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04-12-14 Retreat/Special Meeting of La Porte City Council
LOUIS RIGBY DARYL LEONARD Mayor Councilmember District 3 JOHN ZEMANEK TOMMY MOSER Councilmember at Large A Councilmember District 4 DOTTIE KAMINSKI JAY MARTIN Councilmember at Large B Mayor Pro-Tem MIKE MOSTEIT Councilmember District 5 Councilmember District 1 MIKE CLAUSEN CHUCK ENGELKEN Councilmember District 6 Councilmember District 2 CITY COUNCIL SPECIAL MEETING AGENDA Notice is hereby given of a Special Meeting of the La Porte City Council to be held Saturday, April 12, 2014, beginning at 8:30 a.m., in the Council Chambers of City Hall, 604 West Fairmont Parkway, La Porte, Texas, for the purpose of considering the following agenda items. All agenda items are subject to action. 1. CALL TO ORDER 2. DISCUSSION OR OTHER ACTION - The purpose of this meeting is to discuss and formulate City Council and staff plans, operations, policies, and/orfuture projects, including the following: (a)Financial Overview – Michael Dolby (b)Comprehensive Plan/Northside Plan Implementation Discussion – Mayor Rigby (T. Leach) (c) Building Security – Mayor Rigby (C. Alexander) (d)Council Chambers A/V Renovations – T. Leach (e)New Website – T. Leach (f)Tourism Initiatives– T. Leach (g)Sidewalk Program Expansion – Councilmember Zemanek (T. Tietjens) (h)DOT Flex-time – Councilmember Zemanek (K. Adcox) (i)Transitioning the Police Department’s General Patrol Fleet – K. Adcox (j)Beautification at Wharton Weems and SH 146 – Councilmember Martin (S. Barr) (k)Expansion of Park Maintenance Barn – S. Barr (l)Curbside Recycling – Councilmember Martin (D. Mick) (m)Fairmont Parkway Corridor Traffic Study – D. Mick (n)Financial Report and Five Year Capital Plan for Streets/Utilities – D. Mick (o)Consolidated Card Access System – J. Suggs (p)Window Coverings at additional City Buildings – J. Suggs 3. RECEIVE DIRECTION FROM COUNCIL ON UPCOMING 2014-15 FISCAL YEAR BUDGET 4. COUNCIL COMMENTS – Regardingmatters appearing on the agenda; recognition of community members, city employees, and upcoming events; inquiry of staff regarding specific factual information or existing policies – Councilmembers Clausen, Martin, Moser, Kaminski, Zemanek, Leonard, Engelken, Mosteit and Mayor Rigby. 5. ADJOURN The City Council reserves the right to meet in a closed session on any agenda item should the need arise and if applicable pursuant to authorization by Title 5, Chapter 551, of the Texas Government Code. I n compliance with the Americans with Disabilities Act, the City of La Porte will provide for reasonable accommodations for persons attending public meetings. To better serve attendees, requests should be received 24 hours prior to the meeting. Please contact Patrice Fogarty, City Secretary, at 281.470.5019. CERTIFICATION I certify that a copy of theApril 12, 2014, agenda of items to be considered by the City Council was posted on the City Hall bulletin board on April 4, 2014. Patrice Fogarty, City Secretary Council Agenda Item April 12, 2014 1. CALL TO ORDER *************************************************************************** Council Agenda Item April 12, 2014 2. DISCUSSION OR OTHER ACTION - The purpose of this meeting is to discuss and formulate City Council and staff plans, operations, policies, and/or future projects, including the following: (a)Financial Overview – Michael Dolby (b)Comprehensive Plan/Northside Plan Implementation Discussion – Mayor Rigby (T. Leach) (c) Building Security – Mayor Rigby (C. Alexander) (d)Council Chambers A/V Renovations – T. Leach (e)New Website – T. Leach (f)Tourism Initiatives – T. Leach (g)Sidewalk Program Expansion – Councilmember Zemanek (T. Tietjens) (h)DOT Flex-time – Councilmember Zemanek (K. Adcox) (i)Transitioning the Police Department’s General Patrol Fleet – K. Adcox (j)Beautification at Wharton Weems and SH 146 – Councilmember Martin (S. Barr) (k)Expansion of Park Maintenance Barn – S. Barr (l)Curbside Recycling – Councilmember Martin (D. Mick) (m)Fairmont Parkway Corridor Traffic Study – D. Mick (n)Financial Report and Five Year Capital Plan for Streets/Utilities – D. Mick (o)Consolidated Card Access System – J. Suggs (p)Window Coverings at additional City Buildings – J. Suggs ************************************************************************ REQUEST FOR CITY COUNCIL AGENDA ITEM Agenda Date Requested:April 12, 2014_ __ Appropriation Requested By:Michael G. Dolby, CPA_ ______ Source of Funds: __N/A________ __________ Finance_________________________Account Number:__N/A__________________ Department: _X_Resolution: ___Ordinance: ___ _Amount Budgeted: __N/A_________________ Report: _Slide Presentation of Financials _Amount Requested: __N/A________________ Exhibits: Exhibits: ____________________________________Budgeted Item:YESNO Exhibits: ____________________________________ 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 Council: No action required by Council. Approved for City Council Agenda ___________________________________________________________ Corby D. Alexander, City Manager Date REQUEST FOR CITY COUNCIL AGENDA ITEM Agenda Date Requested: April 12, 2014 Appropriation Requested By: Traci Leach Source of Funds: Department: Administration Acct Number: Report: Resolution: Ordinance: Amount Budgeted: Attachments: Comprehensive Plan Short Term Requested: Priorities Attachment: Northside Plan Short Term Priorities Budgeted Item(s): YES NO Attachments: Supplemental information _____________________________________________________________________________________________ SUMMARY & RECOMMENDATION This item has been placed on the agenda at the request of Mayor Rigby. In 2012, the City went through an exhaustive process to update two important planning tools/documents- the Comprehensive Plan and the Northside Plan. Included in these plans were goals and priorities for both short and long-term time frames. The following information is provided to the Council for discussion on the items that have not yet been completed. When possible, staff has attached estimated budget impact for each priority/goal. In instances where it was not feasible to generate a reasonable cost estimate, staff would be seeking direction to move forward or not based on the scope and approach presented. The Progress Report document will show the status of each goal/priority and outline a proposed plan of action for any item that has not yet started. A ction Required by Council: Provide direction on goals and priorities. Approved for City Council Agenda ___________________________________________________________ Corby D. Alexander, CityManager Date Underwayaspartofthe PlanningAudit recommendations Thesemetricsarecurrently beingtrackedtoensurethat theCityisappropriately staffed. Procurementprograminplace now Commed.currentlyfunded SeeExhibitAfordetailson CommunityInvestmentFund andtheAdvocacyBasedcode enforcement UnderwayaspartofPlanning Audit Underwaynow Placedonholduntilfurther notice Completed Underwaynow 5YearUtility/StreetPlanon agenda SeeExhibitBfordeadend mainsandwastewaterre-use SeeExhibitCfordetailson theUnifiedDevelopmentCode Onholduntilfurthernotice SeeExhibitDformore information Completed EconomicDevelopmentis activelymarketingproperties inLaPorte SeeExhibitEformore information SeeExhibitFformore information Citytoreviewfirst2bullets Noactionisproposedatthis timeforLEEDcertified building PleaseseeExhibitGformore informationondroughttolerant landscaping SeeExhibitHformore information final building brochure and the scope for to design project prior information budgeted awaiting development Currently Currently building for TXDOT building study overall to and any Churches of information 2 information the Precinct the completion of of City occurred part Awaiting context approached Northside after the as more more implementation for completed. incorporated not be the for will for contact program 3 has remaining in interest Transit J I 3 Exhibit Exhibit evaluate first Recommended Re-zoning On-going ofCounty will Street sidewalk for Installation project be approval gauge Staff See See Will Harris Main Will information information more more for for L K Exhibit Exhibit CompletedCompleted See See EXHIBIT A COMPREHENSIVE PLAN PRIORITY 3: NEIGHBORHOOD IMPROVEMENT PROGRAM Target Area Investment Fund: The creation of a fund to improve HUD defined target areas by leveraging future funding opportunities within the CDBG Target Areas to provide for more attractive application submittals with Harris County Community Services (HCCS). One could argue that sucha program exists already with the Northside Neighborhood program account. It would likely need additional resources for the next round of HCCS CIP related project applications due in 2017. Such a plan is currently being developed for Public Works Infrastructure in the Northside but could also include Parks infrastructure as well. Advocacy Based Code Enforcement Program: Various constituencies respond to strategies to increase the effectiveness of code enforcement differently. This program would work proactively to create the necessary alliances to educate constituencies, enlist the help of the neighborhood leadership, where available, to abate problem issues, and create practices on the ground that ensure community support going forward. To abate contagious blight quickly and deploy cost-mitigating prevention of serious violations before owners and occupants lose the will and the means to take responsibility for their property. Laws and policies should be constructed as both points of opportunity and points of obstruction. In the Strategic Plan this was referred to as the carrot vs. the stick approach. Example: the recommended Tennant Association item falls under the broad category of a Code Enforcement Advocacy as a proactive educational and organizationalapproach (carrot). EXHIBIT B COMPREHENSIVE PLAN PRIORITY 7: INFRASTRUCTURE IMPROVEMENTS- REDUCE DEAD END WATER MAINS AND LOOK TO EXPAND REUSE OF WASTEWATER Dead End Water Mains (Bullet 3) – When it comes to the small diameter dead-ends with few end-users, benefits of looping not a given. You can have a dead end loop. Or at least a condition where you have little movement through the line regardless. We would look at these with replacements. The locations higher up on our priority list are the ones with 6-inch mains or above. We are getting ready to start on one of these within the next month or two in-house - Airport Blvd extension from Spencer to the north. Spencer Landing East is a dead-end along with residents on the west end of N. D Street (50+ residences). Our highest 4 other priorities are shown on the following maps. 3 of the 4 we would need to contract. Total cost over $1,000,000. We had a few consecutive lean years for utility CIP. Our primary focus now is catching up on maintaining infrastructure now in the ground. Certainly our preference is to start working the significant dead-ends into a capital plan. Expanding Use of Reclaimed Water (Bullet 4) - No real plans to expand right now. During the 2011 drought there were times that we weren’t sending reclaimed water to the golf course or ball diamonds. We needed to re-circulate the effluent in the WWTP process. I’ve discussed around a little with local consultants. I’m told that supply problems are not uncommon for cities aggressively using reclaimed water. When the demand is greatest for reclaimed water, you have little to give. One idea on the back burner is consider the La Porte ISD facilities. In terms of volume and location, that would likely be the most logical area to expand. 100 L A P O R T E F W Y 6 4 1 H S S 6 4 1 H S N SH 225 5 2 2 H S E SH 225 E S H 146 1 inch = 200 feet Proposed Developer Extension L A P O R T E F W Y 0 H 146 E S 0 Proposed Water Main Extension 1728 to Eliminate Dead Ends 1,600 feet 0 Estimated Cost 0 $110,000 12803 0 0 0 0 12803 8" - AC ! ' N P ST 685 U ! &- 0 0 0 686 U ! &- 684 U ! &- 0 0 0 00 EXHIBIT 1 0 1364 U ! ' ! H ! &- 1365 1361 U !1366 &- U ! &-4 U ! &- U 1368! &- 0 2 U U !! !! U 00 '' '' ! !! &- &- 1363 U' ! &- ! H !! ! U &-0 ''3 ! ! '&- U 0!0 1367 ! !' ' ! ' ! '&- 6 8" - U ! ' &-! 00 0 U 9 U ! ! &- 13621 ' ! 8 U! ' !-& Area to Benefit from L A P O R T E F W Y Water Main Extension 5 2 2 H S E 687 0 ! ' L A P O R U T E F W Y ! &- 0 ! ' 0 ! ' N P ST N P ST 685 U ! &- 686 U ! &- ! ! ' ' 684 U ! 690 &- U ! &- 683 U ! &- 1387 U ! &- 682 U 692 ! &- U ! &- 91 694696 ! ' 0 0 UU UU U ! ! ' ' ! !! &-!-&&- L ST 1386 N L ST N L ST 8" - AC ! ' 681 U ! &- 693 680 U ! U ! &- 666 U ! &- N J ST 665 U ! &- 664 674 1009 ! U!U U ! ' ' ' !8" - AC !-&! ! FAIRLANE '&- 1272 675 1011 1010 U 702 ! 663 671 U U ! U ! &- ! &- 1270 718700701 716699 1271 U 000 382 793 ! 661&- 0 UUU UUUU U ! !!!!! U' !''''' 1012!! 10030 U!!! !!!! '!&- ''&-&-&-&-&- !!698 ! &-'' 717 ! &-U U U 1001 !!!! ! ! '''' ' ! ' ! H!-& ! ! 381 ' !1007 667 ' BARBOURS CUT BLVD W 0 668 1012 10 " - A C 669 U !1002 !UU ' ' ! !!1130 1345660 977 U 0 1192 0 720! 1128 U !! UU 999! '' ! ' ' ! &-&- !! U 8" - ! U 380 ! U ' ' U ! N E ST &- ! 1191 &- ! &- ! &- 726 806 722 724 9980 995 00 996000969970 0967 0 0 U U UU !U !! UU!!U!U! !!U!!! U!!!!!0!!!!!!!! !!!' ''! '''0'! '''''&- ''''''''''''' ''' '! !! &-!-& &- !-&!&-!!-& &-&-! !&-U U 670! 1280 !721 672 959 725! ' ! ' '! '&- 0! &-W MADISON ST 662 956 U ! &- 677 779 727 0 951 0993 949 0 0 U 992 U ! U!! ! U! !!' '' 1131' '! &- '' ! ! !&- !!U &-! '! ' ' !' ' ! &- W TYLER ST U 946 0 ! &- 1385 676 479 659 730 ! ' 989 1133 U U 0!! !! !925932! U!941 924'' '' '' ' ! ! &- 777 EXHIBIT 1- Completion of the water line loop from N. 16th to Strang Rd would !U &- U U U!!! UUU!U! !U!!! ! ! !!!''' ''0 '''' !'! ' ''' !&- ! &-&-'!-& !!!! &-!W ADAMS ST&-&- &-&- 942 732 U W ADAMS 929 1289 ST ! 678 933936 eliminate two existing dead-end mains and provide two-way feed for the 934 926 U 657 ! &- 808 478 658 1344 477 00 0000 U northeast section of La Porte. Fire flow would be also be improved to this !U !! UUU !UU!UU! U!!!U!!!!! U '!!' ' ''' '''''''' 0 '' ! !-&&-!! !!!&-!&- !&-!-& 1160!&-&-&- &-&- 563 734 U ! 811 ' ! ! W POLK ST !! W POLK ST ' ! '' ' ! U 9150' 923 092200917 area. A currently proposed developer-driven project plans to extend across 566 0 ! 0 &-U 1132 U 912 " ) 485 !!!! !!!!!!! !!!!!!! !!!!!!!U !!!! ''''!! ''''''' '''''''&-&- ''''''' ''' !' 634 ! ' !-& ' 911 988919 715 621623 0 U! ! '913 U U' ! 864 225 at Strang Rd. ! &-!-& 618 484 1358 U 810 UUU UU UU !U!1360 '' ! !496 &-!!! !!&-! &-&-&- '!!-&&- ! 6960' 693 0 0 853 0! ' U 0 W MAIN ST 567 ! !!!! !!!!!!!!!!!!! !!!!!! !!!!!!!! !U!!' !'''' !''''''''''''' '''!''' !'''''''' ''' !' ' ' ' ! ! &- !! ' '' ! !!! ! ' '''! ' ' 0 702 1 inch = 100 feet 0 0 0 0 Proposed Water Main Extension 1349 to Eliminate Dead Ends U ! &- 560 feet Estimated Cost $46,000 0 0 0 0 715 ! H 1375 ! ' U ! 