HomeMy WebLinkAboutCity Council-Agenda Packets-Worksession-5/28/2014City of Colleyville Page 1
City of Colleyville
City Council Worksession
Agenda
City Hall
100 Main Street
Colleyville, Texas 76034
817. 503.1000
www.colleyville.com
Wednesday, May 28, 2014
5:30 p.m.
Executive Conference Room
Third Floor, City Hall
1.CALL TO ORDER
2.EXECUTIVE SESSION - In accordance with Texas Government Code,
Chapter 551, Subchapter D
Section 551.072 - Real Estate - Deliberate the purchase, exchange, lease, or value
of real property for City facilities
3.PRESENTATION AND DISCUSSION
3a Presentation and discussion of an update to the Strategic Plan
3b Financial Forecast and Draft Capital Improvement Plan (CIP)
3c Presentation and discussion of the Senior Center
3d Presentation and discussion of compensation and market analysis
3e Presentation and discussion of other items with budgetary impact
4.ADJOURNMENT
I hereby certify this agenda was posted on City Hall bulletin boards Friday, May 23, 2014
by 5:00 p.m.
Amy Shelley, TRMC
City Secretary
Any matter on this agenda may, at the discretion of the governing body, be opened for
public comment and discussion.
If you plan to attend this public meeting and have a disability that requires special
accommodations, please advise the City Secretary at least 48 hours in advance at
817.503.1133, and reasonable accommodations will be made to assist you.
City of Colleyville Page 1
City of Colleyville
Colleyville City Council
Worksession
Agenda Briefing
City Hall
100 Main Street
Colleyville, Texas 76034
www.colleyville.com
Agenda Number Agenda Date 05/28/2014 Number
Type Executive Session
Department City Secretary
Title
Section 551.072 - Real Estate - Deliberate the purchase, exchange, lease, or value of
real property for City facilities
City of Colleyville Page 1
City of Colleyville
Colleyville City Council
Worksession
Agenda Briefing
City Hall
100 Main Street
Colleyville, Texas 76034
www.colleyville.com
Agenda Number 3a Agenda Date 05/28/2014 Number
Type Presentation and Discussion
Department City Manager
Title
Presentation and discussion of an update to the Strategic Plan
Explanation
The purpose of this agenda item is to discuss the City of Colleyville's current Strategic
Plan and proposed updates in the constant improvement of our Strategic Management
System.
Prior to 2009, the City operated under an annual workplan, which contained annual
goals and objectives as determined by City Council and staff. The economic recession
that began in 2008 prompted the City to reevaluate services to ensure alignment with
the community's highest priorities. Therefore, in November 2009, the City Council
adopted the City's first Strategic Plan. This plan defined the City's long-term focus
areas, as well as shorter term objectives, providing staff with consistent direction for
where and how our resources should be targeted. This plan was amended in 2012 to
re-emphasize our focus on economic development and core service delivery. A current
version is attached.
Since the adoption of that initial plan, several other elements have been added to
create an overall Strategic Management System including a biennial citizen and
employee survey, departmental business plans, quarterly performance reports, a
dashboard flier, and The Colleyville Way, a document which describes and
operationalizes our values and assists in holding all employees accountable for the
same expectations. This document has also been attached.
Regular evaluation, and re-evaluation of our efforts ensures that our progress is
intentional, and in the right direction. Staff will present the next steps proposed to
continue our constant work to deliver financial and performance accountability,
transparency, maintained focus, and alignment of resources with priorities.
Attachments
1.2012 Strategic Plan
2.The Colleyville Way
3.Presentation on Strategic Management System Update
STRATEGIC PLAN
Vision
Colleyville is a model city with attention to being an efficient and attractive neighborhood-
oriented community sensitive to our history, resources and residents.
Mission Values
The mission of the City of Colleyville is to
provide unique customer service through our
tradition of excellent stewardship, employee
innovation and integrity.
Integrity
Service
Innovation
Strategic Points
Make a long-term commitment to economic development
and promote a more diversified tax base
• Protect and preserve commercial development along Colleyville Blvd. in order
to maximize the highest and best use of the City’s primary commercial
corridor.
• Mitigate the economic impact of roadway reconstruction.
• Work with property owners and representatives to master plan the remaining
large, undeveloped tracts of commercial property.
• Promote a destination / visitor’s economy.
• Pursue opportunities to advance small business development and create
business incubators in order to nurture the commercial tax base.
• Market Colleyville as a medical specialist, procedure and laboratory center.
• Encourage commercial development along Precinct Line Road.
• Promote the retention and support of local businesses.
Foster excellence in core service delivery
• Ensure adequate resources for the community’s public safety priorities.
• Provide adequate reinvestment to ensure high quality infrastructure.
• Provide premier parks, open spaces and neighborhood connectivity.
• Promote life-long learning and community engagement through the Colleyville
Public Library.
• Maintain a reputation for high quality and unique customer service.
Protect and preserve Colleyville’s neighborhoods
• Preserve Colleyville’s unique, rural neighborhoods and high property
values.
• Mitigate the impact of aging infrastructure.
• Utilize partnerships to enhance safety and security and community
amenities.
• Continue mobility enhancements that complement neighborhoods.
Deliver sustainable government
• Weigh and evaluate citizen expectations in relation to City build out and
available revenues.
• Seek innovative technology solutions where appropriate.
• Identify alternatives to increasing costs of service delivery.
• Deliver fiscally responsible government.
• Attract and retain high quality employees.
Brand Colleyville with a unique identity
• Celebrate and promote Colleyville’s willingness to be unique / set apart
from other cities.
• Capitalize on Colleyville’s small town feel in the middle of the metroplex.
• Continue to provide a unique public assembly facility that stimulates
economic activity and promotes community interaction.
• Celebrate Colleyville’s unique destinations.
Integrity Service Innovation
Who we are and what we value = THE COLLEYVILLE WAY
In
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We have an unwavering commitment to doing what is right through honesty and respect
• We are personally responsible and accountable for maintaining the public’s trust
• We are truthful and genuine
• We are engaged and involved
• We display humility
• We make decisions based on fairness and consistency
• We treat others with dignity and respect and self-assess before assessing others
• We are loyal and committed to our community, citizens, the City Council, coworkers, and to the
organization
• We insist on transparency and open, honest, consistent, and frequent communication
• We view mistakes as learning opportunities and recognize that they do not matter as much as
how we respond to them
• We are politically astute
• We foster a collaborative and safe work environment
• We work Citywide as a team and do not tolerate fragmented thoughts or actions
Se
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We work together in a positive and responsive manner that is summed up as: we care and we
effectively deliver. We deliver unique customer service by:
• Being available, approachable and visible
• Responsiveness with a sense of urgency
• Listening
• Empowerment, problem solving and working to minimize bureaucracy
• Being prepared, proactive, results oriented, and flexible
• Doing more than asked
• Being cooperative and considerate of our actions on others
• Follow through/follow up
• Creating positive work environments
• Having accurate, reliable and readily available data to make decisions, rather than with emotion
or the way we have always done it
In
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We explore efficient and productive ways to ensure excellent stewardship of the City’s resources by:
• Finding efficiencies, reducing costs and improving processes without being directed
• Helping others be more productive by constantly improving the work environment
• Fostering creative, unique ideas, both individually and in teams to improve service to customers
• Viewing change as the norm, rather than the exception
• Taking initiative to make continuous improvements that are sustainable in the long-term
• Empowerment to make a positive difference
• Forward, progressive and strategic thinking and resistance of the status quo
• Employee improvement through personal and professional development
V.1 September 2013
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City of Colleyville Page 1
City of Colleyville
Colleyville City Council
Worksession
Agenda Briefing
City Hall
100 Main Street
Colleyville, Texas 76034
www.colleyville.com
Agenda Number 3b Agenda Date 05/28/2014 Number
Type Presentation and Discussion
Department City Manager
Title
Financial Forecast and Draft Capital Improvement Plan (CIP)
Explanation
The purpose of this item is to provide a presentation and discussion of the financial
outlook for all major operating funds. The financial forecast for each operating fund
includes revenue projections and identified funding commitments not only for Fiscal
Year 2015 (FY 2015), but for several future years as well.
Fiscal Year 2015 department budget requests have been submitted and include
additional funding requests that are available for consideration. While the total of all
funding requests exceeds the projected revenue available for allocation, the requests
will be prioritized and funded to the extent possible so that a balanced budget is
proposed to the City Council in August 2014.
Capital Improvement Project (CIP) requests have also been submitted for all projects
identified as important to consider in the next 10 years. Staff will review the projects
already approved in the FY 2014-2018 CIP, cost increases for approved projects, and
new project requests. Staff will also provide recommendations for how to balance the
FY 2015 CIP, which must be balanced, as it is formally adopted with the FY 2015
budget.
Staff seeks and welcomes the input and direction of the City Council in the budget
process and in the identification of funding priorities.
Attachments
1.Financial Forecast and Draft CIP presentation
2.CIP 2015-2018
3.CIP Project Pool
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Estimated Project Cost
Bo
i
l
e
r
Re
p
l
a
c
e
m
e
n
t
‐City Hall$107,900
Ca
r
p
e
t
an
d
VC
T
T
i
l
e
‐City Hall$102,433
Ca
r
p
e
t
an
d
VC
T
T
i
l
e
‐Justice Center$88,052
Ca
r
p
e
t
an
d
VC
T
T
i
l
e
‐Library$98,055
Co
n
s
t
r
u
c
t
Fr
o
n
t
i
e
r
Court$1,266,000
Fi
r
e
St
a
t
i
o
n
Do
o
r
Replacement$130,000
Fl
o
o
d
Ga
t
e
s
Upgrade$365,020
HV
A
C
Re
p
l
a
c
e
m
e
n
t
‐City Hall/Library$273,000
HV
A
C
Re
p
l
a
c
e
m
e
n
t
‐Justice Center$237,000
L.
D
.
