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Home My WebLink AboutCC 1989-04-24 Agendas I I I I I I I I I I I I I I I I I I I CITY OF NORTH RICHLAND HILLS PRE-COUNCIL AGENDA APRIL 24, 1989 - 6:30 P.M. For the Meeting conducted at the North Richland Hills City Hall Council Chambers, 7301 Northeast Loop 820. NUMBER ITEM ACTION TAKEN 1. GN 89-48 Approval of Proposal for Water and Sewer System Impact Fee Study (Agenda Item No.9) (10 Minutes) 2. GN 89-49 Contract with Jenkins-Krogh International, Inc. for Council/Manager Team Building Workshop (Agenda Item No. 10) (10 Minutes) 3. GN 89-46 Interlocal Agreement with Mid-Cities for Police Testing - Resolution No. 89-22 (Agen9a Item No.7) (5 Minutes) 4. PW 89-17 Award of Bid on Miscellaneous Water and Sewer Improvements 1988 (Agenda Item No. 12) (5 Minutes) 5. Items on Consent Agenda not on Pre-Council - (Item Nos. 8 & 11) (5 Minutes) 6. Possible Work Session (5 Minutes) 7. Other Items (5 Minutes) I I I I I I I I I I I I I I I I I I I ~ . Page 2 NUMBER ITEM ACTION TAKEN 8. *Executive Session (5 Minutes) a. Personnel b. Briefing on Pending Litigation c. Review of Progress on land Acquisition 9. Adjournment - 7:20 p.m. *Closed due to subject matter as provided by the Open Meetings law. If any action is contemplated, it will be taken in open session. I· . 1 1 1 1 1 1 1 1 1 I 1 1 1 1 I I I I .. . CITY OF NORTH RICHLAND HILLS CITY COUNCIL AGENDA APRIL 24, 1989 For the Meeting conducted at the North Richland Hills City Hall Council Chambers, 7301 Northeast Loop 820, at 7:30 p.m. The below listed items are placed on the Agenda for discussion and/or action. NUMBER ITEM ACTION TAKEN 1. Call to Order 2. Roll Call 3. Invocati on 4. Minutes of the Regular Meeting April 10, 1989 5. Removal of Item(s) from the Consent Agenda 6. Consent Agenda Item(s) indicated by Asterisk (7, 8, 9, 10, 11, & 12) * 7. GN 89-46 Interlocal Agreement with Mid-Cities for Police Tes~ing - Resolution No. 89-22 * 8. GN 89-47 Set Date for Public Hearing on Adoption of Impact Fees for Drainage Improvements - Resolution No. 89-26 * 9. GN 89-48 Approval of Proposal for Water and Sewer System Impact Fee Study I· .'. · 1 1 I 1 1 1 I I I 1 I I I I I I I I .. . Page 2 NUMBER ITEM ACTION TAKEN *10. GN 89-49 Contract with Jenkins-Krogh International, Inc. for Council/Manager Team Building Workshop *11. PU 89-12 Award of Bid to Schlumberger Industries, Neptune Water Division in the Amount of $152,450 *12. PW 89-17 Award of Bid on Miscellaneous Water and Sewer Improvements 1988 13. Citizens Presentation 14. Adjournment 1 1 I- I 1 I 1 I I Ie I I I I I I I I- I .. ' INFORMAL REPORT TO MA VOR AND CITY COUNCIL No. IR 89-31 ~~ ~ V Subject: Response to Goals and Objectives Meeting with City Council Use of Electronic Wands Central Cashier Area Date: Apt~l. ?4 ~ 1989 If you will recall, one of the Finance Depart:Iœnts goals and objectives during the budget process for fiscal year 1988/89 was the implementation of a "I£>ck-box System" for processing utility payments. That system would decrease the workload for Utili ty Billing personnel and Central Cashier ftmctions. The second phase of the ne\v "I£>ck-box System" is the implementation of the scanning or wand device. This system could not be implemented until the utility bills \-Jere designed to acccmncx:1ate the new bar code and <X:R characters required for the "I£>ck-box System". The cost of the necessary hardware was $599 for each wand and was purchased fran budgeted ftmds in fiscal year 1987 /88. No addi tional hardware costs will be expended this fiscal year for the implementation of the proposed system. The use of a scanning device or wand is another means to improve the accuracy, speed and ease the workload of the Central Cashiers. The proposed system is the use of n-JO (2) wands to facilitate the posting of water bill payments. Under the current system the cashiers use the cash registers to record payment of water revenues. This requires the operator to key in to the register the amount of transaction, the customer water account number and the general ledger revenue account number. The cash register requires fifteen to thirty seconds to process each payment. On days that there is a high volume of transactions to be processed the cashier section is required to \\Ork long hours after qui tting ~ to canplete the days revenue posting, transfer the cash register diskette to the AS/400, run the edi t of transactions, check the edi t against the water stubs, make the necessary corrections and finally to update the edit for posting to the utility billing sub-system and the general ledger. The cashiers on a Ironthl y basis spend an average of eight to ten hours per person working overtime to process payments. The loss to the City represents a cost of $2,921.00 annually based on nine hOllrs a month overtime processing. The use of the wands in conjunction with the Cash Receipts System will require only that the cashier read two bar code fields with the wand. One will be the water customer water account number and the other will be the amount paid. The bar code on the new water bills will reflect two amounts. One \vill be if the customer chooses to contribute to the Park and Library Fund. The other \trill be the ærount to be paid without this donation. The cashier will .. ISSUED BY THE CITY MANAGER NORTH RICHLAND HillS, TEXAS I I I- I I I I I I Ie I I I I I I I f' I .. . select the appropriate field to be read from the amount of the pa.yment. This infonnation is read into the cash receipt system inst..antaneously. The same edit will be produced for the cashier as the cash register supplied. Corrections at this point should be minimal as there is no longer a chance of keystroke error at the ~rkstation. The overall length of operation should be a fraction of the time required for the cash register operation. No longer will it be necessary to cœmunicate with the AS/400 by Jæans of diskette transfer. Respectfully submitted, ~'71J~d8 Lee Maness Director of Finance I Ie I I I I I I I Ie I I I I I I I Ie I MINUTES OF THE REGULAR MEETING OF THE CITY COUNCIL OF THE CITY OF NORTH RICHLAND HILLS, TEXAS, HELD IN THE CITY HALL, 7301 NORTHEAST lOOP 820 - APRIL 10, 1989 - 7:30 P.M. 1. CAll TO ORDER Mayor Brown called the meeting to order April 10, 1989, at 7:30 p.m. 2. ROLL CALL Present: Tommy Brown Mayor Richard Davis Mayor Pro Tem Lyle E. Welch Councilman Mack Garvin Councilman Frank Metts, Jr. Councilman Byron Sibbet Councilman Linda Spurlock Councilwoman Staff: Rodger N. Line Dennis Horvath C.A. Sanford Jeanette Rewis Rex McEntire Greg Dickens Absent: Virginia Moody City Manager Deputy City Manager Assistant City Manager City Secretary Attorney City Engineer Councilwoman 3~ INVOCATION Councilman Metts gave the invocation. 4. SPECIAL PRESENTATION TO VICTOR BAXTER _ RE: lANDSCAPE PLANNING SERVICES Mayor Brown, Councilwoman Spurlock and Kathy Robinson, Chairman Beautification Committee, presented Mr. Victor Baxter a proclamation for his help on the landscaping at City buildings. 5. SPECIAL PRESENTATION TO MATHEW MASON - RE: ORGAN AND TISSUE DONOR AWARENESS WEEK Mayor Brown presented Ms. Sharon Mathis, Harris Hospital, a proclamation proclaiming National Organ and Tissue Donor Awareness Week. I Ie I I I I I I I Ie I I I I I I Ie I I April 10, 1989 Page 2 6. MINUTES OF THE REGULAR MEETING MARCH 27, 1989 APPROVED Councilman Garvin moved, seconded by Councilman Metts, to approve the minutes of the March 27, 1989 meeting. Motion carried 6-0. 7. REMOVAL OF ITEM(S) FROM THE CONSENT AGENDA None 8. CONSENT AGENDA ITEM(S) INDICATED BY ASTERISK (12, 14, 15, 16, 17, 18 & 20) APPROVED Councilwoman Spurlock moved, seconded by Councilman Sibbet, to approve the Consent Agenda. Motion carried 6-0. 9. PZ 89-03 PLANNING & ZONING - PUBLIC HEARING _ REQUEST OF HAMM AND SANDLIN TO REZONE TRACT A, BLOCK 29, HOLIDAY NORTH ADDITION, FROM C-1 (COMMERCIAL) TO C-2 (COMMERCIAL) (LOCATED AT THE SOUTHWEST CORNER OF DAVIS BOULEVARD AND NORTH RICHLAND BOULEVARD) Mayor Brown opened the Public Hearing and called for anyone wishing to speak in favor of the request to please come forward. Mr. Ron McGough, representing Hamm and Sandlin, appeared before the Council. Mr. McGough stated he was present to answer any questions the Council might have. Councilman Garvin asked if they had tenants to occupy the property. Mr. McGough stated a brake shop franchise would occupy the property. Mayor Brown called for anyone wishing to speak in opposition to please come forward. There being no one else wishing to speak Mayor Brown closed the Public Hearing. 10. ORDINANCE NO. 1600 APPROVED I I~ I I I I I I I Ie I I I I I I I Ie I April 10, 1989 Page 3 Councilman Garvin moved, seconded by Councilman Sibbet, to approve Ordinance No. 1600. Motion carried 6-0. 