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04-13-21 Special meeting Budget Retreat
REQUEST FOR CITY COUNCIL AGENDA ITEM Appropriation Agenda Date Requested:April 13, 2021 N/A Source of Funds: Requested By:Michael G. Dolby, CPA Department:Finance N/A Account Number: N/A Amount Budgeted: ReportResolutionOrdinance Amount Requested:N/A Exhibits:Presentation Budgeted Item:YesNo SUMMARY& RECOMMENDATION As a planning tool at the Pre-Budget Retreat staff provides a brief overview of the current financial conditions of the City and a preliminary projection of where current trends may lead. Highlighted in the presentation are the General Fund and the Utility Fund. The projections are subject to change as more data becomes available in late spring/early summer. ACTION REQUIRED BY CITY COUNCIL Receive presentation. Approved for the City Council meeting agenda Corby D. Alexander, City ManagerDate FY2021-22 PRE-BUDGET FINANCIAL OVERVIEW MICHAEL G. DOLBY, CPA, DIRECTOR OF FINANCE GENERAL FUND PROPERTY TAX GROWTH GENERAL FUND IN-LIEU OF TAX TRENDS GENERAL FUND SALES TAX TRENDS GENERAL FUND REVENUES & EXPENDITURES STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES FOR THE FIFTH MONTH ENDED FEBRUARY 28, 2021 WITH COMPARATIVE DATA FOR THE PRIOR YEAR 41.67% OF YEAR LAPSED Current YearPrior Year ActualPercent ofActualPercent of BudgetYear to DateVariance BudgetBudgetYear to Date Budget REVENUES Property taxes$ 18,905,500$ 23,569,853$ 4,664,353124.67%$ 19,005,100$ 21,413,437112.67% Franchise taxes 3,004,895 731,810 (2,273,085)24.35% 3,104,233 833,91526.86% Sales taxes 5,999,287 1,721,042 (4,278,245)28.69% 5,500,000 1,744,31131.71% Industrial payments 17,310,020 16,753,636 (556,384)96.79% 14,000,000 16,207,483115.77% Other taxes 90,000 28,782 (61,218)31.98% 90,000 23,35825.95% Licenses and permits 841,511 249,352 (592,159)29.63% 526,489 373,87971.01% Fines and forfeits 1,457,440 531,816 (925,624)36.49% 1,773,070 835,48747.12% Charges for services 5,830,440 1,946,322 (3,884,118)33.38% 5,901,871 2,339,29639.64% Interest 350,000 25,771 (324,229)7.36% 650,000 427,80665.82% Miscellaneous 100,000 310,201 210,201310.20% 100,000 112,988112.99% Total revenues 53,889,093 45,868,584 (8,020,509)85.12% 50,650,763 44,311,96187.49% GENERAL FUND REVENUES & EXPENDITURES STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES FOR THE FIFTH MONTH ENDED FEBRUARY 28, 2021 WITH COMPARATIVE DATA FOR THE PRIOR YEAR 41.67% OF YEAR LAPSED Current YearPrior Year ActualPercent ofActualPercent of BudgetYear to DateVariance BudgetBudgetYear to Date Budget EXPENDITURES General Government: 1 Administration 7,969,858 3,154,028 4,815,83039.57% 7,959,519 3,038,75838.18% Finance 4,379,716 1,170,488 3,209,22726.73% 4,680,692 1,175,58725.12% Planning & Engineering 1,891,677 676,436 1,215,24235.76% 1,776,314 664,72037.42% Public Safety: Fire and Emergency Services 6,381,617 2,715,490 3,666,12742.55% 6,393,469 2,449,61438.31% Police 15,020,301 6,223,048 8,797,25341.43% 14,065,609 5,639,07840.09% Public Works: Public Works Administration 736,895 256,798 480,09734.85% 799,937 264,32833.04% Facilities Maintenance 1,467,337 397,952 1,069,38627.12% Streets 2,911,489 1,170,001 1,741,48840.19% 2,983,228 1,107,38837.12% Health and Sanitation: Solidwaste 3,106,162 1,395,900 1,710,26244.94% 3,176,739 1,323,35641.66% Culture and Recreation Parks and Recreation 4,573,854 1,634,148 2,939,70635.73% 4,889,124 1,695,50234.68% Total expenditures 48,438,906 18,794,288 29,644,61838.80% 46,724,632 17,358,33137.15% Excess (deficiency) of revenues over expenditures 5,450,187 27,074,296 21,624,109 3,926,131 26,953,630 1 Includes Admin, HR, MC, Purch, IT, City Secr, Legal, Emergency Management and City Council. GENERAL FUND REVENUES & EXPENDITURES STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES FOR THE FIFTH MONTH ENDED FEBRUARY 28, 2021 WITH COMPARATIVE DATA FOR THE PRIOR YEAR 41.67% OF YEAR LAPSED Current YearPrior Year ActualPercent ofActualPercent of BudgetYear to DateVariance BudgetBudgetYear to Date Budget OTHER FINANCING SOURCES (USES) Transfers in 129,967 54,153 (75,814)41.67% 126,614 53,82042.51% Transfers out (12,719,445) (5,299,769) 7,419,67641.67% (8,119,445) (3,383,102)41.67% Total other financing sources (uses) (12,589,478) (5,245,615) 7,343,86241.67% (7,992,831) (3,329,282)41.65% Net change in fund balances (7,139,291) 21,828,681 28,967,971 (4,066,700) 18,128,836 61,347,877 61,347,877 - 57,610,257 57,610,257 $ 54,208,586$ 83,176,558$ 28,967,971$ 53,543,557$ 75,739,093 UTILITY FUND REVENUES & EXPENDITURES STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES FOR THE FIFTH MONTH ENDED FEBRUARY 28, 2021 WITH COMPARATIVE DATA FOR THE PRIOR YEAR 41.67% OF YEAR LAPSED Current YearPrior Year ActualPercent ofActualPercent of BudgetYear to DateVariance BudgetBudgetYear to Date Budget Operating Revenues: User fees$ 8,233,050$ 3,080,683$(5,152,367)37.42%$ 8,233,050$ 3,467,98142.12% Operating expenses: Personal services 3,636,076 1,597,946 2,038,13043.95% 3,658,245 1,453,32839.73% Supplies 207,000 66,738 140,26232.24% 226,782 85,89637.88% Other services and charges 6,130,149 2,168,301 3,961,84835.37% 6,872,455 1,227,70517.86% Total operating expenses 9,973,225 3,832,984 6,140,24138.43% 10,757,482 2,766,93025.72% Operating income (1,740,175) (752,301) 987,874 (2,524,432) 701,051 Nonoperating revenues (expenses): Miscellaneous revenue - -0.00% Interest income 41,250 4,673 (36,577)11.33% 113,500 86,17575.93% Income before contributions and transfers (1,698,925) (747,629) 951,297 (2,410,932) 787,226 Transfers in 1,500,000 625,000 (875,000)41.67% 900,000 125,00013.89% Transfers out (724,201) (301,750) 422,45141.67% (1,226,043) (260,851)21.28% Change in net assets (923,126) (424,381) 498,746 (2,736,975) 651,375 Net position - beginning of the year 32,091,364 32,091,364 - 30,998,205 30,998,205 Net position - end of the year$ 31,168,238$31,666,983$ 498,746$28,261,230$31,649,580 QUESTIONS/SUMMARY Michael G. Dolby, CPA, Director of Finance Email: dolbym@laportetx.gov REQUEST FOR CITY COUNCIL AGENDA ITEM Appropriation Agenda Date Requested:April 10, 2021 Source of Funds:Employee Health Services Requested By:Matt Hartleib, Manager Department:Administration/Human Resources Account Number:014-6144-515-XXXX Amount Budgeted:N/A ReportResolutionOrdinance Amount Requested:N/A Exhibits:2020 Plan Year Summary, Full 2020 Budgeted Item:YesNo Plan Year Reportand YTD 2021 Reporting SUMMARY& RECOMMENDATION The Human Resource Manager will share a plan year-end report for the City of La Porte Committee on March 16, 2021. Total costs for the plan in 2019 were 80% of plan funding per budget. Pharmacy claims decreased 8.1% and medical claims decreased 4.0% on a per capita basis.Theclaim decreases are attributedto the impacts of COVID. an carrying a higher per capita cost and a larger cost share portion carried by the plan. ACTION REQUIRED BY CITY COUNCIL Provide staff direction and guidance on plan design goals and objectives. Approved for the City Council meeting agenda Corby D. Alexander, City ManagerDate City of La Porte Net Employer Cost and Budget Exhibit - Medical, Rx 2021 Plan Year ABCD = A+B+CEFGHIJ = E+F+G+H+IKLM = K+LNO = J+M+NP = J+MQR = Q-P 1 ENROLLMENTCLAIMS DATAFIXED COSTEMPLOYER NET COSTBUDGET DATA 23 MonthPPOAHF 1000AHF 1500TotalPPOAHF 1000AHF 1500Stop LossAHF FundTotalAdminStop LossTotalEE ContribsNet CostTotal CostBudgetSurplus 2021-0115494159 407$215,000$51,802$52,105$0$15,329$334,237$12,633$55,136$67,770($54,627)$347,380$402,007$577,945$175,938 2021-0215393163 409$289,568$82,263$72,667$0$33,577$478,074$12,695$55,407$68,103($54,795)$491,382$546,177$599,044$52,868 2021-03 2021-04 2021-05 2021-06 2021-07 2021-08 2021-09 2021-10 2021-11 2021-12 Total307187322816$504,568$134,065$124,772$0$48,906$812,311$25,329$110,544$135,872($109,422)$838,762$948,183$1,176,989$228,806 Avg/PEPM 15494161 408$1,643.54$716.92$387.49$0.00$96.08$995.48$31.04$135.47$166.51($134.10)$1,027.89$1,161.99$1,442.39$280.40 BUDGET AND CONTRIBUTION DATAYear to Date SummaryTotalPEPM PPO Plan EEEESpEEChFam Total Net Paid Claims$812,311$995.48 2021 Maximum Claims$1,827.86Total Fixed Costs$135,872$166.51 Employee Contributions$55.22$276.28$255.20$315.42 Subtotal - Total Costs$948,183$1,161.99 Employer Contributions$850.83$1,717.02$1,375.65$2,312.12 Total Cost as % of Budget81% Premium Equivalents$906.05$1,993.30$1,630.85$2,627.54Employee Contributions($109,422)($134.10) Fixed Costs - Admin$31.04$31.04$31.04$31.04 Total - Net Employer Costs$838,762$1,027.89 Fixed Costs - Stop Loss$135.47$135.47$135.47$135.47 AHF 1000 Plan EEEESpEEChFam 2021 Maximum Claims$1,827.86 Employee Contributions$22.71$184.17$168.77$222.06 Employer Contributions$628.20$1,247.84$1,002.88$1,665.58 AHF 1500 Rx, 26% Med, 74% Premium Equivalents$650.91$1,432.01$1,171.65$1,887.64 Fixed Costs - Admin$31.04$31.04$31.04$31.04 Fixed Costs - Stop Loss$135.47$135.47$135.47$135.47 AHF 1500 Plan EEEESpEEChFam AHF 1000 Med, 69%Rx, 31% 2021 Maximum Claims$1,827.86 Employee Contributions$14.65$105.00$95.25$120.68 Employer Contributions$616.62$1,283.80$1,041.04$1,710.01 PPO Med, 74%Rx, 26% Premium Equivalents$631.27$1,388.80$1,136.29$1,830.69 Fixed Costs - Admin$31.04$31.04$31.04$31.04 0%10%20%30%40%50%60%70%80%90%100% Fixed Costs - Stop Loss$135.47$135.47$135.47$135.47 ASO and Stop Loss Detail 1 Due to carrier enrollment reporting, figures such as Contributions and Budget may vary slightly. Administration 2 AdministratorAetna; RxBenefits Employee Contributions represent an estimate based on the monthly headcounts multiplied by the monthly employee Non-Tobacco contributions, not the actual NetworkAetna; CVS employee contributions collected by City of La Porte. 3 Budget represents the monthly headcounts multiplied by the 2021 AHF & PPO fully-insured equivalent rates. Stop Loss CarrierVistaUW / SABS Specific Stop Loss Deductible$165,000 Contract24/12 CoverageMedical / Rx Aggregate Stop LossMedical / Rx 1 City of La Porte Stop Loss Exhibit 2021 Plan Year ABCD = A+B+CEFGH = E+F+GIJ = H+IKLM = J/K ENROLLMENTCLAIMS DATAAGGREGATE ACCUMULATION Attachment SpecificAggregate % of Expected 1 MonthPPOAHF 1000AHF 1500TotalPPOAHF 1000AHF 1500Total Stop LossClaimsPoint Claims% of Maximum Claims 2021-0115494159 407$215,000$51,802$52,105$318,908$0$318,908$743,93954%43% 2021-0215393163 409$289,568$82,263$72,667$444,497$0$444,497$747,59574%59% 2021-03 2021-04 2021-05 2021-06 2021-07 2021-08 2021-09 2021-10 2021-11 2021-12 Total307187322816$504,568$134,065$124,772$763,405$0$763,405$1,491,534 64%51% Avg/PEPM 15494161 408$1,643.54$716.92$387.49$935.55$0.00$935.55$1,827.86 Claim Factors $1,600,000 PPO Plan EEEESpEEChFam $1,827.86 2021 Maximum Claims $1,400,000 AHF 1000 Plan EEEESpEEChFam $1,827.86 2021 Maximum Claims$1,200,000 AHF 1500 Plan EEEESpEEChFam $1,000,000 $1,827.86 2021 Maximum Claims $800,000 ASO and Stop Loss Detail $600,000 Administration Aetna, RxBenefits Administrator $400,000 Aetna, CVS Network $200,000 Stop Loss VistaUW / SABS Carrier $0 $165,000 2021-012021-02 Specific Stop Loss Deductible 24/12 Contract Medical / Rx Coverage Aggregate Claims YTDAttachment Pt YTD Medical / Rx Aggregate Stop Loss 1 Attachment Point represents an estimate based on the monthly headcounts multiplied by the monthly maximum claims factor. 2 City of La Porte Large Claimants > $82,500 January 1 - February 28, 2021 $500,000 $450,000 $400,000 $350,000 $300,000 $250,000 $200,000 $165,000 Specific Deductible $150,000 $100,000 $50,000 $0 ClaimantTotal PaidOver / Under ISLPlanRelationship No Claimants over $82,500 to report 3 City of La Porte Medical Historical Experience Analysis - PPO, AHF 1000 & AHF 1500 Plans, Combined Data through February 2021 ENROLLMENT CLAIMS DATA Month EEEESpEEChFamTotalMedicalRxStop LossTotal PaidRolling PEPM 2019-011586853123402$320,663$136,418$0$457,081$1,167.72 2019-02 1566652123397$403,459$137,688$0$541,147$1,185.96 2019-031556852121396$555,591$134,287($9,006)$680,872$1,242.12 2019-04 1556953119396$479,212$141,272($37,816)$582,668$1,258.95 2019-051586950121398$426,795$142,204($51,337)$517,662$1,273.13 2019-06 1586850121397$580,296$152,769($141,395)$591,670$1,297.60 2019-071596851120398$710,349$96,752($162,207)$644,894$1,334.93 2019-08 1616748120396$527,005$112,056($227,315)$411,746$1,312.85 2019-091636948118398$851,293$118,491($327,863)$641,921$1,351.64 2019-10 1617048118397$364,506$126,318($137,984)$352,840$1,330.60 2019-111597050118397$416,991$147,221($101,087)$463,124$1,339.30 2019-12 1566950116391$1,485,838$125,930($1,118,064)$493,704$1,339.35 2020-011646753119403$1,333,465$152,410($732,425)$753,450$1,401.28 2020-02 1626552119398$525,820$98,614($44,321)$580,113$1,409.16 2020-031626553115395$381,370$118,855$0$500,226$1,371.54 2020-04 1636352117395$397,404$102,491$0$499,895$1,354.45 2020-051636451117395$184,719$98,626$0$283,345$1,306.08 2020-06 1656451116396$313,519$138,807$0$452,326$1,277.07 2020-071626351116392$423,402$122,590$0$545,993$1,257.88 2020-08 1656351117396$321,526$118,255$0$439,781$1,263.77 2020-091656149118393$378,940$130,170($6,748)$502,362$1,235.71 2020-10 1686049118395$266,546$131,719($14,147)$384,117$1,242.82 2020-111716248119400$443,631$118,530($20,405)$541,756$1,258.59 2020-12 1696348120400$928,166$119,210($456,776)$590,600$1,276.58 2021-011736455115407$222,116$96,792$0$318,908$1,184.25 2021-02 1736456116409$334,887$109,610$0$444,497$1,153.11 EnrollmentClaims Data BeginEndEEEESpEEChFamTotalMedicalRxStop LossTotal PaidPeriod PEPM Experience Periods - March 2019 through February 2021 Mar-20Feb-211,9997566141,4044,773$4,596,227$1,405,655($498,077)$5,503,805$1,153.11 Mar-19Feb-201,9118196051,4304,765$8,257,160$1,548,323($3,090,819)$6,714,664$1,409.16 Plan Year - January through December Jan-20Dec-201,9797606081,4114,758$5,898,508$1,450,277($1,274,823)$6,073,963$1,276.58 Jan-19Dec-191,8998216051,4384,763$7,121,998$1,571,405($2,314,073)$6,379,329$1,339.35 Year-to-Date - January through February Jan-21Feb-21346128111231816$557,003$206,402$0$763,405$935.55 Jan-20Feb-20326132105238801$1,859,285$251,024($776,746)$1,333,563$1,664.87 Jan-19Feb-19314134105246799$724,122$274,106$0$998,228$1,249.35 4 City of La Porte Medical Historical Experience Analysis - PPO Plan Data through February 2021 EnrollmentClaims Data Month EEEESpEEChFamTotalMedicalRxStop LossTotal PaidRolling PEPM 2019-0142372467170$214,112$80,974$0$295,086$1,438.59 2019-02 42362367168$143,094$86,518$0$229,612$1,410.85 2019-0341362265164$297,023$61,477$0$358,500$1,473.87 2019-04 43352265165$265,258$95,570$0$360,828$1,499.84 2019-0543352165164$225,883$69,475$0$295,358$1,518.64 2019-06 43342165163$317,878$83,086($39,108)$361,856$1,540.65 2019-0743342164162$348,705$60,221($60,991)$347,935$1,595.31 2019-08 42331965159$191,532$60,563($52,632)$199,463$1,593.78 2019-0941331965158$288,890$73,956($34,499)$328,347$1,664.21 2019-10 40331965157$222,339$65,969($105,364)$182,944$1,696.70 2019-1140331965157$216,945$77,941($49,959)$244,927$1,725.45 2019-12 39342064157$510,691$83,126($343,465)$250,351$1,777.37 2020-0145302166162$276,001$116,811$0$392,812$1,835.19 2020-02 44292167161$270,066$55,736$0$325,802$1,891.72 2020-0345302164160$279,167$72,860$0$352,027$1,892.29 2020-04 44282166159$232,750$60,990$0$293,740$1,863.24 2020-0544282166159$109,054$54,511$0$163,565$1,799.25 2020-06 44282165158$195,609$75,180$0$270,789$1,756.26 2020-0743282165157$163,521$70,481$0$234,002$1,701.03 2020-08 43282165157$205,790$66,735$0$272,525$1,741.24 2020-0944262165156$148,389$71,213($6,686)$212,916$1,682.32 2020-10 45262065156$128,012$72,446($14,147)$186,311$1,684.97 2020-1146261965156$239,682$78,060($20,405)$297,337$1,713.48 2020-12 44271964154$277,348$74,086($33,736)$317,697$1,751.73 2021-0142282361154$151,452$63,548$0$215,000$1,664.92 2021-02 41272362153$220,541$69,027$0$289,568$1,652.73 EnrollmentClaims Data BeginEndEEEESpEEChFamTotalMedicalRxStop