noted and then
individual programs are slotted in the appropriate category. There will need to be a
strong emphasis on increasing the number of programs and services in the Specialized
and Enhanced categories.
• The center has begun the process of moving away from pre-registration for fitness
programs and transitioning to strictly a daily drop-in fee, coupon, or establishing a
monthly unlimited, fee for fitness class participation. There has been the introduction of
Flex Reg program as the first step in this process. It is recognized that this full transition
will need to occur over a 1 to 2 year period of time.
22
. ....... " X w `, (.. I °r P. `, 1. `I` 1
I FY OF 'LI1n
Wylie Recreation Center Operations Budget Assessment
• As has been noted, basic fitness classes (this would exclude specialty programs and
personal training) should be included as a benefit of month to month and yearly center
passes. This will position the center to compete directly with other providers in the area.
This concept will have to be introduced incrementally with a few classes at a time and
should be accompanied by at least a small increase in pass rates for the value that has
been added.
• As has been previously noted, eliminate the credit card surcharge fee for program/service
registrations on-line.
• The rental rates at Bart Peddicord Community Center are lower than the recreation center
and as a result they undercut the market. An effort should be made to have the same
basic rental rates for similar spaces (where it is appropriate based on the quality of the
facility) in both centers.
• An annual fee survey should be conducted with the other facilities and organizations in
the Wylie area (public, private and non-profit facilities should be included) to determine
where the center's fees fall in comparison.
Key Recommendations: (in priority order)
• Eliminate the credit card surcharge for on-line program registration.
• Revamp the 1 month fee to function as an auto renew option at a lower rate to serve as a
long term month to month fee alternative. Add a family option.
• Continue the transition to daily and monthly fees for fitness programs, as well as the
inclusion of basic fitness classes with center passes.
• Consider increasing the fee for 3 month passes or reduce the benefits.
• Consider the elimination of the resident/non-resident fee differential.
• Reduce the maximum program discount that is available to no more than 20%.
• There should be an across the board fee increase for the center of approximately 5%
every two years.
• Adopt a more precise and formal program fee policy.
23
I AIa
CI FY OF WYLIE
Wylie Recreation Center Operations Budget Assessment
Section VI— Marketing Efforts
A primary focus of the Wylie Recreation Center staff in the next several years should be in the
area of continued marketing and promoting of the center's amenities and recreation programs
and services. As a result, marketing issues include:
General
• It is critical that there is a comprehensive marketing effort to build a clear identity for the
center that defines its market position and focus.
• For the center's marketing efforts to be coordinated and effective, there must be a single
individual that is responsible for this aspect of the center's operation. This person does
not have to be the only individual that is involved in marketing but they at least need to
be the coordinator. It is recognized that the full-time center staff is small and it will be
difficult for any of them to take on the full responsibility of marketing the facility. If
another position is hired to coordinate front desk operations then this role should go to
the Recreation Supervisor.
The City does have a Public Information Officer and it should be expected that this
individual will contribute significantly to the center's marketing efforts.
• As has been previously mentioned, the center should move forward with the concept of
including basic fitness classes as a benefit of an annual pass. It is realized that this will
need to occur over a two-year period to minimize the impact on the budget. However,
this benefit will need to be heavily supported by the marketing plan to be effective.
• Continue to promote the use of on-line program registration (and eliminate the
surcharge). This should help to increase program registrations and will reduce staffing
needs to cover registration functions. Measure the percentage of program and service
registrations that are completed on-line annually and work to push the percentage above
50%within the next two years.
• The existing corporate pass program has not been effective and should be revamped with
input from the corporate community.
• A strong effort should be made to try and develop a partnership with a local health care
provider for wellness programs and services as well as fitness classes at the center
(nutrition classes, wellness education, fitness assessments, etc.). This relationship will
bring a higher level of credibility to the center for its fitness and wellness services.
24
a
L.:rr OF WYLIE
Wylie Recreation Center Operations Budget Assessment
• There is a general lack of signage from the main roads in the area near the center. There
is a legitimate concern that people in the area simply do not know that the center even
exists or where it is located.
Marketing Plan
• The center does not currently have a marketing plan in place. It is important that at least
a basic plan is developed that outlines basic marketing strategies and goals for the 2014-
2019 timeframe. It will be critical that the plan is updated each year.
• The marketing plan must take into consideration the market position of the center's
facilities and programs. There are a significant number of other sports, recreation and
fitness providers in the greater Wylie area giving residents of the City a number of
alternatives. The fact that the facility is not a private fitness center, has a broad range of
programs and services, serves all age groups, does not require a membership and allows
individuals to take programs without having a pass, needs to be celebrated. These factors
need to form the identity for the center.