11. PZ 89-07 REQUEST OF AMERICITY CORPORATION FOR APPEAL HEARING FOR ZONING APPLICATION GRANTED Councilman Garvin moved, seconded ~ Coun~ilman Sibbet, to hear PZ 89-07 on May 8, 1989. Motion carried 6-0. *12. PS 89-05 REQUEST OF BURK COLLINS INVESTMENTS FOR CORRECTED REPlAT OF LOTS 5 & 6, BLOCK 1, NORTH HILLS VILLAGE ADDITION APPROVED 13. GN 89-21 REQUEST OF COllINS INVESTMENTS FOR VARIANCE TO SECTION 24.2.1 OF THE ZONING ORDINANCE (MASONRY REQUIREMENT) IN STONYBROOKE SOUTH ADDITION APPROVED Mr. Jackey Fluitt, 8251 Bedford Euless Road, appeared before the Council. Mr. Fluitt stated they were requesting a variance to the Zoning Ordinance. Mr. Fluitt stated he had provided the staff with all the information that had been requested. Councilwoman Spurlock asked the cost difference of the stucco house in comparison to brick. Mr. Fluitt stated approximately $5,000. Councilwoman Spurlock asked if a soil test would be done on each lot. Mr. Line advised the test would be on each lot. Councilman Sibbet asked if the houses that were already built would conform to the Ordinance. Mr. Fluitt stated no, they had not been sprayed with silicone sealer. Councilman Welch moved, seconded by Councilman Metts, to approve GN 89-21 as recommended by the Planning and Zoning Commission. Councilwoman Spurlock asked that the motion be amended to require the builder to install fences on the lots that backed up to the railroad. I Ie I I I I I I I Ie I I I I I I I Ie I April 10, 1989 Page 4 Councilman Welch stated he did not think the Council should require a fence to be built, the home buyer would know the railroad was there. Original motion carried 5-1; Mayor Pro Tem Davis, Councilmen Garvin, Sibbet, Welch and Metts voting for, and Councilwoman Spurlock voting against. Mayor Pro Tem Davis asked if the stipulations needed to be incorporated into the Zoning Ordinance for future construction of this type of housing. Mr. Tucker advised the requirements for the type of housing would be incorporated in the Zoning Ordinance and also in the special development controls. *14. GN 89-40 WHOLESALE WATER CONTRACT BETWEEN THE CITY OF NORTH RICHlAND HILLS AND THE CITY OF FORT WORTH - RESOLUTION NO. 89-23 APPROVED *15. GN 89-41 INTER-lOCAL AGREEMENT WITH HALTOM CITY FOR GOLF COURSE PROJECT APPROVED *16. GN 89-42 D.A.R.E. GRANT FUNDING FOR FY 89-90 _ RESOLUTION NO. 89-21 APPROVED *17. GN 89-43 APPOINTMENT TO WATER ADVISORY COMMITTEE APPROVED *18. GN 89-44 APPROVE INTER-LOCAL AGREEMENT CONCERNING BEACH STREET WATER MAIN PROJECT BETWEEN THE CITY OF NORTH RICHLAND HIllS AND CITY OF HALTOM CITY APPROVED 19. GN 89-45 SOUTHWESTERN BELLIS TEXAS FIRST PROGRAM APPROVED "Mr. Gary Terry, Southwestern Bell, appeared before the Council. Mr. Terry stated he was present to answer any questions. Mayor Pro Tem Davis stated he wanted to thank Mr. Terry for his time and efforts spent on questions the Council had concerning this item. Councilman Metts expressed his appreciation to Mr. Ter.ry. I Ie I I I I I I I Ie I I I I I I I Ie I April 10, 1989 Page 5 Councilman Welch stated he would also like to thank Mr. Terry for the speedy response to the letter he had sent. Councilman Welch stated he would like for North Richland Hills to have metro service. Mr. Terry stated he had no problems on adding metro service; he would take the request to the PUC. Councilman Sibbet stated he would be in support of the Texas First Program. Councilman Sibbet moved, seconded by Councilman Welch, to approve Resolution No. 89-24 with the stipulation ~hat it be made known to the PUC that North Richland Hills wanted metro service added to the proposal. Motion carried 6-0. *20. PU 89-11 BIDS FOR MAINTENANCE COMPOUND FOR IRON HORSE GOLF COURSE APPROVED 21. CITIZENS PRESENTATION 1. DONALD DOUGHERTY RE: REGULATION OF SKATEBOARD RAMPS Mr. Don Dougherty, appeared before the Council. Mr. Dougherty stated he would like to have the Council adopt an Ordinance prohibiting skateboard ramps in residential areas. Mr. Dougherty stated there was a ramp within 70 feet of his house. Mr. Dougherty stated he could not go in the back yard or raise his windows because the noise was unbearable. Councilman Sibbet asked Mr. Dougherty h9W many times he had called the police. Mr. Dougherty stated he had not called the police, but his neighbor had twice. Councilman Sibbet asked if there was anything the City could do about the ramp. Mr. Line stated that since there was not an ordinance controlling ramps Mr. Dougherty could file a complaint. Councilman Sibbet asked Mr. Dougherty if he would be willing to file a complaint. Mr. Dougherty stated if that was what needed to be done he would. Mayor Brown advised that the Council would have an ordinance drawn up and hold a public hearing the first meeting in June. 2. ANTHONY KRUKOWSKI I Ie I I I I I I I Ie I I I I I I I Ie I .. . Apri 1 10, 1989 Page 6 6618 JANNIE RE: SCHOOL SPEED lIMIT ENFORCEMENT Mr. Krukowski was not present. 22. ADJOURNMENT Mayor Pro Tem Davis moved, seconded by Councilwoman Spurlock, to adjourn the meeting. Motion carried 6-0. Mayor ATTEST: City Secretary I ;··-~;~~~'::'~~''':'¥.''·4J~:'1~"';_;~_~~~-:1~:fE;~~~~~:r'~.~~(~F~7~~~:~W~~~t?:~~'"'(r~;::7:~.·.~~"'''~';-',:_~'-'--' ,.... . CITY OF NORTH RICHLAND HILLS I ~epartment: Police Council Meeting Date: 4-24-89 SUbject: Interlocal Agreement with Mid-Cities for Police Testing;Agenda Number: Gt':!!: 89-46 Resolution 89-22 I I I I ~I :·.:·'.'.,.·.··1 :>:~~: ~I ~Ie f!~1 ~I ~;I 'il ~jl 'I i··,,' '..i.·.'.·.....··....'...... f» ~ ~"I iilil e t¡.vl '......:......;......,... ~~_:r"'~ The attached Interlocal Agreement authorizes the police department from this City and the cities of Hurst, Euless, Bedford and Grapevine to combine efforts and eliminate duplication, increase time and costs effectiveness, and provide a greater pool of qualified applicants for police department positions by administering one combined entrance level examination and background investigation. All successful applicants will be placed on one eligibility list for all the Cities. This agreement formalizes a previous verbal agreement and permits combined testing and recruiting for these Cities. City Attorney Rex McEntire has approved this agreement. Reconnnendation: It is recommended that the Mayor be authorized to sign the attached Resolution 89-22. Source of Funds: Bonds ( IRev.) Operati 9 udget Other Finance Review Acct. Number Sufficient Funds Available \. ~I1Ä ead Signature ' City Manager CITY COUNCIL ACTION ITEM ,Finance Director PaQe 1 of I .. " Ie I I I I I I I Ie I I I I I I I Ie I RESOLUTION NO. 89-22 RESOLUTION BY THE CITY COUNCIL OF THE CITY OF NORTH RICHLAND HILLS, TEXAS, AUTHORIZATION TO ENTER INTO AN INTERLOCAL COOPERATION AGREEMENT BETWEEN HURST, EULESS BEDFORD, AND GRAPEVINE FOR THE PURPOSE OF GENERATING A COMBINED EFFORT FOR HIRING. WHEREAS, the police department of Richland Hills and Grapevine each having practices that are very similar; and Hurst, Euless, Bedford, recruiting, testing and North hiring WHEREAS, most applicants for police officer positions apply with each of the cities mentioned above; and WHEREAS, some applicants for the position of police officer are un qualified, or undesirable, but officials of each city must expend the time and effort to determine this on their own; and WHEREAS, a combined effort by the five cities would eliminate duplication. be more cost and time effective. and provide a greater pool of qualified applicants for police department positions; and WHEREAS, Texas Revised Civil Statutes Annotated article 4413 (32c) authorizes local governments to enter into contracts with other local governments to perform governmental functions and services in accordance with the statute cited herein and the terms of the contract entered into; and BE IT, THEREFORE, RESOLVED BY THE CITY COUNCIL OF THE CITY OF NORTH RICHLAND HILLS, TEXAS, THAT: An interlocal cooperation agreement with Hurst, Euless, Bedford, and Grapevine for the purpose of generating a combined effort for the hiring. testing and investigation of potential police personnel. A copy of such an agreement is attached hereto and fully incorporated herein. PASSED AND APPROVED this day of March 1989. Mayor ATTEST: City Secretary APPROVED AS TO FORM AND LEGALITY: ATTORNEY I Ie I I I I I I I Ie I I I I I I I Ie I THE STATE OF TEXAS $ COUNTY OF TARRANT $ This Agreement is entered into by and between the Cities of Bedford, Euless, Grapevine, Hurst and North Richland Hills, all such cities being located in Tarrant County, Texas, and hereinafter referred to as "Cities". The Cities execute this Agreement as hereinafter provided pursuant to the Interlocal Agreement Act, Article 4413 (32c), of Vernon's Annotated Revised Civil Statutes of Texas: WHEREAS, there is a need for cooperation in the recruitment of police personnel; and WHEREAS, the Cities have determined that the best possible method for attracting and hiring the most qualified personnel for police department positions is an agreement establishing such cooperation, and WHEREAS, the Cities desire to enter into this agreement to provide for the recruitment, investigation and development of a hiring list for police department personnel; and WHEREAS, each party is authorized to perform the services contemplated herein; NOW THEREFORE, In consideration of the mutual covenants and the terms and conditions set forth below, the Cities do hereby agree as follows: I. The Cities execute this Agreement for the purpose of creating and maintaining a central recruiting program for police personnel which shall include a background investigation, testing and creation of an eligibility list. II.