Richardson City Council Work Session November 4th, 2024

OPENING

All councilmembers are present as well as City Manager Don Magner and City Secretary Aimee Nemer.

One public written comment is acknowledged regarding Ordinance No. 4265. This was ZF 18-18, approved by Council on July 9, 2018. This was a request to rezone the area at 998 N. Plano Rd. from retail to planned development to allow for two office buildings to be constructed with all allowed office district uses and an additional Esthetician Service use allowed. Though we don’t know the contents of this public comment, this commenter also spoke up at the June 19, 2018 CPC hearing on the zoning file. According to minutes from that CPC meeting, he spoke in opposition to the request. He stated the Commissioners should not approve solely a concept plan and did not agree with the placement of medical offices in a young, family community. He stated he was unhappy with the connection to the creek and believed the applicant did not take into consideration the protection of the development of the creek.

SOLID WASTE MASTER PLAN

Now, Mayor Dubey announces a change in the order for tonight’s agenda. Rather than reviewing the Fire Services Assessment Report, Council will first discuss the Solid Waste Master Plan. City Manager Don Magner states that this presentation will cover the feedback collected from the Solid Waste Master Plan survey. Almost 5,000 responses were received. Consultant Scott Pasternak with the Burns & McDonnell firm presents.

Scott describes the public engagement process. Interviews with councilmembers were conducted in April and May. The survey was open from Aug. – Sep. 99% of respondents were single-family residents. An open house was also held in October with 17 participants. Scott states that the current bagged collection system costs roughly $8.6M annually. The cost to provide service to residents is roughly $32 a month while the fee for residents is roughly $25 a month. This means that there is a $7 gap between what the city collects in rates and the cost of service. This gap is currently offset by commercial service programs. For FY25, the city experienced a $2.3M deficit on the residential side but experienced $2.9M of net revenue on the commercial side, ending the fiscal year with about $600K of net revenue from these services.

On to the survey results. On the question of reducing trash collection from twice a week to once a week, 75% were not interested in doing that. On the question of moving to a cart-based collection, 48% were not interested in that while 44% were interested. 7% were neutral. Still, more expressed a desire to keep the bagged collection than those interested in a cart-based collection. Scott shows data that indicates that older residents prefer keeping the bagged collection while younger residents are more interested in cart-based collection.

Scott then compares Richardson’s practices with what he calls “industry best practices.” According to the chart, Richardson follows none of these “industry best practices.” The apparent industry best practice is a cart-based collection once a week from the front of your house. This would be done by an automated side-load truck and would result in only one driver per truck with no additional loader personnel. This would also apparently result in more full-time workers than temporary workers. Scott explains that these “best practices” are really just the way most cities have trended over the last few decades. (So, maybe “industry common practices” would be a better term. I’m okay with Richardson not doing things the common way.) Another interesting difference is that Richardson asks that solid waste employees work to complete the task instead of a certain amount of hours per week. Once their route is complete, their shift is over regardless of how long it takes.

Scott also shows the same comparisons for recycling. Richardson is currently practicing at least one “industry best practice,” recycling collection once a week. Otherwise, we still do things our own way. Currently, overtime is often utilized, and we don’t have a recycling-specific supervisor. We share a supervisor for the BABIC (Brush and Bulky Item Collection) and recycling programs. Scott also thinks we might be able to increase recycled pounds per household by moving to a cart-based collection system. But, with narrow alleys, it would be difficult to implement a cart-based collection with side-loading trucks while keeping collection in alleys.

Scott now shows data on how many hours are worked under the current task-based system. All services have four days of collection (work). Trash workers work just under 7 hours on their busiest day and 5 hours on their easiest day. They work roughly 24 hours a week. Recycling workers work 9 hours on their busiest day and just under 7 hours on their easiest day. They work roughly 32 hours a week, with two days usually resulting in overtime. BABIC (Brush and Bulky Item Collection) workers work 8 hours on their days resulting in 32 hours for the week. The industry standard is a 40-hour work week.

Scott provides Council with two options to consider. The first enhances the current system by evaluating current routes, modifying the task-based system, replacing temporary workers with full-time equivalents, and creating a dedicated recycling supervisor position. The second option moves to a cart-based collection for trash and recycling. Trash would be collected either once or twice weekly, though if trash was collected twice weekly that may not save costs. This option would keep rear-load trucks that would be equipped with tippers. Three workers to a truck would remain.

Now, the survey results for BABIC service. The average respondent makes at least two BABIC requests per year. 22% of respondents make BABIC requests 5 or more times a year. Scott also provides the same comparison between Richardson’s way and “industry best practice.” Most notable to me is that Richardson does not limit the number of BABIC requests citizens can make in a year, while an industry practice is to establish a limit. Richardson’s response time is also 24 hours. Industry practice sets response time to one week or more. Scott states that overtime is often required to meet BABIC demands. But the slide we saw earlier states that BABIC workers work 8 hours a day (Slide 94 of the handouts).