LossTotal PaidPeriod PEPM Experience Periods - March 2019 through February 2021 Mar-20Feb-215253302517731,879$2,351,315$829,137($74,975)$3,105,477$1,652.73 Mar-19Feb-205043992457811,929$3,431,211$903,930($686,017)$3,649,124$1,891.72 Plan Year - January through December Jan-20Dec-205313342477831,895$2,525,390$869,108($74,975)$3,319,523$1,751.73 Jan-19Dec-194994132507821,944$3,242,350$898,876($686,017)$3,455,208$1,777.37 Year-to-Date - January through February Jan-21Feb-21835546123307$371,993$132,576$0$504,568$1,643.54 Jan-20Feb-20895942133323$546,067$172,547$0$718,614$2,224.81 Jan-19Feb-19847347134338$357,206$167,492$0$524,698$1,552.36 5 City of La Porte Medical Historical Experience Analysis - Health Fund $1000 Plan Data through February 2021 EnrollmentClaims Data Month EEEESpEEChFamTotalMedicalRxStop LossTotal PaidRolling PEPM 2019-0166171722122$61,377$30,024$0$91,401$1,145.46 2019-02 65171722121$193,259$30,670$0$223,929$1,217.48 2019-0365171722121$183,132$39,654($9,006)$213,780$1,285.43 2019-04 62171722118$144,657$20,997($37,816)$127,838$1,286.48 2019-0562171622117$125,359$21,169($51,337)$95,191$1,273.08 2019-06 62171523117$161,863$45,981($102,287)$105,557$1,283.58 2019-0762171523117$186,753$28,153($96,577)$118,329$1,264.11 2019-08 61171522115$183,330$19,627($167,203)$35,754$1,154.88 2019-0960161522113$400,895$32,858($295,533)$138,220$1,157.48 2019-10 59171521112$109,183$31,616($23,869)$116,930$1,111.43 2019-1159171521112$160,086$38,154($46,921)$151,320$1,130.63 2019-12 60161521112$92,803$28,816($4,884)$116,735$1,098.77 2020-0157171421109$100,731$17,217$0$117,948$1,128.27 2020-02 56171421108$167,747$27,027$0$194,774$1,117.71 2020-0355151420104$101,285$20,012$0$121,297$1,063.44 2020-04 55151420104$138,011$23,172$0$161,184$1,099.43 2020-0554151420103$55,611$23,220$0$78,832$1,098.70 2020-06 53151420102$74,647$27,112$0$101,759$1,108.38 2020-075114142099$177,956$21,850$0$199,806$1,186.82 2020-08 5014142098$52,927$24,603$0$77,529$1,235.37 2020-095014132097$171,143$21,121$0$192,264$1,293.95 2020-10 4814122094$96,548$24,683$0$121,231$1,316.17 2020-114915121995$78,215$23,344$0$101,559$1,293.81 2020-12 4915112095$61,165$24,931($2,828)$83,269$1,284.31 2021-015112112094$33,174$18,629$0$51,802$1,245.02 2021-02 5013111993$59,636$22,626$0$82,263$1,165.36 EnrollmentClaims Data BeginEndEEEESpEEChFamTotalMedicalRxStop LossTotal PaidPeriod PEPM Experience Periods - March 2019 through February 2021 Mar-20Feb-216151711542381,178$1,100,317$275,304($2,828)$1,372,794$1,165.36 Mar-19Feb-207252021832611,371$2,016,539$351,270($835,432)$1,532,377$1,117.71 Plan Year - January through December Jan-20Dec-206271801602411,208$1,275,985$278,293($2,828)$1,551,451$1,284.31 Jan-19Dec-197432021892631,397$2,002,697$367,720($835,432)$1,534,985$1,098.77 Year-to-Date - January through February Jan-21Feb-21101252239187$92,810$41,255$0$134,065$716.92 Jan-20Feb-20113342842217$268,478$44,244$0$312,722$1,441.11 Jan-19Feb-19131343444243$254,636$60,694$0$315,330$1,297.65 6 City of La Porte Medical Historical Experience Analysis - Health Fund $1500 Plan Data through February 2021 EnrollmentClaims Data Month EEEESpEEChFamTotalMedicalRxStop LossTotal PaidRolling PEPM 2019-0150141234110$45,174$25,420$0$70,594$661.89 2019-02 49131234108$67,106$20,500$0$87,606$709.90 2019-0349151334111$75,436$33,156$0$108,592$754.44 2019-04 50171432113$69,297$24,705$0$94,002$793.98 2019-0553171334117$75,553$51,560$0$127,113$853.57 2019-06 53171433117$100,555$23,702$0$124,257$913.52 2019-0754171533119$174,891$8,378($4,639)$178,630$1,002.09 2019-08 58171433122$152,143$31,866($7,480)$176,529$1,057.36 2019-0962201431127$161,508$11,677$2,169$175,354$1,097.11 2019-10 62201432128$32,983$28,733($8,751)$52,965$1,032.41 2019-1160201632128$39,959$31,125($4,208)$66,877$1,009.93 2019-12 57191531122$882,345$13,988($769,715)$126,618$976.89 2020-0162201832132$956,733$18,383($732,425)$242,691$1,081.19 2020-02 62191731129$88,006$15,851($44,321)$59,537$1,046.53 2020-0362201831131$918$25,984$0$26,902$977.42 2020-04 64201731132$26,643$18,329$0$44,972$932.48 2020-0565211631133$20,054$20,895$0$40,949$865.97 2020-06 68211631136$43,263$36,515$0$79,778$826.38 2020-0768211631136$81,926$30,259$0$112,185$774.65 2020-08 72211632141$62,810$26,916$0$89,726$710.19 2020-0971211533140$59,409$37,836($62)$97,183$655.15 2020-10 75201733145$41,986$34,590$0$76,575$662.92 2020-1176211735149$125,734$17,126$0$142,860$701.09 2020-12 76211836151$589,654$20,193($420,212)$189,634$726.88 2021-0180242134159$37,490$14,615$0$52,105$601.90 2021-02 82242235163$54,710$17,957$0$72,667$597.63 EnrollmentClaims Data BeginEndEEEESpEEChFamTotalMedicalRxStop LossTotal PaidPeriod PEPM Experience Periods - March 2019 through February 2021 Mar-20Feb-218592552093931716$1,144,595$301,214($420,274)$1,025,534$597.63 Mar-19Feb-206822181773881465$2,809,410$293,124($1,569,370)$1,533,164$1,046.53 Plan Year - January through December Jan-20Dec-208212462013871655$2,097,134$302,876($1,197,020)$1,202,989$726.88 Jan-19Dec-196572061663931422$1,876,951$304,810($792,624)$1,389,136$976.89 Year-to-Date - January through February Jan-21Feb-21162484369322$92,200$32,571$0$124,772$387.49 Jan-20Feb-20124393563261$1,044,740$34,234($776,746)$302,227$1,157.96 Jan-19Feb-1999272468218$112,280$45,920$0$158,200$725.69 7 Advocacy. Tailored Insurance Solutions. Peace of Mind March 16, 2021 City of La Porte 2020 Plan Year End Review Brent Weegar, MBA Senior Vice President Julian Fontana Senior Account Executive Mike Weaver Account Manager Jay Holbrook Benefits Analyst © 2018 HUB International Limited.© 2021 HUB International Limited. 11 Agenda Executive Summary 1 Plan Financial Performance Review 2 Medical & Rx Plan Utilization 3 Medical Plan Benefits & Benchmarking 4 2021 Renewal Timeline 5 © 2018 HUB International Limited.© 2018 HUB International Limited. 22 1 Executive Summary Advocacy. Tailored Insurance Solutions. Peace of Mind © 2018 HUB International Limited. 33 © 2018 HUB International Limited.. Executive Summary TheCityofLaPortehasretainedHUBInternationaltoprovideanalysisandrecommendationsforitshealthand welfarebenefitsplansforthe2021planyear.Thepurposeofthismeetingistoprovideanupdatetofinancialresults anddiscussstrategicplanningincludingcoverageupforrenewaleffective1/1/2022. Financials Atplanyearend2020theCityofLamedicalandprescriptionplancostswere80%ofplanfundingperbudget. Medicalclaimsdecreasedby-4.0%whilepharmacyclaimsdecreased-8.1%duringthesameperiod.Overall,totalper capitaplancostsdecreasedby-5.0%from$16,072PEPMto$15,319.For2020,therewere11largeclaimants(over 50%ofSpecificDeductible)representing43%oftotalclaimutilizationversus13largeclaimantswith52%oftotal claimsutilizationin2019.StopLossreimbursementstotaled$1,271,995for2020versus$2,314,073forthe2019plan year.Theplanfinishedtheyearwithareportedsurplusof$1,732,777whichweknowisprimarilyduetorestrictions onaccesstocareundertheCOVID-19pandemic. HUBhasincludedatimelineinthispresentationforplanyear2021. © 2018 HUB International Limited. 4 2 Plan Financial Performance Review Advocacy. Tailored Insurance Solutions. Peace of Mind © 2018 HUB International Limited. 55 © 2018 HUB International Limited. Historical Budget Summary 2018 Budget2018 Actual2019 Budget2019 Actual2020 Budgeted2020 Actual2021 Budgeted Medical and Rx Claims$6,188,304$5,982,264$6,799,307$6,379,329$7,312,706$6,073,963$7,316,496 HRA Claims$157,000$164,844$157,000$172,584$157,000$147,170$157,000 Medical / Rx Administration$170,460$175,099$178,827$178,565 $184,192$146,879$151,477 Stop Loss Premium$400,201$411,394$471,801$471,108$542,571$546,171$683,574 Health Care Reform Fees$1,781$1,781$1,781$1,786$0$1,826$1,881 Wellness Program$11,700$11,700$11,700$11,700$11,700$11,700$11,700 Total Health Plan Cost$6,929,446$6,747,082$7,620,416$7,215,073$8,208,169$6,927,710$8,322,128 $ Change from Prior Year($589)($158,993)$690,970 $467,991 $587,753($287,363)$113,959 % Change from Prior Year0.0%-2.3%10.0%6.9%7.7%-4.0%1.4% Enrollment Assumption401401401397401397397 © 2018 HUB International Limited. 6 Claims vs Funding PY 2020 ABCD = A+B+CEFGHIJ = E+F+G+H+IKLM = K+LNO = J+M+NP = J+MQR = Q-P ENROLLMENTCLAIMS DATAFIXED COSTEMPLOYER NET COSTBUDGET DATA AHF AHF 23 MonthPPO10001500TotalPPOAHF 1000AHF 1500Stop LossAHF FundTotalAdminStop LossTotalEE ContribsNet CostTotal CostBudgetSurplus 2020-01162 109 132 403 $392,812$117,948$975,116($732,425)$20,298$773,748$12,441$46,260$58,701($56,986)$775,463$832,449$744,232($88,217) 2020-02161 108 129 398 $325,802$194,774$103,857($44,321)$33,528$613,641$12,286$45,686$57,973($56,626)$614,987$671,614$750,778$79,164 2020-03160 104 131 395 $352,027$121,297$26,902$0 $23,965$524,191$12,194$45,342$57,536($55,599)$526,128$581,727$731,261$149,534 2020-04159 104 132 395 $293,740$161,184$44,972$0 $6,224$506,119$12,194$45,342$57,536($55,556)$508,099$563,655$714,138$150,484 2020-05159 103 133 395 $163,565$78,832$40,949$0 $7,709$291,054$12,194$45,342$57,536($55,558)$293,032$348,590$715,918$367,328 2020-06158 102 136 396 $270,789$101,759$79,778$0 $11,714$464,040$12,225$45,457$57,681($55,263)$466,458$521,721$718,170$196,449 2020-07157 99 136 392 $234,002$199,806$112,185$0 $10,162$556,155$12,101$44,998$57,099($54,979)$558,275$613,253$712,008$98,755 2020-08157 98 141 396 $272,525$77,529$89,726$0 $7,281$447,062$12,225$45,457$57,681($55,135)$449,608$504,744$713,819$209,076 2020-09156 97 140 393 $219,602$192,264$97,245($6,748)$3,530$505,892$12,132$45,112$57,244($54,480)$508,656$563,136$704,763$141,627 2020-10156 94 145 395 $200,459$121,231$76,575($14,147)$7,281$391,399$12,194$45,342$57,536($54,210)$394,724$448,934$708,781$259,847 2020-11156 95 149 400 $317,742$101,559$142,860($20,405)$8,195$549,951$12,348$45,916$58,264($54,356)$553,859$608,215$716,219$108,004 2020-12154 95 151 400 $351,433$86,096$609,846($456,776)$7,281$597,882$12,348$45,916$58,264($54,475)$601,670$656,146$716,871$60,726 Total1,8951,20816554,758$3,394,498$1,554,278$2,400,010($1,274,823)$147,170 $6,221,133$146,879$546,171$693,050($663,223)$6,250,960$6,914,183$8,646,960$1,732,777 Avg/PEPM 158101138 397$1,791.29$1,286.65$1,450.16($267.93)$51.40 $1,307.51$30.87$114.79$145.66($139.39)$1,313.78$1,453.17$1,817.35$364.18 BUDGET AND CONTRIBUTION DATA Year to Date SummaryTotalPEPM PPO Plan EEEESpEEChFam Total Net Paid Claims$6,221,133$1,307.51 2020 Maximum Claims$1,962.36 Total Fixed Costs$693,050$145.66 Employee Contributions$55.22$276.28$255.20$315.42 Subtotal -Total Costs$6,914,183$1,453.17 Employer Contributions$1,092.14$2,247.90$1,810.04$3,011.92 Total Cost as % of Budget80% Premium Equivalents$1,147.36$2,524.18$2,065.24$3,327.34 Employee Contributions($663,223)($139.39) AHF 1000 Plan EEEESpEEChFam Total -Net Employer Costs$6,250,960$1,313.78 2020 Maximum Claims$1,962.36 Employee Contributions$22.71$184.17$168.77$222.06 Employer Contributions$801.56$1,629.23$1,314.93$2,168.33 AHF 1500 Med, 87% Rx, 13% Premium Equivalents$824.27$1,813.40$1,483.70$2,390.39 AHF 1500 Plan EEEESpEEChFam AHF 1000 Med, 82%Rx, 18% 2020 Maximum Claims$1,962.36 Employee Contributions$14.65$105.00$95.25$120.68 Employer Contributions$784.75$1,653.69$1,343.67$2,197.59 PPO Med, 74%Rx, 26% Premium Equivalents$799.40$1,758.69$1,438.92$2,318.27 0%10%20%30%40%50%60%70%80%90%100% © 2018 HUB International Limited. 7 Aggregate Stop Loss Analysis $10,000,000 $9,336,909 Net Aggregate ClaimsAttachment Point $6,991,889 $7,500,000 $4,674,342 $5,000,000 $6,073,963 $4,557,490 $2,346,983 $2,500,000 $3,069,354 $1,833,789 $0 2020 Q12020 Q22020 Q32020 Q4 Net Aggregate ClaimsAttachment Point QuarterEnrollmentQuarter to DateYear to DateQuarter to DateYear to Date 2020 Q1399$1,833,789 $1,833,789 $2,346,983 $2,346,983 2020 Q2395$1,235,565 $3,069,354 $2,327,359 $4,674,342 2020 Q3394$1,488,136 $4,557,490 $2,317,547 $6,991,889 2020 Q4398$1,516,473 $6,073,963 $2,345,020 $9,336,909 Total397$6,073,963 $9,336,909 % of Max65% © 2018 HUB International Limited. 8 Specific Stop Loss Analysis $2,500,000 $2,314,073 Specific ReimbursementsCollected Premium $2,000,000 $1,274,823 $1,500,000 $1,000,000 $411,394 $387,578 $367,030 $500,000 $546,171 $471,108 $335,518 $256,409 $170,120 $0 20162017201820192020 Plan YearSpecific DeductibleSpecific ReimbursementsCollected PremiumLoss Ratio 2016$165,000 $170,120 $387,578 44% 2017$165,000 $256,409 $367,030 70% 2018$165,000 $335,518 $411,394 82% 2019$165,000 $2,314,073 $471,108 491% 2020$165,000, 4 Lasers$1,274,823 $546,171 233% © 2018 HUB International Limited. 9 2020 Large Claimant Report Over/ ClaimantTotal PaidPrimary Diagnosis2019 LC#RelationshipPlan UnderISL 1$941,808 $776,808 Extreme Immaturity of Newborn6ChildAHF 1500 2$585,212 $420,212 Respiratory distress of NewbornChildAHF 1500 3*$449,975 $74,975 Myelodysplastic Syndrome, Unspecified3SpousePPO 500 4*$332,741 ($17,259)End Stage Renal Disease4EmployeePPO 500 5$167,828 $2,828 End Stage Renal DiseaseEmployeeAHF 1000 6$143,239 ($21,761)10EmployeeAHF 1500 Parkinson's Disease 7$120,499 ($44,501)ChildPPO 500 Heart Transplant Rejection 8$117,061 ($47,939)ChildPPO 500 RA with Rheumatoid Factor Of Multiple Sites Without Organ Or Systems Involvement 9$115,307 ($49,693)EmployeeAHF 1000 Unspecified Acute Appendicitis St Elevation (stemi) Myocardial Infarction Involving Other Coronary Artery Of Inferior 10$92,165 ($72,835)EmployeeAHF 1000 Wall 11$85,453 ($79,547)EmployeeAHF 1000 Thrombosis Due To Vascular Prosthetic Devices, Implants And Grafts, Initial Encounter Total$3,151,287 43%of all paid medical & rxclaims Claimants > $62,500 Claims paid January 1, 2020 December 31, 2020 *Large Claimant #3 is a laser with a $375K Specific Deductible. Large Claimant #4 is a laser with a $350K Specific Deductible. © 2018 HUB International Limited. 10 Average Enrollment by Plan 450 401 401 400 397 397 400 350 300 2016 2017 250 206 191 2018 178 200 162 158 154 147 2019 138 137 150 119 116 2020 101 86 100 55 47 50 0 PPOAHF 1000AHF 1500Total EnrollmentPPOAHF 1000AHF 1500Total 20162068%147-7%472%4011% 2017191-7%1545%5517%4000% 2018178-6%137-11%8655%4010% 2019162-9%116-15%11939%397-1% 2020158-3%101-14%13816%3970% © 2018 HUB International Limited. 11 Net Medical Claims -Per Capita $18,000 $15,780 $15,614 $15,517 $16,000 $14,500 $14,000 $12,647 $12,113 $11,895 $11,290 $11,661 $12,000 2016 $10,663 $10,339 $10,027 $9,628 $9,193 $10,000$9,150 2017 $8,341 2018 $8,000 $6,527 $6,483 2019 $5,732 $6,000 $4,595 2020 $4,000 $2,000 $0 PPOAHF 1000AHF 1500Total Net MedicalPPOAHF 1000AHF 1500Total 2016$10,663 16%$9,193 16%$6,483 -33%$9,628 10% 2017$15,614 46%$8,341 -9%$4,595 -29%$11,290 17% 2018$11,895 -24%$5,732 -31%$14,500 216%$10,339 -8% 2019$15,780 33%$10,027 75%$9,150 -37%$12,113 17% 2020$15,517 -2%$12,647 26%$6,527 -29%$11,661 -4% © 2018 HUB International Limited. 12 Rx Claims Per Capita $7,000 $6,587 $5,918 $5,746 $6,000 $5,549 $5,504 $4,909 $5,000 $4,570 $4,387 $4,183 2016 $3,959 $4,000 $3,658 2017 $3,445 $3,156 $3,159 2018 $2,879 $2,765 $3,000 $2,572 2019 $2,196 $2,175 $1,835 2020 $2,000 $1,000 $0 PPOAHF 1000AHF 1500Total Rx PPOAHF 1000AHF 1500Total 2016$6,587 34%$3,445 4%$2,175 3%$4,909 24% 2017$5,918 -10%$2,879 -16%$1,835 -16%$4,183 -15% 2018$5,746 -3%$3,156 10%$4,387 139%$4,570 9% 2019$5,549 -3%$3,159 0%$2,572 -41%$3,959 -13% 2020$5,504 -1%$2,765 -12%$2,196 -15%$3,658 -8% © 2018 HUB International Limited. 13 Total Net Medical/Rx Claims Per Capita $25,000 $21,532 $21,328 $21,021 $18,887 $20,000 $17,642 $17,250 $16,072 $15,472 $15,412 $15,319 2016 $14,537 $14,909 $15,000 2017 $13,185 $12,638 $11,723 $11,220 2018 $8,888 $10,000 $8,723 $8,658 2019 $6,430 2020 $5,000 $0 PPOAHF 1000AHF 1500Total Total Net Med/RxPPOAHF 1000AHF 1500Total 2016$17,250 22%$12,638 12%$8,658 -26%$14,537 15% 2017$21,532 25%$11,220 -11%$6,430 -26%$15,472 6% 2018$17,642 -18%$8,888 -21%$18,887 194%$14,909 -4% 2019$21,328 21%$13,185 48%$11,723 -38%$16,072 8% 2020$21,021 -1%$15,412 17%$8,723 -26%$15,319 -5% © 2018 HUB International Limited. 