· The Police Chief of each City, or a designated agent, shall constitute a Committee to oversee the joint recruiting process. The Committee shall establish the m1n1mum requirements for applicants for police department positions. Each City shall equally fund any and all expenses associated with the central recruiting process. A recruiting brochure will be developed by the Co~ittee. Any requirement that an individual City might have that is over and above the minimum requirements for applicants shall be specified by attachment to the recruiting brochure. Each City shall use one form for applicants to fill out and all such applications shall be forwarded to the Committee. The Committee shall promulgate such rules and regulations, including but not limited to the type of testing, both physical and/or mental, as may be necessary for the operation of the central recruiting process. Each City shall receive executed counterparts of this Agreement. III. While any employee of the Cities is working on tasks associated with'or for the central recruiting process, such employee shall continue to be an employee of the City for which the employee works on duties that do not include the central recruiting process and shall be considered to be under the command of the Connnittee. I Ie I I I I I I I Ie I I I I I I Ie I I . . IV. In performing duties under this Agreement. each party will comply with all necessary Federal, State and local laws, regulations and ordinances. V. The party regularly employing the employee assigned central recruiting tasks shall pay all wages and disability payments. pension payments and payments for damages to equipment and clothing of that officer while he or she is involved in activities pursuant to this Agreement the same as though the services had been rendered within the jurisdiction wherein the employee is regularly employed. VI. The Police Chief of any City. or the Police Chief's designated agent. in his or her sole discretion. may at any time withdraw his or her personnel or equipment or discontinue participation in any activity initiated pursuant to this Agreement. VII. A City that is a party to this Agreement may withdraw from this Agreement only after providing not less than ninety (90) days written notice of withdrawal to the other participating Cities. This Agreement may be terminated at any time by mutual agreement of the Cities. VIII. In the event that any person performing services pursuant to this Agreement shall be cited as a party to a State or Federal civil lawsuit arising out of the performance of these services, that person shall be entitled to the same benefits that he or she would be entitled to receive if such civil action had arisen out of the performance of his or her duties as a member of the department where he or she is regularly employed and, in the jurisdiction of the party by which that person is regularly employed. IX. Each City does hereby waive all claims. release. indemnify and/or reimburse. defend and hold harmless every other City. its police department. officials. agents. officers and employees in both their public and private capacities. from and against any and all claims. suits. demands. losses. damages. causes of action and liability of every kind. including all expenses of litigation or settlement. including but not limited to court costs and attorneys fees which may arise due to any death or injury to any persons. or the loss of. damage to. or loss of use of any property arising out of or occurring as a consequence of the performance of this Agreement whether such injuries, death or damages are caused by the sole negligence or the joint negligence of any City. its officials. agents. officers and employees. It is the express intention of the Cities hereto that the indemnity provided for in this paragraph is indemnity by each City to indemnify and protect every other City from the consequences of the City's own negligence. whether that negligence is a sole or concurring cause of the injury, death or damage. I Ie I I I I 1 1 I -- I I I 1 ,I I I Ie I " . X. It is expressly understood and agreed that, in the execution of this Agreement, no City waives, nor shall be deemed hereby to waive, any immunity or defense that would otherwise be available to it against claims arising in the exercise of governmental powers and functions. XI. Each City agrees that if legal action is brought under this Agreement, exclusive venue shall lie in its terms or provisions, as well as the rights and duties of the Cities hereunder, shall be governed by the laws of the State of Texas. XII. In case anyone or more of the terms, sentences, paragraphs or prov1s1ons contained in this Agreement shall for any reason to be held to be invalid, illegal, or unenforceable in any respect, such invalidity, illegality, or unenforceability shall not affect any other term, sentences, paragraphs or provisions thereof, and this Agreement shall be construed as if such invalid, illegal, or unenforceable provision had never been contained herein. XIII. This Agreement may be amended or modified only by the mutual agreement of the Cities, such amendment or modification must be in writing, and attached to and incorporated into this Agreement. XIV. This Agreement may be signed in multiple counterparts and shall be binding on each City when duly authorized by the governing body of each City and such Cities' duly authorized representative and delivered to the Committee. XV. This Agreement contains all commitments and agreements of the Cities, and oral or written commitments not contained herein shall have no force or effect to alter any term or condition of this Agreement. IN WITNESS WHEREOF, the parties hereto have executed this Agreement to be effective upon execution and dating by each City. This Agreement shall be effective for a period of two years from the last date signed and marked on this Agreement by a participating City. PASS AND APPROVED this day of March 1989. Mayor I ." " ".' . I ATTEST: e I I I I I I I -- I I I I 'I I Ie I I City Secretary APPROVED AS TO FORM AND LEGALITY: ATTORNEY ",'.;*:' ",'.,. C/,,' jc~~</ "~_~_ . 'W' ;~ I r." . CITY OF NORTH RICHLAND HILLS I Department: .Ubject: I I ;1 ~I ,··."··.'··'·..·'······.1 s ~I ~~I ~Ie ';'-1 ·::····1·.:..).·'.' f:: ~I Public ~rks ~ 4/24/89 - Council Meeting Date: Set Date for Public Hearing on Adoption o[ LutJO.'-.; L Pt:;eì::) [0.1. D.raiIlage Inp.r:O'\iaLLCJ..lL!5 Resolution No. 89-26 Agenda Number: GN 89-47 Pursuant to the requirements of Senate Bill 336 (SB 336), the City Council must hold a public hearing to consider the adoption of the Capital Improverœnts Plan and imposition of Impact Fees for drainage improvements wi thin the city limits. Based on the publishing requirements of SB 336, the public hearing ~uld need to be held on June 12, 1989. Recarmendation: Approve Resolution No. 89-26 calling the public hearing for consideration of the Capital Improvements Plan and imposi tion of Impact Fees for drainage improvements. Source of Funds: Bonds (GO/Rev.) _ Operating Budget _ Other Finance Review Acct. Number N/A Sufficient Funds Available' ~~ y Manager . Finance Director J1J/. t Head Signatu e CITY COUNCIL ACTION ITEM 1 Page 1 of I ,. · ~ . Ie I I I I I I I Ie I I I I I I I Ie I RESOLUTION NO. 89-26 BE IT RESOLVED BY the City Council of the City of North Richland Hills, Texas, that: I. A PUBLIC HEARING shall be held by the North Richland Hills City Council on the adoption of Capital Improverrents Plan and imposition of Impact Fees for Drainage Improvaœnts. ,Such hearing shall be heard at 7: 30 P.M. o'clock on the 12th day of June 1989 in the Council Chambers of City Hall at 7301 N.E. Loop 820, ~rth Richland Hills, Texas. II. NOTIœ SHALL be given of the public hearing as prescribed by Senate Bill 336, 1987 Legislative Session (State of Texas) . PASSED AND APPROVED this day of April 24, 1989. APPROVED : MAYOR ATI'EST: Jeanette Rewis, City Secretary APPROVED AS rro FORM AND LEGALITY: Attorney for the City . ,". '''' ~ I· "." . CITY OF NORTH RICHLAND HILLS I Department: _Ubject: I 1 I Public Wbrks/Utilities ~ C ., M . D 4/24/89 - ouncl eetlng ate: Approval of Proposal for Water and Sewer ~ystem .Lmpact t'ee btudy Agenda Number: GN 89-48 In accordance with the Council's instructions in the precouncil session March 13, 1989, we have requested and received proposals for the subject study in accordance with Senate Bill 336 (SB 336) from Reed-Stowe & Oampany, a Dallas firm and Knowlton-English-Flowers, Inc. Reed-Stowe & Oampany would function as (1) Project Coordinator and (2) provide all financial impact fee calculations based on engineering costs estimates and provide and assist with implementation of a system design for the Finance Depart:Iœnt I s canputer accounting program. The costs for these services by Reed-Stowe and Canpany would be not to exceed $20,000. Knowlton-English-Flowers, Inc. would provide the analysis of existing water and sewer system and associated necessary improvements as well as further breakdown and review of future capi tal water and sewer improvaœnts. The costs for these services by Knowlton-English-Flowers, Inc. will be approximately $50,000~ All engineering services for implementation of these impact fees in accordance with Senate Bill 336 would be provided by Knowlton-English-Flowers, Inc. The costs incurred for these services provided by the consultants can be figured into the impact fee rate detennination