Lo
c
k
e
t
t
Road$5,000,000
Li
b
r
a
r
y
Fo
u
n
t
a
i
n
Repair$70,447
Me
t
a
l
Ro
o
f
Co
a
t
i
n
g
‐Justice Center$212,800
Re
c
o
n
s
t
r
u
c
t
Pl
e
a
s
a
n
t
Run (3‐John McCain to
No
r
t
h
Ci
t
y
Limits)$1,699,850
Re
c
o
n
s
t
r
u
c
t
i
o
n
of Bedford Road$2,400,000
Re
c
o
n
s
t
r
u
c
t
i
o
n
of BransfordRoad $3,750,000
Re
c
o
n
s
t
r
u
c
t
i
o
n
of
John McCain Road$4,500,000
Re
c
o
n
s
t
r
u
c
t
i
o
n
of Roberts Road$1,200,950
Re
c
o
n
s
t
r
u
c
t
i
o
n
WestcoatDrive$3,150,000
Re
h
a
b
i
l
i
t
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t
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r
e
e
t
s
in Sunrise
Te
r
r
a
c
e
/
B
r
i
g
h
t
o
n
Oaks$1,730,200
Ro
o
f
Re
p
a
i
r
‐
Justice Center$116,227
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Es
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FY 2015 to FY 2018
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1
8
CI
P
Install Quiet Zones$1,600,921 ‐‐‐$1,280,737 ‐‐‐‐‐‐‐‐$320,184$1,600,921 ‐
Temporary Repair of Whites Chapel Road Bridge$150,000 ‐‐‐‐$150,000 ‐‐‐‐‐‐‐‐$150,000 ‐
Reconstruct Bedford Road Retaining Wall$350,163 ‐‐‐‐$300,050 ‐‐‐‐‐‐‐‐$300,050$50,113
Construct New Trail$150,000$150,000 ‐‐‐‐‐‐‐‐‐‐‐‐$150,000 ‐
Construct Cottonbelt Trail Spur$165,000$165,000 ‐‐‐‐‐‐‐‐‐‐‐‐$165,000 ‐
2015 Miscellaneous Concrete Repairs$422,300 ‐‐‐‐$422,300 ‐‐‐‐‐‐‐‐$422,300 ‐
Reconstruct Streets in Western Trails$1,778,695 ‐‐‐‐$1,277,058 ‐‐‐‐‐‐$100,000 ‐$1,377,058$401,637
Rehabilitate Jackson Road$267,400 ‐‐‐‐$151,000 ‐‐‐‐‐‐‐‐$151,000$116,400
Design Pleasant Run (1‐Shelton to Tinker)$126,000 ‐‐‐‐$91,000 ‐‐‐‐‐‐‐‐$91,000$35,000
Pavement Markings$100,000 ‐‐‐‐$100,000 ‐‐‐‐‐‐‐‐$100,000 ‐
Construct Glade Road$4,241,628 ‐‐‐‐‐‐‐$3,507,875 ‐‐‐‐‐$3,507,875$733,754
Upsize Utility Lines (Reagan Estates)$662,648 ‐$347,593 ‐‐‐‐‐‐‐$250,000$52,616 ‐‐$650,209$12,439
Service Center ‐ Design$250,000 ‐‐‐‐‐$250,000 ‐‐‐‐‐‐‐$250,000 ‐
Fiber Build Phase 1$237,000 ‐‐‐‐‐‐‐‐$237,000 ‐‐‐‐$237,000 ‐
Pleasant Run Park and Soccer Field Improvements$200,000 ‐‐‐‐‐‐$200,000 ‐‐‐‐‐‐$200,000 ‐
Construct SH26, Phase II$14,000,000 ‐‐‐$14,000,000 ‐‐.‐‐‐‐‐‐$14,000,000 ‐
Miscellaneous Major Asphalt Maintenance$400,000 ‐‐‐‐‐‐‐‐‐‐‐‐‐$0 $400,000
Construct New Trail$150,000$150,000 ‐‐‐‐‐‐‐‐‐‐‐‐$150,000 ‐
Reconstruct Pleasant Run (1‐Shelton to Tinker)$933,920 ‐‐$60,542 ‐$795,625 ‐‐‐‐‐‐‐‐$856,167$77,753
Rehabilitate Streets in Western Trails Subdivision$828,120 ‐‐‐‐$737,770 ‐‐‐‐‐‐‐‐$737,770$90,350
Design Pleasant Run (2‐Tinker Road to John McCain)$321,000 ‐‐$88,002 ‐$112,998 ‐‐‐‐‐‐‐‐$201,000$120,000
2016 Miscellaneous Concrete Repair$422,300 ‐‐‐‐$422,300 ‐‐‐‐‐‐‐‐$422,300 ‐
Rehabilitate Bandit Trail ‐ 2016 Country Project$151,000 ‐‐‐‐$151,000 ‐‐‐‐‐‐‐‐$151,000 ‐
Design Pleasant Run (3‐John McCain to North City Limits)$226,680 ‐‐$88,002 ‐$42,998 ‐‐‐‐‐‐‐‐$131,000$95,680
Pavement Markings$100,000 ‐‐‐‐$100,000 ‐‐‐‐‐‐‐‐$100,000 ‐
Construct Glade Road$4,294,747 ‐‐‐‐‐‐‐$2,479,250 ‐‐‐‐‐$2,479,250$1,815,497
Fiber Build Phase 2$71,000 ‐‐‐‐‐‐‐‐‐‐‐‐‐$0$71,000
Upsize Utility Lines (Sunrise Terrace, Brighton Oaks) (MOVE TO 2018)$1,889,243 ‐$1,583,320 ‐‐‐‐‐‐‐$250,000 ‐‐‐$1,833,320$55,923
Miscellaneous Major Asphalt Maintenance$400,000 ‐‐‐‐‐‐‐‐‐‐‐‐‐$0$400,000
Construct New Trail$150,000$150,000 ‐‐‐‐‐‐‐‐‐‐‐‐$150,000 ‐
2017 Miscellaneous Concrete Repair$414,050 ‐‐‐‐$414,050 ‐‐‐‐‐‐‐‐$414,050 ‐
Rehabilitate Streets TBD (2017 County Project)$201,000 ‐‐‐‐$151,000 ‐‐‐‐‐‐‐‐$151,000$50,000
Rehabilitate Pecan Park and Sand Oaks $1,718,540 ‐‐$9,394 ‐$1,506,670 ‐‐‐‐‐‐‐‐$1,516,064$202,476
Construct Glade Road$1,293,958 ‐‐‐‐‐‐‐$1,503,376 ‐‐‐‐‐$1,503,376 ‐
Design Reconstruction of Roberts Road$152,880 ‐‐‐‐$100,000 ‐‐‐‐‐‐‐‐$100,000$52,880
Upsize Utility Lines (Woodbriar/Quail Crest Estates)$2,161,141 ‐$1,447,035 ‐‐‐‐‐‐‐$250,000 ‐‐‐$1,697,035$464,106
Fiber Build Phase 3$86,700 ‐‐‐‐‐‐‐‐$86,700 ‐‐‐‐$86,700 ‐
Pavement Markings$100,000 ‐‐‐‐‐‐‐‐‐‐‐‐‐$0$100,000
Miscellaneous Major Asphalt Maintenance$400,000 ‐‐‐‐‐‐‐‐‐‐‐‐‐$0$400,000
Senior Center Renovation, Phase I$1,000,000$1,000,000 ‐‐‐‐‐‐‐‐‐‐‐‐$1,000,000 ‐
Construct Pleasant Run Trail (2‐Tinker to John McCain)$300,000$300,000 ‐‐‐‐‐‐‐‐‐‐‐‐$300,000 ‐
Rehabilitate Streets in Woodbriar, Quail Crest Estates (UT17‐001)$1,984,400 ‐‐‐‐$543,269 ‐‐‐‐‐‐$900,000 ‐$1,443,269$541,131
2018 Miscellaneous Concrete Repair$264,050 ‐‐‐‐$264,050 ‐‐‐‐‐‐‐‐$264,050 ‐
Rehabilitate Streets TBD ‐ 2018 County Road Project$211,000 ‐‐‐‐$151,000 ‐‐‐‐‐‐‐‐$151,000$60,000
Reconstruct Pleasant Run (2‐Tinker to John McCain)$2,396,150 ‐‐‐‐$1,799,959 ‐‐‐‐‐‐$300,000 ‐$2,099,959$296,191
Construct Glade Road$2,523,560 ‐‐‐‐‐‐‐$1,002,250 ‐‐‐‐‐$1,002,250$1,521,310
Pavement Markings$100,000 ‐‐‐‐‐‐‐‐‐‐‐‐‐$0$100,000
Miscellaneous Major Asphalt Maintenance$400,000 ‐‐‐‐‐‐‐‐‐‐‐‐‐$0$400,000
Available Funding Sources
20
1
5
20
1
6
20
1
7
20
1
8
Page 1 of 1 Pages
City of Colleyville
Capital Improvement Program
Project Pool
Project Estimated
Project Cost Project Estimated
Project Cost
(2019) Construct Glade Road$2,990,925(2023) Pavement Markings$100,000
(2019) Construct New Trail$150,000(2023) Rehabilitate Streets TBD ‐ 2023 County Road Project$260,000
(2019) Miscellaneous Concrete Repair$500,000(2023) Rehabilitate Streets TBD 2023$1,000,000
(2019) Miscellaneous Major Asphalt Maintenance$400,000(2024) Construct Glade Road$2,954,000
(2019) Pavement Markings$100,000(2024) Construct New Trail$150,000
(2019) Rehabilitate Streets ‐ 2019 County Road Project$221,000(2024) Miscellaneous Concrete Repair$500,000
(2020) Construct New Trail$150,000(2024) Miscellaneous Major Asphalt Maintenance$400,000
(2020) Miscellaneous Concrete Repair$500,000(2024) Pavement Markings$100,000
(2020) Miscellaneous Major Asphalt Maintenance$400,000(2024) Rehabilitate Streets TBD ‐ 2024 County Road Project$270,000
(2020) Pavement Markings$100,000(2024) Rehabilitate Streets TBD 2024$1,000,000
(2020) Rehabilitate Streets TBD ‐ 2020 County Road
Project $230,000Boiler Replacement ‐ City Hall$107,900
(2020) Rehabilitate Streets TBD 2020$1,000,000Carpet and VCT Tile ‐ City Hall$102,433
(2021) Construct Glade Road$2,180,685Carpet and VCT Tile ‐ Justice Center$88,052
(2021) Construct New Trail$150,000Carpet and VCT Tile ‐ Library$98,055
(2021) Miscellaneous Concrete Repair$500,000Construct Frontier Court$1,266,000
(2021) Miscellaneous Major Asphalt Maintenance$400,000Fire Station Door Replacement$130,000
(2021) Pavement Markings$100,000Flood Gates Upgrade$365,020
(2021) Rehabilitate Streets TBD ‐ 2021 County Road
Project $240,000HVAC Replacement ‐ City Hall/Library$273,000
(2021) Rehabilitate Streets TBD 2021$1,000,000HVAC Replacement ‐ Justice Center$237,000
(2021) Senior Center Renovation, Phase II$2,000,000L.D. Lockett Road$5,000,000
(2021) Service Center ‐ Construction$3,500,000Library Fountain Repair$70,447
(2022) Construct New Trail$150,000Metal Roof Coating ‐ Justice Center$212,800
(2022) Miscellaneous Concrete Repair$500,000 Reconstruct Pleasant Run (3‐John McCain to North City
Limits)$1,699,850
(2022) Miscellaneous Major Asphalt Maintenance$400,000Reconstruction of Bedford Road$2,400,000
(2022) Pavement Markings$100,000Reconstruction of Bransford Road $3,750,000
(2022) Rehabilitate Streets TBD ‐ 2022 County Road
Project $250,000Reconstruction of John McCain Road$4,500,000
(2022) Rehabilitate Streets TBD 2022$1,000,000Reconstruction of Roberts Road$1,200,950
(2023) Construct New Trail$150,000Reconstruction Westcoat Drive$3,150,000
(2023) Miscellaneous Concrete Repair$500,000Rehabilitate Streets in Sunrise Terrace/Brighton Oaks$1,730,200
(2023) Miscellaneous Major Asphalt Maintenance$400,000Roof Repair ‐ Justice Center$116,227
City of Colleyville Page 1
City of Colleyville
Colleyville City Council
Worksession
Agenda Briefing
City Hall
100 Main Street
Colleyville, Texas 76034
www.colleyville.com
Agenda Number 3c Agenda Date 05/28/2014 Number
Type Presentation and Discussion
Department Parks and Recreation
Title
Presentation and discussion of the Senior Center
Explanation
The 2011 Parks, Recreation, and Open Space Master Plan adopted in December 2011,
recommended a study be conducted of the Colleyville Senior Center for use, programs,
and renovations.
Specifically, the study stated:
"While the desire for a recreation center exists and has been noted in this Master Plan,
as well as the 2002 master plan, the current economic climate suggests that the City
should seek alternative ways to meet the community's recreation needs. It may be
desirable to rebrand the Senior Center to reflect a more community oriented operation
without decreasing the programming opportunities for adults 50 and older."
In April 2013, Hidell and Associates Architects, Inc. (Hidell) were engaged to perform
the comprehensive study of the existing Colleyville Senior Center facility. The purpose
of the study was to establish both the physical and aesthetic requirements, identifying
space, occupancy, equipment, programs, and adjacency changes required to maximize
the utilization of the existing facility to accommodate programming needs for seniors,
adults, and youth.
Working with staff, Hidell performed an analysis of the existing facility to determine
physical condition, layout, and program efficiency. A set of peer cities were
determined for evaluation. Hidell performed tours of other area facilities to evaluate
facility layout, hours of operation, staffing, and available programming. This
information was presented in a public focus group session in June 2013. During the
focus group session, current and future needs were discussed, resulting in a prioritized
wish list for any future modifications to the facility.
The City also performed a public survey in August 2013 to gain additional input
regarding the current and future programming, use, and needs of the facility. The
survey results, combined with the focus group information, was used to establish goals
for future program development, and identify potential service models and standards.
Utilizing the acquired data, Hidell worked with staff to develop several reorganization
City Council Worksession Agenda Briefing 3c
City of Colleyville Page 2
options to transform the facility's spaces in order to maximize program opportunities
and make better and more efficient use of the building.
On January 6, 2014, Aaron Babcock of Hidell and Associates Architects, Inc. presented
the findings of the study and two facility reconfiguration options to the Parks and
Recreation Advisory Board and the Senior Center Advisory Committee. Plan Option 1
was the facility reconfiguration recommendation of both the Parks and Recreation
Advisory Board and Senior Center Advisory Committee, due to the flexibility of future
use.
On February 4, 2014, Mr. Babcock presented the findings of the study and the two
facility reconfiguration options to the City Council for review (see attached
presentation). There was detailed analysis of each individual space in terms of current
and proposed use for fitness, group activities, or social activities. The primary
difference in the two presented reconfiguration options was the placement of the
Recreation offices. At that meeting, City Council directed staff to evaluate phasing
options of the project, focusing the initial priority on connecting the main building with
the building annex, which is physically separated from the main building by an exterior
walk, creating access and security issues for users and staff. Hidell worked with staff
to develop two options for a phased construction plan, with the first phase resolving
the access and security issues with the current configuration.
Aaron Babcock, Hidell and Associates Architects, Inc. will present the phased
construction options and cost summaries for the Senior Center Project to the City
Council.
Attachments
1.Senior Center presentation to City Council February 4, 2014
2.Colleyville Senior Center presentation - May 28, 2014
Prepared by Hidell and Associates Architects, Inc.
CITY OF COLLEYVILLE
COLLEYVILLE SENIOR CENTER
Presentation to City Council February 4, 2014
Prepared by Hidell and Associates Architects, Inc.
CITY OF COLLEYVILLE
COLLEYVILLE SENIOR CENTER
TRANSFORMATION
IMPLEMENT
ASSESS NEEDS DEVELOP A PLAN IMPLEMENT
Review Review
COLLEYVILLE DEMOGRAPHICS
ANALYZE
WHO IS A COLLEYVILLE RESIDENT?
45-49
POPULATION AGE BREAKDOWN
TYPICAL COLLEYVILLE RESIDENT
CITY OF COLLEYVILLE DEMOGRAPHICS
50-64 19-44 0-18 65+
29% 11.4% 28.8% 19.3% 11.5%
YOUTH ADULTS ACTIVE ADULTS
37.2
COLLEYVILLE
33.6
43.2
TEXAS US
MEDIAN AGE
Highly Educated (Bachelor’s Degree or Higher) ……………64.3%
Homeownership Rate……………………………………………………96.4%
Persons per Household………………………………………………….2.90
Median Household Income……………………………………$159,982
*70% Enjoy outdoor activities such as walking and biking
*72% Support diversity of park amenities (pavilions, trails, courts, playgrounds, etc.)
SIZE OF COLLEYVILLE
Estimated Residents (2013) ……………………………………….23,270
No. of Households………………………………………………………..8,272
Projected build-out population…………………………………..25,304
* Based upon 2011 Parks, Recreation and Open Space Master Plan
PEER CITIES
SOUTHLAKE NORTH RICHLAND HILLS GRAPEVINE HURST KELLER COPPELL BEDFORD EULESS
ANALYZE
HOW DOES THAT COMPARE TO PEER CITIES?
COLLEYVILLE
EULESS
GRAPEVINE
KELLER
NORTH RICHLAND HILLS
COPPELL
PEER CITIES DEMOGRAPHICS
55+
50+
60+
55+
60+
55+
55+
55+
BEDFORD
55+
HURST
SOUTHLAKE
ENRICHMENT PROGRAMMING
ANALYZE
WHAT PROGRAMMING DOES COLLEYVILLE OFFER?