14 Per Employee Per Month Costs by Plan & Plan Year PPO $500 EnrollmentClaims Data BeginEndEEEESpEEChFamTotalMedicalRxStop LossTotal PaidPeriod PEPM Experience Periods - January 2018 through December 2020 Jan-20Dec-205313342477831,895$2,525,390$869,108($74,975)$3,319,523$1,751.73 Jan-19Dec-194994132507821,944$3,242,350$898,876($686,017)$3,455,208$1,777.37 Plan Year - January through December Jan-20Dec-205313342477831,895$2,525,390$869,108($74,975)$3,319,523$1,751.73 Jan-19Dec-194994132507821,944$3,242,350$898,876($686,017)$3,455,208$1,777.37 Year-to-Date - January through December Jan-20Dec-205313342477831,895$2,525,390$869,108($74,975)$3,319,523$1,751.73 Jan-19Dec-194994132507821,944$3,242,350$898,876($686,017)$3,455,208$1,777.37 Jan-18Dec-185654332948482,140$2,202,152$1,024,748($80,804)$3,146,097$1,470.14 AHF $1000 EnrollmentClaims Data BeginEndEEEESpEEChFamTotalMedicalRxStop LossTotal PaidPeriod PEPM Experience Periods - January 2018 through December 2020 Jan-20Dec-206271801602411,208$1,275,985$278,293($2,828)$1,551,451$1,284.31 Jan-19Dec-197432021892631,397$2,002,697$367,720($835,432)$1,534,985$1,098.77 Plan Year - January through December Jan-20Dec-206271801602411,208$1,275,985$278,293($2,828)$1,551,451$1,284.31 Jan-19Dec-197432021892631,397$2,002,697$367,720($835,432)$1,534,985$1,098.77 Year-to-Date - January through December Jan-20Dec-206271801602411,208$1,275,985$278,293($2,828)$1,551,451$1,284.31 Jan-19Dec-197432021892631,397$2,002,697$367,720($835,432)$1,534,985$1,098.77 Jan-18Dec-188962382292861,649$1,042,353$433,703($254,715)$1,221,342$740.66 AHF $1500 EnrollmentClaims Data BeginEndEEEESpEEChFamTotalMedicalRxStop LossTotal PaidPeriod PEPM Experience Periods - January 2018 through December 2020 Jan-20Dec-208212462013871655$2,097,134$302,876($1,197,020)$1,202,989$726.88 Jan-19Dec-196572061663931422$1,876,951$304,810($792,624)$1,389,136$976.89 Plan Year - January through December Jan-20Dec-208212462013871655$2,097,134$302,876($1,197,020)$1,202,989$726.88 Jan-19Dec-196572061663931422$1,876,951$304,810($792,624)$1,389,136$976.89 Year-to-Date - January through December Jan-20Dec-208212462013871655$2,097,134$302,876($1,197,020)$1,202,989$726.88 Jan-19Dec-196572061663931422$1,876,951$304,810($792,624)$1,389,136$976.89 Jan-18Dec-183931441523371026$1,239,719$375,107$0$1,614,826$1,573.90 © 2018 HUB International Limited. 15 3 Medical & Rx Plan Utilization Advocacy. Tailored Insurance Solutions. Peace of Mind © 2018 HUB International Limited. 1616 © 2018 HUB International Limited.. Plan Utilization Summary Medical PY 2020 © 2018 HUB International Limited. 17 Key Statistics FINANCIAL Comparison of Medical Paid Amount Per Member PriorCurrent%ChangeAetna BOB $8,534 $9,000 Total Medical and Pharmacy Paid Amount$9,632,388$4,670,068-51.5%N/A $8,000 Total Pharmacy Paid Amount$1,594,136$0-100.0%N/A $7,000 Pharmacy Paid Amount per Member$1,692N/AN/AN/A $6,000 $5,036 $4,724 Total Medical Paid Amount$8,038,252$4,670,068-41.9%N/A $5,000 $3,810 Medical Paid Amount per Member$8,534$5,036-41.0%$3,994 $4,000 $3,400 Medical Paid Amount per Employee$20,239$11,773-41.8%N/A$3,000 $1,637 $2,000 Total Medical Capitation Payments$0$0N/AN/A $1,000 Medical Capitation Paid per Member$0$0N/AN/A $0 Total Medical Paid (Claims and Capitation)$8,038,252$4,670,068-41.9%N/A Medical Paid Amount perInpatient Paid Amount perAmbulatory Paid Amount per Medical Paid per Member (Claims and Capitation)$8,534$5,036-41.0%N/A MemberMemberMember Inpatient Paid Amount per Member$4,724$1,637-65.4%$1,344 PriorCurrent Ambulatory Paid Amount per Member$3,810$3,400-10.8%$2,651 © 2018 HUB International Limited. 18 Catastrophic Claims Impact +$50,000 All ClaimantsClaimants Above Threshold PriorCurrent% ChangePriorCurrent% ChangeAetna BOB Number Of Claimants890856-3.8%2113-38.1%N/A Claimants Per 1,000 Members944.9923.2-2.3%22.314.0N/A13.2 Medical Paid Amount for these Claimants$8,038,252$4,670,068-41.9%$5,460,426$1,978,714-63.8%N/A Average Paid Per Catastrophic ClaimantN/AN/AN/A$260,020$152,209-41.5%N/A % of Total Paid AmountN/AN/AN/A67.9%42.4%-25.6%46.4% Net of Catastrophic Claimants Medical Paid Amount per Member$8,534$5,036-41.0%$2,737$2,9036.1% Inpatient Paid Amount per Member$4,724$1,637-65.4%$397$48021.2% Ambulatory Paid Amount per Member$3,810$3,400-10.8%$2,340$2,4223.5% © 2018 HUB International Limited. 19 Top Diagnostic Categories by Amount Total Paid Amount for Number of Unique Claimants with Total Paid Amount Per Claimants with Total Paid Amount Per 233 Disease DescriptionDiseasePrevalenceBOB PrevalenceDiseaseClaimant with DiseaseMember for Population Hypertension16320.2%15.5%$2,158,247$13,241$2,678 Hyperlipidemia14618.1%14.2%$1,625,020$11,130$2,016 Nonspecific Gastritis/Dyspepsia769.4%7.4%$1,243,395$16,360$1,543 Obesity8710.8%8.8%$1,042,470$11,982$1,293 Ischemic Heart Disease253.1%1.8%$1,029,995$41,200$1,278 Low Back Pain577.1%6.1%$976,030$17,123$1,211 Diabetes Mellitus718.8%6.0%$935,329$13,174$1,160 Depression526.5%7.7%$756,728$14,552$939 Chronic Renal Failure101.2%0.7%$741,510$74,151$920 Chronic Thyroid Disorders647.9%6.8%$656,394$10,256$814 Cataract91.1%1.3%$653,809$72,645$811 Heart Failure121.5%0.7%$494,311$41,193$613 Benign Prostatic Hypertrophy141.7%1.3%$476,317$34,023$591 Metabolic Syndrome374.6%3.3%$468,928$12,674$582 Cerebrovascular Disease91.1%0.6%$457,597$50,844$568 Atrial Fibrillation50.6%0.6%$445,357$89,071$553 Allergy617.6%6.1%$404,535$6,632$502 Migraine and Other Headaches293.6%4.0%$389,011$13,414$483 Osteoarthritis162.0%2.3%$383,473$23,967$476 Anxiety566.9%7.3%$342,554$6,117$425 Leukemia/Myeloma20.2%0.1%$326,402$163,201$405 Low Vision and Blindness10.1%0.0%$314,039$314,039$390 Menopause151.9%1.9%$210,191$14,013$261 Glaucoma70.9%1.3%$181,263$25,895$225 Attention Deficit Disorders384.7%3.0%$178,202$4,690$221 Total All Claimants (with or without disease)743N/AN/A$4,137,234$5,568$5,133 © 2018 HUB International Limited. 20 PPO Network Discounts & Utilization Current Network Discount Aetna 1 PriorCurrent% ChangeSavings %BOB In Network Experience Billed Network Charges (before discount)$22,383,662$13,688,021-38.8% Network Discount Savings: Inpatient Facility$7,446,278$2,179,658-70.7%62.4% Ambulatory Facility$4,697,076$4,584,090-2.4%74.4% Physician/Other$3,162,219$2,634,746-16.7%65.3% Total$15,305,572$9,398,494-38.6%68.7% Network Discount Savings per Employee$38,537$23,694-38.5% Network Discount Savings per Member$16,249$10,136-37.6% Avg Discount Savings per Network Admission$93,078$45,410-51.2% Network Utilization Metrics % Admissions In Network100.0%100.0%0.0%94.6% % Physician Office Visits In Network99.5%99.8%0.3%93.2% % Claims Paid In Network94.5%91.2%-3.3%92.1% © 2018 HUB International Limited. 21 PPO Network Discounts & Utilization Current Network Discount Savings %% In Network Utilization Results 100.0% 99.8% 80.0%100.0% 98.0% 74.4% 75.0% 96.0%94.6% 93.2% 94.0% 68.7%92.1% 70.0% 91.2% 92.0% 65.3% 90.0% 65.0% 62.4% 88.0% 60.0% 86.0% AdmissionsPhysician Office VisitsPaid Amount 55.0% Customer CurrentAetna BOB Inpatient FacilityAmbulatory FacilityPhysician/OtherTotal © 2018 HUB International Limited. 22 Utilization by Medical Cost Category Paid Amount Per MemberUtilization Per 1,000Unit Cost PriorCurrent%ChangePriorCurrent%ChangePriorCurrent%Change Facility Inpatient Days$4,250$1,468-65.4%881263-70.1%$4,823$5,58115.7% Ambulatory Visits$770$707-8.2%710554-22.0%$1,084$1,27517.7% Emergency Room Visits$544$539-0.8%29739833.9%$1,828$1,355-25.9% Subtotal Facility:$5,563$2,714-51.2% © 2018 HUB International Limited. 23 Plan Utilization Summary Prescription PY 2020 © 2018 HUB International Limited. 24 Executive Summary © 2018 HUB International Limited. 25 Cost Share Comparison © 2018 HUB International Limited. 26 Drug Utilization Summary © 2018 HUB International Limited. 27 Drug Channel Access © 2018 HUB International Limited. 28 Top 5 Specialty vs. Non Specialty Rx © 2018 HUB International Limited. 29 Specialty Top 20 Rx by Cost © 2018 HUB International Limited. 30 Non-Specialty Top 20 Rx by Cost © 2018 HUB International Limited. 31 4 Medical Plan Benefits & Benchmarking Advocacy. Tailored Insurance Solutions. Peace of Mind © 2018 HUB International Limited. 3232 © 2018 HUB International Limited.. 2021 Medical Plan Benefits BENEFITS AetnaPPO 500*HF 1000HF 1500 $500 Individual / $1,000 Individual / $1,500 Individual / Deductible Network$1,500 Family$3,000 Family$4,500 Family Non-NetworkN/A N/AN/A $500 Individual/$500 Individual/ Health Fund Allowance N/A$1,000 Family$1,000 Family Out-of-Pocket Maximum Includes DeductibleIncludes DeductibleIncludes Deductible $3,500 Individual / $3,000 Individual / $4,200 Individual / Network$10,500 Family$9,000 Family$12,600 Family Non-NetworkN/AN/A N/A Co-insurance Network80%80%80% Non-NetworkN/AN/A N/A Lifetime Maximum Unlimited Unlimited Unlimited You PayYou PayYou Pay Office Visit Network$25 PCP / $40 Spec Deductible/ 20%Deductible/ 20% Non-NetworkN/AN/A N/A Wellness Visit Network$0 Copay $0 Copay$0 Copay Non-NetworkN/AN/A N/A In-Patient & Out-Patient Hosp. NetworkDeductible/ 20%Deductible/ 20%Deductible/ 20% Non-NetworkN/AN/A N/A Urgent Care Network$40 Copay Deductible/ 20%Deductible/ 20% Non-NetworkN/AN/A N/A $150 Copay/ $150 Copay/ $150 Copay/ Emergency Room NetworkDeductible/ 20%Deductible/ 20%Deductible/ 20% $150 Copay/ $150 Copay/ $150 Copay/ Non-NetworkDeductible/ 20%Deductible/ 20%Deductible/ 20% Generic/Brand/$10/$30/$60$10/$30/$60$10/$30/$60 Prescriptions Non-Formulary20% Spec <$100 20% Spec <$100 20% Spec <$100 Mail Order (90 day) Mandatory Maintenance$20/$60/$120$20/$60/$120$20/$60/$120 Network Website www.aetna.comChoice POS II Choice POS II Choice POS II © 2018 HUB International Limited. 33 Benchmarking Medical Plan Benefits Public BenchmarkCity of La Porte 63 Number of Benchmark Cities 393 Number of Enrolled Employees Non HDHPHDHP 3 Plans Offered Aetna Current Carrier 20212021 Plan Year PPO 500HF 1000HF 1500 Plan Type 15697140 Subscriber Enrollment 40%25%36% % of Subscriber Enrollment $1,066 EE$500 EE $500 EE n/an/a $1,829 Fam$1,000 FAM$1,000 FAM HSA or HRA Contribution $500$1,000$1,500 $1,775$3,149 Individual Deductible $1,500$3,000$4,500 $3,865$6,216 Family Deductible $3,500$3,500$4,200 $4,413$4,824 Individual Out of Pocket $10,500$10,500$12,600 $9,379$10,778 Family Out of Pocket 20%20%20% 19%14% Coinsurance $26 PCP Copay / $50 $25 PCP Copay / $40 Ded./14%Ded./20%Ded./20% Specialist CopaySpecialist Copay Office Visits/Specialist $64 CopayDed./14%$40 CopayDed./20%Ded./20% Urgent Care $239 Copay + Ded./14%$150 Copay$150 Copay$150 Copay Coinsurance Emergency Room Ded./20%Ded./14%Ded./20%Ded./20%Ded./20% Inpatient Surgery Tier 1- $10 Tier 1 - $10Tier 1 - $10Tier 1 - $10 Tier 2- $41 Ded./14%Tier 2 - $30Tier 2 - $30Tier 2 - $30 Pharmacy - Retail Only Tier 3- $77 © 2018 HUB International Limited. 34 Tier 3 - $60Tier 3 - $60Tier 3 - $60 Tier 4 - $144 Benchmarking Medical Plan Cost / Contributions Employee ContributionsPublic BenchmarkCity of La Porte PPO 500HF 1000HF 1500 Non HDHPHDHP Plan $50$17$55$23$15 Employee $434$347$276$184$105 EE + Spouse $302$229$255$169$95 EE + Child $630$501 $315$222$121 EE + Family Average of All CitiesCity of La Porte Per Capita Cost $17,269 Total Per Capita Cost$12,048 $15,715 Employer Per Capita Cost$10,092 $1,554 Employee Per Capita Cost$1,956 Per Capita CostAverage of All CitiesCity of La Porte 91.0% % Employer Funded 83.8% 9.0% % Employee Funded 16.2% © 2018 HUB International Limited. 35 5 2021 Timeline Advocacy. Tailored Insurance Solutions. Peace of Mind © 2018 HUB International Limited. 3636 © 2018 HUB International Limited.. 2021 Timeline MarchSeptember -2020 Plan Review Meeting-Stop Loss RFP -DentalandVisionRFP May October -Budget Projection to City -Stop Loss BAFO August -DentalandVisionBAFO -Mid Year Plan Review November -Conduct carrier implementation as needed -Open Enrollment January -Plans effective © 2018 HUB International Limited. 37 Thank you! © 2018 HUB International Limited. 38 Glossary of Health Coverage & Medical Terms This glossary has many commonly used terms, but isn’t a full list. These glossary terms and definitions are intended to be educational and may be different from the terms and definitions in your plan. Some of these terms also might not have exactly the same meaning when used in your policy or plan, and in any such case, the policy or plan governs. (See your Summary of Benefits and Coverage for information on how to get a copy of your policy or plan document.) Allowed Amount Maximum amount on which paymentis based for covered health care services. This may be called For a digital version of the Glossary of “eligible expense,” “payment allowance" or "negotiated rate." If your provider charges more than Health Coverage & Medical Terms scan the the allowed amount, you may have to pay the difference. (See Balance Billing.) QR code with your mobile device. Appeal A requestfor your health insurer or plan to review a decision or a grievance again. Balance Billing When a provider bills you for the difference between the provider’s charge and the allowed amount. For example, if the provider’s charge is $100 and the allowed amount is $70, the provider may bill you for the remaining $30. A preferred provider may not balance bill you for covered services. Co-insurance Your share of the costs of a covered health care service, calculated as a percent (for example, 20%) of the allowed amount for the service. You pay co-insurance plus any deductibles you owe. For example, if the health insurance or plan’s allowed amount for an office visit is $100 and you’ve met your deductible, your co-insurance payment of 20% would be $20. The health insurance or plan pays the rest of the allowed amount. Complications of Pregnancy Conditions due to pregnancy, labor and delivery that require medical care to prevent serious harm to the health of the mother or the fetus. Morning sickness and a non-emergency caesarean section aren’t complications of pregnancy. Co-payment A fixed amount (for example, $15) you pay for a covered health care service, usually when you receive the service. The amountcan vary by the type of covered health care service. Deductible The amount you owe for health care services your health insurance or plan covers before your health insurance or plan begins to pay. For example, if your deductible is $1000, your plan won’t pay anything until you’ve met your $1000 deductible for covered health care services subject to the deductible. The deductible may not apply to all services. Durable Medical Equipment (DME) Equipment and supplies ordered by a health care provider for everyday or extended use. Coverage for DME may include: oxygen equipment, wheelchairs, crutches or blood testing strips for diabetics. Emergency Medical Condition An illness, injury, symptom or condition so serious that a reasonable person would seek care right away to avoid severe harm. Emergency Medical Transportation Ambulance services for an emergency medical condition. Emergency Room Care Emergency services you get in an emergency room. Emergency Services Evaluation of an emergency medical condition and treatment to keep the condition from getting worse. Glossary of Health Coverage & Medical Terms (continued) Excluded Services Health care services that your health insurance or plan doesn’t pay for or cover. Grievance A complaint that you communicate to your health insurer or plan. Habilitation Services Health care services that help a person keep, learn or improve skills and functioning for daily living. Examples include therapy for a child who isn’t walking or talking at the expected age. These services may include physical and occupational therapy, speech-language pathology and other services for people with disabilities in a variety of inpatient and/or outpatient settings. Health Insurance A contract that requires your health insurer to pay some or all of your health care costs in exchange for a premium. Home Health Care Health care services a person receives at home. Hospice Services Services to provide comfort and support for persons in the last stages of a terminal illness and their families. Hospitalization Care in a hospital that requires admission as an inpatient and usually requires an overnight stay. An overnight stay for observation could be outpatient care. Hospital Outpatient Care Care in a hospital that usually doesn’t require an overnight stay. In-network Co-insurance The percent (for example, 20%) you pay of the allowed amount for covered health care services to providers who contract with your health insurance or plan. In-network co-insurance usually costs you less than out-of-network co-insurance. In-network Co-payment A fixed amount (for example, $15) you pay for covered health care services to providers who contract with your health insurance or plan. In- network co-payments usually are less than out-of-network co-payments. Medically Necessary Health care services or supplies needed to prevent, diagnose or treat an illness, injury, condition, disease or its symptoms and that meet accepted standards of medicine. Network The facilities, providers and suppliers your health insurer or plan has contracted with to provide health care services. Non-Preferred Provider A provider who doesn’t have a contract with your health insurer or plan to provide services to you. You’ll pay more to see a non-preferred provider. Check your policy to see if you can go to all providers who have contracted with your health insurance or plan, or if your health insurance or plan has a “tiered” network and you must pay extra to see some providers. Out-of-network Co-insurance The percent (for example, 40%) you pay of the allowed amount for covered health care services to providers who do not contract with your health insurance or plan. Out-of-network co-insurance usually costs you more than in-network co-insurance. Out-of-network Co-payment A fixed amount (for example, $30) you pay for covered health care services from providers who do not contract with your health insurance or plan. Out-of-network co-payments usually are more than in-network co-payments. 