as outlined in Senate Bill 336. Therefore, these costs would eventually be reimbursed to the Unspecified CIP Funds fran Impact Fees collected. ~ding Source: Sufficient funds are available :from Utility Unspecified and will require a transfer as indicated below: Fran Utility elP - Unspecified 02-09-99-6700 $70,000 'Ib Water & Sewer Impact Fees Study $70,000 02-09-88-4200 Reconmendation: The staff recœmends the approval of both the Reed-Stowe & Canpany proposal and the Knowlton-English-Flowers, Inc. proposal for the subject impact fee study with the transfer of funds as indicated above. Source of Funds: Bonds (GO/Rev.) Operating Budget e Oth~þ) REV Finance Review Acct. Number See above ds Available . FInance Director ent Head Signat CITY COUNCIL ACTION ITEM Page 1 of 1 I· " . ...: Its Ie I I I I I 1 I 1__ Based upon our conversations, the scope provided by Reed-Stowe & Co. would include: I I' I I I I I 1-- I " '. i/II I~EElt-s'rtl"'E " t~... GOVERNMENTAL CONSULTING SERVICES March 21, 1989 Mr. Greg Dickens Director of Public Works City of North Richland Hills P. O. Box 18609 North Richland Hills, Texas 16118 Dear Mr. Dickens: Reed-Stowe & Co. is pleased to have this opportunity to propose our assistance to the City of North Richland Hills as a participant in a Water and Wastewater Impact Fee Study as required by S. B. 336. Having participated in the City's recently completed Drainage Impact Fee Study and Preliminary Review of Existing Water and Wastewater Impact Fees, we feel we are uniquely qualified to prov~de this assistance at the most economical cost. of services to be 1 . Serve as Project Coordinator responsible for communicating and monitoring project progress to the Impact Fee Steering Committee. 2. Provide Impact Fee calculations based upon the Capital Improvement Plan developed- by City engineers, ~ich among other items would include: * * City's goals and objectives Inflation rates Cost of Capital Earning rates Alternative funding * * * The fee calculation will incorporate the growth in living unit equivalents (LUE's) to be identified by City engineers based upon the Approved Land Use Assumption Plan recently adopted by the City Council. (214 J 458-9388 12660 COlT ROAD AT LBJ FWY.. SUITE 200 DALLAS. TEXAS 75251 (817J 469-7088 I· Ie I I I I I I I Very truly yours, Ie ~~_ ~9'-~- I I' I I I I I Ie I ". . ~ ".": . 3. Identify and document required system and operating procedures modifications to those systems and procedures developed to accommodate the Drainage Impact Fee implementation. Perhaps to most significant modification required will be associated with the fee assessment at the time of Building Permit issuance versus the time of platting in the case of Drainage Impact Fees. As you may recall, our cost proposal for basically the same scope of services above, to perform the Drainage Impact Fee Study was $50,000 plus out-of-pocket expenses. Since the products of that study are adaptable to the proposed engagement, our firm is prepared to bid a not to exceed project cost of $20,000 to perform this engagement. Reed-Stowe « Co. bills its clients on the 1st and 15th of each month for professional services rendered plus out-of-pocket expenses incurred at cost with payment due ten days from date of receipt. If this letter is in agreement with your understanding of ~he scope of services to be provided in the conduct of the proposed engagement, please sign one copy of this letter and return to our Dallas office. If you should have any questions or require additional information, please contact 3ack Stowe at (214) 458-9388. Reed-Stowe « Co. Accepted by: Date : I Ie I I I I I I I Ie I I I I I I I Ie I .. . CONSULTING ENGINEERS / Fort Worth- Dallas KNOWL TON-ENGLISH-FLOWERS, INC. April 5, 1989 Mr. Greg Dickens, P.E., Director of Public Works City of North Richland Hills 7301 N.E. Loop 820 North Richland Hills, Texas 76180 Re: 3~426, CITY OF NORTH RICHLAND HILLS, WATER AND SEWER IMPACT FEE, PRELIMINARY PROPOSAL In accordance with your request, we are pleased to present this proposal for pro- fessional services regarding the referenced project. The first phase of this study, completed in July 1988, was to evaluate with Reed-Stowe the present pro- cedures and give an opinion regarding the degree of conformance that the City's current capital recovery fee for water and sewer demonstrates with the new impact fee law. This second phase will be the actual preparation of impact fees for the water and wastewater systems in conformance with the new law. As a part of this assignment, we would also provide a detailed review and update of the water and wastewater system master plans. We propose to perform this project through the association of Reed-Stowe. The scope of work for this assignment has been divided into the following manage- ab 1 e pa rts : .1. Part I - Land Use 2. Part II - Water Distribution System Master Plan Update 3. Part III - Wastewater Collection Sys~em Master Plan Update 4. Part IV - Determination of Capital Improvements 5. Part V - Calculation of Impact Fees 6. Part VI - Development of Administration and Accounting System A detailed description of the efforts involved in each of these Parts is provided in the following text: SCOPE'Of'WORK Part I ~"tand Use From information provided by the City, a Land Use Assumption Map was prepared during the Drainage Impact Fee Study. This map will be utilized to identify existing ,and future land use assumptions in accordance with the requirements of the legislation from S.B. 336. 1901 CENTRAL DR., SUITE 550 · BEDFORD, TEXAS 76021 . 817/283-6211 . METRO/267-3367 I Ie I I I I I I I Ie I I I I I I I Ie I Page 2, Mr. Greg Dickens, P.E., April 5, 1989 Part-II-- Water'Distribution-Systèm"MastèrPlanUpdate Knowlton-English-Flowers Inc., will update the December 1986, Water Distribution System Master Plan based on the ultimate IIbuild outll populations and land use presented in the Plan. The specific work tasks are as follows: Task 1 Update existing water distribu~ion system model. The water distribution system will be analyzed using the 1986 system model updated to include improvements made from 1986-1989. Knowlton-English-Flowers, Inc., will provide the City with a map of the water distribution system as modeled in the 1986 study. The City will provide Knowlton-English-Flowers with an updated map showing improvements which have been made since 1986 and are not included in the previous model. Knowlton-English-Flowers will add these improvements to the 1986 system map and submit the up- dated map to the City for review and approval. Any review comments by the City will be transmitted to Knowlton-English-Flowers in writing. After receiving written approval of the existing system map, the additions will be incorporated into the 1986 water distribution system model. Any changes or revisions to the existing system requested by the City after approval of the system by the City will be an additional service. The City will also provide all existing and proposed or projected water supply contracts including maximum delivery rates and delivery points (this includes TRA and Fort Worth). Task 2 Update recommended improvements for ultimate conditions. Using the ultimate demands presented in the 1986 Water Distribution System Master Plan and the improvements identified in Task 1, the water distribution system will be evaluated based on maximum-hour, tank filling, and fire flow conditions. Parameters for evaluating the water distribution ~stem (including fire flow parameters) will be as used in the 1986 Study. Recommendations for ultimate system improvements presented in the 1986 Water Distribution System Master Plan will be updated; including pumping requirements, waterline size and location, and ground and elevated storage requirements. An evaluation of any water treatment is not included. Estimates of probable project costs, excluding land, right-of-way or ease- ment cos ts, wi 11 be prov i ded for each rout i ng or recomrnended improvements based on 1989 dollars. The location and routing of recommended improvements will be approximately only and no field work is included. I ~ . . · ..' . Ie I I I I I I I Ie I I I I I I I Ie I Page 3, Mr. Greg Dickens, P.E., April 5, 1989 Task 3 A draft letter report will be submitted to the City for review and approval. The report will include a black and white, 1111 x 17" photocopy update of the 1986 Study; however, the improvements will not be designated as to when they are required. (Part IV includes a detailed map outlining improvements required for the period 1990-2000). Any review comments by the City will be trans- mitted to Knowlton-English-Flowers in writing. After approval of the draft letter report in writing, a final letter report will be submitted to the City as an appendix supplement to the December 1986, Water Distribution System Master Plan. The consulting team will meet with the City in relation to the Part II. These meetings include staff, committee, and council meetings that are for the purpose of data transmittal, review, presentation, or administration of the project. Meetings required as part of data collection and analysis are included in the scope of the work tasks. Part~III - WastewaterCol1ectionSystemMasterPlanUpdate Knowlton-English-Flowers, Inc., will