COLLEYVILLE ENRICHMENT PROGRAMS
ENRICHMENT PROGRAMS FACILITIES
MONTHLY ACTIVITIES
•String-Along-With-Us
•Genealogy Group
•Theater Workshop
•Law, Politics, and Finance Forum
•Blood Pressure Checks
•Meals on Wheels
•Movie Day
ADULT HEALTH & FITNESS
•Beginner Yoga
•Intermediate Yoga
•Gentle Stretch Yoga
•Hatha Yoga
•Yoga for Active Adults
•Ballroom Dance
•Zumba
•Tai Chi – Yang Style
•Tai Chi – for Arthritis
•Jazzercise
•Jazzercise – Body Sculpting
•Youth League Sports
YOUTH PROGRAMMING
•Texas Junior Anglers
•Haunted Trails
Colleyville Nature Center
Colleyville Parks
Colleyville Center
Compass Church
GCISD Facilities
Rock House at McPherson Park
Senior Center
YOUTH PROGRAMMING
•Youth League Sports
•Girls on the Run
ACTIVE ADULT PROGRAMMING
•Senior Prom
YOUTH PROGRAMMING
•Babysitter Course
•Tot Tumbling and Sports
•Jo-Ann’s Little Dancers
•Keyboard / Piano
•The Brain Club
•Paint Me a Story
•Kids on Canvas
YOUTH PROGRAMMING
•Winter Ball
•Bunny Brunch
ADULT PROGRAMMING
•Dog Conformation
ADULT PROGRAMMING
•Manual Control for SLR Cameras
•Introduction to Photo Editing
YOUTH PROGRAMMING
•Volleyball Mini Camp
•Girls Youth Volleyball
•Spring Break Camps
•Summer Camps
YOUTH PROGRAMMING
•Spring Break Camps
•Summer Camps
•White Elephant Bingo
•Breakfast –in-a-Bag
•Trivia League
•Lunch and Learn
•Card Games
•Photos & Stories
ADULT PROGRAMMING
•Computer Training
PEER CITIES
SOUTHLAKE NORTH RICHLAND HILLS GRAPEVINE HURST KELLER COPPELL BEDFORD EULESS
ANALYZE
HOW DOES THAT COMPARE TO PEER CITIES PROGRAMMING?
PROGRAMMING CATEGORIES
GROUP ACTIVITIES
PROGRAMS CATEGORIES
SOCIAL ACTIVITIES
FITNESS
Health & Wellness
Arts & Crafts
Social Programs
Group Fitness
Individual Fitness
Aquatics
Travel
Preschool
Spring Break Camps
Summer Camps
Aquatics
Health & Wellness
Outdoor Adventure
Group Fitness
Individual Fitness
Aquatics
Youth League Sports
Youth Sports Assoc.
Adult League Sports
Dances
Holiday Events
Pet Events
Concerts
PEER CITY ENRICHMENT PROGRAMS
Experienced Adult
Enrichment
Programs
Special
Events
Youth
Enrichment
Programs Athletics
Adult
Enrichment
Programs
ZUMBA
SILVERSNEAKERS FITNESS
CIRCUIT TRAINING
GROUP EXERCISE
JAZZERCISE
FLOOR AEROBICS
DVD EXERCISE
CHAIR EXERCISE YOGA
TAI CHI
GROUP FITNESS INDIVIDUAL FITNESS
CARDIO
STRENGTH TRAINING
SLOW BURN FITNESS
DANCING AQUATICS FITNESS
PEER CITY FITNESS PROGRAMS
PEER CITY GROUP ACTIVITIES
Jewelry Making
Ceramics Card Making
Pottery
Computer
Training
Quilting
Beading
Embroidery
Glass Fusion
Zentangle
Crochet
Woodcarving
Drawing
Acrylic Painting
Watercolor Painting
Oil Painting
Origami
Deco Mesh
Floral Arrangement
Nutritional
Training
Lunch & Learn
Life Long
Learning
GAMES
SPECIAL
EVENTS
TRIPS BILLIARDS PUZZLES PICKLEBALL DINING DANCING
PEER CITY SOCIAL GAMES/PROGRAMS
GAMES
SENIOR AND COMMUNITY CENTER AT
GRAPEVINE SPRINGS
(M-S 48 HOURS)
COLLEYVILLE
FACILITY NAME
(HOURS OF OPERATION)
(TUESDAY – FRIDAY 28 HOURS)
EULESS
GRAPEVINE
KELLER
NORTH RICHLAND HILLS
COPPELL
PEER CITIES HOURS OF OPERATION
BEDFORD
HURST
SOUTHLAKE
NRH CENTRE
(M-SU 100.5 HOURS)
EULESS FAMILY LIFE CENTER
(M-SU 77 HOURS)
SENIOR ACTIVITY CENTER
(M-F 35 HOURS)
SENIOR ACTIVITY CENTER
(M-F 62 HOURS)
SENIOR ACTIVITY CENTER
(M-F 37.5 HOURS)
BOYS RANCH ACTIVITIES CENTER
(M-SU 69 HOURS)
SENIOR ACTIVITY CENTER
(M-T 28 HOURS)
CAC
(M-SU 95.5 HOURS)
THE POINTE
(M-SU 104 HOURS)
Colleyville Residents Using
Facilities
NA
560*
516*
31*
113*
37*
NA
* Information was verified through peer cities park and recreation departments.
575*
EXISTING FACILITY
ANALYZE
WHAT IS THE EXISTING FACILITY’S CONFIGURATION?
COLLEYVILLE SENIOR CENTER
PREPARED BY HIDELL AND ASSOCIATES ARCHITECTS, INC.
ANNEX
MAIN BUILDING
ENTRY
EXISTING FACILITY CONFIGURATION
Library
•Utilized as a Library/reading room
COLLEYVILLE SENIOR CENTER
Entry
•Configuration requires staff
position
Oklahoma Room
•Utilized for individual fitness
equipment
•Configuration does not allow for
proper arrangement of
equipment
Louisiana
•Utilized for games and group
meetings
Lounge / Kitchen
•Utilized for social
gathering/events
•Size and configuration
limits possible use
Texas Room
•Utilized for dance and fitness
programming
•Configuration allows for flexible
configuration
Storage Room
•Utilized for furniture and
equipment storage.
•Size is adequate
•Configuration does not allow for
maximum storage
Bluebonnet Room
•Utilized for Games and Art
•Furniture configuration - table and
chairs
•Configuration does not allow for
flexibility
Rio Grande Room
•Computer classroom configuration
•Utilized for Computer Training
•Configuration does not allow for
flexibility
Main Room
•Utilized for fitness, art, games,
meals, and special programs
•Furniture configuration – chairs,
table and chairs, or open
•Configuration allows for flexibility
EXISTING FACILITY CONFIGURATION
New Mexico
•Utilized for games and group
meetings
Recreation Offices
•Utilized for administration
•Configuration limits
productive workflow
PREPARED BY HIDELL AND ASSOCIATES ARCHITECTS, INC.
Existing Restrooms
•Number of Toilets does not meet
code
Library
•Utilized as a Library/reading room
COLLEYVILLE SENIOR CENTER
Entry
•Configuration requires staff
position
Oklahoma Room
•Utilized for individual fitness
equipment
•Configuration does not allow for
proper arrangement of
equipment
Louisiana
•Utilized for games and group
meetings
Lounge / Kitchen
•Utilized for social
gathering/events
•Size and configuration
limits possible use
Texas Room
•Utilized for dance and fitness
programming
•Configuration allows for flexible
configuration
Storage Room
•Utilized for furniture and
equipment storage.
•Size is adequate
•Configuration does not allow for
maximum storage
Bluebonnet Room
•Utilized for Games and Art
•Furniture configuration - table and
chairs
•Configuration does not allow for
flexibility
Rio Grande Room
•Computer classroom configuration
•Utilized for Computer Training
•Configuration does not allow for
flexibility
Main Room
•Utilized for fitness, art, games,
meals, and special programs
•Furniture configuration – chairs,
table and chairs, or open
•Configuration allows for flexibility New Mexico
•Utilized for games and group
meetings
Recreation Offices
•Utilized for administration
•Configuration limits
productive workflow
PREPARED BY HIDELL AND ASSOCIATES ARCHITECTS, INC.
Existing Restrooms
•Number of Toilets does not meet
code
EXISTING FACILITY CONFIGURATION
Library
•Utilized as a Library/reading room
COLLEYVILLE SENIOR CENTER
Entry
•Configuration requires staff
position
Oklahoma Room
•Utilized for individual fitness
equipment
•Configuration does not allow for
proper arrangement of
equipment
Louisiana
•Utilized for games and group
meetings
Lounge / Kitchen
•Utilized for social
gathering/events
•Size and configuration
limits possible use
Texas Room
•Utilized for dance and fitness
programming
•Configuration allows for flexible
configuration
Storage Room
•Utilized for furniture and
equipment storage.
•Size is adequate
•Configuration does not allow for
maximum storage
Bluebonnet Room
•Utilized for Games and Art
•Furniture configuration - table and
chairs
•Configuration does not allow for
flexibility
Rio Grande Room
•Computer classroom configuration
•Utilized for Computer Training
•Configuration does not allow for
flexibility
Main Room
•Utilized for fitness, art, games,
meals, and special programs
•Furniture configuration – chairs,
table and chairs, or open
•Configuration allows for flexibility New Mexico
•Utilized for games and group
meetings
Recreation Offices
•Utilized for administration
•Configuration limits
productive workflow
Existing Restrooms
•Number of Toilets does not meet
code
EXISTING FACILITY CONFIGURATION
Library
•Utilized as a Library/reading room
COLLEYVILLE SENIOR CENTER
Entry
•Configuration requires staff
position
Oklahoma Room
•Utilized for individual fitness
equipment
•Configuration does not allow for
proper arrangement of
equipment
Louisiana
•Utilized for games and group
meetings
Lounge / Kitchen
•Utilized for social
gathering/events
•Size and configuration
limits possible use
Texas Room
•Utilized for dance and fitness
programming
•Configuration allows for flexible
configuration
Storage Room
•Utilized for furniture and
equipment storage.
•Size is adequate
•Configuration does not allow for
maximum storage
Bluebonnet Room
•Utilized for Games and Art
•Furniture configuration - table and
chairs
•Configuration does not allow for
flexibility
Rio Grande Room
•Computer classroom configuration
•Utilized for Computer Training
•Configuration does not allow for
flexibility
Main Room
•Utilized for fitness, art, games,
meals, and special programs
•Furniture configuration – chairs,
table and chairs, or open
•Configuration allows for flexibility New Mexico
•Utilized for games and group
meetings
Recreation Offices
•Utilized for administration
•Configuration limits
productive workflow
Existing Restrooms
•Number of Toilets does not meet
code
EXISTING FACILITY CONFIGURATION
Library
•Utilized as a Library/reading room
COLLEYVILLE SENIOR CENTER
Entry
•Configuration requires staff
position
Oklahoma Room
•Utilized for individual fitness
equipment
•Configuration does not allow for
proper arrangement of
equipment
Louisiana
•Utilized for games and group
meetings
Lounge / Kitchen
•Utilized for social
gathering/events
•Size and configuration
limits possible use
Texas Room
•Utilized for dance and fitness
programming
•Configuration allows for flexible
configuration
Storage Room
•Utilized for furniture and
equipment storage.
•Size is adequate
•Configuration does not allow for
maximum storage
Bluebonnet Room
•Utilized for Games and Art
•Furniture configuration - table and
chairs
•Configuration does not allow for
flexibility
Rio Grande Room
•Computer classroom configuration
•Utilized for Computer Training
•Configuration does not allow for
flexibility
Main Room
•Utilized for fitness, art, games,
meals, and special programs
•Furniture configuration – chairs,
table and chairs, or open
•Configuration allows for flexibility New Mexico
•Utilized for games and group
meetings
Recreation Offices
•Utilized for administration
•Configuration limits
productive workflow
Existing Restrooms
•Number of Toilets does not meet
code
EXISTING FACILITY CONFIGURATION
Library
•Utilized as a Library/reading room
COLLEYVILLE SENIOR CENTER
Entry
•Configuration requires staff
position
Oklahoma Room
•Utilized for individual fitness
equipment
•Configuration does not allow for
proper arrangement of
equipment
Louisiana
•Utilized for games and group
meetings
Lounge / Kitchen
•Utilized for social
gathering/events
•Size and configuration
limits possible use
Texas Room
•Utilized for dance and fitness
programming
•Configuration allows for flexible
configuration
Storage Room
•Utilized for furniture and
equipment storage.
•Size is adequate
•Configuration does not allow for
maximum storage
Bluebonnet Room
•Utilized for Games and Art
•Furniture configuration - table and
chairs
•Configuration does not allow for
flexibility
Rio Grande Room
•Computer classroom configuration
•Utilized for Computer Training
•Configuration does not allow for
flexibility
Main Room
•Utilized for fitness, art, games,
meals, and special programs
•Furniture configuration – chairs,
table and chairs, or open
•Configuration allows for flexibility New Mexico
•Utilized for games and group
meetings
Recreation Offices
•Utilized for administration
•Configuration limits
productive workflow
Existing Restrooms
•Number of Toilets does not meet
code
EXISTING FACILITY CONFIGURATION
COLLEYVILLE SENIOR CENTER
ANALYZE
HOW IS THE EXISTING BUILDING USED?
M
Tu
W
Th
F
S
M
Tu
W
Th
F
S
COLLEYVILLE SENIOR CENTER
ACTIVE ADULT
YOUTH ENRICHMENT PROGRAMS
ADULT ENRICHMENT PROGRAMS
EXISTING FACILITY ENRICHMENT PROGRAMS
AVERAGE JUNE USAGE
MONDAY
TUESDAY
WEDNESDAY
THURSDAY
FRIDAY
SATURDAY
Rio Grande
Bluebonnet
Louisiana
New Mexico
Texas Main Room
M
Tu
W
Th
F
S
M
Tu
W
Th
F
S
M
Tu
W
Th
F
S
M
Tu
W
Th
F
S
TYPES OF SPACES
ANALYZE
HOW DOES THAT COMPARE TO OTHER FACILITY SPACES?