8" - PVC C900&- ' ! 0 0 902 EXHIBIT 2 1300 U U 0 0 0301 !307 308 303 1211 302 0 10514 311 312 305 0 0 317 3070316 0 312 00 0 0 7 0 3 322 321 314 322 309 0 33 2102 312 326325 0302 0 316 0 0 325 322 332329 UU U U 311 !302! &- &- !326 !318 ! ' 401 W C ST W C ST 0 0 0 401 401 0 0 0 0 402 0 408 4050 04 17 0 0 0 0 409 417 ! U U ' 0 00000 00 ! &-0 ! &- 0 419 0 0 0 0 0 0 00 ! U ' ! ! U!U' ' 42! 1&- ' ! &- !! '430 W D ST U 0 0 ! 0 000 506 0 0 0 U &-! 0 0 502 0 00 0 00000 524 00 ! ' U ! ! ' U 530 ! &- 0 Area to Benefit from ! ! U ' ' U &-W E ST ! 621 ! 0 W E ST Water Main Extension 601 0602 0 601 0 609 U ! 611 0 00 0 0 0 0 0 611 0 00 631 0 0 0 U ! 2! 3 U' 6 '! &- ! 0 W F ST U! 0' !0 ! ! ' ' 701 0 0 705 0 705 701 0 U ! ' ! 7090 0 0 0 U ! 707 00 0 U 0 780 ! &- U ! ' ! &- ! H ! ' UU ! H W G ST !! W G S T 1501 ! ' 715 803 U ! 0 0715 00 1511 0 0 8 12 0 8 16 19010 822 ! ' U! ! U H !' ! ! 82 '0 '! H !' &-&- ! U ! U W H ST ' ! &- ! ! H ST W ' 0 901 902 0 U ! 903 902 ! 0 930 '911 00 ! U ' ! ' ! &- 928 U ! &- U 915 ! &- U U ! &- 00 ! &- ! !! U!! U 1300! ' U '' '' ' &- !&- ! &- ! U ! &- 0 1300 1018 1506 0 10010 0 U U !! U! ' U !' U!!! U&- U !!!! '! '' !!! !!!!!!! '''' '! &- '''! ''''&-'' ! !' ! &- &-&- ! ' PKWY ONT AIRM W F ! ' U ! &- U 1309 7 ! &-0 3 1 0 1102 EXHIBIT 2- Completion of the water line from Little Cedar Bayou to the H 1105 01104 0 00 0 1601 U 0 ! Street ROW would eliminate 2 existing dead-end mains and provide a 0 ! ' 1106 U ! U U U!!! ' ''' ! &- !-& &- ! !-& two-way feed for the area adjacent to the Kroger Shopping Center and north U ! &- ! ' 0 along 146 feeder. 0 0 0 00 000 0 1250 0 0 U !0 0 ' ! 1 inch = 600 feet Proposed Water Main Extension 1364 to Eliminate Dead Ends ! U ' ! H ! &- 4,100 feet 1365 Estimated Cost U 10 ! &- ! '! ' U 1366 $390,000 ! &- ! ! ' ' U ! &- 1368 1367 1363 U U ! !! ' '' U! ! &-&- S H ! &- ! H 2 2 5 1362 189 ! ' 0 ! ' U ! ' &-! 0 0 U ! ' ! 9 8 ! U ' &- ! S S H 2 2 5 6 4 16 4 1 H H S S N S 5 2 2 H S E 60 E S H 146 U ! &- L A P O R T E F W Y E SH 1 46 0 974 975 0 ! ' !! ! '' ' ! ' 0 &-6" - PVC SDR-218" - AC &- U U ! ' ! !N P ST U ! &- N P ST 685 U 1306 ! &- U ! &- 686 U ! &- 1305 U ! ' ! &- 684 U ! H ! &- 1304 U! ' ! ' ! &- 683 U 1303 ! &- U ! ! ' ! &'- 682 1302 U ! &- EXHIBIT 3 U ! ! ' ' ! &- STRANG RD STRANG RD Area to Benefit from U ! &- U Water Main Extension ! &- U ! ' ! &- U ! &- U ! U ! U ! ! ' U ! &- U ! &- U ! &- ! ' U U ! !!&- &- ' ! ' U UU !U ' ! !! &-! &- ! ' ! U ' UU N !-&! ! U ' ' R!! S !! &- &- '' D! &-H U! ' N 2 ! &- O2 U U T 5 ! 'S ! &- MONUMENT RD ! &- U !! U ''L O !! A '' H ! P &- ! ! U O ! ' '! U R' ' !T &-! ! E! '&- ' F W SAN JACINTO DR Y UU ! ! !! ' ' '' !-&! &- UU !!U &- DEAF SMITH DR ! &- UUU ! ' !!! &-&-&- U ! BOIS DARC DR&- ! ' U U ! &-!-&U ! ' ! &- ALAMO DR ! U ! ! ' ' ' ! &- ! ' U ! &- U U ! ! &- U ! ' ! &- U ! &- U ! U&- U! ' ! &- ! &- U ! &- ! ! ' ' U UUU!U UU !U !! ' ! !!!!!!! '! '' ! ' '''!'''' '!!!!U !!U &-' &-!&- &-! &- &- U&- ' ! ! !N P ST &- N P ST U ! &- U BAY VISTA ! &- U ! &- U ! ' ! &- U ! H ! &- UU ! ! ' U ' !! &-&- ! &- U ! &- BROOK RD PLAIN U UU ! ! ' ' ! &- !! &-&- U ! U ' ! &- ! &- U SET RIDGE SUN UU U ! &- ! ! ! ' ' ' U!! !! &-&-&- ' ! FIELDCREST D R IELD CREST F U UU!! U! UU!! '' !!!' !!!!'!'! UU '''U '''''!'U !! ! !! &- &-&-&-U&-&- U !! ! ! ! &- ! N L ST&- N L ST U U U ! &- ! ' ! &- ! &- ! ' U U ! ! &- U U ! &- &-! U ! ' ! &- EXHIBIT 3- Completion of the water line loop from Strang Rd west to Sens Rd VIOLA U ! ! ' ' ! &- OVINNIE L would eliminate 2 existing dead-end mains and provide an alternate feed to U ! &- ! U ' the commercial and industrial users north of 225. Fire flow would also be ! &- U ! &- U UUUUU !!UUU ! ! ! !! '' ' improved to this area.' '! ''! &- &- !-&!!-&!-&!-&&- &-!!'! &- N H ST U U ! &- ! ' ! &- U ! &- U ! &- 1 inch = 700 feet Proposed Water Main Extension to Eliminate Dead Ends 5,600 feet Estimated Cost $558,000 23 U ! &- STRANG RD 1324 1323 U U ! &- ! &- 22 U ! &- 3334 39 363738 ! ' 0 0 0 ! 00 '0 40 UU U UU UU ! ! ! !!!! ' !' ! ' !!'''' !! '&-&-!!! '!!! &-&-&- PORTER RD&-&-! ' ' ' ' 0 U 0 0 ! &- 35!! '' ! H 0 1321 13931394 1322 U S H ! &- U U 2 2 ! 5 'U !-&&- ! ! ! '&- !! ! '' ' 12" - PVC C900 1325 12 " - PVC C 900 U ! ! ' 1313 1315 13161317131813191320 U ! &- ! ' UUUUUU ! ! ' ' &-&- !!-&!!-&!-&!-& ! ' ! ' 981! U ' &- ! U ! ! &- ' !! '' ! '147 144 145 143 142 ! ! ' ' 53 U DEAF SMITH DR ! &- EXHIBIT 4 140 141 U ! ' ! &- U ! ' ! &- U ! &- Area to Benefit from U ! &- U Water Main Extension ! &- U ! &- U ! &- U ! ! ' ' ! ! ! U ' ' ! &- U ! ! U ' ! &- STRANG RD U !! '' U ! &- U ! !U &- ! ' ! &- ! H E 13TH ST U U ! &- ! &- U ! &- ! !!! ' ! U'UU'U'UU UUUUU !' !!!!!! !!!!!! !!!! !!! 'H! ''''''! '''''' ''''UU '' !!!!!!' &-!!'!!! &-&-&-&-&-&-&- &-&-&- PORTER RD!! !! &-&- '' ! H S H U 2 UUUUUU ! !U 2 ! &- ' '!5 !-&!-&!!!! &-&-&-&-'!! ! ! &- '' ' U ! ' ! U ! ' ! &- ! U ' U !U &- UUUUUUUUUU! U ! ! ! !' '&- '! ' !-&!!!!!!!!! &-&-&-&-&-&-&-&-&-!-&U ! U ! '! U ! &- U ! &- U ! &- ! UU' ! !! &- !'&- ' UUU UU ! ! ' ' U!!! !&-! &-&- ! ' ! &-U! ' UU ! !U ! &-' !! ' !!'' U&- !&- ! &- ' R U ! &-U D ! ' ! &- !N! !U L &- 'A !'! O '' !U P !! T &-!! U 'O ' '' S! ! R ! &- ' ' ! UT&- E O U U F ! ! !H! W ' ' '' U U ! !&-Y &- U ! &-! DEAF SMITH DR ! &- UUU ! ' U !!! &-&-&- ! &- BOIS DARC DR ! ' U U !!U !! ''&-!-& !!' ! U ! ''&- ' ! &- U ! ! ! ! ' ' U' ' ! ! !!! &- ' U' '' U ! &- U ! &-U ! &- ! !! &- U ' ! ' ! &-U ! ' U U ! ! U&- !' ! U ' '!U &-!! !!&- ! &- ' '' ! &- ! U&- ! &- ! U ! ' ' ! !! &-! ! ' ' ' ' U U UUUUUUU UU! UUUUU U!!! ! !!!!!!!! !!!!!!!!' !! !!''' !!!'UU &-'''''''' '''''''' '!'!! ''!!!!!!!U ''!&-! !!!!!&-&-!&-&- &-!&-&-&- &-&-''&- !&-&- ' !! ' ! &- N P ST U U !! '' ! &- ! &- U U ! &- U U! !&- ' !! !&- U ! &- ' ' ! &- U ! ' OKS U IDE DR! BRO&- U ! &- ! U ! ' ! !H &- U U ! ! U ' ' ! !&- &- ! &- U U UU ! ! ! &- ' U' U U ! !!&- UU&-&- ! U !' U! &-! ! '&- !! &-&- ! &- ! &- UU U U ! !! U' !'' !SET R!IDGE SUN! '&-&-&- ! &- ! U ! UUUUU 'UUUU UUUU!!! !!! !! !!!!!! !!!!!!!!!!!!!!! !'''UU '''UU '' '''''' '''''''''''''' 'U !!!!!U &-&-!!&-!! &-!!!! &-&-&-&-&-&-&- &-&- U !!! !! '! &-! &- UUU ! !!!N L ST &- ' '' !!! &-&- UU !U! U ! U ''! ' ' !! !-&&-&- ! U&- ! &- !WREN ST &- ! ' U UU UUU ! ! ' ' ! !! !!! &- U U ! &- ! &- U U!U ! ! ! ' !' ' ' ' ! !! &-U&-&- U ! !&-! ' ' !VIOLA ! UUU&- !!' !! '' ''U U !!! &-&- ! !BLUEBIRD LN&- &- U U U ! U '! UU ! &- ! !!!!' &-! &- ' ''' ! &- !! &- &- U ! ' ! &- UUU ! !!! ' ''' U !!! &-&-&- ! !! ! '! ''U&- UUUUUU 'UU!!UU UUU!!! U! !!!! !!! '' ''' ' '''' ''' ! &- &-!!-&!!!-&!-&&- !!&-&-&-!!&- !!! !&-&-&- &- ROBIN ST N H ST N H ST U U ! ! '&- ! &- EXHIBIT 4- Completion of the water line loop from Strang Rd east to U U ! &- U U U !U UU !!!!! !!!!&- ' !'''' !!'''' !-&&- ! &- U'! 'U &-!!-& !&- ! U ' ' ! &-! &- ! &- Miller Cut-Off would eliminate two existing dead-end mains and provide ! U ! ' U GL !EN 'PA !RK U !DR ' ! '! 'U U !U!U !!' ''! !'&- ! '!-& '! !! !&-&- ' ! U ' !!! !! !UUU ! ''U!'U! '!' !'! U !!!' &-'' !U'U ''! ! '!U'!!! two-way feed to users North of P Street along Underwood Rd and users!!!!! '!&-&- U' '!! &-'&-''' !'' !' &- !! ' &-&- ! &-U ! !&- U! ! ' ! !!' !' ! 'U&- ''UU '!! !!! !! U!U &- ''! !'''!!! !' ' ' !'''' &-'!! &- !-&! &- U U!PARKCREST DR ! 'FLINTLOCK U ' north of 225 west of Sens Rd. Fire flow would be also be improved to this!-&UUU UU !!UUUUU !!!! &-U! ! !!!! ''!! !!''' !' !' U&-'''' '' ''!!! &-!!-&&-' !&-!!!!! &-&- !&-&-&- &- ' ! ! U &- ' UUU N D ST!N D ST !'U &- !!-&! U!UUU !U !! !!!!! '!!&- '! '' '''' '' ' !!-&!! !&- &- U area. CRESTWAY DR U ! ! ! UU&-U '! ' U! ' U U! !' !UUU !!! !!! '!!&-&- !'! ! !!! !&-!''' '' '!' &-'! ''&- ''!!! &-&-&- VALLEY VIEW DR SUGAR CREEK DR U!U U!U ! ' ' '! U N C ST ! U ' !!-& !! &-'&- U UUU U ! !!! !!!!U! !&- !' &-''' '''' ' ! !!! &-&-&-&-! ! U ! &-UU U U EXHIBIT C COMPREHENSIVE PLAN PRIORITY 8: UNIFIED DEVELOPMENT CODE Unified Development Code:A Unified Development Code (UDC) incorporates multiple wide-ranging regulatory provisions intoa single ordinance. They became popular in the early 1990s with the premise that the development community would knowwhich legal document to refer to forvirtually all development-related processes. If implemented, this would require a full passage and recodification of the ordinances applicable and a review of the organizationstructure/format of each. An all-in-one document such as a UDC must also have a good table of contents or the applicants will expend an inordinate amount of time just trying to find the element they are seeking. With the advent of modern technology web pages and access to information, the need for a UDC can be achieved in different and perhaps more customer friendly ways.We are in process of updating our department web page to accommodate some of the recommendations in the Planning Audit. One option would be to include a master listing of the codes (as you would find in a UDC) with each element having a direct link to the requirements and processes of each code. It would be prominently placed on the Home Page of the department and perhaps called the Unified Listing of Development Codes. EXHIBIT D COMPREHENSIVE PLAN PRIORTY 10: DRAINAGE IMPROVEMENTS Currently, there is over $51 million in projects remaining, most of which are Harris County Flood Control projects. Staff met recently to discuss the remaining projects and came to the consensus that F101 at the pipeline crossing and the Brooklgen detention pond are the next priorities. Neither project is without challenges. For F101, just the next 400-feet to get over the pipelines is $5million. Timeframe for construction is dependent on Harris Flood Control funding. For Brookglen, there is one homeowner that has not accepted a buyout and the project cannot move forward until the homeowner sells or accepts a buyout. Fund 50 (Drainage Bond Fund) will have approximately $1 million remaining after funding a portion of rd the 3 Street Drainage project that could be used for these projects. Staff has a meeting set with Harris County Flood Control Monday, April 14 to discuss these priority projects for La Porte. EXHIBIT E COMPREHENSIVE PLAN PRIORITY 13: BUSINESS INCUBATOR 1.Hosting a business incubator can be expensive (utilities, rent, personnel, equipment, administration). 2.The San Jacinto College Small Business Development Center at 203 Ivy Drive in Deer Park already supports and offers training and counseling to the prospective new business owners and entrepreneurs in our community. 3.Rather than investing in a separate small business development center, consider setting aside funds each year to “support” new business enterprises that satisfy each of the following requirements: 1.The project principal(s) have attended and completed SBDC training. 2.The project principal(s) have developed a full business plan that has been approved by the SBDC. 3.The project has received financing from the SBA. 4.The project principal(s) are planning to invest a portion of their own funds into the project (at least $10,000 or 10% of the project). 5.The new business enterprise represents something that the community of La Porte wants to welcome to the community. Note: “Support” includes any of the already available economic development incentives including cash grants for equipment, rent, or startup capital, sales tax rebates, or property tax rebates in lieu of tax abatement. “Support” could be given after considering all the other sources of funding including, but not limited to, the SBA, other private lending, landlord’s tenant improvements, and the principals’ contribution. EXHIBIT F COMPREHENSIVE PLAN PRIORITY 14: SAFE SIDEWALK PROGRAM Staff has developed a La Porte Map (next page) showing sidewalk areas that would be desirable for Safe Routes to School, and has prioritized these. This is not a comprehensive listing of all locations that require sidewalks in order to connect neighborhoods to schools and parks. However, this list represents the highest priority locations based on staff’s observations of use patterns of students walking to and from schools. The Safe Sidewalk program is likely something that the City would need to fund on a recurring annual basis to ensure that all students have at least one safe route to school. The total cost of the most urgently needed segments is $1,176,000. AS OF 3-25-2014 CITY-WIDE SIDEWALK IN-FILL PROJECT EXHIBIT G CONPREHENSIVE PLAN PRIORITY 15: DROUGHT TOLERANT PLANTINGS The City has already started a planned, systematic approach to sustainability through the judicious use of irrigation water, and plant materials that can withstand dry conditions when the plants are conditioned to do so. As a sidenote: a lot of people confuse xeriscape, using cacti and other desert plants as the “only way to go” to accomplish this. The reality is, that unless the soil is either elevated or very sandy, or both, those types of xeriscape plants do not do well in our wet, humid climate. The systematic approach to conditioning plants to enhance their drought tolerance is to utilize irrigation systems to “wean” the plants off water. This is accomplished by watering for longer periods and longer intervals. This forces the root systems to penetrate deeper into the soil to get the water needed, much like building muscles in the gym. If the plant roots don’t have to go far to get water because they’re watered every day or every other day, then they do not develop to their full potential. By deep watering the water gets down to that lower level and the plants are able to “wick” the water into their systems and can go much longer. In some cases this past summer, because we got a lot of rain, we did not utilize our irrigation systems at all in some sites, including Fairmont Parkway for example. That being said, we have also begun utilizing plant material with traditionally strong root systems to begin with such as Bald Cypress, Shumard Oaks, Lorapetelum, Ligustrum, Plumbago, Nandina, Variegated Ginger, and others. A case in point is the Entrance Monument on SH225 @ Underwood. That site has no irrigation. Staff used a water trailer to help it get established, watering periodically with longer intervals. To my knowledge we have not watered that site in over two years, including the drought conditions year before last and it is quite successful. One way to move this program forward is to involve the Parks and Recreation staff in the review process for new building projects in the City, to discuss and make recommendations for drought tolerant plant materials and drip irrigation systems. TxDOT landscape projects utilize a “throwaway” drip irrigation system that is designed to operate for no more than 3 years. Once is fails it is abandoned. Three years of