• The marketing plan's direction and focus will need to be guided by the key target markets
that will be served. It is clear that the center's primary goal is to serve the residents of the
City itself, with a second priority being non-residents of the area. As a result, the
promotional plan must address both residents and non-residents.
• There must be a strong recognition of the different demographic markets that must be
served. The youth, senior and family populations in the area should be specifically
addressed.
• There needs to be continuing efforts to "brand" the center and programs through all
publications, promotional materials, flyers, signs, web site, and other items. All
marketing materials need to have the same format, look, logo, etc.
• An emphasis on promoting fitness/wellness, adult sports, personal training, and birthday
parties should be planned.
• The areas of focus for marketing in the short-term should be:
o Increasing the level of pass retention.
o Growing overall annual pass numbers.
o Promoting the availability of month to month pass sales (1 month passes with
auto renew).
o Increasing overall participation rates in recreation programs and services.
25
9 Al NC
....., & LID
IsFY OF WYLIE
Wylie Recreation Center Operations Budget Assessment
o Developing a viable corporate pass package.
o Emphasizing the fact that people do not have to be pass holders (or members) to
take advantage of the center's programs and services.
o Promoting rental opportunities at the center.
Promotional Tools
• Continuing the use of email as a viable communications medium needs to be encouraged
and should include specific demographic groups and program participants.
• Facility rental payments and paperwork should be able to be completed on-line.
• An annual survey of center users' needs to be conducted. This survey should be
conducted in-house and should gather opinions regarding the center's maintenance, staff,
programs and services, and future needs.
• On a yearly basis, a series of focus groups should be held with individuals who are not
users of the center to determine what can be done to draw them to the facility.
• The manner in which facility users find out about the center and its programs and
services, needs to be tracked on a regular basis and should guide future marketing
resource allocation and areas of focus.
• Currently the center has a poor retention rate for pass holders. There needs to be a
concerted effort to follow-up with pass holders (particularly annual pass holders) to
determine the reason they have not renewed their passes.
• A qualitative analysis should be completed for each program and activity that is offered
by the center. This assessment should primarily be conducted through evaluations by the
participants themselves. It is not necessary to evaluate each program every session but
every program should be evaluated at least once during the course of a calendar year.
• The annual marketing efforts for the center should have a formal evaluation mechanism
to determine the overall effectiveness of the plan, as well as specific marketing tools.
• Consider the development of a short center promotional video that can be accessed from
the center's web page.
• The center currently makes strong use of Twitter, Instagram and Facebook as
communication and marketing tools. This should continue and specific policies
regarding the use of these social networking sites should be in place.
26
iA NC
.......,. & 0 1: [ % 1' I: ti LID
I FY OF ''LIB
Wylie Recreation Center Operations Budget Assessment
• Continue to focus on seasonally focused promotions and discounts for the center
(September, January and summer) to encourage use during these critical periods.
• Link library and recreation services together through a concerted marketing effort to
maximize the benefits of having these two facilities immediately next to each other.
• The Wylie Recreation. Activity Menu recently updated its lay-out and graphic plan.
There should continue to be basic format changes every two years or so to keep the
publication fresh.
• If not already in place, the center should develop an in-house mailing list for those that
request a hard copy of the Activity Menu.
• All printed information (from signs, to flyers and other brochures) should require that the
center logo be placed in the same basic location to develop a consistent look.
• Make strong use of the new video monitor that has been added to the entry area. This
should be utilized for promotion of new programs and activities, providing information
on current operations, and also encourage users to register on-line.
Sponsorships/Partnerships
• The center should explore the sale of integrated advertising on the pages of the program
brochure or a broader sponsorship of the entire brochure itself.
• The center should explore the possibility of allowing limited advertising through signs
and banners in selected areas of the center. The size, quality and type of advertising
should be strictly controlled by the City. The sale of advertising could be done in-house
or contracted to an advertising or marketing firm.
• Strong consideration should be given to trying to sell naming rights to certain key areas
of the building (community rooms, etc.) or the entire facility. Since the center has
already been open for three years this may be difficult.
• Effectively measure the level of customer service at the center by encouraging feedback
from pass holders and other center users. This information should be utilized to continue
to improve the level of service at the facility.
27
I AIa
:1.1,. OF WYLIE
Wylie Recreation Center Operations Budget Assessment
Key Recommendations: (in priority order)
• Build a clear identity and brand for the center.
• Assign the coordination of the marketing efforts to one center staff member.
• Develop a comprehensive marketing plan for the 2014-2019 timeframe.