TYPES OF SPACES
FITNESS SPACES
GROUP ACTIVITY SPACES
SOCIAL ACTIVITY SPACES
Lounge
Dining Room
Game Room
Individual Fitness
Group Fitness & Dance
Learning
Arts & Crafts
TYPE OF ROOM SPACE
TYPES OF SPACES – FITNESS
GROUP FITNESS & DANCE CHARACTERISTICS
USE:
Room shall be developed to
accommodate group fitness
classes, dance, and yoga.
CURRENT SIZE:
535 S.F.
REQUIRED SIZE:
750-1800 S.F.
AMENITIES:
Ambience
Type of Flooring
Flooring Pattern/Graphics
Equipment Storage
Lighting Control
Sound Control
TYPES OF SPACES – FITNESS
CHARACTERISTICS INDIVIDUAL FITNESS
USE:
Room shall be developed to
accommodate low impact fitness
equipment for individual training
SIZE:
500-1000 S.F.
AMENITIES:
Type of Flooring
Views
Natural Lighting
Type of Equipment
CURRENT SIZE:
408 S.F.
TYPES OF SPACES – GROUP ACTIVITY
ARTS & CRAFTS CHARACTERISTICS
USE:
Room or rooms shall be
developed to accommodate arts
and crafts activities.
SIZE:
480-1600 S.F.
AMENITIES:
Natural Light
Type of Flooring
Storage
Millwork and Sink
Furniture
Adjacent Kiln Room
CURRENT SIZE:
492 S.F.
TYPES OF SPACES – GROUP ACTIVITY
LEARNING CHARACTERISTICS
USE:
Room shall be developed to
accommodate various size groups
for informational presentations as
well as technology training.
SIZE:
250-1200 S.F.
AMENITIES:
Lighting Control
Power and Data
Audio/Visual
CURRENT SIZE:
428 S.F.
CHARACTERISTICS
USE:
Room shall be developed to
encourage and promote social
interaction between individuals
and groups.
SIZE:
400-1200 S.F.
AMENITIES:
Ambience
Variety of Seating
Sound Control
TYPES OF SPACES - SOCIAL
COMMON AREAS / LOUNGE
CURRENT SIZE:
926 S.F.
CHARACTERISTICS
USE:
Room shall be developed to
accommodate social dining
events.
SIZE:
1800-4800 S.F.
AMENITIES:
Type Of Flooring
Lighting Control
Sound Control
Storage
Kitchen
TYPES OF SPACES - SOCIAL
MULTI-PURPOSE ROOM
CURRENT SIZE:
3036 S.F.
CHARACTERISTICS
USE:
Room shall be developed to
accommodate social games
including areas for card games,
table games, and billiards.
SIZE:
200-800 S.F.
AMENITIES:
Ambience
Lighting Control
Furniture
TYPES OF SPACES - SOCIAL
GAME ROOM
CURRENT SIZE:
492 S.F.
NATIONAL TRENDS
ANALYZE
WHAT ARE THE NATIONAL TRENDS?
NATIONAL TRENDS
ADAPTING TO CHANGING DEMOGRAPHICS
Communities are preparing for the Silver Tsunami
FLEXIBILITY
Communities are creating flexible spaces & flexible facilities
JOINT USE FACILITIES
Communities are grouping enrichment programming into one facility
Recreational Enrichment Centers
Senior Enrichment Centers
Adult Enrichment Centers
Youth Enrichment Centers
Meeting Facilities
Multi-Purpose Facilities
Multi-Purpose Spaces
Changing the Vernacular
Maximizing City Services
COMMUNITY CENTERS ARE CHANGING
The Summit
Grapevine
Aging Population
Second Act
Social Events
Alternate Hours of Operation
Village Concepts
NRH Centre Southlake
FOCUS GROUP AND SURVEY RESULTS
EXPRESS
WHAT COLLEYVILLE CITIZENS HAVE SAID?
A focus group session was conducted June 2013 – Approx. 32 attendees
A Colleyville Senior Center Survey was conducted summer 2013 with 190 respondents.
FOCUS GROUP AND SURVEY RESULTS
WHAT WE HEARD
For Current Users … For Potential Users …
Most convenient time to visit…
FOCUS GROUP AND SURVEY RESULTS
WHAT WE HEARD
Popular Activities for current and potential users…
For Current Users …
Lunch & Learn
For Potential Users …
Jazzercise
Yoga
Zumba
Group Exercise
Trips to local attractions
Individual Fitness
Trips to local
attractions
Meals on Wheels
Lunch & Learn
FOCUS GROUP AND SURVEY RESULTS
WHAT WE HEARD
•23% use a local fitness center
(Lifetime Fitness)
•27% were not familiar with the programs
offered
•24% did not find activities or amenities
they wanted
•20% cited the hours of operation as a
barrier.
•Lunch and Learn, Breakfast Brigades,
Meals on Wheels, and Trips to Local
Attractions were among the most popular
activities.
They are most satisfied with the Senior
Programming, Special Event Programming,
Hours of Operation, and Education Classes
Of respondents who do not use the
Senior Center…
Of respondents who do use the Senior
Center…
FOCUS GROUP AND SURVEY RESULTS
WHAT WE HEARD
Senior fitness classes
Adult fitness classes
Youth fitness classes
Senior art classes
Adult art classes
Youth art classes
Senior travel programs
Adult travel programs
Adult music classes
Youth music classes
Senior dance classes
Adult dance classes
Youth dance classes
Education classes
Interest level Proposed Activities
100 50 0
FOCUS GROUP AND SURVEY RESULTS
WHAT WE HEARD
Community information
Youth programs
Computer/Internet training
Fitness programs
Adult education
Senior programs
Social programs
Travel programs
Cultural/Arts programs
Volunteer programs
Continuing education
Music/Dance classes
Special events
Special interest programs
100 50 0
Interest level Proposed Services
FOCUS GROUP AND SURVEY RESULTS
WHAT WE HEARD
Proposed Amenities
Fitness room
Arts and crafts room
Game room
Internet stations
Dance room
Conversation/gathering areas
Wireless internet access
Art/cultural exhibit space
Social area
Group fitness room
Cafe’ / refreshments
Instructional workshop
Technology training center
Interest level
100 50 0
DEVELOP A PLAN
DEVELOP A PLAN
HOW CAN WE IMPROVE THE EXISTING FACILITY?
PLAN OPTION 1 – PREFERED OPTION (STAFF)
Recreation Offices
•New Room Configuration
•Maximum Staff (6)
EXISTING FACILITY RENOVATION OPTIONS
Entry/Façade Modification
•Create New Architectural
Element to define entry
•New Landscaping
•Electronic Sign
Group Fitness Room
•New Room Configuration
Storage
•New Room Configuration
Group Fitness Room
•Keep Room Configuration
•Update Finishes
New Restrooms
•670 SF Building Addition
Fitness Room
•New Room Configuration
•New Equipment
Kitchen
•New Room Configuration
•Pantry Type Kitchen
Storage Rooms
•Modify Existing Room
Configuration
Flex Space
•Keep Existing Room Configuration
•New Folding Partition Wall
•Updated Finishes
•Capacity 168 chairs
Adult Activity Zone
•New Room Configuration
•Utilize Existing Toilet
•New Kitchen Configuration
Activity Rooms
•New Room Configuration
Storage Rooms
•Modify Existing Room
Configuration @ each side
Building Addition – Activity Room
•Enclose Existing Porte-Cochere
•Utilize Existing Roof Structure
•750 SF
PREPARED BY HIDELL AND ASSOCIATES ARCHITECTS, INC.
PLAN OPTION 1 – PREFERED OPTION (STAFF)
Recreation Offices
•New Room Configuration
•Maximum Staff (6)
EXISTING FACILITY RENOVATION OPTIONS
Entry/Façade Modification
•Create New Architectural
Element to define entry
•New Landscaping
•Electronic Sign
Group Fitness Room
•New Room Configuration
Storage
•New Room Configuration
Group Fitness Room
•Keep Room Configuration
•Update Finishes
New Restrooms
•670 SF Building Addition
Fitness Room
•New Room Configuration
•New Equipment
Kitchen
•New Room Configuration
•Pantry Type Kitchen
Storage Rooms
•Modify Existing Room
Configuration
Flex Space
•Keep Existing Room Configuration
•New Folding Partition Wall
•Updated Finishes
•Table Configuration
•(18) 72” dia tables
•(8) person per table
•Total capacity = 144
Adult Activity Zone
•New Room Configuration
•Utilize Existing Toilet
•New Kitchen Configuration
Activity Rooms
•New Room Configuration
Storage Rooms
•Modify Existing Room
Configuration @ each side
Building Addition – Activity Room
•Enclose Existing Porte-Cochere
•Utilize Existing Roof Structure
•750 SF
PREPARED BY HIDELL AND ASSOCIATES ARCHITECTS, INC.
PLAN OPTION 1
EXISTING FACILITY RENOVATION OPTIONS
PREPARED BY HIDELL AND ASSOCIATES ARCHITECTS, INC.
COST SUMMARY PLAN OPTION NO. 1
ASSUMPTIONS
1.No Land Cost
2.Cost Range
Renovation $95 to $115 /SF
New Construction
$240 to
$330/SF
3.Professional Fees
8% of
Construction
and Furniture
Cost
4.Staff cost not included
5.Proposed hours of Operation (additional utility costs based on hours) 53 Hours per Week
6.New Tables, Chairs and Lounge Seating
7.New Fitness Equipment
8.Total Capital & Operational costs assume a complete building
renovation and addition. (If a phased construction cost is
required, a breakdown of the capital costs only have been
provided)
TOTAL CAPITAL & OPERATIONAL COST
10,100 SF Renovation of Existing Building
1,680 SF Building Addition
A. Capital Cost Range Low Range High Range
Building Cost
Renovation 10,100 SF $ 90 to $110 $909,000 to $1,111,000
New Addition 1,680 SF $220 to $330 $369,600 to $554,400
Entry/Façade Modification Allowance $80,000 $120,000
Outdoor Programming Element Allowance $50,000 $80,000
Furniture and Equipment Allowance $190,000 $220,000
Technology Allowance $30,000 $60,000
Subtotal Capital Cost $1,628,600 $2,145,400
Professional Fee $130,288 $171,632
Total Capital Cost $1,758,888 $2,317,032
B. Additional Annual Operational Cost Range
Additional Utility Operating Cost $13,500
Additional Maintenance Cost $5,000
PLAN OPTION 1 PROGRAMMING
EXISTING FACILITY RENOVATION OPTIONS
Flex Space
•USTA Tennis (Senior)
•Health Fair
•Singing/Theater Programs
•Workshops (Scrapbooking,
Education)
Breakfast Brigades
•Lunch/Dinner & Learns Dances
•Meals on Wheels
Active Adult Zone
•Texas Hold’em
•Movies
•Wii Programs
•Social Games
•Rummikub, Euchre,
“42”, Bridge, Chess,
Mah Johgg, Puzzles,
Billiards
Activity Room
•Painting, Arts & Crafts,
Piano/Keyboard lessons, Special
Interest Groups (Genealogy, Book
Clubs, Trivia, Education Classes)
•AARP Driving, Language,
Computer, Babysitter, Training)
•Mad Science, Lego Engineering,
AARP Income Tax Assistance,
Technology Classes
•Singles Committee (Organize
Events Aimed for Seniors)
PREPARED BY HIDELL AND ASSOCIATES ARCHITECTS, INC.
Group Fitness Room
•Ball Room Dance, Social
Dance, Country/Western
Dance, Tap & Ballet, Jazz, Yoga,
Tai Chi, Jazzercise, Zumba,
Silver Sneakers
Fitness Room
•Strength Training (Senior/Rec)
•Basics of Fitness Room
•Intro to Fitness
•Cardio Fitness
Entry Corridor
•Social Interaction
CONSTRUCTION PHASING PLAN OPTION 1
EXISTING FACILITY RENOVATION OPTIONS
PHASE I CONSTRUCTION
•Cost-$322,905-$419,776
•FF&E Cost - $56,000
•Construction Timeline: 5 months
PHASE I CONSTRUCTION
•Cost-$512,025-$665,632
•FF&E Cost - $29,400
•Construction Timeline: 3 months
PHASE II CONSTRUCTION
•Cost-$571,310-$742,703
•FF&E Cost - $119,600
•Construction Timeline: 5 months
PHASE II
PHASE I
PHASE III
CONSTRUCTION TIMELINE
•Phase I Construction5 Months
•Phase II Construction5 Months
•Phase III Construction3 Months
Total 13 Months
Existing Restrooms
•Keep Existing Room Configuration
•No Renovation Required
PLAN OPTION 2 – ALTERNATE OPTION
Entry/Façade Modification
•Create New Architectural
Element to define entry
•New Landscaping
•Electronic Sign
Group Fitness Room
•New Room Configuration
Storage
•New Room Configuration
•Enclose Existing Breezeway
Recreation Office
•Centralized Location
•Maximum Space for Staff (6)
•New Room Configuration
Group Fitness Room
•Keep Room Configuration
•Update Finishes
Kitchen
•New Room Configuration
•Pantry Type Kitchen
Active Adult Zone
•New Room Configuration
•Updated Finishes
•New Furniture
•New Kitchen Area
Building Addition
•Enclose Existing Porte-Cochere
•Utilize Existing Roof Structure
•750 SF
Storage Rooms
•Modify Existing Room
Configuration @ each side
EXISTING FACILITY RENOVATION OPTIONS
New Restrooms
•560 SF Building Addition
Activity Room
•New Room Configuration
•Limited Storage
Flex Space
•Keep Existing Room Configuration
•New Folding Partition Wall
•Updated Finishes Fitness Room
•New Room Configuration
•New Equipment
PLAN OPTION 2 – ALTERNATE OPTION
EXISTING FACILITY RENOVATION OPTIONS
PREPARED BY HIDELL AND ASSOCIATES ARCHITECTS, INC.