assistance, as long as the plant material is hardy and drought tolerant to begin with, should be enough to establish the permanent planting. The exception is when we have a severe drought and the plants are on a slope or area that doesn’t hold the rainwater when we do get it (i.e. the TxDOT plantings on SH146 that did not survive the big droughts of ‘10 and ’11). I don’t recommend completely abandoning systems; otherwise the TxDOT experience can repeat itself. A Drip Irrigation System is substantially cheaper to install and to maintain than a conventional system. It is a little more labor intensive in that they require constant vigilance. The heads are much smaller and can clog more easily, and they are more susceptible to damage from mowers, weedcutters, vandalism, etc. That being said, the benefits include reduction in wasted runoff water and lower water bills. EXHIBIT H COMPREHENSIVE PLAN PRIORITY 16: STRATEGIC CORRIDORS PROGRAM Historical Overview The City installed entrance monuments at major thoroughfares leading into La Porte in 2002. One large entrance monument was placed at the intersection of SH146 & SH225 and smaller monuments (11’ X 7’) were placed at Fairmont Parkway just east of Luella, Spencer @ Luella, SH225 east of Underwood, and SH146 just north of Shoreacres Boulevard. These entrance monuments have served the City well, promoting the City identity and branding, as well as beautifying the entranceways to our city. Proposal In the City’s Comprehensive Plan Priority 16: Strategic Corridors Program, two additional sites are identified as worthy of entrance monuments; one at Bay Area Boulevard @ Fairmont Parkway, and one at SH225 @ Sens Road (roadway not constructed yet). Because of the narrow width of these esplanades staff is recommending duplication of the smaller Monuments for the two identified locations. Estimated Cost – Bay Area Boulevard As stated above, each of the two sites have unique conditions that will require a different approach to the installation. The esplanade on Bay Area is on Harris County right of way although it is maintained by the City. It is already grassed so no removal of gravel chip-seal is required. The following is a cost breakdown for the project: The 8” water line saddle and meter installation, and boring, is estimated by Public Works to cost approximately $1,500, including a drinking fountain. Council may recall that when the Bay Area Bicycle-Pedestrian trail was installed, the new 8” water main on the west side of Bay Area Boulevard had not been installed. In order to get water to the rest stop would have required approximately 500’ of waterline from Fairmont Parkway. Staff chose to wait until the new waterline was installed to eliminate this relatively long waterline with minimal use. By placing the monument adjacent to the rest stop, both projects could receive water from the same meter, thereby saving the expense of two meters and two bores. Irrigation and landscaping to match our existing Monuments, would cost approximately $2,000 because staff is not recommending palm trees for this location. The esplanade already has Burr Oak and Bald Cypress trees that are established so the palm trees would not be a good fit. As noted above, Staff is recommending solar electrical for this project for approximately $2,500. Again, Patak Contruction, Inc. ballpark cost for the monument itself is $15,000. Given the conditions and costs stated above, this particular monument, installed on Bay Area Boulevard would cost approximately $20,700. I would also add a 10% contingency as a cushion against future price increases, for a total of $22,770. Cost of Operation & Benefits If the solar electrical system is implemented, the only utility cost for both projects would be water, estimated at less than $300 per year. The only other expense is maintenance of the irrigation system and landscaping, which can be absorbed by existing staff. There would be additional mowing for the Wharton Weems esplanade which would be added to the contract mowing schedule at a nominal cost (the contractor is already mowing the SH146 grass areas). EXHIBIT I NORTHSIDE PLAN RECOMMENDATION 27: VEGETATIVE BUFFER AT CHILDREN’S PARK Landscaping of the children’s playground at Northside Park can be readily accomplished. Staff can plant hedges of Lorapetelum or Ligustrum which, when established, will serve the purpose well. Both of these plants are drought tolerant and are winter hardy and keep their leaves all winter long. One additional consideration for this type of hedge is that it needs to be kept trimmed low so as to be able to actually see the kids using the equipment, from the street. This project would be a good candidate for the drip irrigation system. Staff’s recommendation is to hold off on this project until the Sprayground is constructed, then do them both simultaneously. There will be a need to protect the children in this area as well. That being said, landscaping for the playground project only, using drip irrigation and drought tolerant plant materials, is estimated to cost around$500-600. If the future sprayground is included, the cost would double to around $1,200 for the project to landscape the entire area around the sprayground and park extension. There is a need for two footbridges across the ditches and a walkway from the existing parking lot northward across the street to the playground. 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Since 1989, the LISC and its affiliates have invested over $187 million in Houston, with an additional $443 million leveraged. 6.The Community Development Department at Harris County also recommends that we consider a specific program of the LISC called “Technical Assistance & Capacity Building”. 7.Go to www.lisc.org/houston/about_us/index.phpfor more information. 8.If the Council wishes to investigate a partnership with the LISC further, then please consider authorizing staff to meet with the LISC staff to determine the needs for a working relationship. EXHIBIT L NORTHSIDE PLAN RECOMMENDATION 47: CODE ENFORCEMENT AMNESTY PROGRAM In the Northside Plan, a similar program for code enforcement amnesty was recommended. One example of an amnesty measure might be the reduction of Code Enforcement liens in exchange for certain code compliance activity by the property owner. The following pages outline a program in Florida that is similar to what was discussed during the Northside Plan meetings. REQUEST FOR CITY COUNCIL AGENDA ITEM Agenda Date Requested: April 12, 2014 Appropriation Requested By: Traci Leach Source of Funds: Department: Administration Acct Number: Report: Resolution: Ordinance: Amount Budgeted: Attachments: Security Audit Amount Requested: $143,000 Attachments: Cost Estimate Budgeted Item(s): YES NO _____________________________________________________________________________________________ SUMMARY & RECOMMENDATION In 2012, the Police Department conducted a security assessment of City Hall. During that process, several weaknesses were identified that leave staff vulnerable to attacks should an attacker desire to penetrate the building. The attached report summarizes the findings and outlines actions that are recommended to address the deficiencies. Staff has estimated the cost to address the major deficiencies in the report and the total estimated cost is just over $143,000. A ction Required by Council: Provide direction on City Hall security improvements. Approved for City Council Agenda ___________________________________________________________ Corby D. Alexander, CityManager Date Business Crime Prevention Survey Report City of La Porte City Hall Governmental Building 604 West Fairmont Parkway La Porte, Texas 77571 281-4715020 City Manager: Corby Alexander Mayor: Louis Rigby Prepared by: Officer R. Gallion Introduction: Wednesday, March 20, 2013 at approx. 1500 hrs. I, Officer R. Gallion, began a business security survey of the City of La Porte City Hall, located at 604 West Fairmont Parkway, La Porte, Texas 77571. Assistingwas Shannon Green of the City Manager’s Office. The onsite business survey concluded at approx. 1630 hrs. with a follow up done at the police department communications center. Identification of Site Identification of Site External Environment: City hall is located on the north side of West Fairmont Parkway. West Fairmont Parkway is a two way street, that consist of two lanes traveling west and east. The lanes for travel are divided by grassy th medians. South 6street, which is a two lane roadway which is undivided, is located to the west of city hall and travels north and south. To the east of city hall is a field with trees. Along the north side of city hall is West “I” street, which is a two lanes roadway that is undivided and travels west to east. City hall has parking areas to the north, west, and south. There is a driveway located in the south parking lot located at the southeast corner which connects with West Fairmont Parkway. The west parking area th has a driveway in the approximate center that connects with South 6street. The north parking area has a driveway that connects to West “” street. The north parking area is mainly for vehicles belonging to staff. The building has multiple entry and exit points going into the building. The front entrance is located on the southeast corner. A second door is located on the west side of city hall, with a door nearby that enters into the inspections division. A third door is located on the north wall near the northeast section of the building. Last, there is a door located on the east side near the northeast corner of the building. A drive through window is located on the southwest section of the building. Additionally on the northeast wall of the building, is a loading dock. Normal business hours are Monday-Friday, 8am-5pm. Because city council and other committees hold meeting within the building, exterior doors are sometimes unlocked. Traffic: Traffic was moderate during the inspection, however West Fairmont Parkway is a main thoroughfare into and out of the City of La Porte, traffic can become heavy at certain times of the day. Business History and Crime Status In 2012, law enforcement responded to 52 calls for service. The calls are as follows: Fivecalls for service for alarms Seventeen call for servicein reference to assist by law Three calls for service in reference to suspicious persons/circumstances Fifteen call for service in reference to assisting a citizen Five traffic stops Three calls for service in reference to welfare concerns One self initiated flag down One call for service in reference to a 911 hang up One call for service inreference to a minor accident One call for service in reference to lost property Exterior Lighting Lighting was minimal is some areas and sufficient in others. Around the parking areas, the lighting was sufficient except in the northeast corner on the north parking area. In the area is a driveway with a dumpster. Observations: The northeast area of the north parking lot is not sufficiently lit. The dumpster is enclosed on three sides; however the area is dark. Lighting under walkways is sufficient. There are no lights on the eastern part of the building and the area is very dark. Recommendations: Minimum: Metal 1.Place twoHalide lights on the east wall of city hall. One on the northwest corner and one of the southeast corner. 2. Turn the light atop the light pole on the northwest corner of the driveway attached to West “I” driveway area. street clockwise to illuminate the dumpster and Fences, Shrubs, and Natural Barriers Observations: Along the south wall of city hall are several shrubs and plants which are there for decorative and landscaping value. There are more shrubs and plants on the east side of the main entrance walkway. Recommendation: Minimum: Keep shrubs trimmed away fromthe exterior wall of city hall to discourage someone from hiding between this area. Consider trimming shrubs and plants so that they are at least eight inches below the windows. These windows were closed by blinds on the day of inspection, so this may not be a benefit or not. However, these windows could be used to detect a threat. Perimeter Alarms There are no perimeter alarms Doors Exterior Doors Observations: Locations: There are six exterior doors: 1.Main Entrance 2.West entrance 3.Inspections Office Entrance 4.North Entrance 5.Loading Dock Entrance 6.East Entrance Style: Door #1 is a double storm front door Doors # 2, 3, 4, and 6 are single store front doors Door #5 is a double metal door Hinges: Doors #1, 2, 3, 4, and 6 are external encased, industrial type hinges Door #5 has external hinge pins Frames: All doors have metal frames Viewer: All doors have glass for viewing except for door #5 Locks: Doors have Schlage cylinder locks Doors # 4 and 6 have electronic key access Alarm Sensors: At the time of inspection, it was unsure if these doors were connected to an alarm. Recommendation: Minimum: 1.The external hinges on door # 5 should be welded or pinned to prevent removal or changed to have internal hinges installed, or industrial, enclosed hinges. If not converted, this presents a prime entry point for criminal activity. The hinge pins can easily be removed and access can be gained into city hall with little to no problem. 2.All glass on the store front type doors should have glazing material added to prevent shattering. 3.All doors should have an alarm sensor in place. 4.A minimum 180 degree viewer should be installed on door #5 Windows Observations: Along the south, west, and north wall are windows that have blinds installed. The windows are of commercial grade and do not have any locks installed. Visibility is compromised in the windows along the south wall due to landscaping. The blinds also block natural surveillance. Recommendations: Minimum: 1.The glass should have glazing material, preferable tinted, to prevent shattering and to also eliminate the use of the blinds. Maximum: 1.Glass break sensors should be placed on windows. 