• Promote the use of on-line program registration.
• Heavily promote the fact that patrons do not have to be pass holders (members) to take
advantage of the center's programs and services.
• Continue the process of integrating basic fitness classes as a benefit of center passes.
• Focus other marketing efforts on:
o Increasing pass holder retention
o Growing pass holder numbers
o Promoting the availability of month to month pass sales
o Increasing program and service participation
o Promoting rental opportunities
• Develop a new corporate pass program.
• Establish a partnership with a local healthcare provider for fitness and wellness programs.
• Explore methods to allow advertising in the program brochure and possibly develop a
program to allow advertising in the center itself.
• Survey existing center users and conduct a series of focus groups for residents who do
not use the facility.
28
I AIa
& h 0 (. t k °' LS L `t` D
:IT :OF 'LI1n
Wylie Recreation Center Operations Budget Assessment
Section VII —Action Plan
Based on the recommendations at the end of each section of this report, the following action plan
has been established. The plan places specific recommendations into the categories of Short
Term, Mid Term and Long Term classifications. For the action plan to be effectively
implemented, the Wylie Recreation Center will need to assign specific recommendations to key
staff members to accomplish within a well-defined time frame.
Short Term—Recommendations that should be implemented in the next year.
• Establish a clear identity and brand for the center.
• Drop the credit card surcharge for on-line program registration.
• Revamp the 1 month fee to function as an auto renew option at a lower rate to serve as a
long term month to month fee alternative. Add a family option.
• Work to raise the retention rate for pass renewals to 70%.
• Increase the number of pass units by 5%-10% a year for the next couple of years.
• Continue the transition to daily and monthly fees for fitness programs, as well as the
inclusion of basic fitness classes with center passes.
• Consider increasing the fee for 3 month passes or reduce the benefits.
• Reduce the maximum program discount that is available to no more than 20%.
• Place a greater emphasis on in-house program instructors rather than contract.
• Promote the use of on-line program registration.
• Hire a full-time Front Desk Manager and adjust other full-time staff responsibilities
accordingly.
• Adopt a policy requiring the presence of a full-time employee in the center when it is
open (whenever possible).
• Continue to establish an intern program to augment center staff.
29
I AIa
& h 0 (. t k T ➢? S L r
CI OF LI t
Wylie Recreation Center Operations Budget Assessment
• Establish a long-term programming plan within the next year.
• Formalize a budget plan to replace the center's cardio equipment on a staggered 4 year
schedule.
• Assign the coordination of the marketing efforts to one center staff member.
• Develop a comprehensive marketing plan for the 2014-2019 timeframe.
• Heavily promote the fact that patrons do not have to be pass holders (members) to take
advantage of the center's programs and services.
• Focus specific marketing efforts on:
o Increasing pass holder retention
o Growing pass holder numbers
o Promoting the availability of month to month pass sales
o Increasing program and service participation
o Promoting rental opportunities
Mid Term—Recommendations that should be implemented in the next 1-2 years.
• Increase overall program levels by 1.0%-15%per year for the next 3 years.
• Attempt to grow programming in the following areas:
o Silver Sneakers
o Summer camp
o Adult sports leagues
o Birthday parties
o Personal training
o Fitness/Wellness
• Reduce the cancellation rate for programs to no more than 20% a year.
• Develop a five-year prioritized capital improvement plan.
• Conduct an energy audit of the center's lighting and mechanical equipment.
• Consider the elimination of the resident/non-resident fee differential.
30
....., & 0 1: [ 1' I: ti LID
IsFYOF WYLIE
Wylie Recreation Center Operations Budget Assessment
• There should be an across the board fee increase for the center of approximately 5%
every two years.
• Adopt a more precise and formal program fee policy.
• Develop a new corporate pass program.
• Adjust the current center operations budget to reflect the true cost of operation by
eliminating those expense figures that are not directly related to the center's operation
and including all maintenance/custodial costs. Also establish sub budget accounts within
the recreation center budget.
• Rewrite the job functions for each position in the center to better reflect the true roles and
responsibilities.
• Allocate more staff time to long range planning,program development and marketing.
Long Term -Recommendations that should be implemented in the next 2-3 years.
• Continue to track use of specific areas of the center and conduct a capacity/use analysis.
• Complete a lifecycle analysis of the center's programs and services.
• Consider the establishment of a separate Administration budget for the Department.
• Establish a parks and recreation foundation.
• Explore methods to allow advertising in the program brochure and possibly develop a
program to allow advertising in the center itself.
• Survey existing center users and conduct a series of focus groups for residents who do
not use the facility.