COST SUMMARY – PLAN OPTION NO. 2
ASSUMPTIONS:
1. No Land Cost
2. Cost Range
Renovation $95 to $115 /SF
New Construction $220 to $330/SF
3. Professional Fees 8% of Construction and Furniture Cost
4. Staff cost not included
5. Proposed hours of Operation (additional utility costs based on hours) 53 Hours per Week
6. New Tables, Chairs and Lounge Seating
7. New Fitness Equipment
8. Total Capital & Operational costs assume a complete building
renovation and addition. (If a phased construction cost is required,
a breakdown of the capital cost only have been provided)
TOTAL CAPITAL & OPERATIONAL COST
10,100 SF Renovation of Existing Building
1,560 SF Building Addition
A. Capital Cost Range Low Range High Range
Building Cost
Renovation 10,100 SF $ 90 to $110 $909,000 to $1,111,000
New Addition 1,560 SF $220 to $330 $343,200 to $514,800
Entry/Façade Modification Allowance $80,000 $120,000
Outdoor Programming Element Allowance $50,000 $80,000
Furniture and Equipment Allowance $190,000 $220,000
Technology Allowance $30,000 $60,000
Subtotal Capital Cost $1,602,200 $2,105,800
Professional Fee $128,176 $168,464
Total Capital Cost $1,730,376 $2,274,264
B. Annual Operational Cost Range
Additional Utility Operating Cost $13,500
Additional Maintenance Cost $5,000
PLAN OPTION 2 PROGRAMMING
Group Fitness Room
•Ball Room Dance, Social
Dance, Country/Western
Dance, Tap & Ballet, Jazz,
Yoga, Tai Chi, Jazzercise,
Zumba, Silver Sneakers Active Adult Zone
•Texas Hold’em
•Movies
•Wii Programs
•Social Games
•Rummikub
•Euchre
•“42”
•Bridge
•Chess
•Mah Johgg
•Puzzles
•Billiards
EXISTING FACILITY RENOVATION OPTIONS
Activity Room
•Painting, Arts & Crafts,
Piano/Keyboard lessons,
Special Interest Groups
(Genealogy, Book Clubs, Trivia,
Education Classes)
•AARP Driving, Language,
Computer, Babysitter, Training)
•Mad Science, Lego
Engineering, AARP Income Tax
Assistance, Technology Classes
Flex Space
•USTA Tennis (Senior)
•Health Fair
•Singing/Theater Programs
•Workshops (Scrapbooking,
Education)
Breakfast Brigades
•Lunch/Dinner & Learns Dances
•Meals on Wheels
Fitness Room
•Strength Training (Senior/Rec)
•Basics of Fitness Room
•Intro to Fitness
•Silver Sneakers
•Cardio Fitness
Entry Corridor
•Social Interaction
CONSTRUCTION PHASING PLAN OPTION 2
PHASE III CONSTRUCTION
•Cost-$215,742-$280,464
•FF&E Cost - $50,000
•Construction Timeline: 3 Months
PHASE IV CONSTRUCTION
•Cost-$381,695-$496,203
•FF&E Cost - $63,500
•Construction Timeline: 3 Months
EXISTING FACILITY RENOVATION OPTIONS
PHASE II CONSTRUCTION
•Cost-$197,505-$193,554
•FF&E Cost - $42,000
•Construction Timeline: 3 Months
PHASE I CONSTRUCTION
•Cost-$587,123-$763,260
•FF&E Cost - $50,000
•Construction Timeline: 4 Months
PHASE I
PHASE IV
PHASE III
PHASE II
CONSTRUCTION TIMELINE
•Phase I Construction 4 Months
•Phase II Construction 3 Months
•Phase III Construction 3 Months
•Phase IV Construction 3 Months
Total 13 Months
Prepared by Hidell and Associates Architects, Inc.
CITY OF COLLEYVILLE
OPEN SPACE MASTERPLANS
OUTDOOR PROGRAMMING
Develop passive and active
programming spaces adjacent to
senior center complex.
CITY OF COLLEYVILLE
EXISTING FACILITY RENOVATION OPTIONS
PREPARED BY HIDELL AND ASSOCIATES ARCHITECTS, INC.
FUNDING OPTIONS
Building :
CEDC FY 2014 operating budget $ 125,000 *
CEDC FY 2015 operating budget $ 900,000 **
Parks Tomorrow Fund interfund loan $ 1,180,000 (3 or 4 year repayment)
Total $ 2,205,000
Furnishings:
CEDC FY 2016 operating budget $ 200,000 **
* Design fees - included in FY 2014 CEDC budget
** Could be allocated from FY 2015 and FY 2016 CEDC EDCIP Future Projects designation
Prepared by Hidell and Associates Architects, Inc.
COLLEYVILLE SENIOR CENTER
CITY OF COLLEYVILLE
COUNCIL PRESENTATION MAY 28, 2014
Task 1
Analyzed the demographics of Colleyville
Task 2
Surveyed the existing building usage
Task 3
Reviewed recreation programming
Task 4
Compared this to peer cites
Task 5
Asked the community
Task 6
Developed renovation options with cost
SENIOR CENTER TRANSFORMATION
OUR PROCESS HAS INCLUDED…
Focus Group and online survey top results
PROGRAMS ARE GROWING
RESIDENTS EXPRESSED
EXISTING FACILITY IS A BARRIER
COLLEYVILLE DEMOGRAPHICS
SUMMARY OF FINDINGS
WHAT WE LEARNED
THROUGH OUR PROCESS
•Increased hours (Mon. & Thurs. night)
•More fitness programs
•Access to fitness classes
As recreation programming (Youth, Adult, and
Senior) has increased, the building configuration
has…
•Created scheduling conflicts
•Created sound control issues between adjacent
programs
•Limited the number of users due to the physical
room size
•Limited the number of programs due to the amount
of program space
•The physical separation between the fitness annex
and main building is a barrier
•No simultaneous programming (configuration only
allows one program at a time e.g. no movable wall in
main room)
•Limited types of programs (room configurations do
not allow certain types of programs)
ACCESS
INCREASED REVENUE
EFFICIENT
INCREASED PROGRAMMING
BENEFITS OF CHANGE
•Opportunity to update membership fee
structure
•Opportunity to create revenue with fitness
membership
•Opportunity to create revenue with additional
types of programming
•Proper access to all program spaces
•Centralized entry point
•An updated layout and room configuration
will maximize utilization of building square
footage
BENEFITS OF CHANGE
OPPORTUNITY TO EXPAND
•Opportunity to offer additional types of
programming (senior, adult, and youth)
•Opportunity for simultaneous programming
•Create a recognized / centralized place for
recreation programming
CURRENT CONFIGURATION
ORIGINALLY DESIGNED AS A CHURCH
LARGE MEETING SPACE
GROUP FITNESS
SMALL MEETING
SMALL MEETING
INDIVIDUAL FITNESS
STORAGE
COMPUTER LAB
VAN STORAGE
ENTRY
LOUNGE
STAFF OFFICES
BUILDING FLOOR PLAN
M
Tu
W
Th
F
S
M
Tu
W
Th
F
S
Rio Grande
Bluebonnet
Louisiana
New Mexico
Texas
Main Room
M
Tu
W
Th
F
S
M
Tu
W
Th
F
S
M
Tu
W
Th
F
S
M
Tu
W
Th
F
S
ACTIVE ADULT
YOUTH ENRICHMENT PROGRAMS
ADULT ENRICHMENT PROGRAMS
AVERAGE WEEKLY USE
CURRENT USE
ROOM CONFIGURATION
•Existing stage, flooring, and
acoustics of room limit the type of
programming. No room divider
LINEAR CONFIGURATION
•Linear configuration of room
does not allow flexible
programming
ACCESS
•Users must walk through lounge
area, then exit main building to
get access to the fitness annex.
ACCESS
•Handicap users struggle
with entry sequence
LINEAR CONFIGURATION
•Linear Configuration
•Limited Storage
CURRENT DEFICIENCIES
IMPACTING PROGRAMMING
BUILDING CONFIGURATION IMPACTING PROGRAMMING
ROOM UNDERSIZED
•Linear shape and size of room does
not allow proper placement of fitness
equipment
REMOTE
•Space that is used the most is
difficult for users to access
ENTRY CONTROL
•Users must understand and
enter correct building for
programming
VISUAL CONTROL
•No visual access to fitness
annex entry for users or
staff
WORKSTATION
•Workstation at entry provides
control, but configuration
becomes a barrier for use of
lobby as a transition space
LIMITED STORAGE
•No storage for group fitness
equipment
CURRENT DEFICIENCIES
IMPACTING SERVICE DELIVERY
BUILDING CONFIGURATION IMPACTING SERVICE DELIVERY
CONFLICT OF FUNCTIONS
•No separation between office functions
and senior lounge area
CURRENT DEFICIENCIES
FACILITY
RESTROOMS UNDERSIZED
•Number of toilets will not
accommodate the capacity of the
large meeting room
SEPARATION OF BUILDINGS
•Visual control
•Security
•Remote access
ACCESS
•Entry does not meet
ADA standards
AESTHETICS
•Entry approach is not welcoming
•Handicap parking needs modification
DEAD END CORRIDOR
•Corridor should have direct
access to an exit
FACILITY ISSUES
RESTROOM
•Only access to one restroom
without exiting facility to use
main building restrooms
PRIORITIES FOR CHANGE
MODIFYING THE CURRENT FACILITY
RANKING THE PRIORITIES
PRIORITY NO. 1
•Additional restroom
capacity required per
building code
PRIORITY NO. 6
•Room configuration
PRIORITY NO. 1
•Connect fitness annex and
main building to improve
access and safety for users
PRIORITY NO. 3
•Provide emergency
exit at corridor
PRIORITY NO. 2
•Access from main entry to annex rooms
should not travel through lounge or program
room
PRIORITY NO. 4
•Room configuration
PRIORITY NO. 5
•Room configuration
PRIORITY NO. 7
•Room configuration
DEVELOP A PLANPREFERED OPTION PRESENTED TO CITY COUNCIL FEBRUARY 2014
INITIAL FACILITY RECONFIGURATION OPTION
Recreation Offices
•New Room Configuration
•Maximum Staff (6)
Entry/Façade Modification
•Create New Architectural
Element to define entry
•New Landscaping
•Electronic Sign
Group Fitness Room
•New Room Configuration
Storage
•New Room Configuration
Group Fitness Room
•Keep Room Configuration
•Update Finishes
New Restrooms
•670 SF Building Addition
Fitness Room
•New Room Configuration
•New Equipment
Kitchen
•New Room Configuration
•Pantry Type Kitchen
Storage Rooms
•Modify Existing Room
Configuration
Flex Space
•Keep Existing Room Configuration
•New Folding Partition Wall
•Updated Finishes
•Capacity 168 chairs
Adult Activity Zone
•New Room Configuration
•Utilize Existing Toilet
•New Kitchen Configuration
Activity Rooms
•New Room Configuration
Storage Rooms
•Modify Existing Room
Configuration @ each side
Building Addition –Activity Room
•Enclose Existing Porte-Cochere
•Utilize Existing Roof Structure
•750 SF
RECONFIGURATION OPTION A
PREFERED OPTION
TOTAL FACILITY RECONFIGURATION
FACILITY RECONFIGURATION OPTION A
COST SUMMARY OPTION A
Several construction cost indexes are forecasting a 4% increase in the next 12 months then a 3% increase in the next 24 months
RECONFIGURATION OPTION A
PREFERED OPTION
TOTAL CAPITAL & OPERATIONAL COST –CONSTRUCTION.