2.Remove blinds Walls Observation Walls consisted of tan colored, solid material Recommendations: None Roof Not inspected Floor Observation: Pathways and sidewalks were concrete Recommendations: None Internal Environment: Inside city hall are offices, city council meetings room, city council chambers, human resources, and the inspections division. Some of these areas are open to the public and some are not without invitation. For the purpose of this survey, city hall was broken into sections. They are as follows: 1.City Council chambers 2.Public Area 3.Finance 4.North offices 5.Inspections Interior Controls Doors and locks Council Chambers Observations: Doors are constructed in a store front type fashion with internal hinge pin hinges. These doors were not locked. The doors leading into the council meeting area and north office are wooden and have locks in the door knobs. To the north of the city council chambers entrance is wood framed doorway with enclosed glass. The door utilizes a swipe key for entry. The walls on either side of the door are glass in metal frames. This door leads into a corridor which can access the northern part of the building. Recommendations: Minimum: The doors leading into the council private meeting area and north office area should have tubular single cylinder deadbolts with a minimum 1’ throw installed. The strike plates should have a minimum of 3” wood screws to secure them. The back side of the deadbolts should have a turning knob or thumb break knob. Maximum: 1.Electronic swipe locks should be installed on the north wall in the council chamber area for access to the meeting room and north office hallway. 2.The glass door leading into the corridor for the northern building should be replaced with a solid core door. 3.The glass on either side of the door should be removed and replaced with bullet proof glass or walls with a solid core such as metal or concrete. 4.Consider installing metal detectors at the doorways of city council chambers and have a security or police officer present. Public Area Observations: The front desk area has a wooden door with external hinge pins hinges that leads into the copy room. This door also gives access to the north office hallway. This area could be accessed with little to no effort by an uninvited person. The other areas that are open have electronic swipe access to enter other areas of city hall. Recommendations: Minimum: 1.Keep door closed if front desk area is protected 2.Install a tubular single cylinder deadbolt with a thumb break or turning knob that has a minimum 1” throw with strike plates installed with a minimum of 3” metal/wood screws. Maximum: 1.Install an electronic swipe key lock for entry Finance Observations: Doors leading into finance are constructed of wood and a small window and have external hinges with hinge pins. The doors have electronic swipe key locks. Minimum: 1.Nothing Maximum: 1.Consider changing the external hinge pin hinges to internal hinge pin hinges 2.Welding or bracing the hinges so they cannot be removed Drive Through Area Observations: A clerk attends to the drive in window. Citizens are able to pay water bills at the window. The window, I am told, is bulletproof. The outside wall, below the window, is constructed of brick with covering. The safe for this area is directly behind the drive through window and is kept open until end of business per the attendant. Recommendations: Minimum: 1.Consider closing and securing the safe with each use. Maximum: 1.Nothing North Offices Due to the offices being secured by electronic type locks, these offices did not require any modifications or recommendations. Inspections Observations: In the lobby of the inspections division, are two wood doors with external hinge pin hinges. Both doors have electronic swipe key locks. There is also a front reception area that is open to the back offices. Recommendations: Minimum: 1.Consider changing the external hinge pin hinges to internal hinge pin hinges Maximum: 1.Welding or bracing the hinges so they cannot be removed Note: This area is vulnerable, unless there is an alarm with glass breakage or motion sensors because of the height of the receptionist front counter. Unlawful entry through this area would allow a person access to the inspections offices, north offices, public areas, and possibly the finance area. With time, a person could remove the external hinge pins on the finance doors and enter into the finance area. Interior Walls Observations: Internal walls seem to be constructed of sheet rock or gypsum board. However, there may be some walls of concrete due to the last renovation of city hall. The front counter areas of city hall, the bill payment counters, and inspection area are constructed of sheetrock or gypsum board. The counters of the front reception and inspection area are constructed of particle board. There are windows separating the clerks and the public in the bill payment areas. The glass is single pane glass without any sheathing. The windows have slots for exchange. The front and inspections counter are open with no glass. Additionally, there is a drive thru teller window on the west side of the building. I was informed that the glass separating the clerk and the public was bulletproof. Recommendations: Minimum: For weapons considerations: 1.Bulletproof glass should be placed the counters of the front counter and the inspections counter to the ceiling. 2.Metal plating or sheets should be installed beneath the counters of the front counter and inspections counter. 3.Wooden door with internal hinges with hinge pins and electronic swipe key lock should replace the half door at the west side of the front counter. 4.Bulletproof glass should be installed to replace the single pane glass of the bill counters. 5.Metal plating or sheeting should be installed below the window counter. 6.Slots in the glass should be large enough for sheets of paper to be passed, approx. 9mm. 7.Ensure that the glass in the drive thru is bulletproof No weapons consideration: 1.Nothing Maximum: 1.Use trays that slide in and out for the bill clerk’s window usage. This would eliminate the need for openings in the glass. Alarm and CCTV Observations: During the survey, I asked about an alarm system. I was informed that there were panic buttons at counters, but that there was not an alarm system for city hall. Panic alarm buttons were located at desk areas in the city mangers office, finance, front desk clerk, and inspections. There are specific instructions for the use of these panic button, however not all employees know how the buttons work. There was not a key pad visible. There were cameras mounted throughout city hall in all five areas;however there was not a visible monitor or recording device. Furthermore, we were unable to locate the monitor to view the cameras. There was one camera observed in the drive through window of city hall which captures images of window activity. Recommendations: Minimum: 1.Ensure that all panic button work 2.Give proper instruction to all employees 3.Place camera monitors in three different areas of city hall for monitoring. Suggested one in the front desk area, a second in the city managers or city secretary’s office, and the third in inspections. . 4.Record the CCTV with a DVR type system that can record up to 30 days of material 5.Place cameras outside at the entrances of city hall and also cameras that face the parking areas. 6.Along with the panic buttons, a general alert needs to sound or be visible to all employees. 7.Check the availability for the panic alert to be flashed on internal computers so those working on his or her computer will know of a potential problem. 8.Monthly test of the current alarm, if there is one in place, with the police department. 9.Place movement detectors within the hallways and interior rooms, glass breakagesensors on exterior windows, and door sensors on all doors. 10.Change or stagger times of money runs to the bank. 11.Consider an armored truck service which would decrease employee injury. Maximum: 1.Install motion detectors in the ceiling of the building where ceiling tile in accessible. Additional Observations: I asked about a contingency plan if a weapon was brought into city hall or if someone attempted to rob the tellers at the bill windows. I was advised that there is no plan. Along with this survey, additional training is to be held to help prevent crime from occurring and for employee safety. In the interim and past the training classes, I recommend that “safe zones” be established after minimum standards are met. By section beginning with the city council chambers, a safe zone should be considered past the west door on the north side of the room. This encompasses part of the new addition which is fortified with a concrete wall. There are also two exits which could be utilized, one at the east side of the building and one to the north. The north offices are divided by doors which utilize key swipes. The Achilles heel of this area is the glass door to the north of the city council chambers by the restrooms. If this glass is shattered or broken out, an intruder would have access to the north parts of the building thus eliminating a safe zone. The front desk clerk can exit the area through the copy room door and secure the area. The clerks can then exit out the north door or remain in the safe zone. Finance should move to the computer room or an office nearby. Employees can also gather in the payroll clerks areas away from the entry/exit doors to the west and east. Last, inspections should gather in the north portion of city hall for possible exit out of the north door. These safe zones are just suggestions in the event of an extreme emergency. The most immediate danger of entry into city hall after business hours is the loading dock double doors. This should be rectified as soon as possible to prevent entry after business hours. Additionally, these doors should remain locked at all times during business hours unless a delivery is being made. These recommendations in this business survey are no guarantee or assurance that crime will go down, nor will they make the property crime proof. The recommendations should, however, reduce the probability of crime if the strategies and recommendations are properly applied and consistently maintained. Respectfully Submitted, Officer R. Gallion La Porte Police Department 2013 CITY HALL SECURITY RENOVATIONS BULLET PROOF GLAZING LEVEL 8$ 58,600 BELOW COUNTER PLATING LEVEL III$ 28,500 DEMOLITION$ 3,000 ASBESTOS TESTING$ 500 ELECTRONIC DOOR LOCK$ 1,000 NEW DOOR, FRAME & HARDWARE$ 2,000 DOOR RENOVATIONS$ 500 SHEETROCK TAPE FLOAT AND FINISH$ 3,500 SUBTOTAL$ 97,600 OH & PROFIT 19%$ 18,544 ARCHITECT$ 13,900 CONSTRUCTION CONTINGENCY 10%$ 11,600 DESIGN REIMBURSIBLES$ 2,000 TOTAL$ 143,644 REQUEST FOR CITY COUNCIL AGENDA ITEM Budget Agenda Date Requested:4/12 – Council Retreat Source of Funds: RequestedBy: Traci Leach Account Number: Department: Administration Amount Budgeted: Report: Resolution: Ordinance: Amount Requested:$9,200 - $32,200 Exhibits:Photo of Baytown Council Dais Budgeted Item:YESNO Exhibits: Exhibits SUMMARY & RECOMMENDATION In August 2013, staff visited City of Baytown to look at the Council Chamber dais setup. One of the comments staff has heard from some on Council is that the dais is very clutteredand that it would be beneficial to have ceiling mounted television monitors facing the Council. Staff has a few options for Council’s consideration to address these concerns. One of the ways to reduce the clutter is to move the monitors off the surface and mount them into the dais instead. Baytown utilizes touch screen monitors and has the monitors mounted into the dais. A custom cut dais was required to accommodate the monitors. Baytown’s cost to obtain the custom dais was $17,000 and did not include the touch screen monitors. This option would include new monitors and a custom cut dais. Additionally, staff is proposing to add new carpeting, wall treatments, and lighting (if budget permits). Estimated cost for this option is as follows: 12 Monitors (no touch screen)$ 3,000 Custom Dais$20,000 Electrical/AV Modifications$ 5,000 Other Enhancements$20,000 Subtotal$48,000 15% Contingency$ 7,200 Project Total$55,200 A second option, which is smaller scope, includes eliminating the existing Council monitors and installing ceiling mounted televisions facing the Council. Thisoption includes utilizing the two existing monitors that are currently mounted on each side of Chambers for the audience and installing three new monitors that face the Council. While Council typically utilizes iPads to view most of the information presented at meetings, there are instances when viewing on a larger screen makes more sense.Estimated cost for this option is as follows: 3 televisions (minimum size 50” screen) $ 3,000 Electrical/AV/Brackets/Cabling/Programming$ 5,000 Subtotal$8,000 15% Contingency$ 1,200 Project Total$ 9,200 Action Required by Council: Consider options for Council audio visual equipment and provide direction Approved for City Council Agenda Corby D. Alexander, City Manager Date REQUEST FOR CITY COUNCIL AGENDA ITEM Agenda Date Requested: April 12, 2014 Appropriation Requested By: Traci Leach Source of Funds: Department: Administration Acct Number: Report: Resolution: Ordinance: Amount Budgeted: Attachments: Requested: Attachments: Budgeted Item(s): YES NO _____________________________________________________________________________________________ SUMMARY & RECOMMENDATION The City’s current website, designed by Civica, launched in 2008 cost approximately $48,000. Since that time, the City has completed minor upgrades to the site, most notably last year with the launch of the mobile version, swapping out “header” photos for specific departments, and the addition of the Community events page. Typically, websites are overhauled every 5 to 6 years and the City is at the upper end of that time frame. While the website is functional, there are several concerns that have brought the discussion of a new website to the forefront. Poor customer service from Civica, our current provider: At this time, the speed at which the City’s issues and concerns regarding the current website are being addressed is not acceptable. This is particularly critical because there are many modifications to the current website that cannot be done without going through Civica. The process to get those modifications completed can sometimes drag on longer than necessary. For example, staff requested the addition of two buttons on the Home Page for the Election and that request took two months to complete. Anotherrecent example of this poor customer service is related to this agenda item. Staff contacted Civica to obtain a quote from them to overhaul the current website and Civica has yet to respond to this request. Difficult website administration: There’stwo components to this concern. First, the content management system that allows department users to add information to the website is very cumbersome. It is a disincentive for users to get in and add information and is cumbersome to even update small items. The second part is the limitations on the current site as it relates to design modifications. Currently, all design modifications, no matter how small, must go through Civica and is not included in the annual