26 Glossary of Health Coverage & Medical Terms (continued) Out-of-Pocket Limit The most youpay during a policy period (usually a year) before your health insurance or plan begins to pay 100% of the allowed amount. This limit never includes your premium, balance-billed charges or health care your health insurance or plan doesn’t cover. Some health insurance or plans don’t count all of your co-payments, deductibles, co-insurance payments, out-of-network payments or other expenses toward this limit. Physician Services Health care services a licensed medical physician (M.D. – Medical Doctor or D.O. – Doctor of Osteopathic Medicine) provides or coordinates. Plan A benefit your employer, union or other group sponsor provides to you to pay for your health care services. Preauthorization A decision by your health insurer or plan that a health care service, treatment plan, prescription drug or durable medical equipment is medically necessary. Sometimes called prior authorization, prior approval or precertification. Your health insurance or plan may require preauthorization for certain services before you receive them, except in an emergency. Preauthorization isn’t a promise your health insurance or plan will cover the cost. Preferred Provider A provider who has a contract with your health insurer or plan to provide services to you at a discount. Check your policy to see if you can see all preferred providers or if your health insurance or plan has a “tiered” network and you must pay extra to see some providers. Your health insurance or plan may have preferred providers who are also “participating” providers. Participating providers also contract with your health insurer or plan, but the discount may not be as great, and you may have to pay more. Premium The amount that must be paid for your health insurance or plan. You and/or your employer usually pay it monthly, quarterly or yearly. Prescription Drug Coverage Health insurance or plan that helps pay for prescription drugs and medications. Prescription Drugs Drugs and medications that by law require a prescription. Primary Care Physician A physician (M.D. – Medical Doctor or D.O. – Doctor of Osteopathic Medicine) who directly provides or coordinates a range of health care services for a patient. Primary Care Provider A physician (M.D. – Medical Doctor or D.O. – Doctor of Osteopathic Medicine), nurse practitioner, clinical nurse specialist or physician assistant, as allowed under state law, who provides, coordinates or helps a patient access a range of health care services. Provider A physician (M.D. – Medical Doctor or D.O. – Doctor of Osteopathic Medicine), health care professional or health care facility licensed, certified or accredited as required by state law. Reconstructive Surgery Surgery and follow-up treatment needed to correct or improve a part of the body because of birth defects, accidents, injuries or medical conditions. Glossary of Health Coverage & Medical Terms (continued) Rehabilitation Services Health care services that help a person keep, get back or improve skills and functioning for daily living that have been lostor impaired because a person was sick, hurt or disabled. These services may include physical and occupational therapy, speech-language pathology and psychiatric rehabilitation services in a variety of inpatient and/or outpatient settings. Skilled Nursing Care Services from licensed nurses in your own home or in a nursing home. Skilled care services are from technicians and therapists in your own home or in a nursing home. Specialist A physician specialist focuses on a specific area of medicine or a group of patients to diagnose, manage, prevent or treat certain types of symptoms and conditions. A non-physician specialist is a provider who has more training in a specific area of health care. UCR (Usual, Customary and Reasonable) The amount paid for a medical service in a geographic area based on what providers in the area usually charge for the same or similar medical service. The UCR amount sometimes is used to determine the allowed amount. Urgent Care Care for an illness, injury or condition serious enough that a reasonable person would seek care right away, but not so severe as to require emergency room care. How You and Your Insurer Share Costs - Example 28 PARTIAL SELF FUNDINGAND MEDICAL PLAN COSTTERMS PARTIAL PLAN SELF FUNDING–A medical plan that uses Stop Loss Reinsurance to provide coverage for Specific and Aggregate Claims STOP LOSS REINSURANCE–Insurance coverage provided to Self-Funded plans to cover risk above a Specific Claim amount and on an Aggregate Claim basis. SPECIFIC DEDUCTIBLE–The amount of claims paid before the Specific Stop Loss reinsurance takes effect.The City carries a policy with a Specific deductible of $165,000 per covered claimant. AGGREGATE DEDUCTIBLE-The amount of claims paid before the Aggregate Stop Loss reinsurance takes effect.The Aggregate Deductible is determined based on a claim factor and a risk corridor of usually 125%, after which the Aggregate insurance takes effect. PER CAPITA COST–The cost stated as an annual amount based onthe number of employees participating in the plan. COVERED MEMBERS–This is the total number of participants in the plan including employees and dependents. EMPLOYEE RETIREE MEDICAL FUND 2020 PLAN YEAR SUMMARY MATT HARTLEIB –HR MANAGER OVERVIEW For the 2020 plan year, our total medical and prescription plan costs were 80% of what we budgeted. Per capita medical claims decreased 4% Per capita pharmacy claims decreased 8.1% These decreases are largely driven by the impacts of COVID. Increase in telemedicine Some non-critical activity postponed LARGE CLAIMS We classify large claims as those that exceed 50% of the specific deductible ($165K) In 2020, we had 11 large claims which represented 43% of the total claim use. These claims resulted in reimbursements of $1.2M In 2019, there were 13 large claims representing 52% of total claims leading to reimbursement of $2.3M PLAN ENROLLMENT We currently have three plans: a PPO plan and two health fund plans. For 2020, the delta of total claims paid between the PPO and HF 1500 plans was roughly $12,300. Effective 1/1/2018, we froze enrollment into two of the plans for new hires leaving the HF 1500 available. Since that date, enrollment in that plan has increased by 91 while the other two plans have seen decreases. PLAN AND NETWORK UTILIZATION Admissions in network100% Office visits in network99.8% ER visits increased 33.9%. We are researching this issue and rolling out some education/reminders to employees. Total network discount savings68.7% PHARMACY SUMMARY Quarterly rebates from our provider are on track for projections for a total of roughly $400K. Our generic dispensing rate of 85.78% is in line with benchmarks Our 25.18% of plan cost related to specialty drugs is well below the benchmark of 46% Pharmacy and medical spends are driven by common disease factors: high blood pressure, high cholesterol, obesity. Health and wellness initiatives will continue. BENCHMARKING PerCapitaCostAverageLaPorte % Employer Funded83.8%91.0% % Employee Funded16.2%9.0% Premiums were last adjusted effective 01/01/2018 Foundational plan design/offerings have been consistent for several years Our plans are very competitive within the public sector, especially for dependent coverage. TIMELINES 2020 May –receive budget projections for 2021 plan year September –Begin RFP for Stop Loss, Dental, Vision November –Open Enrollment and implementation 2021 August –RFP for Medical and Pharmacy Administration GUIDANCE The 172 committee and staff welcome any guidance regarding plan performance targets. There remains some degree of uncertainty about claims experience moving forward as we continue to deal with COVID. QUESTIONS? REQUEST FOR CITY COUNCIL AGENDA ITEM Appropriation Agenda Date Requested:April 10, 2021 001 GeneralFund Source of Funds: Requested By:Matt Hartleib, Manager Department:Administration/Human Resources 001-6146-515-9997 Account Number: N/A Amount Budgeted: ReportResolutionOrdinance Amount Requested:$320,577.25 Exhibits:PowerPoint Presentation Budgeted Item:YesNo SUMMARY& RECOMMENDATION The three(3)main philosophies of the Cityof La Porte Ensuring our range midpoints are near the market median for comparable positions Recognizing high performers and acknowledging those that exceed expectations Ensuring that employees areable to improve their standard of living through sustained employment with the City The Human Resources Manager will present information updating City Council of ongoing practices to implement these philosophies,including market analysis, performance management and merit programs, and a proposed standard of living adjustment. The proposed standard of living adjustment carries an implementation cost of $320,577.25 and will result in hourly wage increases for non-civil service employees ranging from 0.55% to 7.19%. ACTION REQUIRED BY CITY COUNCIL Provide staff with guidance on proposed or other salary programs and practices. Approved for the City Council meeting agenda Corby D. Alexander, City Manager Date COMPENSATION PLAN UPDATE MATT HARTLEIB –HR MANAGER OVERVIEW In September 2019, a committee comprised of Council members and staff developed three philosophies to guide our compensation practices: Our range midpoints should be near the market median for comparable positions Employees who exceed expectations should be recognized and high performance should be incentivized Employees should be able to improve their standard of living through sustained employment with the City COMPETITIVE RANGES Each year, staff will participate in market studies to determine if any La Porte positions need to be adjusted on our scale. This will include analysis of specific comparator cities and use of regional and state wide surveys conducted by entities such as HGAC and TML. This work began in January and continues as we await feedback from some cities and survey results. Adjustments to positions as a result of these efforts will not always mean adjustments to actual salaries. PERFORMANCE MANAGEMENT AND MERIT PLAN Our performance management program includes formal annual evaluations for all employees. Evaluations include competencies that are weighted based on position and goals that are specific to the role and employee. The employees overall rating (0-5) determines their salary adjustment, if any. This programs moves employees through the pay range of their position. STANDARD OF LIVING No adjustment made in last cycle. 2019 included a $1.00 per hour increase for all employees. That equated to percentage increases of between 1.42% to 7.5% City Manager’s Office, HR, and Finance have developed a proposal for this upcoming cycle of providing an increase to each non-civil service employee equal to $0.386 per hour for most employees STANDARD OF LIVING We started with the Consumer Price Index in February of 2020 which is 1.5% We selected that point in time as it was the last month of data not impacted by COVID. Applied that to non-civil service employee payroll Evenly spread that amount across all positions Determined the appropriate hourly pay rate. The impact for employees ranges from a 0.55% increase to a 7.19% increase. QUESTIONS? REQUEST FOR CITY COUNCIL AGENDA ITEM Appropriation Agenda Date Requested:April 10, 2021 N/A Requested By:Source of Funds: Mayor Louis Rigby Department: Public Works & Administration N/A Account Number: N/A Amount Budgeted: ReportResolutionOrdinance $65,000 Amount Requested: Exhibits:PowerPoint Presentation Budgeted Item:YesNo SUMMARY& RECOMMENDATIONS Mayor Louis Rigby has requested discussion about the construction of a new City Hall to be built next the current City Hall at 604 W. Fairmont Parkway. The La Porte City Hall was first constructed on this site in 1978. It was renovated and expanded in 2002 as part of a bond election in 2000. Today, our City Hall Facilityis facing some growing pains; Aging Equipment o Chiller will require replacement within 3-5 years -estimated at $100,000 o Portion of rooftop HVAC package needs replacement2 out of 5 estimated at $30,000 o Roof Repairs neededestimated at $200,000 o HVAC components were installed in 1978 -will require re-design of air handler system $40,000 for design only o The aand are becoming obsoleteReplacement cost is roughly estimated at $200,000 to $300,000 o Issues result in adjacent hot zones or cold zones Inefficiencies o Inadequate size of meeting rooms o Permits Desk -public area lobby is cramped o City Secretary proximity to Council Chambers,Council Meeting roomand any area where voting may be held o Unable to group departments due to layout; some staff are scattered o Ability to meet with visitors in an area adjacent to lobby ( without having to bring visitors intoa) Needs o Public Meeting Room (other than Council Chambers) o Election Equipment Storage o Walk-in office supply storage closet o Secure area to manage election materials o Safety concerns / Entrance-Exit routes o Covered Parking o Gated secure employee parking area o Employee only restrooms o Network Room /Technology upgrades o PA system for announcements ( shelter-in-place/tornado warning) o Security Cameras inside and out o Storage room for garbage bags o Enclosed bullet-proof areas for utility billing, front desk and permit desk staff o Audio Visual upgrades in all meeting rooms The recent AV upgrades to Council Chambers can be migrated