Scott acknowledges that residents and staff alike have made it clear they have no desire to change the BABIC program. Still, he recommends some enhancements to improve the long-term viability of the program. These enhancements include adding brush trucks to provide a shuttle service to the transfer station, appointing a BABIC-specific supervisor, increasing the response time, increasing education on what warrants a BABIC request, and hiring additional full-time employees.

Now, the survey results regarding recycling drop-off. On the question of even knowing about the city’s recycling drop-off location, 42% of respondents said they did not know about it. When asked how often they use the recycling drop-off location, 67% said they never use it. Only 16% use it even once a year. Scott provides the same comparison between Richardson’s and industry practices. Richardson has no solid waste staff onsite. We also don’t have any security cameras or personnel onsite. We also have no parking for users at the site. Industry practices include having security onsite, using a staff member to direct drop-off, providing a more central location that includes parking, and providing enough containers to prevent material overflow. The current recycling drop-off location is at the Westside Pump Station at 102 N Cottonwood Dr. Short-term, Scott recommends staffing the current recycling drop-off site to better understand how this location is used. Long-term, Scott recommends closing this location and constructing a new, centrally-located drop-off location. He also recommends constructing multiple smaller drop-offs throughout the city. He suggests that having recycling services at apartments could reduce some of the need for a drop-off location.

Now, on to multifamily and commercial services. On the question of providing recycling collection to apartments, 84% of respondents expressed interest. On the question of providing recycling collection to commercial businesses, 76% were interested in doing that. Scott now provides a comparison of Richardson and industry practices for multifamily and commercial trash collection. Richardson frequently uses overtime to complete these weekly routes, about 16 hours weekly. Richardson doesn’t require recycling or conduct outreach to apartments and businesses for recycling. Industry practices include maintaining route size and quantity that result in less overtime hours. Industry practices also include providing recycling services to every multifamily and commercial business with outreach programs specific to these entities. It’s also an industry practice to have dedicated financial personnel focused on commercial billing.

Scott provides several recommendations to ensure the commercial program’s long-term success. These include realigning routes with needs and hiring an additional full-time employee, replacing older vehicles, updating maintenance software, creating a business analyst position, and increasing multifamily and commercial outreach. These could enable the city to provide multifamily and commercial recycling collections in the future. Scott also explains the different options for implementing a commercial recycling program. These range from having a city-provided service with city-managed equipment and employees to authorizing contractors for collection or even requiring commercial entities to develop their own recycling programs. Finally, Scott recommends hiring an environmental outreach coordinator for solid waste services.

Council will provide feedback tonight. With that feedback, the consultant will develop a 20-year implementation and funding plan and present their final findings to Council at a future meeting. Councilman Corcoran acknowledges that, though many citizens indicate a strong desire to maintain the current twice-weekly collection system, many of these recommendations will result in significant changes to the program if implemented. Councilman Corcoran asks Scott if he is recommending a household limit on BABIC requests. Scott answers that Council feedback will dictate that recommendation. City Manager Don Magner explains that short-term recommendations such as limiting BABIC requests will come from Council. The consultant will take Council’s direction and form both a short-term and long-term implementation strategy.

Councilman Dorian supports less frequent BABIC service if it reduces costs. Councilman Barrios asks if any of the recommendations have been analyzed for cost-benefit. Scott confirms that no recommendations have been analyzed for cost-benefit at this point in the process. Councilman Barrios also expresses that he would personally prefer carts to bags because a lot of animals get into bags that are put out the day before. (The city has regulations that need to be enforced. My wife and I just moved into a rental house from an apartment. I consulted the city’s website to find out how trash collection is conducted. On the website, the city specifies requirements that bags will be at least 2 mils thick and only be placed out the morning of collection. If everyone follows the existing regulations for thick, contractor-style bags placed out only the morning of, we solve the issues that cause Councilman Barrios to prefer carts over bags. Use the right bags and put them out at the right time and encourage your neighbors to do the same if you want to keep Richardson a bag city.)

Councilwoman Justice agrees with the preliminary recommendations and suggests a cost-benefit analysis for any proposed changes to the current system. More residents want bags than carts, but the number of residents who want carts is still significant. Whatever decision is made, the city needs to show the justification for a decision that is likely to be unpopular with a significant number of residents.

Councilman Hutchenrider asks for clarification on why parking spaces would be needed for the recycling drop-off location. Scott answers that this recommendation is to mitigate the possibility of the lack of parking interfering with the operation or maintenance of the existing pump station facility. Councilman Hutchenrider sees great benefit to keeping the site open, especially around the holidays as people have more recycling material and scheduled pickups may be altered. City Manager Don Magner replies that, while he agrees with not eliminating the drop-off site altogether, relocating the site needs to be seriously considered. Pump stations need to be secure areas. Locating the recycling drop-off site with a pump station is probably not viable long-term.