maintenance fee. Staff is not able to do even easy things like swap photos on thedepartment header pages. Again, this functions as a disincentive for users to keep their pages looking fresh and new. Software Obsolescence: The current website is only accessible for modification using Internet Explorer(IE)version 10. This browser is no longer the current web browser so as department users automatically update, employees will beunable to make modifications to the website without risk of formatting and spacing being an issue. It is also notaccessible at all from an Apple computer. Staff has requested information as to Civica’s plan to update their software to be compatible with the latest version of Internet Explorer and no response has been provided. Staff has had to roll back versions of Internet Explorer for some users already to be able to access the administrative side of the website. While that rollback solves one problem, it creates others when those same users cannot access other sites that require the most recent version of IE The site is not reliable: During a recent cold weather emergency, as staff was pushing information out, the back end of the site went down. It took close to an hour to get the issue resolved with Civica. Should that have been a shelter in place emergency or something similar that hour could’ve been critical. The site has also consistently gone offline while working in the administrative sideand that can take up to thirty minutes to get resolved with support IF it happens during Civica’sbusiness hours. Staffhas evaluated two other companies that are the standards in municipal website design- Civic Plus and Vision Internet. Both companies have a much easier administrative configuration that would allow City staff to easily design and re-design the look of the website in the future and features a more user-friendly content management system for department users. The cost for implementing a new website through either of these two companies ranges from $42,000 to $60,000.Should Council decide to move forward with the website re-design, staff would begin completing some of the legwork required for the migration immediately. This work would include scrubbing and updating the existing site so that only current information is migrated to the new site. A ction Required by Council: Provide direction on website re-design. Approved for City Council Agenda ___________________________________________________________ Corby D. Alexander, CityManager Date REQUEST FOR CITY COUNCIL AGENDA ITEM Agenda Date Requested: April 12, 2014 Appropriation Requested By: Traci Leach Source of Funds: Hotel/Motel Department: Administration Acct Number: Report: Resolution: Ordinance: Amount Budgeted: Attachments: Requested: $50,000 Attachments: Budgeted Item(s): YES NO _____________________________________________________________________________________________ SUMMARY & RECOMMENDATION During this fiscal year, staff initiated a very aggressive tourism, hotel promotion, and marketing campaign to increase hotel revenues and bring tourists to La Porte. In looking ahead to next year, staff would like to propose the concept of a two-day tourism event for Council discussion and consideration.All events proposed below would be funded through the Hotel/Motel Fund. While staff brainstormed several event ideas, there are two that are being presented today for discussion- a sand volleyball tournament or an event supporting the City’s industrial businesses. Sand Volleyball Tournament: Proposed for late May or early June2015 Two-day event over a Friday-Saturday or Saturday-Sunday No other event like it in the area Culminate in concert and/or fireworks, depending on budget(on Saturday if the Fri-Sat schedule or on Saturday if the Sat-Sun schedule) Ties directly to niche market of Sports tourism, as identified in the Marketing Plan presented to the Council in November 2013 and Goals 8 (Recreational Amenities) and Goal 10 (Projecting Positive Image of La Porte) in the Strategic Plan Location proposed is Sylvan Beach Park and Klein retreat property Staff is proposing that a third party firm be engaged to run the event and the City would work with that firm to provide support. Under this arrangement, the firm handles all facets of the event- such as sponsorship, logistics, and planning- and in return the firm typically receives all or a percentage of the profits at the gate. Given the scope for the proposed events below, this arrangement would be preferable, as the time and resources required to plan such an event would placea fairly large burden on department staff. Industry Barbecue Cook-Off: Proposed for either Spring or before October in the Fall 2015 One day event Would like to feature teams from La Porte industries (priority given to those teams in La Porte if there isenough interest) Concert (this is where the tourism piece would come into play) Potential location Lomax Park, as the infrastructure is there now to accommodate this type of event. The event would showcase the new facility and bring awareness to those that might not know what the new facility has to offer for future events. A ction Required by Council: Provide direction to staff regarding potential tourism events in 2015 Approved for City Council Agenda ___________________________________________________________ Corby D. Alexander, CityManager Date REQUEST FOR CITY COUNCIL AGENDA ITEM Budget Agenda Date Requested: April 12, 2014 Source of Funds: Requested By:Reagan Mc Phail Account Number: Department:Planning Amount Budgeted: Report: X Resolution:Ordinance: Amount Requested: Exhibits:2013/2014 City Wide Sidewalk Replacement & Budgeted Item:YES___NO___ Pressure GroutingList SUMMARY & RECOMMENDATION City Wide Sidewalk Replacement Program In 1994,City Council authorized and allocated $50,000 per yearto addressproblematic sidewalks. There are two methods to address sidewalk issues, one is to completelyremove and replace the sidewalk and the other is to use a formulated pressure grout mixture of various materials to adjust the elevation of an existing sidewalk. A City wide inspection of all sidewalks was conducted to provide City Council an overall accounting of problematic sidewalks and a repair cost estimate as of March 2014. 3,950 linear feet of sidewalk wereidentified as replacement candidates at an estimated cost of $125,000, of which also includes 26 new handicap ramps. In addition, 4,190 linear feet of sidewalkwas identified as candidates for the pressure grouting repair methodat an estimated cost of$50,700 for a total of $175,700. On the premise all thingsremain constantand expending the 2013/2014 budgeted amount of $100,000,City Councilneed only budget $75,000 for year 2014/2015 to complete repairs identified in March 2014. The 2013/2014budget yeargoal is to expend $50,000 on replacement and $50,000 on pressure grouting. $50,000 is the maximum dollar amount asset by the Texas Accessibilities Act (TAS) whereone may perform maintenance tasks without having to report the project to the State. By not having to report to the State the City realizes a cost savings somewhere between 20-50% of the overall project cost. In the future Planning Staff is expecting an increase in calls regarding sidewalk issues from citizens in the Fairmont Park East, Spencer Landing, Summer Winds, Pecan Crossing, and Monument Estates Subdivisions. These sidewalks were constructed with expansionjoints spaced at5’ intervals,meaning a wood joint every 5’. Overtime these sidewalks willresemble an old washboard. Action Required by Council: Approved for City Council Agenda Corby D. Alexander, City Manager Date 8/28/2013 PG# 1 a portion is near the city park east side of Valleybrook on Hollow Tree COMMENTS Spencer LandingSpencer LandingSpencer LandingSpencer LandingSpencer LandingSpencer LandingSpencer LandingSpencer Landing SUB-DIVISIONS Glen MeadowsGlen MeadowsGlen MeadowsGlen MeadowsGlen MeadowsGlen Meadows Shady RiverShady RiverShady RiverShady RiverShady River BrookglenBrookglenBrookglenBrookglenBrookglenBrookglenBrookglenBrookglenBrookglenBrookglenBrookglenBrookglenBrookglenBrookglenBrookglen 2013-2014 SIDEWALK REPLACEMENT PROJECT S-CUT (LF) 1 GV ADJ. (EACH) 11 TARGET AREAS MH ADJ. (EACH) 111111111 (EACH) WCR 11111112 (SQFT)3956.0 PLACE 120160120160680120200160 200240220480160120160 328024802424408080808032 (SQFT) REM. 200240220480160120160120160120160680120200160 202080808032 32802480242440802020202020 8503 Fairbrook - 3838 Somerton 201-213 Spencer Landing West229-301 Spencer Landing West 10538 Spencer Landing North 327 Spencer Landing North ADDRESS Valleybrook @ City Park 5214 Valleybrook Ct5222 Valleybrook Ct 3107 Sliver Springs3122 Silver Springs3202 Silver Springs 8518 Avington Rd. 357-361 Joshway 3415 Brookwood 8702 Kensington 8407 Fairbrook 8511 Lazybrook 3110 Woodland 8522 Elmhaven8523 Elmhaven 8703 Fairbrook8522 Fairbrook 910 Hackberry 3307 Fernrock8407 Ashwyne8522 Ashwyne 4921 Glenview5101 Glenview5144 Glenview 8519 Avington8414 Avington 334 Joshway342 Joshway 221 Jamie across the street @ manhole 1 MH is across the street northwest corner of intx COMMENTS @ manhole on Travis Monument EstatesMonument EstatesMonument Estates Spencer LandingSpencer LandingSpencer LandingSpencer LandingSpencer LandingSpencer Landing SUB-DIVISIONS Pecan CrossingPecan CrossingPecan CrossingPecan CrossingPecan CrossingPecan CrossingPecan CrossingPecan Crossing Summer WindsSummer WindsSummer WindsSummer Winds Shady RiverShady RiverShady RiverShady RiverShady RiverShady RiverShady RiverShady RiverShady River Twn of LPTwn of LPTwn of LPTwn of LP S-CUT (LF) 4 GV ADJ. (EACH) TARGET AREAS MH ADJ. (EACH) 3 (EACH) WCR 221 (SQFT) 3560.0 PLACE 160120130200 320160100420160160320200120 402445458016321640408040806060403680604036 (SQFT) REM. 320160100420160160320200120160120130200 402445458016321640408040806060403680604036 W. Fairmont Parkway @ S. 4th St East "E" @ NE side of bridge 229 Spencer Landing East ADDRESS 213Spencer Landing East 209 Spencer landing East 10505 Spencer Landing 9521 Dry Springs 9426 Rustic Gate East E @ Idaho 1018 Hackberry 11706 Crockett 9217 Desirable 9509 Dry Sand9506 Dry Sand East E @ Utah 9217 Mohawk9313 Mohawk 1039 Oakleaf1007 Oakleaf1003 Oakleaf1006 Oakleaf3625 Choctaw3637 Choctaw 3521 Burkett 361 Joshway11710 Alamo11711 Alamo 903 Oakleaf902 Oakleaf918 Oakleaf926 Oakleaf 9205 Barton9202 Caddo 121 Erin PG# 3 COMMENTS Bay Point Town Homes Monument EstatesMonument EstatesMonument EstatesMonument Estates SUB-DIVISIONS Brook MeadowsBrook Meadows Fairmont EastFairmont EastGlen MeadowsGlen Meadows Shady River BrookglenBrookglenBrookglenBrookglenBrookglenBrookglenBrookglenBrookglenBrookglenBrookglenBrookglenBrookglenBrookglenBrookglen SIDEWALK REPLACEMENT PROJECT S-CUT (LF) GV ADJ. (EACH) TARGET AREAS MH ADJ. (EACH) (EACH) WCR 12 (SQFT)8307 15823 PLACE 7500 200 36802020203015121616602560202510202020202020 688 (SQFT) 6000 REM. 200 36802020203015121616602560202510202020202020 688 Farrington F/ Antrim - Collingswood 1517-1601 Brookmeadows Dr 3130-3128 Scotch Moss Ln3134-3132 Scotch Moss Ln3202-3136 Scotch Moss Ln3206-3204 Scotch Moss Ln3210-3208 Scotch Moss Ln ADDRESS 11011-11013 Fairwood Dr 4922-4918 Valley view Dr 11731-11735 Crockett Dr 8403 Colliningdale Rd 3324 Scotch Moss Ln 4918 Valley View Dr 11017 Pinewood Dr 1521-1519 Hwy 146 9907 Brookview Dr 11702 Crockett Dr11723 Crockett Dr 3207 Fernrock Dr 8719 Bandridge8715 Bandridge3102 Woodland 3102 Ashton Ln3118 Ashton Ln3124 Ashton Ln3126 Ashton Ln 1423 Mission Total 8/28/2013 PG# 1 COMMENTS corner CONCRETE RAISING PROJECT - 2013-2014 SIDEWALK PROJECT Bay Point Town Homes Fairmont Park East Monument Estates Spencer LandingSpencer LandingSpencer LandingSpencer LandingSpencer LandingSpencer Landing SUB-DIVISIONS Fairmont Park Fairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont East Glen MeadowsGlen MeadowsGlen MeadowsGlen MeadowsGlen MeadowsGlen MeadowsGlen MeadowsGlen MeadowsGlen Meadows BrookGlenBrookGlenBrookGlenBrookGlenBrookGlenBrookGlenBrookGlenBrookGlen GRINDING TARGET AREAS SQUARE FOOT 100280176180120 2424404040404032323240802424324040242424242424242424404024 4 LINEAR FOOT 460.0 1025101010101020704410104510101030 668886686666666666 8707 Brookwind & Fairbrook 305 Spencer Landing West222 Spencer Landing West 327 Spencer Landing East ADDRESS 10107-10111 Rustic Rock 11003 Collingswood Dr. 5202 Valley Brook Ct. 10934 Rosewood Ct. 3411 Brookwood Dr 3849 Teakwood Dr. 3815 Teakwood Dr 3810 Teakwood Dr.3835 Teakwood Dr.10822 Collingwood 3814 Brookwind Dr 8411 Fairbrook Ln 8518 Fairbrook Ln 8522 Fairbrook Ln 3839 Fairbrook Ln8407 Fairbrook Ln 11723 Alamo Dr. 10903 Pecan Dr. 10808 Birch Dr. 5002 Glenview 1501 Hwy 146 5006 Glenview5009 Glenview5018 Glenview5033 Glenview5034 Glenview5118 Glenview5122 Glenview 10407 Carlow 346 Joshway353 Joshway 114 Erin Total PG# 2 ADA ramp needs to be raised along side of house to mail box from 1007 to Bay Point Sign @ corner next to manhole S/W on left side of D/W along side of house along side of house Mail Box pad COMMENTS at inlet By Sign CONCRETE RAISING PROJECT - 2013-2014 SIDEWALK PROJECT Bay Point Town Homes SUB-DIVISIONS Garden Walk Garden Walk Brook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook Glen GRINDING TARGET AREAS SQUARE FOOT 200160120120200200200 4080804040402424244040402440244040242440402424244040402424 LINEAR FOOT 562 102020101010101010105010101010403030101010505050 666666666666 kensington & Huntersfield Ln ADDRESS kensington & Brookwood 3718-3714 Brookwood Dr 3631-3635 Gladwyne Dr3703-3707 Gladwyne Dr Huntersfield & Venture Lazybrook & Fairbrook Fairbrook & Somerton 3839-3843 Somerton 3843-3526 Somerton 8522-8518 Somerton 3730 Brookwood Dr 3722 Brookwood Dr 3534 Brookwood Dr 3411 Brookwood Dr 3415 Brookwood Dr 3419 Brookwood Dr 3431 Brookwood Dr 3437 Brookwood Dr 3902 Brookwood Dr3838 Brookwood Dr3830 Brookwood Dr3826 Brookwood Dr3802 Brookwood Dr3718 Brookwood Dr3602 Brookwood Dr3427 Brookwood Dr 37011 Gladwyne Dr 1005 Garden Walk Venture & Orchard 1007 Garden Walk 8707 Somerton 8703 Fairbrook 1509 Hwy 146 3811 Somerton8518 Somerton Total left side of d/w & along side of house PG# 3 at corner and next to manhole mainly at 11728 d/w right side between the housesbetween the housesbetween the houses both sides of the d/wboth sides of the d/wboth sides of the d/wboth sides of the d/w at corner & ramp left side of d/w left side of d/w both sides of d/w next to manhole between 10923 right side of d/wright side of d/wright side of d/w left side of d/wleft side of d/wleft side of d/w COMMENTS left of d/w CONCRETE RAISING PROJECT - 2013-2014 SIDEWALK PROJECT Monument-EstatesMonument-EstatesMonument-EstatesMonument-EstatesMonument-Estates SUB-DIVISIONS Brook