update the December 1986, Wastewater Collec- tion System Master Plan based on the ultimate "build out" populations and land use presented in the Plan. The specific work tasks are as follows: Task 1 Update existing wastewater collection system model. The wastewater collection system will be analyzed using the 1986 system model updated to include improvements made from 1986-1989. Knowlton-English-Flo\'/ers will provide the City with a map of the wastewater collection system as modeled in the 1986 Study. The City will provide Knowlton-English-Flowers with an updated system map showing improvements (including lineslope and manhole invert elevations) which have been made since 1986 and are not included in the previous model. Knowlton-English-Flowers will add these improvements to the 1986 system map and submit the updated map to the City for review and approval. Any review comments by the City will be transmitted to Knowlton-English-Flowers in writing. After receiving written approval of the existing system map, the additions will be incorporated into the 1986 wastewater collection system model. Any changes or revisions to the existing system requested by the City after approval of the system by the City will be an additional service. The City will also provide all existing and proposed or projected wastewater contracts including maximum rates and locations. I Ie I I I I I I I Ie I I I I I I I Ie I Page 4, Mr. Greg Dickens, P.E., April 5, 1989 .. ' Task 2 Update recommended improvement for ultimate conditions. Using the projected ultimate flows established in the 1986 Waste- water Collection System Master Plan, the wastewater collection system will be evaluated based on average dry day, maximum dry day, and peak two-hour wet weather flows. Parameters for evalua- ting the wastewater collection system will be as used in the 1986 Study. Contour maps or USGS quadrangle maps will be utilized to determine the existing ground elevations (no surveying, field flow measurements or pump testing are included). Recommendations for ultimate system improvements presented in the 1986 Wastewater Collection System Master Plan will be presented in the 1986 Waste- water Collection System Master Plan will be updated; including pumping requirements, sewerline size and location. An evaluation of wastewater treatment and various discharge limits is not included. Capacity of each lift station will be compared with the projected flow requirements. Estimates of probable project costs, excluding land, right-of-way or easements, will be provided for each recom- mended improvement based on 1989 dollars. The location and routing of recommended improvements will be approximately only and no field work is included. Task 3 A draft letter report will be submitted to the City for review and approva1. The report will include a black and white, 1111 x 1711 photocopy update of the 1986 Study; however, the improvements will not be designated as to when they are required (Part IV includes a detailed map outlining improvements required for the period 1990-2000). Any review comments by the City will be trans- mitted to Knowlton-English-Flowers in writing. After approval of the draft letter report in writing, a final letter report will be submitted to the City as an appendix supplement to the December 1986, Wastewater Collection System Master Plan. The consulting team will meet with the City in relation to Part III. These meetings include staff, committee, and council meetings that are for the purpose of data transmittal, review, presentation, or administration of the project. Meetings required as part of data collection and analysis are included in the scope of the work tasks. Part'IV-~-Detennination"of'Capital Improvements Task 1 Determine Water and Wastewater System Improvements. Based on the results of Parts II and III as approved by the City, Knowlton-English-Flowers will evaluate the water distribution system and wastewater collection system to determine the necessary improvements for the 1990-2000 capital improvements plan period. Water distribution system and wastewater collection system'needs will be identified and submitted to the City for review and approval. Any review comments by the City will be transmitted to Knowlton- English-Flowers in writing. I ,.. . .. Ie I I I I I I I Ie I I I I I I I Ie I Page 5, Mr. Greg Dickens, P.E., April 5, 1989 Task 2 Capital Improvements Map. After obtaining written approval of the recommended 1990-2000 capital improvements, separate reproducible capital improvements maps for the water and wastewater collection system will be made. These will be black and white, 11" x 17" photocopy updates of the 1986 Water Distribution System and Wastewater Collection System Master Plans. < Any changes or revisions requested by the City after written approval of the 1990-2000 Water/Wastewater Capital Improvements will be an additional service. Task 3 Knowlton-English-Flowers will assist the City staff in the develop- ment of a Capital Improvements Plan that identifies the water and wastewater improvements to be addressed. A. The plan will contain a table indicating the consumption, loads, or volumes of each category in relation to the various types of land uses. The table will be prepared as a spread sheet and will be provided to the City. B. The plan will provide opinions of the probable project cost (excluding land and right-of-way) for the identified needs as developed in Parts II and III. C. The quantity of new service units required as a result of new development will be projected over the 10-year planning period. The consulting team will meet with the City as necessary in relation to Part IV. These meetings jnclude staff, committee, council meetings, and one (1) public hearing that are for the purpose of data submittal, review, presentation, or administration of the project. Meetings required as part of the data collection and analysis are included in the scope of the work tasks. Part" V·"~··Calculatìon-of--Impact Fees Task 4 Task 1 We will assist the City in developing a procedure for calculating an impact fee for water and sewer improvements required by new development, and will provide recommended fees to the City. A Capital Recovery Fee Report will be prepared by the consulting team documenting the existing and future land use assumptions, Capital Improvement Plan, and procedure for calculating the impact fee for water and wastewater. Task 2 A. We will provide the City with five (5) bound draft reports for review by the City. B. Upon acceptance of the report by the City, the consulting team will provide the City with twelve (12) bound final reports for their use. I· .. , f' .. . \' ,. , ' Ie I I I I I I I Ie I I I I I I I Ie I Page 6, Mr. Greg Dickens, P.E., April 5, 1989 Task 3 The consulting team will meet with the City as necessary in relation to Part V. These meetings include staff, committee, and council meetings that are for the purpose of data submittal, review, pre- sentation, or administration of the project. Meetings required as part of the data collection and analysis are included in the scope of work tasks. It is our understanding that the firm of Reed-Stowe and Company will be engaged by the City to perform this part utilizing spread- sheets generated by Knowlton-English-Flowers, Inc. PART VI ';'Oeveloprnent'ofAdministration andLAccountingSystem SCHEDULE Because of the complexity of the assignment and the extensive public hearing process required by the new law, we estimate that to perform the above defined scope of work will require a period of three (3) to six (6) months. COMPENSATION Engineering services required to be performed for this assignment by Knowlton- English-Flowers, Inc., Consulting Engineers shall be as outlined in Section II, (0), of our "Agreement for Engineering Services" Contract dated June 13, 1977, and shall consist of furnishing Water and Sewer Impact Fee Report. Compensation ,to the Engineer shall be in accordance with Section VI, (D), of the Engineering Services Contract. Unless directed otherwise, all charges will be billed to a prespecified North Richland Hills account number and referenced as K-E-F No. 3-425, unless a special account is set up by the Director of Finance. We would estimate the cost of this study to be less than $50,000. We appreciate this opportunity to provide the City of North Richland Hills with professional services. If you are in agreement with the services and fees out- lined above and wish to proceed with this assignment, please sign below and return two copies of the letter proposal to us. -Rw.~' ~ R. W. AL BIN, P. E . ACKNOWLEDGED AND AGREED FOR THE CITY OF NORTH RICHLAND HILLS: By: <''''Ci' '""",,,,,,,,,,",,,, /, ...... """,,,,,",',,,, ''''''''''''' '7 ,."",,, . '" ",""'f'" :;~ "¡,C*'/';,""'-,W':?';<)""""",ç,'"'''' .