to a new building Currently, La Porte City Hall is roughly 28,000 square feet. Current construction costs are indicating an average of $350 per square foot. Construction costs will continue to climb annually. Advantages of building on the neighboring property are; The City already owns the property The move could be accomplished very easily The existing building can be re-purposed If interest exists to build a new City Hall facility, Request for Qualifications can be prepared in order to evaluate potential firms to perform a needs assessment and determine space requirements for a new City Hall facility. A condition assessment of the existing building can be performed for $35,000. The approximate cost for a needs assessment is $48,000. Combining these two services would offer some savings and would be estimated at $65,000. ACTION REQUIRED BY CITY COUNCIL Provide staff direction regarding the construction of a new City Hall Facility. Approved for the City Council meeting agenda Corby D. Alexander, City Manager Date LA PORTE CITY HALL ITEM REQUESTED BY MAYOR RIGBY YESTERDAY The current La Porte City Hall was built at 604 W. Fairmont Parkway in 1978. At that time, the City population was less than 13,000. In 1998, City Hall was due for a renovation and expansion. The expansion was completed in 2003. TODAY Another 20 years have passed, and La Porte is again experiencing growing pains. TOMORROW EXTERIOR EXAMPLES FROM OTHER CITIES 2012ComprehensivePlan: Deer Park City Hall EXTERIOR EXAMPLES FROM OTHER CITIES HuttoCity Hall EXTERIOR EXAMPLES FROM OTHER CITIES Buda City Hall & Library EXTERIOR EXAMPLES FROM OTHER CITIES Katy City Hall Proposed Mont Belvieu City Hall and Municipal Court INTERIOR EXAMPLE Aesthetic enhancements such as the design of buildings also contribute to enhanced Hutto City Hall EXTERIOR/INTERIOR EXAMPLE College Station Municipal Complex CITYHALLCOMPARISONBENCHMARKS Average Cost per Square Foot = $310.00 DRIVERS FOR BUILDING NEEDS Growing Community Enhanced Customer Service Aging Facility Technology Considerations Current Space Arrangement Current Floorplan Limitations Staging Plan for Future Growth NEXT STEPS Decide on a funding mechanism. Prepare RFQ for Architectural Firms to perform a Needs Assessment and possibly a Condition Assessment of existing building. Generate distinct needs for a new City Hall complex; e.g. public meeting rooms, election needs, technology advancements, departmental efficiencies, etc. Possibly create a committee to guide the decision making process. QUESTIONS? REQUEST FOR CITY COUNCIL AGENDA ITEM Appropriation Agenda Date Requested:April 10, 2021 Source of Funds:CIPHotel/Motel& EDC Requested By:Jason Weeks/Kristin Gauthier Department:Administration/OEM Account Number: Amount Budgeted:$0 ReportResolutionOrdinance Amount Requested:Mutli-year Phases Exhibits:Presentation to include initial design Budgeted Item:YesNo concept, sign renderings, and cost estimate SUMMARY& RECOMMENDATION For the Fiscal Year 2019-2020 Budget, City Council approved a CIP project of $108,000 in the Hotel/Motel Fund to upgrade emergencyroadway signs throughout the city. The project was an effort to enhance existing signage to allow for both community and emergency announcements. The signs will primarily be used to promote City events and programs, but can be activated with warning information during an emergency. On January 25, 2021, City Council approved $89,130.00 for the purchase of two (2) double- faced, high quality LED signs with decorative poles with the understanding that staff would propose additional sign locations in the future. The two (2) new signs will be th installed at: (1) the north side of Main Street westbound, between SH 146 and 14Street, th and (2) the south side of Fairmont Pkwy eastbound, between SH 146 and 8Street. In light of this project, staff began to consider a more holistic view of signage throughout the city. In an effort to establish a cohesive and consistent look, staff developed a plan for a citywide signage project. The goal of this project is to create a unique and consistent branding campaignthrough the use of strategically placed signage throughout La Porte to better communicate with residents and visitors. Staff has worked with a vendorto present design options to City Council that wouldadd or upgrade signage in La Porte. Some of the existing signage in the City is faded, outdated, or in disrepair. This project would enhance the overall look and functionality of signage to create a positive image market La Portethrough branding,and improvetheaesthetics of informational or wayfinding signs in La Porte. This project would be a continuation of the already approved two (2) digital sign boards that will be placed on Fairmont Pkwy and Spencer Hwy. The project proposal includes options for the following types of signage: LED Signs full color Entrance Signs Wayfinding Signs Small Directional Signs Building Signs Park Signs Archway Entrance Sign at Gateway to Main Street Project Implementation: Staff has received initial cost estimates for each sign type, based on the proposed locations. The type, amount, and locations of the signage can be adjusted based on Council feedback. The project can be implemented in phases. Staff has identified the following signage as priorities: (1) Wayfinding Signs, (2) Entrance Signs Initial Cost Estimate: Sign Type Quantity Price Per Sign Total Estimated Cost Entrance Sign Option 1 (Not LED) 3 $20,500.00 $61,500.00 Entrance Sign Option 2 (LED) 2 $52,100.00 $104,200.00 LED Signs (Tall) 7 $75,050.00 $525,350.00 LED Sign at Jennie Riley 1 $52,100.00 $52,100.00 Wayfinding Signs 13 $12,850.00 $167,050.00 Smaller Wayfinding Signs (estimate) 2 $8,000.00 $16,000.00 Park Signs (estimate) 25 $6,000.00 $150,000.00 Archway Sign on Main Street 1 $256,400.00 $256,400.00 Pricing does not include engineering, electric, permitting, landscaping, or maintenance costs. Benefits: New wayfinding signage will better highlight the various attractions in the La Porte area, such as the Wave Pool, Sylvan Beach, Bay Forest Golf Course, Lomax Arena, Pecan Park, and more. LED signage can allow for better communication with residents and visitors. This would include information on City events and programs, as well as emergency communications. Full color LED signs will allow for better marketing of events and programs through the use of graphics and animatronics versus solely text on a monochrome display. would provide new wayfinding signs with a larger font that stand out more. It gives the City the opportunity to provide a consistent connection across La Porte, from west to east. More signage will be added to highlight areas on the west side of SH 146, including at least one LED sign to better communicate with residents who live near and west of Canada/Underwood. This project gives the City the opportunity to provide an updated and consistent look across La Porte. The system can be expanded in the future, if desired. Liabilities: Due to estimated costs, this project would likely need to be implemented in phases. Signage would have to be maintained over time to prevent a decline in the overall quality. Staff Recommendation: Staff would like the opportunity to receive feedback from City Council on the proposed project to determine what phase(s) of the project could be implemented in FY2021-22. ACTION REQUIRED BY CITY COUNCIL Provide feedback and direction to staff on citywide signage project. Approved for the City Council meeting agenda Corby D. Alexander, City Manager Date CITYWIDE SIGN PROJECT JASON WEEKS | KRISTIN GAUTHIER NEW ROADWAY LED SIGNS CONSISTENT COLOR SCHEME Based on current City logo INITIAL DESIGN CONCEPT Temporary font used for concept of design Font typeface has not been finalized; staff has provided feedback on initial font, so the vendor is working on additional options The poles appear silver in the renderings, but they will be black Staff has requested that all LED signs be increased in height by at least one foot Channel lettering used on renderings for entrance, LED, and archway signs are internally illuminated –will be visible at night LED signs are high quality, full color displays –may use still graphics or animations MESSAGE ANIMATIONS Can be used to better highlight messaging – more eye catching th HAPPY4OFJULY! Ex: La Porte ISD LED sign on Broadway Land of the Free HappyNewYear FROMTHECITYOFLAPORTE! CURRENT LED SIGNS Existing LED Signs (Tall) City Hall Recreationand Fitness Center Library AnimalAdoption Center and Shelter PROPOSED LED SIGNS Proposed LED Signs (Tall) City Hall Recreationand Fitness Center Library AnimalAdoption Center and Shelter *Fire Station 2 *Bay Forest Golf Course *Police Department/MunicipalCourt *New Locations LEDSIGN–JENNIERILEY Existing LED Sign (Shorter)Proposed LED Sign (Shorter) Jennie RileyCommunity CenterJennie RileyCommunity Center CURRENT WAYFINDING SIGNS Existing Wayfinding SignLocations 146 Northbound Feeder at Fairmont 146 Southbound Feeder at Fairmont Fairmont andBroadway Fairmont at BayshoreDr SanJacinto St at BayshoreDr Main St at Broadway 146 Southbound Feeder at Fairmont 146 Southbound Feeder at Fairmont Spencer at Canada Fairmont at Canada PROPOSED WAYFINDING SIGNS Proposed Wayfinding SignLocations 146 Northbound Feeder at Fairmont 146 Southbound Feeder at Fairmont Fairmont andBroadway Fairmont at BayshoreDr SanJacinto St at BayshoreDr Main St at Broadway 146 Southbound Feeder at Fairmont 146 Southbound Feeder at Fairmont Spencer at Canada Fairmont at Canada *Sens Rd at P St *Underwood Rd at PSt *New Locations *Southeastcorner of Fairmont at Canada th *Smaller versions of sign can be used at locations to assist with directions (Ex: Fairmont and 8to Little Cedar Bayou Park and amenities; North P and Lomax School Rd to Lomax Arena; etc. CURRENT ENTRANCE SIGNS Existing Entrance Signs 225 eastbound, east of Battleground 146 northbound,north of ShoreacresBlvd Spencereastbound, west of Luella Blvd Fairmont eastbound, east of Luella Blvd PROPOSED ENTRANCE SIGNS Proposed Entrance Sign (non-LED) 225 eastbound, east of Battleground 146 northbound,north of ShoreacresBlvd th *Fairmont Pkwy EB median, westof 8St *New Location Proposed LED Entrance Signs Spencereastbound, west of Luella Blvd Fairmont eastbound, east of Luella Blvd PARK SIGNS All existing park signs to be replaced Add new sign in front of Lomax Arena on P Street Replace sign at the Sylvan Beach Depot Museum OTHER SIGN OPTIONS Archway sign over Main Street Gateway Words illuminate at night EXAMPLES OF SIGNS FROM OTHER CITIES City of Deer Park EXAMPLES OF SIGNS FROM OTHER CITIES City of Baytown PROJECT IMPLEMENTATION Staff has received initial cost estimates for each sign type, based on the proposed locations The type, amount, and locations of the signage can be adjusted based on Council feedback The project can be implemented in phases Staff has identified the following signage as priorities: Wayfinding Signs Entrance Signs COST ESTIMATES Sign TypeQuantityPrice Per SignTotal EstimatedCost Entrance Sign –Option 13$20,500.00$61,500.00 EntranceSign –Option 2 (LED)2$52,100.00$104,200.00 WayfindingSigns13$12,850.00$167,050.00 LED Signs (Tall)7$75,050.00$525,350.00 LED Sign at Jennie Riley1$52,100.00$52,100.00 Smaller Wayfinding Signs (est.)2$8,000.00$16,000.00 Park Signs (est.)25$6,000.00$150,000.00 Archway Sign onMain Street1$256,400.00$256,400.00 *Pricing does not include engineering, electric, permitting, landscaping, or maintenance costs QUESTIONS? REQUEST FOR CITY COUNCIL AGENDA ITEM Appropriation Agenda Date Requested:April 13, 2021 034 ESD Source of Funds: Requested By:Lisa Camp, Chief Department:Administration/EMS 034-5059-522-4002 Account Number: $0 Amount Budgeted: ReportResolutionOrdinance Amount Requested:$349,032.15 Exhibits:Quotesand PowerPoint Presentation Budgeted Item:YesNo SUMMARY& RECOMMENDATION The current radio system that is used by La Porte EMS lacks interoperability, has less than optimal transmission and reception quality as well as limited service feature options. The inability to communicate on a day to day basis with public safety agencies is the most critical deficiency in our current system. In 1987 the Federal Communications Commission (FCC) developed a National Plan for Public Safety Radio Services that set national guidelines for use of the 800 MHz spectrum while allowing regional public safety planning committees to develop regional plans tailored to their areas own communication needs. After September 11, 2001 agencies that responded to this tragedy recognized that agencies responding to help could not communicate with each other. This was the impetus to the development of the Houston Information Technology Radio System (HITS). La Porte EMS wants to migrate to the Houston Information Technology Radio System (HITS)that La Porte Police Department operates and dispatches ontoday. The Houston Information Technology Radio System (HITS) is a talk group within the larger Texas Wide Area Radio Network (TXWARN) Motorola which is a multi-county public trunked radio system withmany sites in southeast Texas: Brazoria County, Chambers County, Fort Bend County, Galveston County, Harris County, Liberty County, Montgomery County, Walker and Waller Counties. This large public safety system provides primary communications for over 100 agencies. These agencies have combined their systems to a coordinated all talk group and radio ID so that complete interoperability is possible utilizing the SmartZone technology. Why do we want to make this change? La Porte EMS currently has nomeans of talking directly to other agencies that we work with daily La Porte PD, Port of Houston Fire and Police Departments, San Jacinto Police Department, Precinct 8 Constable Office, Texas Parks and Wildlife, Deer Park EMS, Seabrook EMS, Baytown EMS, Channel Industries Mutual Aid (CIMA), and Aero Medical Providers in the Houston area when we are responding to EMS calls. La Porte EMS presently transmits to our communications operators at La Porte PD and the communications operators relay information from us and to us, but this creates a real time lag for important information. Our communication operators work off multiple frequencies repeating information to EMS. In events where we are working with Port of Houston, our industrial area or a neighboring city for a mass casualty incident we are unable to communicate directly. The 700/800 trunked digital system has many benefits: The new system provides GPS capabilities so our communication operators can see where our radios, both mobile and handheld, are transmitting from in the event of a call for help from La Porte EMS and know exactly where we are located. The handheld radios can prioritize emergency calls automatically by sending a to help find a missing person or crew. The radios can also recognize poor signal quality and route voice and data over broadband. The quality of reception is better with the radio waves hitting towers versus our old out dated analog system of multiple repeaters in the city. More interoperability to talk to many other local agencies. Ability to form a talk group for events in our city. All city departments could talk on one event channel communications would be clearer and in real time for these events (i.e. marathons, trade days, parades, fun runs, air shows, festivals, community vaccination events, San Jacinto Monument events, triathlons, Halloween events, just to name a few). In moving to the trunked digital system we would need mobile and handheld radios supporting our communications on the system. We are recommending the digital portable 700/800 radio and the 700/800 MHz mobile radios for our vehicles. Benefits to these radios are that they can be accessed remotely for updates, diagnostics