Square Feet
10,100 SF Renovation of Existing Building
1,680 SF Building Addition
Cost Range Phase I (2016)
Renovation $98 to $115 /SF
New Construction $229 to $343/SF
A. Capital Cost Range Low Range High Range
Building Cost
Renovation(2016)10,100 SF $ 98 to $115 $989,800 to $1,161,500
New Addition(2016)1,680 SF $ 229 to $343 $384,720 to $576,240
Entry/Façade Modification Allowance $80,000 $120,000
Outdoor Programming Element Allowance $50,000 $80,000
Furniture and Equipment Allowance $190,000 $220,000
Technology Allowance $30,000 $60,000
Subtotal Capital Cost $1,724,520 $2,217,740
Professional Fee $137,962 $177,419
Total Capital Cost $1,862,482 $2,395,159
B. Additional Annual Operational Cost Range
Additional Utility Operating Cost $13,500
Additional Maintenance Cost $5,000
Additional Staff Member Cost $35,409
2016 DOLLARS
REVISED PLAN
PHASED CONSTRUCTION OPTIONS
PREFFERED PLAN OPTION A
REVISED RECONFIGURATION OPTIONS
OPTIONS FOR CHANGE
PHASED CONSTRUCTION OPTIONS OF PREFERED PLAN OPTION A
CHANGING THE FACILITY BASED ON PRIORITIES
PRIORITY NO. 1
•Additional Restrooms
PHASED RECONFIGURATION OPTION A.2
BENEFIT -ADDITIONAL PROGRAM ROOM
PHASED RECONFIGURATION OPTION A.1
BENEFIT -LESS UP FRONT COST
PRIORITY NO. 1
•Connect fitness annex
and main building
PRIORITY NO. 2
•Access from entry
PRIORITY NO. 1
•Reconfigure Restrooms
PRIORITY NO. 1
•Connect fitness annex
and main building
PRIORITY NO. 2
•Access from entry
PRIORITY NO. 3
•Provide emergency
exit at corridor
PRIORITY NO. 3
•Provide emergency exit
at corridor
Existing Wing
•Existing Room Configuration
to remain
Group Fitness Room
•Keep Room Configuration
•Update Finishes
•Cost -$16,200-$18,900
Fitness Room
•New Room Configuration
•New Equipment
•Cost-$52,350-$99,000
Renovated Restrooms
•Utilize Existing Plumbing Location
•New Room Configuration with
changing/lockers
•Cost-$182,400-$193,800
Entry/Façade Modification
•Existing entry to remain
•Change handicap parking
configuration
Storage Room
•Modify Existing Room
Configuration
•Limited updates
•Cost-$22,750-$28,000
Flex Space
•Keep Existing Room Configuration
•New Folding Partition Wall
•Updated Finishes
•Cost-$255,000-$306,000
Kitchen
•New Room Configuration
•Pantry Type Kitchen
•Cost-$54,600-$60,400
Existing Wing
•Existing Room Configuration to
remain
OPTIONS FOR CHANGE
PHASE I CONSTRUCTION
PHASED RECONFIGURATION OPTION A.1 –PHASE I
ATTRIBUTES
•Utilized existing footprint
•Added restrooms and locker rooms to
existing restrooms
•Connected fitness annex and main
building
Existing Restrooms
•Keep Existing Room Configuration
•Modify Utility Rooms
•Cost -$32,000-$61,000
Entry/Façade Modification
•Create New Architectural
Element to define entry
•New Landscaping
•Electronic Sign
•Cost -$80,000-$120,000
Recreation Office
•Centralized Location
•Maximum Staff (6)
•New Room Configuration
•Cost -$293,860-$335,160
Building Addition
•Enclose Existing Porte-Cochere
•Utilize Existing Roof Structure
•750 SF
•Cost -$238,060-$296,360
Adult Activity Zone
•New Room Configuration
•Utilize Existing Toilet
•New Kitchen Configuration
•Cost -$291,000 -$332,750
Activity Room
•New Room Configuration
•Cost -$102,200-$118,200
OPTIONS FOR CHANGE
PHASE II CONSTRUCTION
PHASED RECONFIGURATION OPTION A.1 –PHASE II
ATTRIBUTES
•Utilized existing restrooms
•Building addition for recreation offices
COST SUMMARY OPTION A.1
OPTIONS FOR CHANGE
CONSTRUCTION COST
PHASED RECONFIGURATION OPTION A.1
Several construction cost indexes are forecasting a 4% increase in the next 12 months then a 3% increase in the next 24 months
TOTAL CAPITAL & OPERATIONAL COST -PHASE I CONSTRUCTION
Square Feet
6,140 SF Renovation of Existing Building
Cost Range Phase I (2016)
Renovation $98 to $115 /SF
New Construction $229 to $343/SF
A. Capital Cost Range Low Range High Range
Building Cost
Renovation (2016)6,140 SF $ 98 to $115 $601,720 to $706,100
New Addition (2016)0 SF $ 229 to $343 $0 to $0
Entry/Façade Modification Allowance $0 $0
Outdoor Programming Element Allowance $0 $0
Furniture and Equipment Allowance $90,000 $12,000
Technology Allowance $10,000 $30,000
Subtotal Capital Cost $701,720 $748,100
Professional Fee $56,138 $59,848
Total Capital Cost Phase I $757,858 $807,948
B. Additional Annual Operational Cost Range
Additional Utility Operating Cost $13,500
Additional Maintenance Cost $5,000
Additional Staff Member Cost $35,409
TOTAL CAPITAL & OPERATIONAL COST -PHASE II CONSTRUCTION
Square Feet
5,860 SF Renovation of Existing Bldg
1,560 SF Building Addition
Cost Range Phase II (2020)
Renovation $108 to $129 /SF
New Construction $253 to $379/SF
A. Capital Cost Range Low Range High Range
Building Cost
Renovation (2020)5,860 SF $ 108 to $129 $632,880 to $755,940
New Addition (2020)1,560 SF $ 253 to $379 $394,680 to $591,240
Entry/Façade Modification Allowance $80,000 $120,000
Outdoor Programming Element Allowance $50,000 $80,000
Furniture and Equipment Allowance $100,000 $140,000
Technology Allowance $20,000 $40,000
Subtotal Capital Cost $1,277,560 $1,727,180
Professional Fee $102,205 $138,174
Premium cost to bid and remobilize contractor $38,327 $51,815
Total Capital Cost Phase II $1,418,092 $1,917,170
Total Captial Cost Phase I and Phase II construction $2,175,949 $2,725,118
2016 DOLLARS 2020 DOLLARS
OPTIONS FOR CHANGE
PHASE I CONSTRUCTION
PHASED RECONFIGURATION OPTION A.2 –PHASE I
Group Fitness Room
•New Room Configuration
•Cost -$87,000-$96,400
Group Fitness Room
•Keep Room Configuration
•Update Finishes
•Cost-$16,200-$18,900
Fitness Room
•New Room Configuration
•New Equipment
•Cost -$52,350-$99,000
New Restrooms
•570 SF Building Addition
•Cost -$253,410-$334,070
Storage Room
•Modify Existing Room
Configuration
•Limited updates
•Cost -$22,750-$28,000
Flex Space
•Keep Existing Room Configuration
•New Folding Partition Wall
•Updated Finishes
•Cost -$255,000-$306,000
Kitchen
•New Room Configuration
•Pantry Type Kitchen
•Cost -$54,600-$60,400
Existing Wing
•Existing Room Configuration to
remain
Existing Wing
•Existing Room Configuration to
remain
Entry/Façade Modification
•Existing entry to remain
•Change handicap parking
configuration
ATTRIBUTES
•As presented in February
Council Meeting
OPTIONS FOR CHANGE
PHASE II CONSTRUCTION
PHASED RECONFIGURATION OPTION A.2 –PHASE II
Recreation Office
•Centralized Location
•Maximum Staff (6)
•New Room Configuration
•Cost-$98,020 -$112,000
Entry/Façade Modification
•Create New Architectural
Element to define entry
•New Landscaping
•Electronic Sign
•Cost-$80,000-$120,000
ATTRIBUTES
•As presented in February
Council Meeting
Building Addition
•Enclose Existing Porte-Cochere
•Utilize Existing Roof Structure
•750 SF
•Cost -$238,060-$296,360
Adult Activity Zone
•New Room Configuration
•Utilize Existing Toilet
•New Kitchen Configuration
•Cost -$291,000 -$332,750
Activity Room
•New Room Configuration
•Cost -$102,200-$118,200
COST SUMMARY OPTION A.2
OPTIONS FOR CHANGE
CONSTRUCTION COST
PHASED RECONFIGURATION OPTION A.2
Several construction cost indexes are forecasting a 4% increase in the next 12 months then a 3% increase in the next 24 months
TOTAL CAPITAL & OPERATIONAL COST -PHASE I CONSTRUCTION
Square Feet
6,140 SF Renovation of Existing Building
690 SF Building Addition
Cost Range Phase I (2016)
Renovation $98 to $115 /SF
New Construction $229 to $343/SF
A. Capital Cost Range Low Range High Range
Building Cost
Renovation (2016)6,140 SF $ 98 to $115 $601,720 to $706,100
New Addition (2016)690 SF $ 229 to $343 $158,010 to $236,670
Entry/Façade Modification Allowance $0 $0
Outdoor Programming Element Allowance $0 $0
Furniture and Equipment Allowance $90,000 $12,000
Technology Allowance $10,000 $30,000
Subtotal Capital Cost $859,730 $984,770
Professional Fee $68,778 $78,782
Total Capital Cost Phase I $928,508 $1,063,552
B. Additional Annual Operational Cost Range
Additional Utility Operating Cost $13,500
Additional Maintenance Cost $5,000
Additional Staff Member Cost $35,409
TOTAL CAPITAL & OPERATIONAL COST -PHASE II CONSTRUCTION
Square Feet
5,860 SF Renovation of Existing Building
870 SF Building Addition
Cost Range Phase II (2020)
Renovation $108 to $129 /SF
New Construction $253 to $379/SF
A. Capital Cost Range Low Range High Range
Building Cost
Renovation (2020)5,860 SF $ 108 to $129 $632,880 to $755,940
New Addition (2020)870 SF $ 253 to $379 $220,110 to $329,730
Entry/Façade Modification Allowance $80,000 $120,000
Outdoor Programming Element Allowance $50,000 $80,000
Furniture and Equipment Allowance $100,000 $140,000
Technology Allowance $20,000 $40,000
Subtotal Capital Cost $1,102,990 $1,465,670
Professional Fee $88,239 $117,254
Premium cost to bid and remobilize contractor $33,090 $43,970
Total Capital Cost Phase II $1,224,319 $1,626,894
Total Captial Cost Phase I and Phase II construction $2,152,827 $2,690,445
2016 DOLLARS 2020 DOLLARS
COST SUMMARY ALL OPTIONS
PHASED CONSTRUCTION OPTIONS OF PREFERED PLAN OPTION A
CHANGING THE FACILITY BASED ON PRIORITIES
OPTION A.1 (PHASE I -2016, PHASE II-2020)
Total Capital Cost (2016 -2020 Dollars)
Range $2,175,949 to $2,725,118
OPTION A.2 (PHASE I-2016, PHASE II-2020)
Total Capital Cost (2016-2020 Dollars)
Range $2,152,827 To $2,690,445
OPTION A (NO PHASING)
Total Capital Cost (2016 Dollars)
Range $1,814,124 To $2,388,977
BENEFITS
•Maximize program space
•Small Phase II construction = less cost
BENEFITS
•Complete renovation
•Most cost effective
BENEFITS
•Lower initial Phase I cost
FUNDING OPTIONS
PHASED CONSTRUCTION OPTIONS OF PREFERED PLAN OPTION A
CHANGING THE FACILITY BASED ON PRIORITIES
OPTION A.1 (PHASE I -2016, PHASE II-2020)
Total Capital Cost ($2,725,118)
2016 CONSTRUCTION PHASE I
CEDC FY 2014 $125,000
CEDC FY 2015 $900,000
TOTAL $1,025,000
2020 CONSTRUCTION PHASE II
CEDC FY 2016 $325,000
CEDC FY 2017 $325,000
CEDC FY 2018 $325,000
CEDC FY 2019 $325,000
CEDC FY 2020 $325,000
Park Land Dedication $80,000
TOTAL $1,705,000
OPTION A.2 (PHASE I-2016, PHASE II-2020)
Total Capital Cost ($2,690,445)
2016 CONSTRUCTION PHASE I
CEDC FY 2014 $125,000
CEDC FY 2015 $900,000
CEDC FY 2016 $40,000
TOTAL $1,065,000
2020 CONSTRUCTION PHASE II
CEDC FY 2016 $310,000
CEDC FY 2017 $310,000
CEDC FY 2018 $310,000
CEDC FY 2019 $310,000
CEDC FY 2020 $310,000
Park Land Dedication $80,000
TOTAL $1,630,000
OPTION A (NO PHASING)
Total Capital Cost ($2,388,977)
BUILDING
CEDC FY 2014 $125,000
CEDC FY 2015 $900,000
CEDC FY 2016 $200,000
Parks Tomorrow $1,100,000
Park Land Dedication $80,000
TOTAL $2,405,000
City of Colleyville Page 1
City of Colleyville
Colleyville City Council
Worksession
Agenda Briefing
City Hall
100 Main Street
Colleyville, Texas 76034
www.colleyville.com
Agenda Date 05/28/2014 Number Agenda Number 3d
Type Presentation and Discussion
Department Human Resources Title
Presentation and discussion of compensation and market analysis
Explanation
The purpose of this item is to receive the City Council's direction on the yearly and
long-term maintenance of salary ranges in our compensation system.
History/Background
Over time, the City's classification and compensation system, which was last updated
in 2006, became uncompetitive and contained outdated job-related factors, which
created internal equity and limited the quality of applicants. The new job classification
and compensation system, implemented in October 2013, contains a philosophy that
plans for the long-term through a multi-year budget forecast, and provides greater
opportunity to recruit, motivate, and retain successful and exceptional employees
(Attachment A). It shifted from a traditional grade system containing over 100
narrowly-defined job classifications to a broad-banding system containing 30 broader,
more flexible job classifications. Broad-banding is a method of grouping jobs that
results in a salary structure constructed of few levels, with wide salary ranges. It is a
successful job classification tool used in both private and public agencies such as Bank
of America, Boeing, General Electric, IBM, Central Intelligence Agency, City of College
Station, Texas; City of Charlotte, North Carolina; and the states of South Carolina and
Virginia. In a 2013 national survey conducted among public sector organizations
throughout the country, 32 percent of the respondents indicated they were either using
or planned to implement a broad-band salary structure.
The broad-band philosophy incorporates internal equity which means positions in the
City of Colleyville that require similar decision-making authority, leadership
responsibilities, and job complexity are grouped, or classified, together. Classifying
jobs by evaluating these few key elements lends itself to a simpler job classification
process by saving time spent analyzing changes in a job. Also, by reducing the
number of position-based distinctions between levels of work, there is greater
flexibility to cross-train employees and manage changes in workload. For example, the
previous job classification of a Plans Examiner position and a Building Inspector
position now share the same job classification of Maintenance and Operations Project
Specialist. In this example, an employee who reviews development plans is also cross-
trained to inspect buildings for code compliance. The employee's applicable skill set is
maximized in accordance with current workload and business priorities so that the
needed service is provided to the citizens of Colleyville in an efficient and seamless
manner.
City Council Worksession Agenda Briefing 2d
City of Colleyville Page 2
The philosophy also incorporates market competitiveness, which is to pay employees,
on average, at the 50th percentile of the market rate. This means half of the market
pays more than Colleyville and half of the market pays less. The market rate
represents the value of a job for a fully functioning and successful employee. The
market comparisons for non-sworn positions includes the public and private sector
because we compete for employees from both of these sectors. The market
comparisons for sworn positions includes the public sector only because we typically
compete for employees only in the public sector. Actual salaries of certain Colleyville
positions are compared to similar external positions in the comparable market sectors
to create the new salary ranges. The midpoint of the salary range for non-sworn
positions represents the 50th percentile, or market rate, for that job whereas the
maximum of the salary range for sworn public safety positions represents the
50th percentile, or market rate, for that job.
The new salary structure has wider ranges, which means there is more salary room
between the minimum and maximum of the salary ranges. This provides hiring
supervisors better flexibility to pay new hires within the new pay range based on the
value they bring to the job through their individual skill sets and experience, and in
accordance with the specific market conditions that might exist for that job.