~,/".,~.",''"'':''',' j, ,'" 'cA' ..' . CITY OF NORTH RICHLAND HILLS Administration ~epartment: ContraCt with Jenkins-Krogh International, Inc. SUbject: for Council/Manager Team Building Workshop Council Meeting Date: 4/24/89 GN 89-49 Agenda Number: As previously discussed with the City Council, it is proposed that the Mayor and Council and top management staff devote approximately 2 1/2 days, early in the term of the soon to be elected City Council, to a structured, concentrated workshop aimed at identifying goals and objectives of the Council and staff as well as improving our organizational and operational skills. It is believed that such a workshop can be of invaluable assistance to the City government by promptly determining top priority issues to be addressed in the immediate future and quickly moving toward achieving results. In order to assure maximum benefits and productivity from the workshop, it is essential that an experienced, capable facilitator be present to organize and coordinate the program. Mr. Kenneth C. Krogh, President of Jenkins-Krogh International, has served in this capacity many times for various cities, including Fort Worth, Dallas and Benbrook in this area, and has agreed to provide this program at a fee not to exceed $12,000. Mr. Krogh's activities will include interviews with each participant (approximately 20) as a part of developing the program, preparation and conduct of the program, and appropriate follow-up work. A similar workshop was conducted for North Richland Hills in May, 1986, and there was a consensus of the participants that the ensuing two year period was the most productive time of the City government in recent history. ecommendation: t is recommended that the City Council approve a contract with Jenkins-Krogh International, Inc. to provide the services described above and appropriate $15,500 to Account #01-01-01-4100 from the City Council Contingency Allowance to provide for the cost of the workshop, including living expenses at the workshop site. ~!~I '..·.:.'.·...:,.,.i...,· ,.,". Finance Review Acct. Number See Above Sufficient Funds Available Source of Funds: Bonds (GO/Rey.) , _ Operating Budget ~I- Other - ~.I¡ ~ ~~~ Department Head Signature City anager CITY COUNCIL ACTION ITEM , Finance Director 1 Pace 1 of I I ~ To Retreat or Not to Retreat? I That is the Question by Kenneth C. Krogh I I I I I I 1- I About the author Kenneth C. Krogh is presideJlt of Jcnkill~-Kr()gh International, lnc., uJhich l'ropides organi:atimJ and mallagement consulting sen'ices to clients ill the fÍJlallClt1/ industry. He has O"l'Cr 20 lIears of ex- perIence in educati071al research. teachÚlg and manageme11t consulting. He has conducted inter- national management seminar~ for executit't?s in Mexico, Westen1 Europe and South Africa a'1d has authored many articles on managen1ent. He is a member 0.( the American .\1allagement Associa- liD 11 , A1nerican Society for Training and Depelop- ment and Rotary International. I I I I In the 1970s the retreat was a tax deductible executive vacation \\"ith emphasis on rest and relaxation and a chance to get acquainted with oth- er members of top level manage- ment. Todav's retreat, however, has lost its vacátion image. Emphasis now is on planning, problem solving, management communica- tion and commitment. I I Ie * ,. * * * I It ,",'as earlv Sundav affernoon when Jim Wilson, mãnaging officer, and Sam Korn\\'inski, vice president of operations, cra\vled into a cab at the Quail Roost Conference Center and headed for the Raleigh Airport. Most of the management team from First Savings had already left for home. Jim turned to Sam and said, "You know, Sam, I'm really bushed but vet I'm not really tired. In fact, I feel good, kno\,\7 whãt I mean?" Sam replied, "Sure I kno,",' ,",'hat you mean. We worked hard Friday, Saturday and this morning and with not much sleep. We may be physi- cally tired, but we're not psycholog- ically tired. I guess it's because we accomplished a great deal; at least I walked out of this morning's wrap- up meeting with a real feeling of achievement. " "I think evervbodv did," Wilson ans""ered. "But the "real test \'\"ill be whether we implement the plans we made and keep our commit- ments to one another." "Right. I think it \\?ill happen, Jim, but we'll be looking to you to foil 0\'\' up, to coordinate and moni- tor our progress. You kno\\', I really thou gh t this I so-called' retrea t would be a ,",'aste of time especially when it \\"as going to kill a week- end, but 1')] admit we made a great deal of progress on clarifying our goals and dealing with some serious problems I thought would never be discussed. I \\?as impressed by some of the managers, too. I just never thought they were that bright." And so the story goes . .- . .. .. .. * .. Retreats, or weekend manage- ment planning meetings, or team building seminars, or management workshops or whatever you want to call them, have become a regular part of the management process in today's business world. Somewhat of a business institution in the 1970s, the executive retreat was a periodi~ meeting of sorts among high-level executives and sales teams to plan, exchange ideas and discuss problems in an out-of-the- office environment. The more di- verse the organization either geo- graphically or functionally, the more need there was for company meet- ings which sometimes were at- tended by several hundred of their managem~nt and professional staff. In the early '70s Peat, Marwick, Mitchell and Co. held five regional conferences with anYWhere from 300 to 900 partners ~nd managers attending their region's conference. Emphasis was on new values and understanding and adapting to changes in our society. While the group size presented little problem in disseminating information through the lecture/speaker process, the large group size made it almost . impossible for group discussion or feedback on planning for change. While these large meetings were very successful for their intended purpose of building awareness, the large meeting concept soon changed to more manageable group size and a decentralized effort for planning and problem solving retreats. I SQme Changes Just when more and more busi- '. 'nésses had accepted the retreat as a I viable practice, the recession cast its Ahadow on American business and Wlcross-the-board budget cuts scaled expenditures to the minimum and certainly there was no room for ex- tras such as large conferences or re- treats for internal company commu- nica tion. While research offers no exact fig- ures on the decline of company con- ferences or executive retreats by state or national travel and hotel! resort organizations, spokespersons from several resorts agree that such activity peaked in 1977 to 1979 and then the bottom dropped out in 1980 through 1982. (These years also happen to be the worst ever for the savings and loan business in terms of profitabilty.) However, in the past two years companies have again been addressipg the need for executive retreats, citing measurable adva~tages for these meetings. I I I I I I I The Trend More companies are viewing the executive retreat as an important , I aÞusiness process, but they are look- ~g for more of a return on the com- pany dollar than just a good time and a break from business routine. "During the recession, companies had to do some belt tightening. They had to see what they were getting for the money they were spending," said Jim Searle, director of marketing for The Greenbrier, a resort in West Virginia that special- izes in executive retreats. Searle said, IThe Greenbrier has seen an increase in the past couple of years in the number of executive retreats, but they are structured dif- ferently. We used to see considera- bly more recreation involved in such meetings," he said. "Now the , companies feel they need to have clear-cut objectives for their meet- ings, with business purposes specif- ically stated." Previously referenced Peat, Marwick, Mitchell and Co. recently announced a belt-tightening move I to shorten the length of their annual partners' meeting. As quoted in the M'ebruary 27, 1985 Wall Street Journal, ~r. Homer, chief executive officer I of PMM&Co., said they will shorten the meeting to two days from three days. The extra day for golf or ten- I I I I I I I nis is being eliminated as an ex- pense item for the firm. Peat Marwick also, beginning in October 1985, will shift its partners' meeting to Dallas from Boca Raton, Florida. This further reinforces the serious- ness of these sessions - shifting from a more recreational environ- ment and time to a more no- nonsense business discussion. Searle said, " Smaller companies, independent banks and savings and loan institutions increasingly are planning management retreats, . reemphasizing that todaýs meetIngs involve up to 80 percent structured work sessions for participants." While the meetings are organized around planning sessions, training presentations and briefings, companies still reserve some time for recreational activities like golf and tennis. Searle did add, howev- er, that The Greenbrier has added a number of small meeting rooms and furnished them with what he called the "eight-hour executive chair." Searle said, "The resort retreat has turned into the executive school - a relaxing environment, freedom from interruptions and a comforta- ble chair that doesn't distract or dull the participants senses or their der- riere!" Executives in the savings and loan industry have always attended meetings and are well acquainted with retreats. This is due, in part, to the fact that the financial industry has always been highly regulated and it was necessary for manage- ment to keep current through the numerous