Mayor Pro Tem Shamsul was hoping to see more future-looking perspectives in this master plan. He asks how trash collection might fundamentally change in 20 years. Will we still be collecting trash with dump trucks and taking it to a landfill? This is where Mayor Pro Tem Shamsul’s focus is. Scott answers that he does think we will still be collecting solid waste the same way in 20 years. He also states that addressing food waste collection is something that will be considered in the future. Mayor Pro Tem Shamsul also suggests providing pros and cons for a cart system to residents so they understand the effects of moving to such a system before deciding their preference. Mayor Pro Tem Shamsul also asks for household BABIC usage data to be presented at a future meeting to better understand how to enhance this system.

Mayor Dubey notes that it may take longer to conduct collection with a cart system since the loader can only handle one cart at a time. He wants this to be considered when conducting a cost-benefit analysis.

FIRE SERVICES ASSESSMENT REPORT

Next is a discussion on the Fire Services Assessment Report. Fire Chief Curtis Poovey presents. Chief Poovey states that the purpose of this assessment is to analyze current and future multifamily density and how Fire and EMS can stay effectively responsive to citizens’ future needs. He introduces consultant Joe Pozzo with the Center for Public Safety Management to continue the presentation. Joe presents data that shows Richardson’s population growing to 150,000 by 2045. His analysis also shows that Fire Station #1 has the highest volume of calls at nearly 3,500 calls in 2023. This is over 700 more calls than any other fire station in the city. Richardson has six fire stations, but this station handles 26% of the work. His findings also show that the fire marshal’s office takes longer to inspect low-risk occupancies like office suites in a multi-tenant building than National Fire Protection Code dictates due to current staffing and workload.

Joe recommends that the city conduct succession planning since 52 employees, many of them in leadership positions, are eligible for retirement. That includes the fire chief, three asst. chiefs, five battalion chiefs, and twelve captains. For staffing levels, Joe assesses that the fire department needs more civilian administrative and technical support staff. He also found that response time data is not as accurate since we don’t have an automated dispatch system yet. Richardson should have this system on-line in 2025. Based on current coverage and response times, Joe recommends adding an additional fire station in the north-central area of the city near Campbell/Glenville. He also suggests that Richardson aim for a 5-minute response time for coverage. His analysis also determined a need for an additional ladder truck and company for Station #3. He also recommends adding a dedicated EMS shift supervisor and an additional battalion chief to each operational shift to help manage the growing department.

In addition to those above, he also suggests several strategic initiatives. The first is to establish a formal health, safety, and wellness committee to enhance and support wellness programs for employee health and safety. A change implementation plan is also recommended to manage operational changes when they need to occur. Developing EMS staff rotation guidelines is also recommended. EMS shifts can last 48 hours and cause extra fatigue for those on shift. Managing that fatigue with adequate rest and recovery is important for workforce longevity and resiliency.

He recommends Richardson add three civilian personnel. One will be a project-applications position in the administrative division for IT support. One will be a fire management technician in the training division to assist with admin, technical, and records management work. And one will be a fire management technician in the EMS division to assist with the same duties. He also recommends Richardson create a separate facility for storing reserve apparatus to reduce congestion in bays and reduce the risk of accidents. Additional EMS units are recommended at Stations #1 and #5. Operational and planning initiatives are also included. Station #3 needs a new ladder truck. Stations #1 and #5 also need an additional ambulance each.

Now it’s time for Council feedback. Mayor Pro Tem Shamsul asks when we would need a seventh fire station. Chief Poovey states it would take a minimum of 3 ½ years to bring a new station into service. This will be part of long-term planning. Station #7 is a future need in response to increased density and development, not an immediate need. Chief Poovey states we will need this additional station in about 7 or 8 years. Mayor Pro Tem Shamsul also asks if there will be any recommendations as far as maximum building heights that the fire department can effectively respond to. Chief Poovey says that they are prepared to respond to high-rise buildings especially with mutual aid from neighboring cities. Taller buildings won’t require additional apparatus, but they will require additional equipment and personnel to fight any fires from within the building. City Manager Don Magner also reminds Council that high-rise buildings have a different class of building materials than smaller structures to make them more fire resistant.

Councilman Corcoran asks what the consultant’s role will be after this assessment. Joe answers that he will continue to be a resource and provide any requested data going forward, but this assessment is complete as of tonight. The Center for Public Safety Management will be available for any future assessment needs. Councilman Dorian asks what the estimated timeline will be for implementing these recommendations. Chief Poovey answers that he is treating this as a 10-year plan. EMS will be the highest priority. The new fire station would come at the end of the plan. Councilman Barrios encourages Chief Poovey to prioritize leveling out the workload between stations.

Council acknowledges members of the current Leadership Richardson class in attendance and recognizes City Secretary Aimee Nemer being named the 2025 Texas Municipal Clerk of the Year. They also discuss a Council Business Committee meeting, an Audit Committee meeting, and a Richardson Women’s Club benefit event, and the meeting adjourns.