Salary movement through the range is based on changes in the comparative labor
market, and for successful and exceptional employee performance. In FY 2014, the
City Council approved $415,000, approximately three percent of payroll, for market
adjustments and merit increases. This allowed competitive adjustments in the
compensation system, which had not been updated since 2006. Of this amount,
approximately $393,736 was actually used in either market adjustments or merit
raises.
Market Adjustments
Based on the comprehensive market study conducted in the spring of 2013, the City
Council approved market adjustments in October 2013 to employees who were paid
below the minimum of the new pay ranges, not to exceed 10% per year. This
impacted 73 employees and cost approximately $237,722 in salary and benefits to all
funds. Seventeen of the capped employees will receive the remainder of their market
adjustment in October 2014 and will cost approximately $72,063 in salary and benefits
to all funds. Three of the capped employees will receive the remainder of their market
adjustment over the next two fiscal years, ending in October 2015, and will cost
approximately $2,766 in salary and benefits to all funds. These costs are based on
moving employees to the minimum of the salary structure in effect as of October 2013
and does not factor in any potential increase in the salary structure for FY 2015 and FY
2016.
To maintain this more competitive system and keep it current, staff recommends a
City Council Worksession Agenda Briefing 2d
City of Colleyville Page 3
two-pronged approach: long-term comprehensive maintenance, coupled with annual
salary structure updates to keep abreast of any necessary market adjustments.
For long-term maintenance, a comprehensive salary survey should be conducted every
three to four years to review our overall competitiveness in the labor market. The cost
for this type of survey can vary from around $10,000 to $30,000, depending on the
scope of work and the vendor. Conducting a comprehensive survey every three to four
years provides a better return on investment by staggering the cost of the survey. To
help alleviate significant salary lags between surveys, staff recommends making an
annual market adjustment to the salary structure. This avoids an annual survey
expense, yet helps maintain market competitiveness with smaller salary adjustments.
These annual adjustments could be based on data from published sources, such as the
consumer price index, and professional employment organizations that provide
information about salary trends such as World at Work, the Society for Human
Resource Management, and Challenger, Gray and Christmas Incorporated. The
application of these salary structure adjustments could be handled in any of the
following three ways. (For purposes of this presentation, the breakdown includes a 1
percent and a 2 percent adjustment and includes the cost of salary and benefits to all
funds):
1.Move employees who fall out of the new range to the minimum by the same
percentage of the salary structure increase. For example, if the salary structure
increases by 1 percent, it would cost approximately $33,923 to move up
employees paid below the new minimum. It would cost approximately $69,204 if
the structure increased by 2 percent.
2.Move employees who fall below the market rate by the same percentage of the
salary structure increase. This would cost approximately $118,332 using a 1
percent structure increase and approximately $213,050 using a 2 percent
structure increase.
3.Move all employees by the same percentage of the salary structure increase.
The cost would be approximately $157,000 for a 1 percent adjustment and
$314,000 for a 2 percent adjustment.
Merit Increases
Merit increases are based on employee performance. The new performance
management system was introduced in FY 2014 and holds employees accountable
through a results-oriented analysis, rather than employee behaviors. Employees are
now evaluated on three components:
1.Our City values of integrity, service and innovation as codified in the Colleyville
Way (Attachment B);
City Council Worksession Agenda Briefing 2d
City of Colleyville Page 4
2.The core functions of the job as codified in each employees' job classification
description;
3.Specific assignments or projects assigned, or that arose, during the review
period that would, by most measures, be considered "over and above" an
employee's normal scope. For instance, researching, developing, and
implementing a native mobile app in communications and marketing, or
undertaking development, construction, and launch of a new park improvement
by the parks superintendent.
The performance management system has a 12-month cycle. The review period was
moved from an anniversary date to an April through March timeframe for all
employees each year, providing supervisors better consistency and focus on evaluating
employee performance, and making budgetary projections easier to manage.
Probationary employees, who have not occupied their current position for the full 12
months, receive a six-month introductory evaluation before transitioning to the annual
review process.
Initially, employees work with their supervisor to establish goals and objectives for the
desired job results. Supervisors provide feedback and instruction throughout the year,
adjusting the original goals or objectives as business priorities change. Before the end
of the review period, the employee completes a self-evaluation, identifying
accomplishments for that year (Attachment C). The supervisor then provides a final
performance assessment and rates the employee in one of three categories
(Attachment D):
•Exceptional - performance significantly and consistently exceeds expectations
•Successful - performance consistently meets expectations
•Needs Improvement - performance inconsistently meets expectations
An employee receiving a needs improvement rating is placed on a performance
improvement plan to help the employee succeed or eventually bring their employment
with the City to an end (Attachment E). Merit increases are based on employee
performance at either a successful or an exceptional level, as funding allows.
Employees earning at or above the market rate of their job requires an exceptional
rating to be eligible for a merit increase. Employees receiving a needs improvement
rating are not eligible for a merit increase.
Summary
The objective of the compensation system is to keep the City competitive in hiring,
provide a merit system to retain good and great employees, and to hold all employees
accountable for job performance and service delivery. The recommended program
maintenance strategy, including periodic comprehensive market salary assessments,
coupled with small market adjustments on an annual basis, minimizes costs, yet
continues to address the primary objectives of the salary structure.
City Council Worksession Agenda Briefing 2d
City of Colleyville Page 5
Attachments
1.Compensation and Market Analysis Presentation
2.Attachment A - Colleyville Compensation Philosophy and Strategy
3.Attachment B - The Colleyville Way
4.Attachment C - Employee Self-Evaluation Form
5.Attachment D - Employee Performance Management and Evaluation Form
6.Attachment E - Employee Performance Improvement Plan (PIP) Form
Compensation System Discussion
City Council Worksession
May 28, 2014
Overview
•Broader job classifications
•Internal equity
•External market competitiveness (50th percentile)
•Compensation set by market forces; salary
increases based on employee performance
Market Adjustments
Recommendations for Salary Structure Maintenance
LONG-TERM APPROACH
Conduct comprehensive market salary
survey every three (3) to four (4) years
-Cost of survey/staff time is incurred every
few years (better return on interest)
-Couple with annual salary structure
review/adjustment in off-years to offset
significant salary lag
ANNUAL APPROACH
Apply overall salary structure adjustment in
years that comprehensive market survey is
not conducted
-No survey expense; data can be obtained
from published source(s)
-Aids to maintain market competitiveness
in lieu of comprehensive survey
-Smaller salary increase expense
Market Adjustments
Application of Salary Structure Adjustments*
Move employees to minimum 1% = $ 33,923
2% = $ 69,204
Move employees below market rate 1% = $118,332
2% = $213,050
Move all employees 1% = $157,000
2% = $314,000
*Employees with needs improvement rating on last review not eligible for salary structure adjustment
Employee Performance Accountability
Job Results
Special
Projects
Core Job
Functions
The
Colleyville
Way
Performance Review Cycle
Performance
Planning
Ongoing
observation and
feedback
Self Evaluation
Performance
Evaluation Review
-Exceptional
-Successful
-Needs Improvement
Summary
•The objective of the salary system is to:
Keep the City competitive in hiring
Provide a merit system to retain good and great employees
Hold all employees accountable for job performance and
service delivery
•The recommended program maintenance strategy, including
periodic comprehensive market salary assessments, coupled
with small market adjustments on an annual basis, minimizes
costs, yet continues to address the primary objectives of the
salary structure.
Questions and Comments
CITY OF COLLEYVILLE
COMPENSATION PHILOSOPHY & STRATEGY
Effective Fiscal Year 2014
PURPOSE
The City of Colleyville (City) values its employees as the key to providing efficient,
effective, responsive and creative public services.
The purpose of a compensation system is to support the recruitment, motivation and
retention of well-qualified employees. In order to obtain and maintain taxpayer
support, the compensation system should be fiscally sound and cost effective while
supporting the employees of the City by encouraging them to be responsive to
customers/taxpayers.
The compensation system shall be administered in an efficient, cost effective,
responsive, fair and equitable manner to meet the needs of all stakeholders including
elected officials, managers, employees and citizens of the City.
GOAL 1 – ORGANIZE THE WORK
To provide for a simplified flexible classification system that defines the general scope
and complexity of the work required. The classification system will also facilitate internal
equity across all jobs within all departments of the City.
Objective 1 – Broad Class Structure
To establish a classification structure that reflects meaningful and measurable
differences in the level of work within each occupational group but maintains the
flexibility necessary for employee growth and efficient management.
Strategies – Broadly Defined Classes
The classification system will consist of broadly defined classes that reflect the
essential duties and responsibilities performed by incumbents in each class.
This approach will facilitate flexibility in the assignment of duties to individual
employees within the job classification.
Where practical and feasible within each occupational group, there will be an
opportunity for career advancement opportunities. The differences in job
levels will be clearly defined and defensible.
Objective 2 – Classification Structure
The classification plan will meet the current needs of the departments while providing
maximum flexibility to manage and organize the work in a changing environment.
1
ATTACHMENT "A"
CITY OF COLLEYVILLE
COMPENSATION PHILOSOPHY & STRATEGY
Effective Fiscal Year 2014
Strategies – Classification System Maintenance
The existing classification system will be reviewed to identify current
requirements that may inhibit management flexibility. Recommendations will
be made to make the system consistent with the City’s goals and objectives
and will position the City to be responsive to change.
The class specifications, including the statements of essential duties, minimum
qualifications, and physical requirements, will be written to reflect the current
needs of the City. The goal is to ensure that new hires are qualified and
capable of performing the work required. Incumbents who currently do not
meet the minimum qualifications will be grandfathered into their current
classes. However, any incumbent not meeting the new minimum
requirements will be required to acquire the applicable knowledge and/or
skills within a reasonable time period so that they will be qualified for their
job. Otherwise, the employee may apply for vacant positions elsewhere in the
City, or other positions external to the City, for which they qualify.
Objective 3 – Reclassification of Jobs
The reclassification process will be administered by the Human Resources
Department in an efficient, cost effective, responsive, fair, and equitable manner to
meet the needs of both the City and its employees. Because the City has adopted the
concept of broad job classifications, the number of reclassifications should be minimal
since the differences between classifications will be clearly defined.
Strategies – Reclassification Process
Timetables will be established which will set the time the reclassifications will
be reviewed and acted upon.
Responsibilities for each step of the reclassification process will be
established to include the employee, department head, and the Human
Resources Department.
Employees will be notified in writing of the results of the reclassification
process and the reasons for approval or denial.
Employees who are reclassified will not receive any adjustment in their base
compensation unless the salary range for the class into which they are
reclassified has a minimum salary that exceeds the employee’s current salary.
Reclassification should not be used to circumvent promotions into a higher job
classification.
Objective 4 – Creation of New Jobs
The classification system will be responsive to organizational and environmental
change through the creation of new classes and redefinition of job responsibilities as
defined by the City and its departments.
2
CITY OF COLLEYVILLE
COMPENSATION PHILOSOPHY & STRATEGY
Effective Fiscal Year 2014
Strategies – New Job Development Process
The class specifications will be reviewed by the departments on an annual
basis to ensure they meet current needs. The Human Resources Department
will facilitate the review process.
The Human Resources Department will respond to department requests for
individual reclassification, and will assist with the revision of class
specifications and development of new class specifications within the broad
class concept, as necessary to meet the on-going operational requirements of
the City.
GOAL 2 – DISTRIBUTE PAY
The compensation system should reflect economic conditions of the various occupational
labor markets in which the City competes. The system should also reward employees
who perform at above-standard levels within their respective job class.
Objective 1 – Compensation Levels
Compensation levels should reflect the multiple labor markets (both public sector and
private sector) in which the City competes. The value of compensation offered to City
employees shall be consistent with the value of compensation offered by employers
with whom the City must compete within both the public and the private sectors.
Strategies – Executive Level Classes
For FLSA exempt classes and jobs that are most commonly found in the public
sector, the labor market should include the various government entities within
Texas. The jurisdictions and organizations should be similar in size and
character and perform a similar range of services as the City. Salary
comparisons shall reflect the cost of labor differences for each geographic
location.
Strategies – All Other Classes
For FLSA non-exempt classes, the labor market should include public and
private sector employers in the Dallas/Fort Worth metropolitan area that are
of a similar size and complexity to the City and/or with whom the City
competes for such employees.
Objective 2 – Market Parity
Pay grade midpoints should approximate the actual average salaries paid to positions
in the relevant labor market(s) as reported in salary survey and market pricing results.
Pay range minimums and maximums should be established from survey/market
pricing results to provide for market parity within the pay structures.
3
CITY OF COLLEYVILLE
COMPENSATION PHILOSOPHY & STRATEGY
Effective Fiscal Year 2014
Strategies – Range Spans
The salary structure should provide sufficient breadth with range spans based
on the level of the job classification and market information. Typically, salary
ranges for lower level jobs are narrower than for upper level jobs. For
example, defined jobs within an organization might have a maximum salary
that is only 20% to 25% greater than the salary range minimum for the job
class. For executive level jobs, the salary range maximum may be as much as
75% to 90% greater than the minimum of the salary range for the class. This
range spread at higher levels in the organization reflects a variety of factors
including a longer learning curve, greater consequence of error, the cost of
recruitment and training, and increasing value to the organization over time.
As class structures become broader to accommodate simplification and
flexibility, broader salary ranges will have higher maximum rates of pay than
with a narrow structure.
Strategies – Depth of Range Progression
The salary structure should provide sufficient depth to achieve midpoint
progression between salary ranges of five to ten percent. (This is the
percentage difference in salary range midpoints from one level or salary
grade to the next.) The salary structure is based on a multiple regression
model using salary survey results. (Most regression models exclude outliers
that exceed two standard deviations from the norm.)
Strategies – Process for Salary Progression
The length of time for progression within the salary range should increase as
jobs move up the salary grade structure. Progression within the salary range
should be based on proficient or competent performance up to the 50th
percentile or job rate of the established salary range. Progression above the
job rate of the salary range shall be based on performance that is above
proficient and should be tied to the performance management process.
Compensation above the job rate will be performance based and may be
added to base compensation or may be granted as a one-time bonus.