and software repairs. The radios are intrinsically safe when working around the possibility of a fire/explosion. Loaner radios are available in the event a radio would need to be repaired. A radio service department technician is available 24/7 and can remote in our talk group and see if there is any problem with radios or software. Currently, EMS has inter-local agreements in place with the agencies listed above giving LPEMS permission to use their talk groups. In anticipation of moving toward the new system, LPEMS is testing this 700/800 radio system out in La Porte. So far, staff has been experiencing the ability to communicate from hospitals in the medical centers, Clear Lake area, west and east sides of town, which frequently do not provide EMS clear communications. The key benefit of the migration to trunked communications and the 700/800 MHz the ability for multiple governmental entities to communicate both on a daily basis and in the event of an emergency regardless of the manufacturer of their radio equipment. Current pricing for mobile and handheld radios is attached and would be an investment of $316.132.15, which includes support, maintenance and programming. Additional cost would include annual fees for use of the 700/800 MHz air time, which would be $492.00 per device per year, a one-time onboarding/encryption fee $2,950.00 to HITS Communication Services, 2 antennas at PD with installation cost of $5,350.00. Currently, the La Porte Police Department is currently the 700/800 MHz system and is upgrading our computer aided dispatch (CAD) system. This proposal includes the purchasing of 15 mobile units and 35 handheld units. The mobile units would be installed in each of the five (5) ambulance (requires a unit in the front of the cab as well as in the box portion), and each of the five (5) supervisor vehicles. There is a need for 27 handhelds to provide a unit for each EMS paramedic. This will allow for an additional 8 handheld units to be available for other staff during special or emergency events. The new 700/800 communication system would be purchased from the Emergency Service District funds, which is supported by City sales tax revenue. This item would subsequently need to be approved by the ESD Board during the FY 2021-22 budget process. The cost breakdown for this new system is as follows: One-time Cost during FY 2021-22 15 Mobile Units ($5,416.38 per unit) $ 81,245.70 27 Handheld Units ($6,711.04 per unit) $181,198.08 8 Backup Handheld Units ($ 6,711.04 per unit) $53,688.37 Air Time for 50 units at $492/unit $ 24,600.00 Onboarding Fee (HITS) $2,950.00 Antenna/Installation $5,350.00 Total Cost $349,032.15 Annual Re-occurring Cost Air Time Cost - 50 Units at $492/unit $24,600 Amortized replacement cost for 50 units (life span 10 years + 15%) $ 36,355.20 ACTION REQUIRED BY CITY COUNCIL Provide City staff direction on how to move forward with purchasing the 700/800 MHz mobile and handheld radios for La Porte EMS. Approved for the City Council meeting agenda Corby D. Alexander, City Manager Date EMERGENCY MEDICAL SERVICE MIGRATION TO 700MHZ RADIO SYSTEM LISA CAMP, EMS CHIEF CURRENT RADIO SYSTEM VHF narrow banded frequency upgraded in 2013 to use digital modulation to cover ranges within the City limits using repeaters/receivers installed in the City portable radios to connect to the VHF system Fire, EMS and Public Works on this system No interoperability with other public agencies La Porte PD, Port of Houston, Baytown, Deer Park, Seabrook, Industry, Texas Parks and Wildlife, Harris County Sheriff, Precinct 8 Constable 700MHZ SYSTEM Multi-county public trunked radio system with many sites in Southeast Texas Texas Wide Area Radio Network (TXWARN) Allow a larger number of radio users to have talk groups (channels) while sharing a pool of frequencies over a large geographically are Interoperability with other public agencies La Porte Police Department/Communications Division currently on this system Need ESD Board approval for the FY 2021-22 Budget 700MHZ SYSTEM Benefits: GPS capabilities Prioritize emergency call for help from crew Radios can recognize poor signal quality and re-route voice and data over broadband Reception will increase using towers Interoperability with public agencies Radios can be accessed remotely for updates, diagnostics and software repairs Intrinsically safe Ability to form talk groups within our city for events (Triathlons, Festivals, funs runs, trade days, marathons are a few examples) 700MHZ SYSTEM ONE-TIME COST DURING FY 2021-22 15 Mobile Units ($5,416.38) --$81,245.70 27 Handheld Units ($6,711.04) --$181,198.08 8 Back up Handheld Units ($6,711.04) --$53,688.37 Air time for 50 Units at $492/unit --$24,600 Onboarding Fee from HITS --$2,950.00 Antenna/Installation --$5,350.00 Total Cost $349,032.15 700MHZ SYSTEM ANNUAL RE-OCCURRING COSTS Air time 50 units at $492/unit -$24,600 Amortized replacement costs for 50 units Life span 10 yrs + 15% $36,355.20 QUESTIONS? REQUEST FOR CITY COUNCIL AGENDA ITEM Appropriation Agenda Date Requested:April 10, 2021 Source of Funds:CIP Requested By:Carl Holley, Fire Chief Department:Fire Account Number:Various $1,200,000 Amount Budgeted: ReportResolutionOrdinance Amount Requested:N/A Exhibits:PowerPoint Presentation Budgeted Item:YesNo SUMMARY& RECOMMENDATION The La Porte Fire Departmentwould like to requesta change in scope for the approved 2019 Fire Training Center liquefied petroleum gas firefighting propsproject. The change additional free standing state of the art LPG designed modular fire training building. The additional building would incorporate existingvacant areain the Fire Training Center by adding a concrete foundation and drives with a modular building capable of being configured in multiple configurations including firefighting, search and rescue, ventilation, forcible entry, and firefighter safety. The advantages to adding an additional building allows the Fire Training Center to continueoperatingthe two existing Class A concrete burn buildings, which burn hay to simulate structure fires. The modular building can be built at a substantial lower cost, with early estimates for complete project between $700,000 and $800,000. The $1.2 million funding for the this CIP project was providedby the City,and is scheduled to be repaid through the Fire Control Board budgetover a three (3) year period. Additionally, the La Porte Fire Department is requesting that the remaining funds for this project be re-directed to a newCIP project to be used to upgrade the existing Fire Training Center classroom and kitchen area. The proposed upgrade would include remodeling the kitchen area that regularly feeds close to 100volunteer firefighters and other City staff during hurricanes and special events. The outdated bathrooms, office areas and storage areas would be updated to meet the growing needs of the Fire Department, including housing the proposed Engineer Operator II shift supervisor positions that will be sought after using grant funds. Staff recommends City Council approving these changes to the CIP project. If approved, these changes would need to be heard by the Emergency Service District Board for approval too. ACTION REQUIRED BY CITY COUNCIL Approve new scope of initial 2019 CIP project for the Fire Training Center Approved for the City Council meeting agenda Corby D. Alexander, City Manager Date CHANGE OF SCOPE –2019 CIP FTC LPG PROJECT DAVID GIFFORD, ASSISTANT FIRE CHIEF 2019 CIP CHANGE OF SCOPE -HISTORY March of 2019 Council approved CIP FD0002 –Fire Field Propane Project $1,200,000 project to remodel existing concrete burn building “cottage” LPG prop installation entails cutting holes in 18” reinforced concrete walls and ceiling to install Wiring, sensors, fuel lines would run out of building into separate “control room” Building would only be able to be used as LPG prop Thirty year old buildings are in excellent condition and would be costly if replaced today Premier burn building facility 2019 CIP CHANGE OF SCOPE –BURN BUILDINGS 2019 CIP CHANGE OF SCOPE -2020 Early 2020 both existing burn buildings structurally evaluated by engineering firm Suggested minor repairs to interior finish of both buildings Meet compliance with NFPA 1402 (2019) Standard on Facilities for Fire Training and Associated Props for five years Meet compliance with NFPA 1403 (2018) Standard on Live Fire Training Evolutions for five years 2019 CIP CHANGE OF SCOPE –PROPOSED CHANGE 2019 CIP CHANGE OF SCOPE –LPG PROPS https://youtu.be/Vs_4CtTIVJE 2019 CIP CHANGE OF SCOPE –FIRE FIELD LOCATION 2019 CIP CHANGE OF SCOPE -ADVANTAGES Keep existing Class A burn buildings New building designed for LPG props with Padgenite lining system (15 year warranty) Many of the training props we have to replace annually will be integrated into building: “Save Your Own” maze Forcible entry doors and windows Wall and ceiling breech props Modular building can be configured in multiple layouts to offer safe training scenarios Lower cost: Approximately $800,000 complete 2019 CIP CHANGE OF SCOPE –FTC REMODEL 2007 EMS relocated to Spencer Highway at renovated fire station Fire Department took over old EMS station, converting to Training Center in house Removed day room, report writing room and dorm, added storage rooms for supplies One office being used to store bunker gear Two offices, half of the bay floor being used by Building Maintenance Original restrooms/showers 2010 added on classroom/meeting room (Business Meetings held at Rec Center) 70 firefighters attend weekly training Classroom offered as part of burn building rental to Industry, other Fire Departments Kitchen area used to prepare and serve over 100 firefighters and city staff during events and storms Alternate safe “staging area” during evacuations or large scale events 2019 CIP CHANGE OF SCOPE –FTC REMODEL 2019 CIP CHANGE OF SCOPE–FTC REMODEL 2019 CIP CHANGE OF SCOPE–FTC REMODEL 2019 CIP CHANGE OF SCOPE –FTC REMODEL Remodel of existing building: Upgrade air conditioning Replace ceiling/lighting Upgrade multimedia in classroom Remodel bathrooms to locker room/shower Upgrade kitchen with larger stove, ovens, coolers, service counter area and storage Upgrade office to office/dorm for EOII supervisor Workout equipment area 2019 CIP CHANGE OF SCOPE –FTC REMODEL Addition or Stand alone storage building Storage of bunker gear, boots, helmets, gloves Back up sets of gear to replace contaminated PPE while being cleaned Gear extractor, gear racks Contaminated gear no longer stored inside Training Center (Cancer Initiative) Concrete pad to replace blacktop behind building, access to breathing air system Add on or stand alone foundation 2019 CIP CHANGE OF SCOPE –FTC REMODEL QUESTIONS? REQUEST FOR CITY COUNCIL AGENDA ITEM Appropriation Agenda Date Requested:April 10, 2021 Technology Fund Requested By:Source of Funds: Steve Deardorff, Chief Department: Police N/A Account Number: $0 Amount Budgeted: ReportResolutionOrdinance $629,421 Amount Requested: Exhibits:Price Quote & PowerPoint Presentation Budgeted Item:YesNo SUMMARY& RECOMMENDATIONS La Porte Police Departmenthas been a member of the Gulf Region Information and Dispatch (GRID) System since 2009. The GRID provides Computer Assisted Dispatch (CAD) and Records Management System (RMS) hardware andsoftware along with IT support to 35 law enforcement agencies and 26 fire and EMSservices.There are three (3) mainbenefits of GRID membership:1) information sharing, 2) interoperability and 3) cost savings. Criminals do not recognize city limits, so they affect allof our cities. By having real-time information sharing, all of our law enforcement agencies can work together to make a coordinated effort in arresting offenders. Interoperability is also key in disaster mitigation. If La Porte loses power or connectivity, LPPDcan forward telephones and radios to another member agency and a La Porte dispatcher can sign- in and work there with no loss of service. Also, cost savings is a big key. SinceLPPD isa larger group and share servers, there isonly need to buy licenses and pay a portion of the main modules and hardware. This allows La Porteto operate for about 20% of what a stand-alone system would cost. The current CAD/RMS system is ONESolution providedby Central Square. This system is nearing end-of-life and the GRID board members have voted to move forward with a new CAD/RMS vendor. In 2009orte Emergency Services was state of the art. IT was fully functional and staffenjoyed great Staff worked closely with them and developed several custom modules that were marketed nationwide. In 2017,Sungard was purchased by an investment company and became Superion. Superion hired a new CEO and the company wentin a new direction. They raised annual maintenance fees and abandoned rewrites and upgrades of the original technology. The company did not follow through on promises with customers and the support services started to become unresponsive. In 2018, Superion was purchase by another investment company and became Central Square. This transaction included a merger of five (5) CAD/RMS platforms and it was decided that OSSI/ONESolution would no longer be their flagship product. They cancelled all new development, but vowed to fully support the product. They experienced a turnover in upper management and support staff. Currently, staff has experienced extremely poor support and have no relationships with the company. Our current OSSI/ONESolution is nearing end-of-life requiring constant attention from IT and GRID IT personnel. There is no new development, which has impacted our Fire At this time, it is unknown when Central Square will completely cease to support the product. The GRID conducted a request for proposal (RFP) for potential new vendors over the last year. The process evaluation was based on the Department of Justice (DOJ) best practices for selection of new software. A needs assessment resulted in minimum system requirements and a 189 question document was sent out to vendors based on operational framework for CAD, RMS, JMS, and Mobile to serve police, fire and EMS. Eight (8) vendors were initially eliminated for documented deficiencies. However, six (6) product demonstrations were held and attended by GRID personnel along with La Porte staff, Grady Parker, Sgt. Novosad and Stacey Lippold. After compiling 186 user surveys, three (3) of the vendors were eliminated as their products were an al-a-carte system and weeds. The top three (3) vendors, in order, were Motorola Premier One, Hexagon and Central Square Enterprise. Hexagon was eliminated because they are cloud based and cannot handle the needs of the GRID. There was a large gap between Motorola and Central Square along with the problems already illustrated with the OSSI/ONESolution customer service. On March 11, 2021, s of the Chief of Police of each member agency. A presentation of the above RFP was made and the Board unanimously voted to move forward and present to their respective gover the fiscal year 2021-22 budget. ould be $572,201 with an annual nd maintenance fee of $92,863 commencing on the 2 year after go live. The annual maintenance fees will increase approximately 5% per year over the 10 years of the agreement. Attached as back up is the initial quote from Motorola to provide every functionality that currently exist with our Central Square CAD/RMS. For comparison purposes, ost in 2009 for OSSI was $142,738, but we were able to negotiate a 50% discount in the middle of the economic downturn. Deer Park paid an initial cost of $313,212 later in 2009. Our current annual maintenance fee is $77,442. The timeline for implementation is for League City to award the contract in September of 2021, all of City Councils to approve agreement in October/November 