MeadowsBrook MeadowsBrook Meadows Fairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont East Brook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook Glen GRINDING TARGET AREAS SQUARE FOOT 200120200200200 24404024404024404040322432484824243248241616243232482448561216 LINEAR FOOT 483.0 501010101010103050501012121250121214 666868668644688634 10937-10933 Spruce North 10928-10926 Graywood Dr 10902-10900 Spruce North ADDRESS 10942 Spruce North 10922 Spruce North 10910 Spruce North 10901 Spruce North 10903 Spruce North 10905 Spruce North 10925 Spruce North 11001 Pinewood Crt 10937 Dogwood Dr 10933 Fairwood Dr. 11723-11727 Bexar11730-11728 Bexar11728-11722 Bexar 8414 Fairbrook Ln 8416 Lazy Brook Ln8503 Lazy Brook Ln8423 Lazy Brook Ln8503 Lazy Brook Ln9802 Brookside Dr. 11004 Oakwood Dr11002 Oakwood Dr 10929 Fairwood Dr10931 Fairwood Dr10935 Fairwood Dr11001 Fairwood Dr11015 Fairwood Dr 11706 Crockett Dr 9907 Brookview Dr9906 Brookview Dr 8416 Fairbrook Ln 3815 Teakwood 11711 Alamo Dr 3814 Pecan Cir Total PG# 4 along side of house to mail box along side of house to corner Mail Box across from address across the street at mail box between d/w and right sidebetween d/w and right side left of d/w to next d/w both sides of d/w infront of houseinfront of house right side of d/wright side of d/wright side of d/w between d/ws left side of d/wleft side of d/wleft side of d/wleft side of d/wleft side of d/w betweeen d/w COMMENTS between d/wbetween d/wbetween d/wbetween d/wbetween d/wbetween d/w at corner s/w in d/w left of d/w CONCRETE RAISING PROJECT - 2013-2014 SIDEWALK PROJECT SUB-DIVISIONS Fairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont EastFairmont East Glen MeadowsGlen MeadowsGlen MeadowsGlen MeadowsGlen MeadowsGlen MeadowsGlen MeadowsGlen MeadowsGlen Meadows Brook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook GlenBrook Glen GRINDING TARGET AREAS SQUARE FOOT 240240120200128 40884048162480802448242432806040326032484860803248964024404040 LINEAR FOOT 599.0 1022101220201260603020151015501212152012241010101032 4666688886 5001-5005 Meadow Place Dr 10928-10926 Rosewood Crt 10935-10937 Rosewood Crt 3128-3126 Scotch Moss Ln3216-3214 Scotch Moss Ln ADDRESS 4933-5003 Glenview Dr5006-5010 Glenview Dr 5811-8507 Bandridge 3415-3419 Brookwood 10934 Rosewood Crt10927 Rosewood Crt 3120 Scotch Moss Ln 4907-4909 Creekview 8711 Colliningsdale 8764 Beech Haven 10808-10810 Birch 10816-10818 Birch 8707 Colliningsdale 8514 Beech Haven 10810 Collingwood 8827 Huntersfield 5014 GlenView Dr 4926 Glenview Dr5002 Glenview Dr5009 Glenview Dr 3411 Brookwood 5001 Creekview 8519 Bandridge 10820 Idlewood 3835 Redbud Dr 3407 Gladwyne 3827 Youpon St 8711 Bandridge 3211 Fernrock 8815 Venture 10827 Birch Total PG# 5 area is on sidestreet, Hollow Tree area is across the street Between Virginia & Iowa by manhole and pole along side of house infront of house right side of d/w on Hackberry left side of d/wleft side of d/wleft side of d/w COMMENTS by light pole between d/wbetween d/wbetween d/wbetween d/w left of d/w d/w CONCRETE RAISING PROJECT - 2013-2014 SIDEWALK PROJECT Fairmont CentralFairmont CentralFairmont CentralFairmont CentralFairmont CentralFairmont CentralFairmont CentralFairmont Central Spencer LandingSpencer LandingSpencer LandingSpencer LandingSpencer Landing SUB-DIVISIONS La Porte Outlots Glen MeadowsGlen MeadowsGlen MeadowsGlen MeadowsGlen MeadowsGlen MeadowsGlen MeadowsGlen Meadows Shady RiversShady RiversShady RiversShady RiversShady RiversShady RiversShady RiversShady RiversShady Rivers CreekmontCreekmontCreekmontCreekmont Twn LPTwn LP GRINDING TARGET AREAS SQUARE FOOT 5416 128128200240160160120 64644832404032806424247232246464406040804060402040404064 LINEAR FOOT 1971.0 1354 32161612101032502016601816161015102010401510101010403016 8866865 10413 Spencer Landing South 10533 Spencer Landing North10505 Spencer Landing North10526 Spencer Landing North ADDRESS 5501-5505 Heathersprings 5521-5525 Rock Springs 5122-5221 Crestway Dr 5034-5030 Glenview Dr 10323-10327 Catlett Ln 917-913 Willow Creek 5526 Sugar Creek Dr 3110 Silver Springs3119 Silver Springs 4921 Parkcrest Dr 10343 Shellrock 10306 Carlow Ln10318 Carlow Ln10322 Carlow Ln 10238 Catlett Ln10306 Catlett Ln10330 Catlett Ln 1018 Hackberry 1102 Glencrest 3102 Woodland 4818 Glen Park 4926 Archway 1034 Oakleaf 5118 Glenview5117 Glenview 1103 Oakleaf East "E" Alley North "D" St. 919 Oakleaf922 Oakleaf903 Oakleaf 118 Tanya Total also there is an area across the street PG# 6 B/ Utah & Kansas B/ Idaho & Ohio COMMENTS CONCRETE RAISING PROJECT - 2013-2014 SIDEWALK PROJECT SUB-DIVISIONS Summer WindsSummer WindsSummer WindsSummer WindsSummer WindsSummer WindsSummer WindsSummer WindsSummer Winds Twn LPTwn LP GRINDING SQUARE FOOT 16760 100 64404032323224322440 LINEAR FOOT 4190.0 115.0 1610251010 888686 ADDRESS 9508 Dry Springs9629 Dry Springs 9602 Rustic Gate9530 Rustic Gate9426 Rustic Gate 3626 Desert Run9505 Old Desert3618 Desert Run 9501 Dry Desert Overall Total East "E" Alley East "E" Total REQUEST FOR CITY COUNCIL AGENDA ITEM Budget Agenda Date Requested: 4-12-14 Source of Funds: Requested By:Kenith Adcox Account Number: Department:Police Amount Budgeted: Report: X Resolution: Ordinance: Amount Requested: Budgeted Item:N/A Exhibits: Presentation – DOT Enforcement Exhibits: Exhibits SUMMARY & RECOMMENDATION For fiscal year 2013/2014, City Council allocated $29,000 in targeted overtime in order to allow the Police Department’s Commercial Vehicle Enforcement Unit to (1) increase the number of commercial vehicle contacts and (2) expand commercial vehicle enforcement hours later into the evening. The additional overtime funds were incorporated into the budget and allowed for the Department’s DOT officers to work approximately 624 hours of overtime during the evening hours. We are currently halfway through the fiscal year and are on track to meet anticipated increases in DOT work-hours and activity. Action Required by Council: Receive input from Council relating to the continuation and/or modification of the Commercial Vehicle Enforcement extension program. Approved for City Council Agenda Corby Alexander, City Manager Date REQUEST FOR CITY COUNCIL AGENDA ITEM Budget Agenda Date Requested: 4-12-14 Source of Funds: Requested By:Kenith Adcox Account Number: Department:Police Amount Budgeted: Report: X Resolution: Ordinance: Amount Requested: Exhibits: Presentation – Tahoes vs. Chargers Budgeted Item:N/A Exhibits: Exhibits SUMMARY & RECOMMENDATION Staff had been asked to explore the feasibility of transitioning the police department’s general patrol fleet (currently 32 vehicles) from Chargers to Tahoes,beginning with vehicles that are scheduled for replacement in Fiscal Year 2015. Staff has researched the initial purchase, fuel and maintenance costs as well as resale of each vehicle. Though the initial costof aTahoeis $3,191 more than a Charger, when all operational, maintenanceand resale value is considered over a five year period (the average amount of time that the department keeps patrol vehicles in inventory), the cost of utilizing a Tahoe over a Charger is estimated to be aboutequal (Tahoe costing approximately $281 dollars more than a Charger). Staff has prepared a presentation that includes specific information for each vehicle and a breakdown of the cost associated with this request. Action Required by Council: Receive input from Council on possible transition from Chargers to Tahoes beginning FY 2015. Approved for City Council Agenda Corby Alexander, City Manager Date REQUEST FOR CITY COUNCIL AGENDA ITEM Budget Agenda Date Requested:4/12 – Council Retreat Source of Funds: RequestedBy: Stephen Barr Account Number: Department: Parks and Recreation Amount Budgeted: Report: Resolution: Ordinance: Amount Requested:$32,000 - $36,000 Exhibits: Proposed BeautificationPlan Budgeted Item:YESNO Exhibits: Exhibits SUMMARY & RECOMMENDATION Historical Overview The City installed entrance monuments at major thoroughfares leading into La Porte in 2002. One large entrance monument was placed at the intersection of SH146 & SH225 and smaller monuments (11’ X 7’) were placed at Fairmont Parkway just east of Luella, Spencer @ Luella, SH225 east of Underwood, and SH146 just north of Shoreacres Boulevard. These entrance monuments have served the City well, promoting the City identity and branding, as well as beautifying the entranceways to the City. Proposal A Councilmember has initiated a proposal to add an additional Entrance Monument for the esplanade at Wharton Weems, on the east side of SH146. Estimated Cost – Wharton Weems The esplanade on Wharton Weems is on TxDOT right of way and was Chip-Sealed whenit was installed. It is approximately 25 years old and is unsightly. It would continue to be quite unsightly unless that material was removed. The following is a cost breakdown for this particular project: There is approximately 1,600 square yards of material to be removed, to a depth of 4-6”, to allow grass to grow upon completion of the project. Public Works estimates the cost of removal and materials transfer/disposition at $4,000 if a contractor is hired (if Public Works can work it into their schedule at force account, this cost would be eliminated). At 6” depth, the project would require approximately 92 yards of replacement bank sand @ $10 per yard, or $920 and bermudagrass seed which is negligible. The 16” water line saddle and meter installation, and boring, is estimated by Public Works to cost approximately $1,600. Irrigation and landscaping to match our existing Monuments including palm trees, would cost approximately $9,000. Electrical cost for conventional installation of a meter, boring under the street for conduit, lighting and irrigation connection would cost approximately $2,500. For the same approximate cost a solar system such as the ones at most of the other small monuments, could be installed. Staff is recommending use of LED lighting which is a very low power draw, and a low voltage irrigation controller for this project. Staff is also planning to retrofit the current monuments with LED lighting to provide better lighting for those monuments as well. Staff is recommending solar electrical for this project. Patak Contruction, Inc., the company that installed the original monuments, was contacted to get a courtesy quote, in today’s dollars, for the additional Monuments and was quoted a “ballpark” number of $15,000 for each additional monument. 10% contingency as a cushion against future price increases- $3,300 Given the conditions and costs stated above, this particular monument, installed at Wharton Weems, would cost approximately $33,020, excluding contingency. If Public Works can do the chip-seal removal, the cost would drop to approximately $29,020, excluding contingency. The totalestimated cost is between $31,922 and $36,322, respectively. Should Council desire to move forward, a maintenance and use agreement with TXDOT would be required. At this time, TXDOT indicated they have no plans to beautify this intersection. Action Required by Council: Consider options presented and provide direction to staff. Approved for City Council Agenda Corby D. Alexander,City Manager Date REQUEST FOR CITY COUNCIL AGENDA ITEM Budget Agenda Date Requested:4/12 – Council Retreat Source of Funds: RequestedBy: Stephen Barr Account Number: Department: Parks and Recreation Amount Budgeted: Report: Resolution: Ordinance: Amount Requested:$70,000 Exhibits:Presentation Budgeted Item:YESNO Exhibits: Exhibits SUMMARY & RECOMMENDATION Historical Overview • The Parks Maintenance Division was housed in the Public Works Department building rd on 23 Street until the City purchased and remodeled the Special Services Building and created the Park Maintenance Yard in 2001 thereby freeing up space at Public Works to meet their growing needs at the time. The current maintenance yard has satisfactorily met our needs for the past thirteen years, but with the advent of additional equipment over that time frame, has become insufficient in size to meet our current needs. For example, there are currently two buses and three passenger vans, representing an approximate $225,000 City investment, that are left unprotected in the front and side of our buildings because there is not enough room in the existing Yard or Maintenance Barn to accommodate them. In addition, the existing 10’ X 20’ Pesticide/Herbicide Storage building is inadequate to store all of the materials that need to be in it. As an example, the Fire Marshal has asked us to remove extra paint and other potentially flammable items from the Park Maintenance Barn. That material could be placed in a larger Storage facility that could be isolated from other flammable and materials. Staff is proposing that the City purchase a larger skid-mounted portable building that could then also be placed inside the protective security fenced maintenance yard. This building does not require electricity or plumbing, etc. so a pre-built building or container would be sufficient for our needs. Option 1 Staff is proposing to expand the size of the maintenance yard by preparing and chip sealing the area between the existing yard and the Trees for Houston Tree Farm. Should the Tree Farm need to expand in the future, there is additional room to the south and ample room to the west on City owned land, to accommodate that potential future need. The proposed cost of the improvements needed to accomplish this expansion is as follows: • Remove existing vegetation in the proposed expansion area, and existing fencing on the south and west sides – minimal cost, Force Account removal by Parks and Public Works personnel. • Sub-base preparation and limestone coat to level new maintenance area, approximately 2,960 square yards of milled asphalt or limestone – Estimated material cost, $5,000, Force account installation by Parks and Public Works personnel. • Chip seal the entire area, approximately 4,200 square yards, $37,800. • Install second entrance with headwalls and electric gate, for circular drive, approximate cost $3,000 st • Chip seal 1 Street from just north of “L” Street to “M” Street in front of the maintenance yard (potholes forming), -approximately 2,250 square yards, Estimated installation cost of $20,250 • Install new fencing on west side and east side to tie into existing Tree Farm fence – approximately 320 linear feet of fencing installed, $4,500. • Replace Herbicide/Pesticide Storage Building with 16’ x 16’ x 13’ Materials Storage Building as outlined above, approximate cost of $4,000. The total estimated cost for Option 1 with contingency would be+/- $70,000. Cost of Operation & Benefits As stated above, the operational efficiencies