• Establish a partnership with a local healthcare provider for fitness and wellness programs.
• Assign the coordination and management of the center's maintenance and custodial.
operations to the Recreation Supervisor.
31
§ALLA NG
CITY OF WYf_TrE
Wylie Recreation Center Operations Budget Assessment
• Establish a yearly staff training program with a focus on customer service.
32
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• General Assessment
Staffing Levels
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city t.Wylie 3-Mile it Radius
+ �, �, • Population:
20I0 Census 41,427 64,699
2013 Estimate 44,448 69,587
2018 Estimate 50,662 79,311
Households:
2010 Census 13,237 20,399
2013 Estimate 14,155 21,811
2018 Estimate 16,097 24,791
Families:
2010 Census 10,900 17,175
2013 Estimate 11,664 18,320
2018 Estimate 13,212 20,757
Average Household Size:
2010 Census 3.12 3.16
2013 Estimate 3.13 3.18
2018 Estimate 3.14 3.19
Ethnicity:
Hispanic 19.4% 16.0%
White 69.9% 66.3%
Black 12.6% 12.2%
American fizdian 0.7% 0,6%
Asian 5.8% 11.9%
Pacific Islander 0.1% 0.04%
Other 7.5% 5.7%
Multiple 3.4% 3.4%
Median Age:
2010 Census 31.6 33.2
2013 Estimate 32.5 33.5
2018 Estimate 32.8 33.7
Median Income:
2013 Estimate $69,422 $78,631
2018 Estimate $79,425 $86,312
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Lifec ele Anal sis Recreation Center Lifecycle
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-Strong revenue growth -Stagnate revenue -Revenue decline
Slow but steady increase in Significant increase in, -Continued increase in
expenses expenses expenses,especially
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• Great center and well run with a strong fitness orientation
• There is a small full-time staff
• The center manages its operations budget well
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• Small staff makes it difficult to handle all administrative tasks
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• Cost recovery is comparable to other facilities in Dallas area but
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• There has been a loss in annual pass holders but a growth in other
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There needs to be a greater emphasis on programs and services
• The existing pass structure, benefits and fees need to be updated
• Lack of a marketing plan
• There will be increasing maintenance demands
• There needs to be more aggressive financial performance
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• Recommendations
• Hire a Front Desk Manager
• Require the presence of full-time staff anytime the center is open
• Greater emphasis on in-house instructors rather than contract
• Establish an intern program
• Rewrite job functions for each position
• Assign center maintenance to the Recreation Supervisor
• Establish a yearly training program
• Spend more time with long range planning, program development
and marketing
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Recommendations
• Drop the credit card surcharge for on-line registration
• Add an additional full-time staff person
• Increase pass units by 5%-10% a year for 3 years
• Raise the retention rate for pass renewals to 70%
• Develop a long range program plan
• Increase program levels by 10% -15% a year for 3 years
• Reduce program cancellation to no more than 20°l° •
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• Develop a 5 year CIP
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Grow programming
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• Summer Camp
• Adult Sports Leagues
• Birthday Parties
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Recommendations (continued)
• Develop a plan to replace the cardio equipment
• Develop a true center budget with sub accounts
• Conduct an energy audit
• Complete a lifecycle analysis of programs
• Establish an administration budget
• Establish a parks and recreation foundation
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• Recommendations
• Eliminate the credit card surcharge
• Revamp the I month fee as an auto renew. Add a family option
• Continue daily fee and monthly fee options for fitness
• Consider dropping the resident/non-resident fee differential
• Program discounts should be no more than 20%
• Increase fees by 5% every two years
• Adopt a formal program fee policy SPECIALIZED
ENHANCED
BASIC PROGRAMS
COMMUNITY EVENTS
NUMBERS OF PEOPLE SERVED
FEE CONTINUUM
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• Recommendations
• Build a clear identity and brand
• One staff member must coordinate marketing efforts
• Develop a comprehensive marketing plan
• Promote the use of on-line registration
• Promote the fact that patrons do not have to be members
• Continue to integrate fitness classes as a benefit for pass holders
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• Recommendations (continued) 09,Ways Respondents Learn About Village at Pinecrest
Recreation Programs and Services
• Focus marketing on:
• Increasing pass holder retention
• Growing pass holder numbers
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• Increasing program participation rates
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• Promoting rental opportunities
• Develop a new corporate pass program
• Establish a partnership with a healthcare provider for fitness
• Explore advertising in the program brochure and the center
• Survey existing users and conduct focus groups with non users.
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• Plan is divided into three segments
Short Term — next 12 months err
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