conferences and retreats offered by their state and national league organizations. However, deregulation has blurred the distinction between vari- ous types of financial institutions and we have seen many more new and innovative products and serv- ices come into the marketplace. With the deregulation and past eco- nomic stress, we have seen in the past two to three years: · several banks and savings and loan failures; · more mergers and acquisitions; · a significant reduction in the to- tal number of financial institutions in our country; and · a new breed of savings and loan investors and managers. As a result, competition has taken on a new and very different mean- ing. While executives in the savings and loan associations are still a t- tending the large industry-related conferences and retreats, they are now meeting more and more within their own management group for sessions on strategic planning and how to adapt to these competitive, regulatory and technological changes. The new .deregulated financial en- vironment has attracted the entrepreneural investor/owner who is very clear about the goals and . profit objectives of his or her assoCI- ation. As a result we see a different type of executive or manager. The bottom line orientation is that to- daýs S&L executive needs to be more dynamic, informed and inno- vative (within current regulatory pa- rameters) than ever before. This doesn't mean they all must be MBA types, but certainly they cannot be as laid back as in the past when a slow moving economy and exten- sive regulation made things much more predictable. '~ good retreat is no accident. Rather, it is the result of careful planning, preparation, skillful conduct and disciplin- ed follow-through." The managing officer of one of our more progressive S&Ls once re- marked that he guessed he would have to 'get with it' and hire a banker so he could start up a bank- ing department (whatever that is) in his association! Somehow it has be- come a little more complex than that. Probably it is more accurate to say that technological change, com- bined with a high and volatile inter- est rate environment and deregulation or, as some say, in- creased opportunity, has made it virtually impossible to sustain over the long run the compartmentalized financial world of the past. "Management style is changing and we're involving our people more in the planning process. As the result of several key mergers over the past two years, we have held several executive level retreats and team building seminars," said John Harrell, vice chairman and chief executive officer of Commo- dore Savings in Dallas, Texas. Harrell went on to add, "These ses- sions have proven essential in build- ing a more goal-committed manage- ' I 'ment team out of what could have been a slow-down in communica- tions and internal competition , . I among managers within the merger- mergee organizations." _ Stan Drozdowski, executive vice ~resident of finance and administra- tion for Buckeye Federal Savings in Columbus, Ohio, cited that "While we hold tactical or short-range planning sessions on site in our company offices, the strategic long- range planning meetings which in- volve all of our key executives for concentrated creative brainstorming sessions (usually over a weekend) is best held off-site in a retreat-type meeting facility." Drozdowski refer- enced Salt Fork Lodge near Cambridge, Ohio as a facility they have used to provide the relaxed and uninterrupted environment for their strategic planning meetings. Tom King, executive director of the Texas Savings and Loan League, stated, "We see the need for more education and training of our sav- ings and loan management and their boards of directors so they can effectively compete in this new and ever-changing industry. The in- house retreat mixing both business planning and management training I as an approach that is working." - The board of directors of many of our associations have not kept pace with change. There have been no retirement or replacement policies and little criteria is established for standards of board member per- formance. It has often been said that the bottleneck is usually at the top of the bottle. If today's savings and loan association is to survive these winds of change, it must also have a progressive board of direc- tors. The board members must have a strong business perspective to complement and challenge the man- agement team. Directors must ac- tively participate in their rapidly- evolving business and keep abreast of all the technological and regulatory changes. The trends cited above make a strong case for a continuing educa- tion program for the board and management of the association. The retreat provides an excellent format I for this education and communica- tion process. I....odaýs Retreat A good retreat is no accident. Rather, it is the result of careful I I I I I I I I I I !I I I I planning, preparation, skillful con- duct and disciplined follow-through. While the initial objective is to have a "good" retreat, the real return on your investment or your ROI is what happens after the retreat. It is easy to be caught up with the en- thusiasm of getting away and "getting things off your chest," but ; coming up with a solid plan of ac- tion and management commitment to the plan requires real "meeting engineering" skill. Preparation The decision to hold à retreat should be well thought-out. The coordinator or person in charge of putting it together should give care- ful consideration to: · What is the purpose? The purpose of the retreat should be defined and specific objectives stated. Should the emphasis be on strategic and long-range planning . . . or goal setting . . . or building management team relationships. . . or problem solving. . . or orienta- tion to the company. . .? The list can go on and on. If an association has recently undergone a merger or has added key management personnel, the re- treat should focus on orientation and building team relationships. New managers must have the op- portunity for rapid exposure to oth- er members of the management group. A new employee has high membership needs and the sooner this "belongingness need" is satisfied and the realities of their "talent" exposed, the better. Once new managers know who they are and who everybody else is, the sooner they can spend their time performing their job rather than im- pressing others and building their inlage. Another common purpose for re- treats in this rapidly changing finan- cial \tvorld is one of board education \tvith participation limited to nlenl- bers of the board of directors. Con- tent is often on board responsibili- ties, conlmittee functions, as \vell as the association's performance and goal setting. Sometimes senior man- agement uses the board retreat to present their recomnlendations for major changes in the association. Once the purpose of the retreat has been fairly \veIl defined, the managers selected to attend should be asked what they would like to achieve at the retreat. This involve- ment in the planning process helps develop a readiness attitude on the part of the participant, especially if they have some voice in selecting the conduct date and in identifying problems that should be discussed at the retreat. · Who should attend? The objectives of the retreat often determine who should attend. " Group size influences participation as well as the depth and type of material or issues to be discussed. If the purpose of the retreat is strate- gic planning or problem solving, it is best to limit the total size from 10 to 24 participants with subgroups of 5 to 8 for team tasks. The group should be large enough to contain the talent to solve the problem but small enough so no one can hide and there will be sufficient time for everyone to participate. Selection of participants should be based upon an individual's functional responsi- bility, level in the organization and his or her ability to contribute as well as implement the results of the retreat. . When to hold? A retreat usually involves most if not all key management personnel of the company or of a particular organizational unit of the company. Consequently, retreats are often held over a weekend period or at a time when these key managers can be absent from their day-to-day re- sponsibilities. Retreats usually run from one to three days in length, starting on a Thursday or Friday af- ternoon or evening and ending Sat- urdav or Sunday afternoon. Eve- ning "sessions a(e often a part of the program agenda. · Where to hold? Again, the objective will influence the decision regarding retreat loca- tion. GeneraIJy you are looking for a facility that provides a quiet, uninterrupted meeting environment \vhere participants can relax, con- centrate on the objectives, drop the formalities that often inhibit day-to- day business communication and enjoy a productive relationship with other members of their management ·group. The facility should offer adequa te meeting space, conlfortable chairs, I .goo.d lighting, good food, good I service, good sleeping accommoda- ~·ons and be within reasonable trav- g distance so time and expense re not restricting factors. Facilities I should be one of the first things to arrange once the decision is made