Strategies – Job Rate Percentile
Each classification should have a job rate (the midpoint for non-sworn
positions and the maximum for sworn positions) set at a percentage of the
actual average salary paid incumbents occupying like positions in the relevant
labor market. The job rate shall approximate the 50th percentile or the
median of pay for like positions in the labor market.
Strategies – Hiring Range
The hiring range is from the range minimum for minimally acceptable
qualified candidates to the job rate for exceptionally well qualified candidates.
4
CITY OF COLLEYVILLE
COMPENSATION PHILOSOPHY & STRATEGY
Effective Fiscal Year 2014
Appointment above the mid-point will require the approval of the City
Manager.
5
Who we are and what we value = THE COLLEYVILLE WAY
In
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We have an unwavering commitment to doing what is right through honesty and respect
•We are personally responsible and accountable for maintaining the public’s trust
•We are truthful and genuine
•We are engaged and involved
•We display humility
•We make decisions based on fairness and consistency
•We treat others with dignity and respect and self-assess before assessing others
•We are loyal and committed to our community, citizens, the City Council, coworkers, and to the
organization
•We insist on transparency and open, honest, consistent, and frequent communication
•We view mistakes as learning opportunities and recognize that they do not matter as much as
how we respond to them
•We are politically astute
•We foster a collaborative and safe work environment
•We work Citywide as a team and do not tolerate fragmented thoughts or actions
Se
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We work together in a positive and responsive manner that is summed up as: we care and we
effectively deliver. We deliver unique customer service by:
•Being available, approachable and visible
•Responsiveness with a sense of urgency
•Listening
•Empowerment, problem solving and working to minimize bureaucracy
•Being prepared, proactive, results oriented, and flexible
•Doing more than asked
•Being cooperative and considerate of our actions on others
•Follow through/follow up
•Creating positive work environments
•Having accurate, reliable and readily available data to make decisions, rather than with emotion
or the way we have always done it
In
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o
n
We explore efficient and productive ways to ensure excellent stewardship of the City’s resources by:
•Finding efficiencies, reducing costs and improving processes without being directed
•Helping others be more productive by constantly improving the work environment
•Fostering creative, unique ideas, both individually and in teams to improve service to customers
•Viewing change as the norm, rather than the exception
•Taking initiative to make continuous improvements that are sustainable in the long-term
•Empowerment to make a positive difference
•Forward, progressive and strategic thinking and resistance of the status quo
•Employee improvement through personal and professional development
V.1 September 2013
ATTACHMENT "B"
Integrity – Service – Innovation
EMPLOYEE SELF-EVALUATION FORM
This form is the mandatory initiation of the evaluation process to be completed by the employee
and provided to the supervisor at least two weeks before the annual or probation performance
evaluation meeting. This form is to be attached to the final Employee Performance Management
and Evaluation Form.
Employee
Name:
Job Title:
Date: Signature:
Evaluation Period:
00/00/2013 to 00/00/2014
Evaluation Type:
______ Annual ______ Probationary
______ Close Out ______ Other
Please describe and evaluate your job performance during the evaluation period considering:
Overall Job Results – City Values: [Reference The Colleyville Way]
Overall Job Results - Core Job Functions: [Reference Essential Duties of the Job]
Overall Job Results - Specific Assignments/Projects: [Optional Category – Appropriate if
assignments/projects were established as evaluation elements]
1
ATTACHMENT "C"
Integrity – Service – Innovation
EMPLOYEE SELF-EVALUATION FORM
Accomplishments, Recognition, and Strengths:
Areas in Need of Development or Improvement:
Challenges to Meeting Performance Expectations:
Additional Actions and/or Support of Supervisor/Manager that would improve your ability to
effectively perform your job:
Additional Skills/Knowledge/Training that would improve your ability to effectively perform
your job:
Other Topics for Performance Evaluation Discussion:
Suggested Performance Planning Elements (goals, projects, etc) for the Next Performance
Cycle:
2
Integrity – Service – Innovation
EMPLOYEE PERFORMANCE MANAGEMENT AND EVALUATION FORM
Employee
Name:
Job Title:
Department: Supervisor:
Evaluation Period: Evaluation Type:
______ Annual ______ Probationary
______ Close Out ______ Other
Overall Performance Rating:
___Exceptional: The employee’s performance significantly and consistently exceeds established job
expectations. This level of performance recognizes an employee’s sustained excellence and
accomplishments, such as:
•Consistently raises and exceeds expectations, does more than asked
•Finds efficiencies, reduces costs, improves processes without being asked
•Solves big problems, or finds new opportunities without needing direction
•Is known as an expert by other employees
•Shares knowledge as a process, mentors others regularly
•Helps others be more productive by improving the work environment
•Communicates effectively across and outside the organization
•Attracts additional support and resources
•Personally invested in helping the whole team perform better, both departmental and organization-
wide
•Very strategic thinker — redefines the job to meet evolving business needs
•Relentlessly models City’s values (Always models and in such a way that it sets the example for
others)
Please indicate in the exceptional justification block below specifically how the performance is exceptional.
___Successful: The employee’s performance consistently meets the established job expectations. This
level of performance recognizes an employee’s regular, dependable and predictable accomplishments that
supervisors/managers expect, such as:
•Always meet expectations, can be counted on
•Sometimes exceeds expectations
•Sometimes contributes additional value
•Sometimes goes above and beyond expectations
•Does an excellent job, as the job is defined
•Generally positive impact on people and team performance
•Strategic thinker – contributes new ideas, improvements, and/or suggestions
•Can take on big problems or opportunities with minimal direction
•Regularly shares knowledge
•Always models City’s values
If an employee is not rated as Exceptional or Needs Improvement, the employee must be rated as Successful.
1
ATTACHMENT "D"
Integrity – Service – Innovation
EMPLOYEE PERFORMANCE MANAGEMENT AND EVALUATION FORM
___Needs Improvement: The employee’s performance inconsistently meets the established job
expectations. This level of performance indicates that significant requirements are not completed in the
time or manner expected, such as:
• Does not meet commitments, does not do what they say
• Does not show up, does not participate
• Work of poor quality, late, incorrect, and/or frequently needs rework
• Consistently below expectations
• Negative impact on people and team performance
• Needs continuous direction or explanation about the work required
• Does not generally contribute extra effort or energy
• Does not generally share knowledge
• Occasionally models the City’s values
This rating requires the development of a Performance Improvement Plan (PIP).
___PIP Form attached.
After the evaluation form has been completed, all approving signatures should be obtained
before sharing the evaluation form with the employee.
This document represents my impartial evaluation of the employee’s performance for the period under
review.
Supervisor
Signature:
Date:
Mgr/Dept Reviewer
Signature & Job
Title:
Date:
Final Dept
Reviewer
Signature & Job
Title:
Date:
This evaluation has been discussed with me. I understand that my signature does not necessarily indicate
agreement with this review.
Employee
Signature:
Date:
2
Integrity – Service – Innovation
EMPLOYEE PERFORMANCE MANAGEMENT AND EVALUATION FORM
Justification for
Exceptional Rating
Supervisor/Manager
Signature:
Part I: Evaluation of Performance - Core Functions [Essential Duties] of the Job Including City
Values
Core Job Functions – This section focuses on the contribution of the employee to the essential duties of the
job that are core functions and evaluates how well an individual performs the responsibilities required of the
position, measures performance related to job accountabilities and essential duties, and focuses on the results
an employee achieves.
City Values – This section focuses on the contribution of the employee to the City values as described in The
Colleyville Way that support the City’s defined values and evaluates how well an individual performs the
responsibilities related to the goals, measures performance related to job accountabilities and duties, and
focuses on the results an employee achieves.
Directions: Please evaluate the employee by commenting on employee’s performance over the course of the
performance period. Please provide narrative comments, including specific examples, to explain or support
the contribution relative to the City values and essential duties consistent with the overall performance rating
and provide context about specific duties and performance.
3
Integrity – Service – Innovation
EMPLOYEE PERFORMANCE MANAGEMENT AND EVALUATION FORM
CITY VALUES: [Relates specifically to the overall performance related to those defined job
results associated with The Colleyville Way
Comments:
Core Job Functions
Comments:
4
Integrity – Service – Innovation
EMPLOYEE PERFORMANCE MANAGEMENT AND EVALUATION FORM
Part II: Evaluation of Performance Based on Job Assignments/Projects [OPTIONAL]
Job Assignments/Projects – This section provides the option of identifying 2-4 specific assignments or
projects to be specifically evaluated in addition to commenting on Core Job Functions for the performance
period. Specific results associated with focused projects or assignments are identified and included as
evaluation elements during the performance planning cycle and/or updated during ongoing performance
documentation.
Directions: Please fill in 2-4 important major assignments and/or projects in the tables provided. The
performance indicators of 1) Demonstrate Knowledge & Skills, 2) Quality of Work, 3) Quantity of
Work, and 4) Timeliness of Completion are to be considered.
ASSIGNMENT/PROJECT:
Comments:
ASSIGNMENT/PROJECT
Comments:
5
Integrity – Service – Innovation
EMPLOYEE PERFORMANCE MANAGEMENT AND EVALUATION FORM
Part III: Training, Support & Career Development Needs
Professional Development – Identify training and development needs as well as career planning objectives
and management support needed to achieve objectives.
Directions: This section is not intended to replace a Performance Improvement Plan (PIP) if the overall rating
is “Needs Improvement”. This section is intended to document discussion regarding supervisor/manager
and/or employee views of additional support and/or training needed to better address job results and/or
career advancement.
Training, Support & Career Development:
Part IV: Performance Planning for the Upcoming Year
New Performance Objectives – This section is designed to identify the focus of core job functions as well
as, optionally, assignments/projects of the position and the measures associated with performance related to
upcoming job accountabilities, essential duties, and/or assignments/projects. This section focuses on the
results an employee is expected to achieve. These projected performance elements may be amended over
the course of the performance period as documented.
Directions: Refer to the employee’s major assignments/projects for the next evaluation period and the City’s
values for the upcoming year. Please develop up to four areas of focus and/or major assigned project(s) as
expected for the coming year in the tables provided keeping in mind the need to understand the performance
indicators of 1) Demonstrate Knowledge & Skills, 2) Quality of Work, 3) Quantity of Work, and 4)
Timeliness of Completion.
FOCUS OF JOB RESULTS RELATED TO CITY VALUES: [Refer to The Colleyville Way]
FOCUS OF CORE JOB FUNCTION: [Refer to Essential Duties of the Job]
Comments:
6
Integrity – Service – Innovation
EMPLOYEE PERFORMANCE MANAGEMENT AND EVALUATION FORM
ASSIGNMENT/PROJECT:
Comments:
ASSIGNMENT/PROJECT:
Comments:
7
Integrity – Service – Innovation
EMPLOYEE PERFORMANCE IMPROVEMENT PLAN (PIP) FORM
This form is to be completed by the supervisor/manager for an employee receiving a Needs
Improvement (NI) as an overall performance rating. A copy of this form must be attached to
the Employee Performance Management and Evaluation Form.
Employee
Name:
Job Title:
Department: Supervisor:
Date PIP Presented:
00/00/2014
Associated with:
______ Annual Evaluation ______ Other
Please complete the following for each area needing improvement. Each area must be
discussed with the employee, and reviewed by the supervisor and employee within 30 days. The
follow up meeting must be scheduled during the initial meeting.
Area Needing Improvement:
Plan for Improvement:
Result(s) Required by Employee:
Consequences and Timeline for Improvement:
Follow-up Meeting: 00/00/2014, 0:00 a.m./p.m.
Outcome of Follow-up Meeting:
Area Needing Improvement:
Plan for Improvement:
Result(s) Required by Employee:
Consequences and Timeline for Improvement:
Follow-up Meeting: 00/00/2014, 0:00 a.m./p.m.
Outcome of Follow-up Meeting:
1
ATTACHMENT "E"
Integrity – Service – Innovation
EMPLOYEE PERFORMANCE IMPROVEMENT PLAN (PIP) FORM
Area Needing Improvement:
Plan for Improvement:
Result(s) Required by Employee:
Consequences and Timeline for Improvement:
Follow-up Meeting: 00/00/2014, 0:00 a.m./p.m.
Outcome of Follow-up Meeting:
This Performance Improvement Plan (PIP) must be reviewed by the Department Head and
Human Resources Director before the Performance Improvement Plan meeting is held with the
employee.
Department Head
Signature:
Date:
HR Director
Signature:
Date:
This Performance Improvement Plan (PIP) has been discussed with me by my
supervisor/manager and I understand the actions required of me and the consequences of not
meeting the requirements detailed within this plan. I understand that unless I fully and
satisfactorily complete the requirements of this Performance Improvement Plan (PIP) that I
may be subject to further action, up to and including termination of employment.
Employee
Signature:
Date:
Supervisor/Manager
Signature:
Date:
The follow up meeting for this Performance Improvement Plan was conducted. The outcome of
the meeting is addressed in the appropriate section(s) above and I understand these outcomes,
conditions and requirements.
Employee
Signature:
Date:
Supervisor/Manager
Signature:
Date:
2
City of Colleyville Page 1
City of Colleyville
Colleyville City Council
Worksession
Agenda Briefing
City Hall
100 Main Street
Colleyville, Texas 76034
www.colleyville.com
Agenda Number 3e Agenda Date 05/28/2014 Number
Type Presentation and Discussion
Department City Manager
Title
Presentation and discussion of other items with budgetary impact
Explanation
The purpose of this item is to bring forward a few items for discussion that have
budgetary impact and should be considered as we begin to develop the FY 2015
budget. These items include potentially offering a Citizens Academy, and Texas
Senate Bill 898. This is also an opportunity for City Council to direct staff to review
other items to consider in the budget. If City Council would like staff to pursue any of
these presented items, staff will put together a budget request to seek direction on
how to reprioritize projects to accommodate the resources, both financial and staff
time, necessary to implement such.
Attachments
1.Other Items with Budgetary Impact presentation
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