for the facility would be greatly enhanced. Faster daily preparations for leaving the shop (currently trucks and trailers must back out of the facility), less danger of inadvertent collisions and damage to vehicles, enhanced safety and security of equipment and supplies, and the freeing up of valuable interior space in the maintenance barn are some of the benefits and efficiencies that the enlarged facility would generate. As far as additional cost of operation, the electrical costs would increasesomewhat due to additional security lighting and the new electric gate operation, with the additional cost estimated to be about $500 annually. Summary The proposed expansion of the park maintenance yard is needed to be better able to provide timely and effective service for our 22 parks and over 100 buildings throughout the City. The pesticide/herbicide/paint storage building replacement, while a minor expense, is long overdue. While the initial cost of the expansion is expensive, the long range benefits to the City are very substantial in terms of equipment protection and longevity, security, etc. As our park system and City infrastructure continues to grow, the expanded maintenance yard will allow us to be well able to support the park maintenance and City-wide facility maintenance functions for the City of La Porte for the foreseeable future. Action Required by Council: Consider options for Council audio visual equipment and provide direction Approved for City Council Agenda Corby D. Alexander, City Manager Date REQUEST FOR CITYCOUNCIL AGENDA ITEM Budget Agenda Date Requested: April 12 , 2014 Source of Funds: Requested By:CityCouncil, FY 15 Budget Retreat Account Number: Department:Public Works, Presented by David Mick Amount Budgeted: Report: ___Resolution:_____Ordinance:_________ Amount Requested: Exhibit: Estimated Cost for CityCrew Collection Budgeted Item: YESNO Exhibit: Republic Services/Morgan’s Point Contract SUMMARY & RECOMMENDATION The Public Works Department received a request from CityCouncil to consider the feasibility and costs associated with adding curbside collection to the Cityrecycling program.The current Cityrecycling program includes a recyclable drop-off locationat the Public Works yard, and curbside collectionof brush and yard waste for transport by Citycrews to the Public Works yard where the material is shredded, composted, and converted to landscaping mulch that is made available free of charge to Cityresidents. Summary: The current Cityrecycling program pays for itself. The brush recycling component of the program saved the rate payers over $80,000 in FY 13. The cost of the recycle drop-off centerfor materials other than brushis about $40,000/year.The net savings associated with the program in FY 13 was more than $40,000 overall. The anticipatedcost of a curbside recycling program is $3.00 - $3.50/month/account.For 10,500 accounts, this translates to approximately $378,000 - $441,000 per year before considering landfill savings and reimbursements for recyclables. Staff estimates that a curbside collectionprogram would generate approximately 1370- tons/year of recyclables in La Porte (1000-tons/year more than is now processed at the current Public Works drop off location). Landfill fees are $21.40/ton currently increasing annually to 26.00/ton in FY 16 (the final year of La Porte’s current residential trash landfill contract).Landfill savings in FY 16 then project to be about $26,000 for the estimated 1000-ton increment collected curbside to the quantitynow processed at Public Works. The early numbers for the sale of recyclables indicate a limited revenuepotential in comparison with the collection cost. As an example, cardboard in single stream yields approximately $5/ton. The Cityreceives about $1,000 for the 200 tons/year of cardboard that Public Works processes now. Other materials pay somewhat higher. A single stream process (no sorting of recyclables) is assumed for more economical collection. With single stream, the per ton yield for the sale of recyclables will not be as high as the average yield is currently with Public Works employees shopping materials to separate vendors. Staff’s current estimate of revenues from the sale of 1000-tons of material collected and delivered single-stream is $10,000 to $20,000. 350,000/year The estimated cost of curbside recycling then is roughly $after allowing for savings in landfill fees and the current estimates for revenue sharing of recyclables. RecyclingOptions Considered: OPERATIONPARTICIPATIONAVE TONSCOST/TONNOTES RATE (%)COLLECTED/YR COLLECTED Current PW Recycle 10% – 20% 370 tons $104 \[1\] Drop Off Brush (Curbside/ and Near 100% 32,000 CY (Net Savings >$80.000) \[2\] PW) (PW Recycle + Estimated FY 13 \[3\] Brush Combined Profit > $40,000) Curbside Collection 50% Est. 1370 tons $350 \[4\], \[5\] Add Recycle Est. 500 tons (Incl. TBD \[6\] Dumpsters Current Operations at PW) \[1\] Costs include an employee 40 hours week ($40,000) + Equipment ($20,000) - Sale of Recyclables ($13,000) - Saved Landfill Fees ($8,400) = $38,600 Expense. \[2\] Public Works processed an unusually large volume of brush in FY 13likely as a residual of 2011 drought impact on trees and landscaping. 32,000 CY brush processed saved $144,000 landfill fees. The expenses included Personnel ($10,000) + Equipment ($50,000) for total net savings of approximately $84,000 with the brush program. \[3\] $84,000 net savings for brush (Note \[2\]) - $38,600 expense for recycling (Note \[1\]) = approx. $45,400 net savings with the drop off recycling + brush processing at PW. Typically these operations would be closer to break even as the unusually large volume of brush in FY 13 boosted the landfill savings in this year. \[4\] $350,000 estimated annual cost/(1370-tons projected with curbside collection less 370- tons collected with current program) = $350/ton to collect the additional 1000-tons/year. \[5\] The success of a curbside recycle program varies regionally and with the type of containers utilized for trash and recyclables (bagged vs. carted trash;bin vs. carted recyclables). A pilot program would likely be a good first step if Citycouncildesires to further evaluate the potential for a curbside recycling program in La Porte. To estimate the potential annual tonnage of recyclables for curbside collection in La Porte, staff considered information from two local solid waste contractors, WCA (2014) and Republic Services (2011), the results from a 2010 Cityof Huntsville pilot program, and 2005 –2013 collection data from the Cityof Allen. The results from these sources are as follows (afterextrapolating the data for the population and/or number of residential accounts in La Porte): Republic Services (600-tons/year), WCA (1500-tons/year), the Cityof Allen (1350-tons/year in 2005, increasing to 1680-tons/year in 2013), and the City of Huntsville pilot program (2400-tons/year). 1370-tons/year appears to be a reasonable estimate to consider for curbsidecollectionin conjunction with La Porte’s current bag residential trash collectionserviceprior to initiating apilot program.The Republic Services formula result of 600-tons/yearfor curbside would be low considering that Public Works already receives 370-tons at the Public Works drop-offlocation.The WCA (1500-tons), Cityof Allen (1680-tons), and he Cityof Huntsville (2400-tons) results would be a little high to consider in conjunction with the bag residential trash collection method utilized in La Porte. The City of Huntsville and the Cityof Allen each providecarts for both trashand recyclables which typicallyresults in an increase in the volume of recyclables collected according to the solid waste contractors. \[6\] Staff is also considering the feasibility of adding two remote recycling drop-off locations to La Porte’s current recycling service utilizing contractor-serviced recycle containers (dumpsters) in the event that council elects not to pursue the curbside recycling option at this time. Other Considerations: In FY 14, Solid Waste expenses and revenues are expected to balance at about $2.3- million. There is potential for a $100,000 to $160,000 increase in the FY 15 solid waste budget primarily due to increased equipment purchase prices ($80,000), and landfill fees ($25,000). The existing Cityrecycling program is voluntary. The curbside recycling program would be mandatory with all accounts billed an additional $3.00 - $3.50/month for the program or other if funds were obtained from other sources. WCA provided an informal budget estimate of $3.00 - $3.50/month/resident for weekly curbside collection. Republic Services provided an informal budget estimate in 2011 for the curbside collection equal to $2.75 - $4.00/month/account for every-other week service. Contractor estimates were verbal. Both contractors stressed that the budget estimates had not been vetted on the corporate level. Attached for reference is the Republic Services contract with Morgan’s Point. The 2012 price was $3.00 + Fuel surcharge/month/account/twice month collection. The monthly cost would exceed $3.50/account with fuel. The estimated cost for one-week and two-week collection by Citycrews is $3.29/month/account and $2.82/month/account respectively. WCA indicated that the Cityestimated totals for in-house collection were very close to WCA’s own estimates. Options: Continue the current voluntary program as-is. Consider adding single stream recycling dumpsters on a trial basis at two remote locations. Consider implementing acontracted pilot program to further evaluatecurbside recycling. Seek contractor proposals for a curbside recycling serviceand compare tothe estimated in-house collection costs. Action Required by Council: Consider the items presented and discussed and provide direction to staff. Additional investigation and consultation with other agencies and/or service providers in the industry may be necessary depending on council direction. Approved for CityCouncil Agenda Corby D. Alexander Date REQUEST FOR CITY COUNCIL AGENDA ITEM Budget Agenda Date Requested: April 12 , 2014 Source of Funds: Requested By:City Council/Staff Account Number: Department:Public Works, Presented by David Mick Amount Budgeted: Report: ___Resolution:_____Ordinance:_________ Amount Requested: $75,000 – FY 15 CIP Exhibit: Map of Proposed Study Area Budgeted Item: YESNO SUMMARY & RECOMMENDATION Staff received a request from City Council to consider the feasibility of constructing a new traffic th signal at the Fairmont Parkway/8Street intersection. With this request, staff also recommends thth studying all intersections and access points along Fairmont Parkway from S. 6Street to S. 16 Street including the Fairmont Parkway intersections with the Hwy 146 access roads. Summary: Fairmont Parkway is maintained by Harris County (Pct. 2)withthe Texas Department of Transportation (TxDOT)maintaining that portion of Fairmont Parkway located within the Hwy 146 right-of-wayarea. La Porte city staff contacted the Pct 2 county commissioner’s office to inquire about the thth possibility of the county studying Fairmont/8and Fairmont/13intersections for signal warrants. The commissioner’s office referred the request to the Pct 2 maintenance division. After some consideration the maintenance division’s reply was that both intersections were too close to the Hwy 146 signals to consider the installation of new th signals at those locations. The same question regarding a signal at Fairmont/8has been posed toHarris County on multiple occasions over the years. This reply is consistent with the county’s earlier responses. Onerule of thumb for the minimum spacing between traffic signals commonly suggested by signal designersis 800-feet, although spacing greater than 800-feet may be necessary th when considering a newsignal neara high volume intersection.Signals at Fairmont/8 th and Fairmont/13signals would be located approximately 660-feet from the northbound and southbound Hwy 146 access road signals respectively. Additional study will be needed to determine if signals can work at these locations and what other improvements should be considered to maintain safe and efficient traffic flow through the corridor. A study of this area should also consider the cost/benefit of drives or roadway segments on the north and south side of Fairmont Parkway (west of Hwy 146) necessaryfor cross- th access between S. 16and Hwy 146 to provide access and adequate stacking areas for motorists desiring to enter/exit Fairmont Parkway at the existing and future signalized intersections. The estimated cost of the study is $75,000 including stakeholder meetings with the local business owners, TxDOT and Harris County. Options: 1)Refer the matter to Harris County for their consideration without other city participation at this time. 2)ContactHarris County Pct 2 commissioner’s office administration to determine if there would be interest in a joint county/city project to study the Fairmont Parkway corridor thth between 6 Street to 16Street. 3)Proceed with the study utilizing city funds and coordinate with TxDOT and Harris County throughout the process. Action Required by Council: Consider the items presented and discussed and provide direction to staff. Approved for City Council Agenda Corby D. Alexander Date 4 S S HT T S 5TH ST TS H T6 S TS HT7 S TS HT8 S 641 H S S 6 41 HS S 641 HS S 6 14 H S TS HT31 S S 14TH ST TS HT61 S S 71 HT TS REQUEST FOR CITY COUNCIL AGENDA ITEM Budget Agenda Date Requested: April 12 , 2014 Source of Funds: Requested By:David Mick Account Number: Department:Public Works Amount Budgeted: Report: ___Resolution:_____Ordinance:_________ Amount Requested: Exhibit: 5YR Plan Spreadsheet Budgeted Item: YESNO Exhibit: Map of Proposed Study Area SUMMARY & RECOMMENDATION The draft 5-YR Capital Improvement Plan (CIP) for infrastructure in the public road right-of- way or utility easementsto be presented at the April 12 budget retreat is attached. The proposed FY 14_15 CIP reflects the plan that staff anticipates presenting with the FY 14_15 budget this summer subject to other considerations by City Council. The remaining years will require adjustment over time as City Council and staff priorities dictate. The draft plan was based on the following assumptions: 1)$3,350,000/year for streets and drainage. Sources of funding include $1,000,000/year street tax, $250,000/year from the drainage fee, $100,000 from the General Fund previously (and still) going toward sidewalk repairs, and $2,000,000 from bond proceeds. 2)$2,000,000/year for utility improvements. Including $2,000,000 from bond proceeds. 3)Draw down of the Fund 50 Drainage Bond by $380,000 in FY 15. 