to have your retreat. Good facilities, at the time you want them, are al- I ways at a premium. Conduct I Obviously, an important factor in the success of a retreat is the man- ner in which the program is con- ducted. To enable the executives at- I tending to be on equal footing throughout the session, the pro- gram is often "engineered" by an I outside facilitator, someone who is skilled in le~ding a discussion and managing the meeting process. "Using the outside facilitator has I proven very effective," says Ron Dickerson, chairman of the board and chief exec~tiveofficer of Gem Savings in Dayton, Ohio. "The out- I side facilitator can prove very effec- tive in designing and conducting the program. Executives can then .ncentrate on the issues or topics I. hand and not have to be con- cerned about the meeting process or the recording/documenting of what I has been decided. The facilitator can also ask the difficult questions and take a neutral position which proves very valuable in avoiding any hurt I feelings and getting all the data out in the open." I I I I I Ie I Follow-through To assure that the ideas and plans are not left in the meeting room, follow-through action plans should be developed during the closing re- treat session. Some sort of report should be developed and distrib- uted to the participants, docu- menting the retreat agenda, issues discussed, action plans developed and decisions reached. Such a re- port not only reinforces what was accomplished at the retreat, but pro- vides documentation and instruc- tions for follow-through. .. Retreat follow-up meetings should be pre-scheduled to enhance team and individual effort to maintain the commitment and measure progress toward the objectives and action plans developed during the retreat. One-day or half-day report/review sessions scheduled each quarter or six-month period have proved to be an effective framework for the re- treat follow-through. ..-~ fj< ,.,. ,) .. .~. '.'. ,..... '. t . '-\ To retreat or not to retreat? That is the question. In light of all the changes happening in the industry, more and more company executives are finding the retreat a very effec- tive tool in dealing with the ene1)1Y of change and tough competition. Perhaps a retreat is in your future. You know what they say: It is better to have retreated and live to fight another day than never to retreat at all. Even a football team has learned that to win you need to call a hud- dle once in awhile to plan your next play. OS&LL ~'r "" ",'}r"?" "..~t':i!f +."J,/:,:"r"Hr~" ''''''éc:''' ."'''''''f ,...."::"",. A,- c., ". f . CITY OF NORTH RICHLAND HILLS ttepartment: Budget Department ---=-- Council Meeting Date: 4[24/89 . A~a:d.of ~id to *Schlumberger Industries, Neptune Water ubJect: D1.v1.s1.on 1.n the amount of ~152. 450 Agenda Number: PU 89-12 On April 5, 1989 at 10:00 a.m., bids were opened for the City's annual water meter contract. Following is an analysis of the bids received which meet the City's specifications using the estimated volumes as quoted in the bid package and assuming that a trade-in allowance will be granted for each meter purchased: A. *Schlumberger Industries Neptune ~ater Division $ 152,450 B. . BTR Water Measurement, Inc. 170,815 c. Badger Meter, Inc Utility Division 194,450 e Additional bids were received from Bowles & Edens and Badger Meter, Inc., however the minimum requirements as outlined in the bid specifications were riot satisfied. Reconunendation: It is the staff's recommendation that*Schlumberger Industries, Neptune Water Division be awarded the annual contract for the purchase of water meters for the period May 1, 1989 - April 30, 1990. Finance Review Source of Funds: Bonds (GO/Rev.) e Operating BUd~t --X- ~ - 0~~_ Department H~d Signature CITY COUNCIL ACTION ITEM . Finance Director Page 1 of ':'~:r'~r~>"-- "::-·-~-r-._,r·--""" ~..!~_::-:,-~--:.~,>;-;.-- . c 'r~'Æ~<' "'-":1"",; "_<:-~:'.; ::,. ?'-;;.~?,i~'>§-'-~"~ .",.;c."ti;,>~~:>: ".<>-'f,P ''n " "'t.' _" I , . CITY OF NORTH RICHLAND HILLS I tiepartment: SUbject: Public Wbrks/Utilities - 4/24/89 - Council Meeting Date: PW 89-17 Agenda Number: Award of Bid on Miscellaneous Water d.I1d 5e~L IlUlJ-LUVt:::1lJèllL::¡ 1988 As previously presented to the Council, the subject utility bond fund project includes the following improvements. 1. Timber lane 8" and 6 " sanitary sewer line construction to provide sewer service to eleven (11) existing houses. 2 · Kirk Lane 8" water main construction to replace an existing 2" water line and provide better pressure and flow distribution in this general area. 3. Crane Road 12" water main installation to replace existing 2" and 4" water mains in accordance with our Water Distribution Master Plan. 4. Vance/Curmtings and a.mmings/Daley 6" sanitary sewer line installations to serve haœs in older densely populated part of town currently on septic tanks. Bids were received on this project April 17, 1989 and the low bidders are as shown below. Bidders Amount Calendar Days Bid Time Bil-Mik, Inc. Alright Construction ~tkins Bros. $ 299,627.85 339,916.69 378,979.15 130 180 No Bid Funding Source: Sufficient funds have been appropriated for the proposed project. The account grouping . is as indicated below: Budget Proposed Contract 02-01-32-6700 $ 400.,000 $202,981.55 Water 02-01-32-6750 110,000 96,646.30 Sewer Total $ 510,000 $299,627.85 Finance Review REV See above .¿t( ¡J/j ent Head Signature CITY COUNCIL ACTION ITEM . Finance Director City Manager , Page 1 of 2 :r:;"-t' "';t(""'f~Ti:"'i?":'~Æ">;:t~~:~1t'(l~'~f';'t:'l;!';,~;,l\9~è~>~"T"f'~;'~'''1.,,!,¡~:~':'1f':;''!:'~~.;1"',·'.y,,'¡¡r;i'';:'.~~7''"'·~~¡;¡;.~'' 0."......,-,:""...,., .","'';¡-;''." "" ... .. f"" ".<c.' ..,,,,. ,~="., I· I 'I I #1 }I ~I '........:.,.............,..:.···.·.··...1 .'~,'.,: ~~ C';AI ;, ~¡- ~i"l ~~¡ ~ £:":,1 .' '.-...;, .~.'::~: ~:-.;, r.;;:\::;, ~¡:I ~:<i ~y..~.'.~..:.......'. ~èt!¡ r.,·.·.'.'.....'..'..,.....'...·,..·.......·.'1.:·. ~~: .....'......:....':'......'.'..······.'.···.·..·.·.·.··.1·.· ~'. ~tl ~I :.··'.:.:.'.'.1·;·. ~ :···.···;·······.·····.,·.·1······. .; - .. . e staff reccmœnds award of the project to Bil-Mik, Inc. in the anDunt of $299,627.85 or a period of 130 calendar days. CITY OF NORTH RICHLAND HILLS .¿. --~ --l ~ ~ , , J ¡- I ! ~) ~;. - t 1 ~ PROPOSED KIRK LANE 8 II WATER LINE ' REPLACEMEN T ,~~j ..:j ',' I-'~~"~'~ , ..1 .......... .~~,... ....¡dl. . :"F'-1 . .·';)i:·'~ " '':,~ ': ! :·1, . "'~"';::f4 ~ ~. ~ - ~! ~:-- . . '-.-..1 . . .~<~: ii'~:':~-{~it·:,·..; '., ~~'~·..~..i . . . - "..1 ~'~ .~'.~< . PLAN-PROF I L ,,' SHEET COVEF r- I " "/ I ------ JL ,),. ....... I,." .~ ~ š: ~§ I'r-i (§II , C r-i ~W -' ~~ ~ a ~ ./ 1- ~ Ie I I I I I I I lie I I I I I I I Ie I ~ KNOWL TON-ENGLISH-FLOWERS, INC. CONSULTING ENGINEERS / Fort Worth-Dallas April 18, 1989 Honorable Mayor and City Council City of North Richland Hills 7301 N.E. Loop 820 North Richland Hills, Texas 76180 Re: 3-561, CITY OF NORTH RICHLAND HILLS MISC. VATER AND SEVER IMPROVEMENTS BID TABULATION Bids were received on April 17, 1989, for the referenced project. This project includes water and sewer line construction at various locations in the City. Vater line construction is proposed on Crane Road and Kirk Lane. Sewer construction is on Timber Drive, and near Vance and Cummings Drives. Bids were received from a total of five (5) contractors. The base bid and alternate bid amounts for the low bidders are shown below. The base bid includes open cuts across pavement and driveways. The alternate bid includes the extra cost to the contractor to bore or tunnel under streets and driveways in lieu of open cuts. The order shown below is based on the Alternate Bids. Low Bidder Next Low Bidder Third Low Bid Exi st. < Bil-Mik,Inc. > < 'Wright Const.> < Atkins Bros.> Budget Vater $ 179 301.25 $ 193,909.17 $ 205,538.40 400,000.00 Sewer 96,646.30 93,301.22 159,484.25 110,000.00 Base Bid $ 275,947.55 $ 287,210.39 $ 365,022.40 $ 510,000.00 Alternate 23,680.30 52,706.30 13,956.75 0.00 Base+Alt. $ 299,627.85 $ 339,916.69 $ 378,979.15 $ 510,000.00 Calendar Days 130 180 No Bid 210 All three low bidders are below the budgets available for this project. Ve would recommend award based on the Alternate Bid of boring pavement and driveways instead of open cuts with pavement patching. Ve would note that the original project scope included other water and sewer line projects which were deleted from this contract due to difficulties in obtaining easements and 1901 CENTRAL DR., SUITE 550 · BEDFORD, TEXAS 76021 . 817/283-6211 . METRO/267-3367 I ' · . Ie I I I I I I I Ie I I I I I I I Ie I April 18, 1989 MISC. VATER AND SEVER IMPROVEMENTS Page 2 rights-of-ways. This is the primary reason for the excess in funds available. In the absence of any negtive reports concerning the low bidder, Bil-Mik, Inc., 11885 Alta Vista, Keller, Texas, 76248, we would recommend award to that company in the amount of $299,627.85 for a period of 130 Calendar Days. Ye will be present at the Apri124, 1989, Council meeting to answer any questions you may have concerning this project. ~ RICHARD Y. ALBIN, P.E. RYA/ra Enclosures cc: Mr. Dennis Horvath, Senior Assistant City Manager Mr. Greg Dickens, P.E., Director of Public Yorks Mr. Lee Maness, Director of Finance Mr. Larry Jones, City Inspector