2021. Then start of implementation. First group will go live 333 days from signed contract, second group go live 406 days, third group go live 469 days and fourth group 539 days. La Porte is in the group. Staff continues to negotiate with Motorola on a final price and payment options. Also, staff would recommend a 10% contingency for a total project budget of $629,421. This total amount could be broken in to two payments of $314, 711 to the technology fund in the 2021/22 and 2022/23 budgets. ACTION REQUIRED BY CITY COUNCIL Provide staff direction on how to Emergency Services CAD/RMS system. Approved for the City Council meeting agenda Corby D. Alexander, City Manager Date EMERGENCY SERVICES COMPUTER ASSISTED DISPATCH / RECORDS MANAGEMENT SYSTEM STEVE DEARDORFF, CHIEF OF POLICE CURRENT CAD/RMS ENVIRONMENT Member of the Gulf Region Information and Dispatch (GRID) System –OSSI/ONESolution Platform 35 Law Enforcement Agencies, 26 Fire and EMS Agencies Interoperability, Cost Savings and Information shared across all agencies Fully Functional with diminished customer support from Central Square System nearing end of life requiring constant attention from our IT and GRID IT personnel No new development or interfaces from Central Square Unknown when Central Square will completely cease to support the product SOFTWARE HISTORY & AGENCY DEVELOPMENT 2018 200820152017 2009 Superion FIS Sungard Sungard becomes Sungard HTEPurchases becomes OSSICentral SungardSuperion Square •Merger of 5 •New CEO •Joined GRID •Sungard CAD 6 HTE Platforms •New Direction •Sungard OSSI RMS •OSSI/Superion no •Raised Annual •Fully Functional •First integrated CAD/RMS longer Flagship Fees •State of the Art System in La Porte •Complete loss of •Abandoned •Clean data management •Not Fully Functional upper management Rewrites •Interfaces with Fire, EMS •Poor Data Maintenance •Focus on Cloud •Unresponsive and Courts •End of Life Solutions to Customers •Developed Custom Modules •Constant Turn- •Loss in •FTO Online Over Customer •Racial Profiling •Extremely Poor Service •Upgrading Technology Support •Cancel Beta •Beta Test Sight for OSSI •No Relationships Testing •Relationships with with Customer Development and Support GRID’S REQUEST FOR PROPOSAL PROCESS Process of evaluation was developed based on the Department of Justice best practices for selection of new software Needs Assessment –Minimum System Requirements 189 questions Police, Fire, EMS Operational framework for CAD, RMS, JMS, Mobile Eight (8) vendors were eliminated for documented deficiencies Six (6) product demos attended by personnel in the GRID, to include our IT Manager, System Administrator and Communications Supervisor These resulted in 186 user surveys Results were tabulated using Microsoft’s Power BI VendorSurveyResults TOP THREE VENDORS Motorola Premier One Hexagon Central Square TOTAL LA PORTE PRICING -MOTOROLA Initial PurchaseAnnual Totals$572,201 $92,863 INITIAL PRICING & ANNUAL MAINTENANCE -MOTOROLA AGENCY INITIAL PURCHASE & ANNUAL MAINTENANCE –CENTRAL SQUARE GC = Galveston County Consortium * Estimated / Missing TOTAL GRID PRICING -MOTOROLA Initial PurchaseAnnual Totals$7,639,622 $1,260,727 EXPECTED CAD / RMS ENVIRONMENT Remain member of the Gulf Region Information and Dispatch (GRID) System –Motorola Premier One Platform 35 Law Enforcement Agencies, 26 Fire & EMS Agencies Interoperability and Information shared across all agencies Fully functional with improved customer support State of the art technology, fully customizable and scalable New development for interfaces Motorola is a stable software company with resources Product lifespan of at least 10 years with option to upgrade EXPECTED OUTCOMES Enhanced customer service to all Emergency Services Ability to support and interface with EMS, Fire and Municipal Court Continue to provide accurate statistical data for crime analysis and budgeting Continue to meet all CJIS and governmental regulations Continue to provide exemplary customer service to our citizens PLANNED IMPLEMENTATION September 2021 –Award Contract October/November 2021 –Council Approvals and begin implementation September 2022 –First group Go Live November 2022 –Second group Go Live January 2023 –Third group Go Live March 2023 –Fourth group Go Live QUESTIONS? Gulf Coast Regional Information and Dispatch (GRID) February 18, 2021 6.4 DEVELOPMENT GROUP 4 PRICING LaPorte Software, Services & Hardware Pricing This pricing includes the modules that we identified as being important for your agencies. The price will change if you decide to add or remove modules. A summary of the purchase price for all modules identified in the proposal is as follows: DescriptionCountList Price PremierOne Pricing CAD Licenses 5 $72,500 CAD Low Use Licenses5$6,00 CAD Mobile 75 $88,650 RMS Licenses 40 $30,000 RMS Mobile 55 $41,250 Interface Fees $7,500 Hardware/Software $127,178 Implementation $316,944 Total Software/Hardware $690,022 $271,767 Discount The proposal is priced as a single system. All prices and discounts are given as a bundle purchase. PremierOne Pricing $418,255 OPTIONS PremierOne Handheld 36 $36,432 Integrated Call Control 5 $68,970 ASTRO25 Advanced Messaging & Responder Location 82 $48,544 PremierOne CAD and Records Management System 20-110826 / TXP20P249A 6-30 Proposal Pricing Motorola Solutions Gulf Coast Regional Information and Dispatch (GRID) February 18, 2021 LMS Standard Maintenance Summary PremierOne Subscription Year 1Warranty$4,392 $4,392 Year 2$71,700 $4,392 Year 3$75,046 Year 4$4,392 $78,567 $4,392 Year 5 $82,255 Year 6$86,120 $4,392 $4,392 Year 7$90,187 $4,392 Year 8 $94,457 Year 9$98,940 $4,392 $4,392 Year 10 $103,648 Note: Maintenance pricing is based on 2021 rates, subject to then current rates upon commencement. Changes to configuration or count will result in a change to maintenance pricing. Maintenance for Third Party products is subject to change based on prices quoted from the partners for first year of maintenance. Integrated ASTRO25 PremierOne Options Maintenance Call Control Integration Handheld Warranty Warranty Year 1Warranty $9,900 $707 Year 2$6,164 $10,395 $750 Year 3 $6,480 $10,915 $784 Year 4 $6,796 $11,460 $823 Year 5$7,192 $12,035 $864 Year 6 $7,493 $12,635 $908 Year 7$7,867 $13,267 $953 Year 8 $8,261 $13,930 $1,000 Year 9$8,674 $14,627 $1,050 Year 10 $9,107 Note: Maintenance pricing is based on 2021 rates, subject to then current rates upon commencement. Changes to configuration or count will result in a change to maintenance pricing. Maintenance for Third Party products is subject to changebased on prices quoted from the partners for first year of maintenance. PremierOne CAD and Records Management System 20-110826 / TXP20P249A Motorola Solutions Proposal Pricing 6-31 REQUEST FOR CITY COUNCIL AGENDA ITEM Appropriation Agenda Date Requested:April 10, 2021 General or Tech Fund Source of Funds: Requested By:Steve Deardorff, Chief Department:Police Account Number: Amount Budgeted: ReportResolutionOrdinance $1,240,261 Amount Requested: Exhibits: PowerPoint Presentation Budgeted Item:YesNo SUMMARY& RECOMMENDATION The City of La Porte Police Department has utilized dash cameras for Patrol vehicles for many years. Being a progressive police department, the department began utilizing body cameras in 2016. Our current vendor for both in-car and body camera systems is COBAN. Additionally, the departmentutilizesCOBANsystems for video recordings in our interview rooms. Since the departmentsoriginal body camera purchase, technology in the recording and storage of recordings has vastly improved. Due to ongoing issues with current systems and the availability and features of new systems, staff began researching and has determined that it is time that the Police Department move forward with a more comprehensive, user friendly and technology superior product. Current Product Deficiencies: Must be charged on a docking station Body Camera can easily fall off during a struggle Officer must manuallyturn on body camera Approximately 580 hours of IT personnel spent on COBAN issues in last 18 months Cameras have a blinking light that can hinder officers in a tactical situation Poor support and customer service from COBAN regarding the cameras and camera storage systems Storage system issues (server) Time consuming process to copy recordings and makeavailable to prosecutors Proposed Product Benefits: Camera design to fit into uniform and will not fall off during struggles Camera has many auto activation features Information sharing capabilities between devices Officer safety features, such as officer down and GPS locations Cloud based storage and authorized user retrieval processes for recordings Ability to redact videos before allowing retrieval to prosecutors Full service and support by vendor, freeing up City IT personnel Proposed Product Liabilities: No significant liabilities that would affect our use of product or service (spoke with several existing users of this product) To purchase 80 body cameras, 49 dash camera systems with mobile Wi-Fi systems, CAD integration and six (6) interview rooms through our recommended sole source would cost $1,240,261, or $248,052.20 per year for five (5) years. The equipment is not anticipated to be end of life at the end of the fifth year, and extended service agreements could be purchased or a new five year agreement can be reached and the department will receive all new equipment installed by the vendor. Although updating all our digital evidence systems is optimal, staff researched the option of just replacing the body camera systems. This option would cost $869,770, which comes with a mobile Wi-Fi system (RocketIoT) for the vehicles. Staff recommends moving forward with budgeting for replacement of our in-car, body worn and interview room cameras, recording and storage systems in the FY 22 budget. It is our recommendation to fund this project based on the proposed 5-year timeline. ACTION REQUIRED BY CITY COUNCIL Provide feedback and direction to staff on how to move forward with upgrading police body cameras, mobile video equipment and interview room recoding systems. Approved for the City Council meeting agenda Corby D. Alexander, City Manager Date BODY CAMERA & MOBILE VIDEO SYSTEM STEVE DEARDORFF, CHIEF OF POLICE CAMERAS IN POLICING The use of video recordings has been around for decades. Originating with dash cams and extending to body cameras, these tools provide court room evidence, as well as, protections for the involved officers, citizens and suspects. Currently, the public, prosecutors and defense attorneys expect that police interactions are and will be recorded. Best Practices High Profile Events BODY CAMERAS IN LA PORTE The La Porte Police Department has been ahead of the curve and initiated its first body camera project in 2016 and currently has 70 body cameras. Technology in the field has since grown leaps and bounds. The current vendor is COBAN. These cameras are worn on the outside of a uniform shirt and held on by magnets. Body cameras are being worn by our Police Officers, Animal Control Officers, and Jailers. These cameras are charged and downloaded via docking stations in the vehicles and at the police station (all videos are stored on a server). The current budget impact is approximately $70,000 per year In-car systems are $7,361 x an average of 5 vehicles, totaling $36,805. Body cameras are $1,320 each x 25 annually, totaling $33,000. PROBLEMS EXPERIENCED La Porte Police Department has identified several concerns with their current camera system: They must be manually activated. They fall off easily during a physical struggle potentially failing to capture critical footage. They must be charged and downloaded on shared docking stations which has caused occasional problems. The server can back up causing a delay in downloading. They illuminate, when activated, and can put officers in a tactical disadvantage. Significant man-hours are spent downloading video from the server for court room purposes. Between October 2019 and March 2021, City IT staff logged 579.73 hours working on COBAN equipment. COBAN provides limited technical support and poor customer service. MOVING FORWARD & PLAN Moving Forward - La Porte Police Department seeks to improve the City’s body camera program by upgrading body cameras and equipping all officers and marked patrol cars. At the same time, staff is requesting to upgrade the LPPD interview room cameras so all video evidence will be on one user-friendly system. Plan - One system, “BodyWorn” by Utility, provides the solutions to the problems identified, as well as many other unique and beneficial features. BODY WORN The BodyWorn Evidence Ecosystem -YouTube BODYWORN CAMERAS The system is web-based (Avail Web), which requires no server and interacts with Google maps to provide officer and vehicle locations. Provides “Officer Down Alerts” and live streaming. Uses an Android Smart Phone worn inside the uniform shirt and securely fashioned. No docking stations required. Information sharing between devices. Can be used in the field by Detectives. BODYWORN CAMERAS GEO fencing capabilities. Automatic activation via: *holster sensor, *foot pursuit and dispatch initiated. Secure web access can be granted to prosecutors reducing cost of CDs and postage also reducing man-hours spent making copies. The vendor will remove all old equipment, install the new and train officers and up-fitters. The vendor provides full technical support for the product which will free up City IT staff. REVIEWS There are several Law Enforcement Agencies nationwide using this product. Locally, Pasadena, Port Arthur and Missouri City police departments use “BodyWorn”. The company was highly praised and all agencies are very happy with the product, and the tech support. Company is staffed by many former Law Enforcement personnel who know the field and the needs of Law Enforcement. TOTAL COST This project is quoted at $248,052.20 per year, over five (5) years, totaling $1,240,261.00. This covers: Purchase of 80 body cameras, 49 in car systems, 6 interview rooms, Unlimited technical support and storage, Removal of old equipment and installation of new equipment. Training for users and installers. After five (5) years the City can extend service contracts and continue to use viable equipment until replacement is needed. COST OPTION 2 Option 2 (yearly amounts are listed) Purchase Body Camera System Only$124,080.00 Communications Bundles$ 35,574.00 Data Plans for Cams Used in Field Only$ 11,000.00 CAD Integration (one-time fee)$ 16,500.00 st 1YEAR TOTAL$187,154.00 YEARS 2-5$170,654.00 ($682,616 total) 5 YEAR TOTAL$869,770.00 Option 1 Versus Option 2: Option 2 provides features that will not be available with only data plans provided in Option 1 and offers $7,130 savings over 5 years WHAT IS THE ROCKETIOT? The RocketIoTis mounted in the back of the vehicle, and serves as a wi-fibubble, which allows: Live offload of video and storage CAD activation Starting cameras based on policy to start recording, examples: vehicle door opens, within 200 feet of the arrival of dispatched location GPS information on vehicles Speed tracking of vehicle installed in Facilitates installation of in car video camera (quoted only in whole package, not Option 2) Crash sensors on vehicle COST-DASH CAMS & INTERVIEW ROOMS Additional Items (included in the package pricing): Dash Cams -$87,050.00 (5 Year Total $435,250) Interview Rooms (6 cameras) -$19,800.00 (5 years $118,800) If these products were to be purchased after the body camera product was initiated, discounts would be lost. Adding these to Option 2 would increase the overall project by $183,559 at current years pricing. The vendor includes the following items, so no additional budgetary impact will be made for the following: Uniform Alterations Removal of old and installation of new equipment Training for users and installers Technical Support CLOSING Technology is here to stay. La Porte Police Department wants to be out in front not left behind. Can La Porte afford not to record a critical law enforcement incident? QUESTIONS? REQUEST FOR CITY COUNCIL AGENDA ITEM Appropriation Agenda Date Requested:April 10, 2021 N/A Source of Funds: Requested By:Mayor Louis Rigby Department:Public Works N/A Account Number: N/A Amount Budgeted: ReportResolutionOrdinance Amount Requested:$727,320 Exhibits:PowerPoint Presentation-Decorative Budgeted Item:YesNo Fencing SUMMARY& RECOMMENDATION Mayor Louis Rigby has requested a discussion about adding fencing along Summer Winds andBay Point Townhomes similar to the project just completed on Spencer Highway. Requests from multiple neighborhoodsare being posed toCitystaff regarding private homeowner fencing that faces City thoroughfares. In some cases fences are in dis- repair or vegetation is uncontrolled. The City has committed funds and nowcompleted the first phase ofa major fence replacement project along Spencer Highwayand the Glen Meadows subdivision.The finished portion of the project has transformed this area with a major aesthetic improvement. With the potential for multiple neighborhoods showing interest it may be prudent to consider policy guidelines or criteria for consideration of such projects to move forward with City participation.Certain locations may meet criteria for Economic Development funding. Defining a limit or a percentage of participationwill aid in developing a budget. Also, as part of the policy guidelines, amaintenance agreement clearly defining public/private responsibilities needs tobe considered. The concrete panel fencing as constructed along Spencer Highway is estimated at $190.00 per foot. The cost includes engineered plans,coordination with franchise utilities, fabrication, installation and site restoration. This type of fencing offers privacy and security.Brick column fencing as constructed along Wharton Weems near the Bay Forest Golf Course is estimated at $ 160.00 per foot. This option offers security with a different visual appeal, but little privacy. The expansion of SH 146 requires environmental review that also includes a noise analysis. The preliminary TxDOT plan indicates sound walls to be constructed adjacent to Bay Point Townhomes and the residential developments south of Little Cedar Bayou Drive. This item will be constructed as part of the highway widening project. Additional sound barrier may be identified as the environmental review concludes. The attached exhibits indicate potential areas for fence placement. Neighborhoods that have shown recent interest include Summer Winds, Bay Point Townhomes and Fairmont Park. During the field assessment of Summer Winds subdivision it became apparent that similar fencing would benefit the area adjacent to the Spenwick subdivision along Underwood Road. Locations Length $190/ft. 20% Contingency TOTAL Bay Point Townhomes 630 LF $119,700 $23,940 $143,640 (Little Cedar Bayou Drive th from 8 to 146 feeder) Summer Winds 820 LF $155,800 $31,160 $186,960 (Underwood) Summer Winds 1740 LF $330,600 $66,120 $396,720 (Caniff) TOTALS 3190 LF $606,100 $121,220 $727,320 Benefits: Improved visual appeal on major streets and thoroughfares Security and privacy Consistency of fencing Liabilities: Maintenance of the Improvements Eventual replacement costs Areas with multiple underground utility conflicts will increase costs. ACTION REQUIRED BY CITY COUNCIL Provide staff with direction on possible policy guidelines or other action regarding requests for decorative fencing. Approved for the City Council meeting agenda Corby D. Alexander, City Manager Date DECORATIVE NEIGHBORHOOD FENCING ITEM REQUESTED BY MAYOR RIGBY COMPLETED FENCING ON SPENCER HWY BAY FOREST GOLF COURSE FENCING SUMMER WINDS FENCE (FACING UNDERWOOD) SUMMER WINDS FENCE (FACING CANIFF) BAY POINT TOWNHOMES (EXISTING CONDITIONS) BAY POINT TOWNHOMES (EXISTING CONDITIONS) PROPOSED NOISE BARRIERS SPENWICK(EXISTING CONDITIONS) SPENWICK(EXISTING CONDITIONS) QUESTIONS? REQUEST FOR CITY COUNCIL AGENDA ITEM Appropriation Agenda Date Requested:April 10, 2021 N/A Source of Funds: Requested By:Ray Mayo, Director Department:Public Works N/A Account Number: N/A Amount Budgeted: ReportResolutionOrdinance Amount Requested:$53,055 Exhibits:Job Description Equipment Operator I Budgeted Item:YesNo SUMMARY& RECOMMENDATION The Solid Waste Divisionof the Public Works Department provides heavy trash and garbage collection for 11,632 residential accounts(as of February 2021). Collection the Solid Waste Division hasseen increasesin heavy trash and brush by 53%and 39% respectively, while household garbage has increased by 25%. An Equipment Operator Iis the entry level operator position for SolidWaste and routinely drives a haul truck for heavy trash collection and participates in Recycle Center operations. Also, this level employee cantrain tooperatea rear loader (Operator II) or a heavy trash picker (Senior Operator). Equipment Operators must have a B CDL (Commercial Driver License). The growth of the City combinedwith employee absence constantly requires assistance from other Public Works Divisions to keep the heavy trash routes on schedule. No additional equipment is needed at this time.To begin a path of growth for this Division, Public Works is requesting the addition ofone full-time position as Equipment Operator I (Pay Grade 12) to the Solid Waste staff. At a minimum, this action would impact the division budget with an increase as indicated below: Equipment Operator I Pay Grade 12 Minimum Salary $29,813 FICA/Medicare (7.65%) $2,281 TMRS (16.28%) $5,854 Medical $12,000 Uniform $413 TOTAL $49,361 If successful in hiring an employee with experience the impact would be as indicated below: Equipment Operator I Pay Grade 12 10% Above Minimum Salary $32,794 FICA/Medicare (7.65%) $2,509 TMRS (16.28%) $5,339 Medical $12,000 Uniform $413 TOTAL $53,055 ACTION REQUIRED BY CITY COUNCIL Provide staff direction regarding adding an Equipment Operator I position for the Solid Waste Division of the Public Works Department. Approved for the City Council meeting agenda Corby D. Alexander, City Manager Date CITY OF LA PORTE EQUIPMENT OPERATOR I JOB DESCRIPTION FLSA: Non-Exempt PAY GRADE: 012 DEFINITION To drive trucks and light equipment; collection and transportation of solid waste, heavy trash and recyclable. DISTINGUISHING CHARACTERISTICS This is in the entry level class in the Equipment Operator class series. Employees in this class normally work under close supervision performing a group of repetitive or closely related duties according to established procedures. Positions assigned to this class can be distinguished from higher level classes by responsibility for operating a limited range of light and moderate equipment and vehicles. SUPERVISION RECEIVED AND EXERCISED Receives general supervision from higher level solid waste maintenance personnel. ESSENTIAL JOB FUNCTIONS Duties may include, but are not limited to, the following: Drive, and may operate, light to moderate solid waste equipment on routine assignments or on a training basis, trash truck and rear loading garbage trucks. Participate in working with a small solid waste crew in completing work orders. Perform tasks as related to recycling and composting. Perform related duties as assigned. PHYSICAL REQUIREMENTS For indefinite periods of time - mobility within a field environment; exposure to mechanical, dust/mites, fume, and odor hazards; exposure to extreme cold, heat, and constant noise; walking; twisting body; stooping; standing; squatting; sorting; sitting; seeing; pushing, dragging and pulling up to 50 pounds; lifting and carrying up to 40 pounds; kneeling; climbing; reading; decision making; reaching above shoulder level; using both hands for simple and firm grasping; clarity of hearing; communicating clearly and effectively, in person and by two-way radio; fine finger manipulation; safe operation of shovel, pitch fork, rack, and chain saw; operating a trash truck through city traffic. QUALIFICATIONS Knowledge of: Solid waste and trash collection tools and equipment. Methods employed in basic laboring and maintenance work. Safety precautions used in refuse collection work. Ability to: Understand and carry out oral and written instructions. Perform heavy physical labor. Rev Apr 2014 Establish and maintain effective working relationships with those contacted in the course of work. EQUIPMENT OPERATOR I JOB DESCRIPTION PAGE 2 TRAINING AND EXPERIENCE Some experience in the operation of light construction equipment and vehicles. A High School Diploma or GED is desirable. LICENSES AND CERTIFICATES Possession of a valid Texas Class B Commercial Driver's License. *Please note this job description is not designed to cover or contain a comprehensive listing of activities, duties, or responsibilities that are required of the employee for this job. *Duties, responsibilities and actions may change at any time with or without notice. The City of La Porte is an Equal Opportunity and Affirmative Action Employer. ments, essential functions and duties of the position. Employee Name Date Rev Apr 2014 REQUEST FOR CITY COUNCIL AGENDA ITEM Appropriation Agenda Date Requested:April 10, 2021 N/A Source of Funds: Requested By:Mayor Louis Rigby Department:Parks & Recreation N/A Account Number: N/A Amount Budgeted: ReportResolutionOrdinance Amount Requested:$429,171 Exhibits:Photos of Broadway Trail Phase I Budgeted Item:YesNo SUMMARY& RECOMMENDATION Mayor Louis Rigby has requested a discussion about adding Phase II to the Broadway Trail Lighting Project from Wharton Weems to Fairmont Parkway. Phase I of thisproject was completed in November, 2020 and consisted of installing decorative pathway lighting on the Broadway Trail between Wharton WeemsBoulevard and DwireDrive. A total of 41light poles were installed with a total project cost of $382,580, including engineering costs. Phase II would consist of continuing the trail from Wharton Weems Boulevard north to Fairmont Parkway. There wouldbe a total of 38light poles installed, with an estimated cost of $390,156 plus a 10% contingency for a total of $429,171. ACTION REQUIRED BY CITY COUNCIL Provide staff direction regarding the construction of Phase II of the Broadway Trail Lighting Project from Wharton Weems to Fairmont Parkway. Approved for the City Council meeting agenda Corby D. Alexander, City Manager Date DAY AND NIGHT PICTURES OF THE CURRENT BROADWAY TRAIL LIGHTING REQUEST FOR CITY COUNCIL AGENDA ITEM Appropriation Agenda Date Requested:April 10, 2021 N/A Source of Funds: Requested By:Mayor Louis Rigby Department:Parks & Recreation N/A Account Number: N/A Amount Budgeted: ReportResolutionOrdinance Amount Requested:$212,275 Exhibits:Map of Dog Park Locations, Examples of Obstacle Budgeted Item:YesNo Course Pieces SUMMARY& RECOMMENDATION Mayor Louis Rigby has requested a discussion about adding a dog park to Fairmont Park. This project would consist of adding a dog park at Fairmont Park. The dog park would have separate areas for large dogs and small dogs.The attached map shows the proposed locationsof each section of the dog park. Unfortunately, due to a lack of available open space, the dog park sections cannot be next to each other the way that Little Cedar Bayou Dog Parkis laid out. The practice t-ball field will be between the dog parks, however the dog parks will be at least 25 feet away on each side of the t-ball field. The size of the proposed dog park at Fairmont Park is approximately halfthe size of the current dog park at Little Cedar Bayou Park. Both dog park areas would contain a water fountainfor both humans and pets, an obstacle course, a small splash park, garbage cans, pet waste stations, and benches for seating. The splash parks would be fresh water that would drain into the sewer line. Since there area lot of large trees at this location, staff does not feel the need for shade structures at this time. The estimated cost of the park would be as follows: Price Per ItemQuantityCost Item Dog Park Fencing& Gates1400 lf$42,000 Dog Park Splash Park 25x 252$75,000$150,000 Water Fountain2$3,000$6,000 Obstacle Course 2 $3,500 $7,000 Benches 10 $450 $4,500 Garbage Can 3 $425 $1,275 Dog Waste Station 6 $250 $1,500 TOTAL $212,275 As a comparison, the Little Cedar Bayou Dog Park was installed in 2012 and over the years more seating and shade structures have been added. The cost of improvements at the Little Cedar Bayou Dog Park is as follows: Item Cost 2012 Initial Development (fences, benches, water feature, etc.) $37,886 2018 Covered Benches $17,932 2019 Concrete pad with picnic tables and shade $20,816 TOTAL $76,634 ACTION REQUIRED BY CITY COUNCIL Provide staff direction regarding the construction of a dog park at Fairmont Park. Approved for the City Council meeting agenda Corby D. Alexander, City Manager Date Fairmont Park Dog Park Small Dogs Practice T Ball Field Large Dogs EXAMPLES OF OBSTACLE COURSE PIECES FOR A DOG PARK REQUEST FOR CITY COUNCIL AGENDA ITEM Appropriation Agenda Date Requested:April 10, 2021 Councilperson Bill Bentley N/A Source of Funds: Mayor Pro-Tem Chuck Engelken N/A Requested By:Councilperson Brent McCaulley Account Number: Department:Parks & Recreation $200,000 Amount Budgeted: Amount Requested:$400,000 ReportResolutionOrdinance Budgeted Item:YesNo Exhibits:None SUMMARY& RECOMMENDATION Councilperson Bill Bentley, with the support of Mayor Pro-Tem Chuck Engelken and Councilperson Brent McCaulley, requested a discussion about increasing pre-funding of the Fairmont Park West Splash Park by $200,000 in Fiscal Year 2022, so that the splash park can be addedthat same year, instead of waiting until Fiscal Year 2023. During budget discussionsin 2020, City Council decided to remove the existing pool, as well as fund a new playground and splash park at Fairmont Park West. Inorder to fundthe splash park, City Council approved pre-funding $200,000 a year to be setaside for atotal of three (3) years,starting inFiscal Year2021. In Fiscal Year 2023 the total funds availablefor the splash park would be$600,000. Current Council Approved Project Funding: Fiscal Year 2021$200,000 Fiscal Year 2022$200,000 Fiscal Year 2023 (Project Start)$200,000 TOTAL$600,000 Councilperson Bentley is requesting that funding for FiscalYear 2022 be increased by $200,000 so that the total fundsavailable will be $600,000 and the splash park addition couldbe completed that same year(Fiscal Year 2022). This would allow the project to be completed a year earlier thaninitially planned. Requested New Funding Schedule: Fiscal Year 2021$200,000 Fiscal Year 2022 (Project Start) $400,000 TOTAL $600,000 Per Councilperson Bentley, the benefits of moving the project funding up a year are as follows: Pre-funding in this manner would ostensibly avoid some cost increases. Accelerating completion of the project would help the community move past the loss of the previous amenities. Enhance quality of life for the community. Provide habitat for Monarch butterflies. Ensure future safety of patrons of the park. Provide a well-lighted environment that would discourage illicit activities. The only liability noted by Councilperson Bentley was the added cost to the Fiscal Year 2022 budget. ACTION REQUIRED BY CITY COUNCIL Provide staff direction regarding increasing pre-funding of the Fairmont Park West Splash Park by an additional $200,000 in Fiscal Year 2022 so the project can begin that same year, instead of waiting for Fiscal Year 2023. Approved for the City Council meeting agenda Corby D. Alexander, City Manager Date