4)The city will submit a 5-year plan in FY 17 for annual funding in the next 5-year allocation (FY 18 –FY 23) for HUD Community Block Grant Development funding and generate at least $1,100,000 in funding over FY 18 and FY 19 though the actual funding levels will not be known until FY 17. 5)The City will submit a request for a low interest Texas Water Development Board Loan and apply for up to 15% grant (the maximum) for a green project grant to eliminate/consolidate sanitary sewer lift stations and construct new sanitary sewers in the Lomax area. Staff will be working to further scope the design slated for FY 15 and the construction envisioned to be constructed in phases beginning in FY 18 over the next several months. 6) The plan includes only streets, drainage within the road right-of-way, and city utilities. Action Required by Council: Consider the items presented and discussed and provide direction to staff. Approved for City Council Agenda Corby D. Alexander Date N S H 2 MAJOR FY15 -FY19 CAPITAL IMPROVEMENT PROJECTS 2 5 WAYSIDE D R SE SR HD I E 2 2 5 S D Y N A A STRANG RD EW L S S H 2O 2 5 6 E 13TH ST 4 L1 A P H O RS T E F W Y OLD UNDERWOOD RD N S H N2 2 5 S H 2 2 5 PORTER RD 1 inch = 1,000 feet S H 2 2 5 D R S N E S E X ST S S H 2S 2 5 S H 2 2 5 SANTA ANNA LN S H 2 2 5 N S NH 2 S2 5 H R 2 D 2 N5 O MONUMENT RD T S U O H SAN JACINTO DR DEAF SMITH DR Lomax Lift Station BOIS DARC DR Consolidation/Sanitary ALAMO DR Improvements Area S MC CARTY S H 2 NS 2 S H 5 E2 2 5 L G N D L U LR O N O YN O O A GO M H BS N IE C NE L I N S S B MILAM DR W XH O O A 1 R RN P ST4 RMVALLEY VIEW 6 N P ST B N P STD O L K W BAY VISTA R E I A BLAZING STAR DR V P W W GAUCHO CIR O O L D L I A EW M EPLAINBROOK RD V COUPLAND DR A RLOMAX DR DD SUNSET RIDGE D O Y R VO L L FIELDCREST DR FIELD CRESTW O A M O LL ST H E N L ST CN L ST THRUSH STS X T AN S WREN ST M S H OH T L CAMMY LN 6 1 SPARROW ST 4 N 6 VIOLA N J ST CARDINAL ST LOVINNIE BLUEBIRD LN N N L S Y A HUMMINGBIRDH E M L 1 O R4 LI 6 H C ROBIN ST S O N H STFAIRLANE N H ST D L N 13TH ST N A L A E H T S N 16TH STT RS U I V GLENPARK DRH O ET S 2BLVD RGEORGE ALTVATOR 1 E BARBOURS CUT BLVD C RN RRIDGECR RESTW BARBOURS CUT BLVD APLE CREEK DR MDD E S K E EG E EKT N ITV R S ARCHWAY DR RD SA CAVALRY C TANYA DR P RRH T SH N E STI W T D T N OB 4 PARKCREST DR8 L ON SFLINTLOCK1 O L Y IS UNL O NNN 7TH ST WTW G A N VALLEY BROOK CTGLENVIEW DR G CAN D STW MADISON STE. MADISONI RL RN S IE SPENCER LANDINGT D O S HRERIN CTN SPENCER LANDING K VN CRESTWAY DR IR H ELAT N 2ND STA A T EL LS V F 4 RL E JAMIE CTGW TYLER STT H E CN VALLEY VIEW DRS NN C STT I Y AIRPORT BLVD5S E D D B L NRB N JOSH WAY T R 3L A T ROA N S LN Y AC O W ADAMS ST UE K RT MT KTSS SW E SAN GLENVALLEY DRI D AC L Bandridge Water Plant CNHE COLLEGE PARK DRM DAO RSL N E N A KING WILLIAMS DRI R RO BL E VSH Upgrades - FY17 3VSR IA W PE OT 2IO O V RN SASL A FLEETWOOD DR TW POLK STHL W POLK STS 14TH STOLK STW PE NG U MV B AI SA IOG W EE NVRT S VS E S CREEKVIEW DRHIEAO ED A UN T E VA W TT 8SE V A CLARKSVILLE1N TA SPENCER HWY SE H E V TW MAIN ST NI L TADE D S L VA LS OLD ORCHARD RD OLD ORCHARD RD A HE TIH EO H IV TS 7TH ST COLLINGSDALE RDTSO TWE ASHTON LNF2 E Water Tower V MONTGOMERY LN51A EA W A ST APPOMY ATTOX2IV TR GEW A STT A S SE OTE LANTRIM LNR SG T DANTRIM LNS Painting (Ext.) S IADB S I NB RDD H RTE KT SI RCATLETT LNS D TA FY16 LOS RC BAKES L1T 1E IOSS KC KATL1 ETT LS HN R T CCSPRUCE DRS O I W B STSW B ST BY OR HS CATLETT LN CA D6S ABELFAST RDYAIH R RNT Reconfigure Utilities O NL4 O ET BULL RUNORWI WIS1OL AM N NS SPRUCE DR A L M NILD N W VE RHH FY17 PB CCAS EA LAE EDOVER HILL RDTTS FLA A RE O S5 F Hillridge Water Plant TTW C STW C STASV BELFAST LNT DS 2ND ST E LLINWOOD CTGRAYWOOD CT1SR E R CHATTANOOGAN VTB ETSR CB SE AS EO L Improvements FY17 & FY18 R D STONEMONT RDL EW S OE CWS 3RD ST CARLOW LNN DLDOGWOOD DR AE DEFIANCEN T VL DOGWOOD CTO OD DRDOGWOR L L A T W D STIA OAKHAVEN RDW D STS Z K BW EAGLE RUNV INF Upsize Somerton Dr. DOSGE ES I NN ER GN TIDLEWOOD DRPINEWOOKA D CTO ROR AA V IAB Main to 12" - FY17 RCTL DHA RMCRE ONTR RDODN DGLE LMULBERRY DR N T INW E STS PECAN CROSSING LNROSEWOOD CTE RNG LRISZ NRW E STW E STA RDW E O EDROS DU NA D D TR RSQRSA I O DUCOLLINGSWOOD DR N AIEA EV THT T OOFH NE DCDIL HIL TR UX DROR SIO RDTEAKWOOD DRJ SWRW F STT R EE URS A SBIRCH DR LUELLA BLVDWW F ST AESTBIRCHH LNAID VENTURE CCP D E E G R MDE AA I Venture Lane Water LKTY EN C DATE RD TT ORARUSTIC GR ODRS P TN R S 16TH STT SRMESQUITE DRG DNC O IUOA ATSEY Main Connection - FY17 ST Fairmont Water Tower AIL UCK DA MR RW G ST OP C CCVR O KIS 14TH STW G ST A RED D Painting - FY16 OH C S H E E T WL LDPECAN DR RR S KDRY SPRINGS DRDOT SHELL ROCK RL T CR RSO K ISI ROORCHAR RO D LNRH ODD H Replace Force Main E C DRC OKT CANIFF RD SS Y HD7W H ST RDOSPRINGWOOD DR OW ROY N HOLLNAC DCKYL1 ROLUI B RA FY18 - FY19 SO XC ONWA BLB IERS TTDEE C R ED MD RETR W HET OE EOL KLPS O WRW I ST N M OC IRH ROT O MOHAWK DRT DS M RD6 O N R NBT SA TEJAS CT TN O A S T R H T E T D PKWY FAIRMONT S W8E VMFAIRMONT PKWY V L H OS A BT S 3 N S I1 O RW K STW K ST S G R E AS BROADWAY ST R G H NEW CENTURY DRR O O YV E M ST E L M I J C Y R P R DE S J E S TLITTLE CEDAR BAYOU DR F A F V E SW M STE R S E O N W N O R TS WHY L F EV O A R N WALK NDEN R GAR E S T A V NEW DECADE DRE D G R A R F DK I E L RRD S A T D P O Y OAH A 6 Z B E W 4 L R1S T E EXPORT DR H D 6 S N4 S1 U H S S ED GEWOOD HOWALD CT BLVD WEEMS ARTON WH R RWAY D FAI N L REYNOL DS Replace South Broadway E L G Sanitary Sewer - FY18 A E B IRBAY ST D I E C I R T S Y S Legend PRIMROSE B STE ST C REST VIEW JUNIPER B FOUNTAIN D R A Y C AORAL DR R MC CABE RD E C CABE RD M A DAVIS B City Limits L V D PINE BLUFF DR E HACKBERRY AVV E A R N Streets E ED L H OLLOW TREE A L VE NR ES BAYSIDE DR NI O N L IF OLD HWY 146O F PRR B RO AE YFN D CH ZD A UT R AE O A LOE L A N FY Project Areas YFALK AVEE K N A LW E E B AE F RDWIRE DR A VG COUNTRY CLUB DR E BAY OAKS DR R BAY OAKS DR FAIRFIELD AVE D M T I R S A FY15 EFAIRFIELD AVE M R A WATUMBA R O D F R MEADOWLAWN AVE E U V O A R Y EE D E VAS DF LO FOREST ST RB BBREU BS GTFOREST ST AN LNTS IT FY16 P UYR P IN F I H OS FSE WE R RU C DSEAGROVE AVEDEDSEAGRO VE AVE D S R YT R V A I E W SHOREACRES BLVDK W CHOATE RD Y R B A FY17 P OAKDALE AVE OAKDALE AVE SHADYLAWN AVEVE SHADYLAWN A B A Y BAYWOOD AVE P FY18 BAYWOOD AVE O R T B R LONY D BAY CO N. SHADY LN L V C D H E S. SHADY LN M I FY19 C A L R D REQUEST FOR CITY COUNCIL AGENDA ITEM Budget Agenda Date Requested:4/12 – Council Retreat Source of Funds: RequestedBy: Jeff Suggs Account Number: Department: IT Amount Budgeted: Report: Resolution: Ordinance: Amount Requested:$95k-$115K Exhibits:Proposal from Security Access Company Budgeted Item:YESNO Exhibits: Exhibits SUMMARY & RECOMMENDATION Currently, the City owns and operates a variety of card access systems throughout City buildings. In certain cases, each department has a separate system, while only one cardis used throughout the city. Asa result, there is currently not a processto disable a user’s access to all buildings utilizing one system. This can result in significant challenges. In addition, the systems at the Police Department, Court and City Hall are atend of life. It is difficult to find parts to maintain the system and the software is no longer able to be upgraded. The City proposes consolidating all City buildings into one system, using one access card. This would greatly improve the City’s ability to manage the system and disable access when a termination or security issuerequires access to be granted or revoked immediately. Under the proposal, the following buildings would be consolidated into the new system: Police Building/EOC Animal Control Court Fire –(IT closets. Bay doors for volunteers would still be maintained by the FD) City Hall EMS Recreation and Fitness CenterOffice Area Public Works Action Required by Council: Consider allowing a new security and card access system to be implemented across City buildings. Approved for City Council Agenda Corby D. Alexander, City Manager Date · · · · Integrated Security Management 2013 Software Access FEATURES Flexible Programming Functions First Card Unlock Overview Elevator Control (Selective) System Downloads OnGuard Access is an integrated access control and alarm monitoring Import/Export Utility system that delivers maximum protection, versatility, simple operation Occupancy Limit Local and Global Anti-Passback technologies available, including object-oriented software, client/server Flexible Monitoring Functions database architecture and Microsofts Windows 7 Professional 64bit Alarm Masking Groups/ Basic Intrusion Functionality operating system. Graphical Maps and System Overview Tree Monitor Zones Unlimited Handling Capacity Alarm/Event Mappings and Routings Customizable Voice Instructions and Annunciation OnGuard Access offers unlimited scalability within a single, seamlessly Flexible Cardholder Commands integrated software solution. It has been designed to meet the needs of Escort Control any size organization, from one that requires an entry-level, two-reader Use Limits Extended Individual Strike Times and (On-Demand) system to a large corporation with numerous facilities and thousands of Door Held Open Times card readers located around the world. OnGuard Access supports an Destination Assurance (with Elevator Control) unlimited* number of card readers, alarm points and cardholders. Flexible Card Reader Commands Segmentation Time Zone Overrides Cipher Mode Multiple Card Formats Segmentation is an optional feature that provides a logical way to group Denied Access Attempts Counter the database, then assign each system user or object (access levels, OPTIONS card formats, badge types, etc.) to one or more of those segments. CCTV Interface Paging/E-mail Interface needs access to every area within a facility. A user sees only those Mustering objects that are in his segment(s) and those objects that are system- Guard Tour wide. In a segmented system, only those records associated with a particular segment are downloaded to the Intelligent System Controllers SUPPORT Intelligent System Controller (ISC) Communications number of records that must be stored in a given device, segmentation Ethernet , Modem, RS-232, Dual-Path, Multidrop (RS-485) FIPS 197 128-bit AES Encrypted ISC Communications access control hardware. FIPS 140-2 Validation Pending Industry Standard Card Reader Technologies OSDP (Open Supervised Device Protocol) Readers SchedulerGlobal Input/Output Event Linkage OnGuards scheduling utility allows system administrators to coordinate and plan system actions to be performed in the future. input/output/event can be linked to any other input/output/event Many system operations can and are often anticipated to occur in the system. These linkages can be derived from any OnGuard on certain dates at certain times. To reduce the risk of error in application and associated hardware. Events such as invalid access performing these functions manually, administrators can set rules of level, valid card read, or motion detection might trigger such outputs as unmasking an alarm masking group, open an area or set the or database downloads, and DataExchange scripts. Scheduler active mode of a card reader. With Global I/O, OnGuard is easily automated to ensure rules execute properly and security can be engaged instantly as necessary. Scheduler action, the iterations can be one-time-only, or repeated Applications to Integrate at the administrators desired frequency. Such actions may occur OnGuard Area Access Manager OnGuard Biometrics & Smart Cards system requires. OnGuard ID CredentialCenter OnGuard Fire & Intrusion Area Control OnGuard VideoManager Global Hard Anti-passback allows administrators to require that OnGuard Visitor cardholders present credentials to both enter and exit an area. Integration Toolkits and Standards to Enable This prevents the same credentials from simultaneously being used elsewhere in the area, while reporting an alarm to the Alarm OnGuard DataExchange Monitoring workstation(s). OnGuard OpenAccess Alliance Program OnGuard DataConduIT Global Soft Anti-passback allows administrators to require that OPC Client/Server cardholders present credentials to both enter and exit an area. This SNMP Agent/Manager rule would allow the same credentials to be simultaneously used elsewhere in the area, accompanied by an alarm will be reported to * OnGuard offers you scalability that is only limited by the physical limitations the Alarm Monitoring workstation(s). of your system size. Timed Anti-passback (across readers) allows administrators to determine how long after an accepted card-read before the same credential may be allowed at the same card reader. This rule can also be applied across a group of readers, a valuable feature for turnstile applications where multiple readers are in close, open proximity and credentials have a chance of being passed back for additional use. Two Person Control allows administrators to require that two individuals be present before being able to access high-security areas and both credentials be presented upon exit of those areas. individual access may be allowed as the two-cardholder minimum is in effect. Occupancy Limit allows administrators to restrict the amount Occupancy Limit has been reached, a cardholder must use the exit reader before another card read will be accepted at the entry reader. This is a valuable instrument in managing access to parking areas which are at capacity. lenel.com/OnGuard (866) 788-5095 © 2013 Lenel Systems International, Inc. All rights reserved. Lenel and OnGuard are registered trademarks of Lenel Systems International, Inc. All other trademarks and copyrights are the property of their respective owners. OG13_SS_AC_030713 2013 ADV System FEATURES (STANDARD) Alarm monitoring Chromakey/Ghosting (ID only) ADV Server First year telephone & software support IntelligentAudio (forensic) MapDesigner Chassis Type Dell Precision T3600 Minitower System administration CPU Intel Xeon E5-1603 Quad Core, 2.8GHz, 10MB L3 Cache VideoViewer (video only, web) CCTV interface Operating System Windows 7 Professional 64-bit E-mail interface RAM 8GB (4 x 2GB) 1600MHz, DDR3 Non-ECC UDIMM Memory (4 DIMMs) Event logging Onboard NICs RJ45 Ethernet port Anti-Passback Guard tour Optical Drive 8X DVD+/-RW Operating System Drive(s)250GB SATA II 3.0Gb/s, 8MB Cache, 7200 rpm APPLICATIONS (UPGRADE) hard drive Video Graphics Card 1GB nVIDIA Quadro 600,Dual Monitor,1DP and INCLUDED IN COST Area Access Manager (web) 1DVI (Active Directory - License) DataConduIT Serial Port(1) Serial Port ID CredentialCenter USB Ports(8) USB 2.0 ports, (2) USB 3.0 ports VideoManager Audio Internal chassis speakers Visitor Power 635W DataExchange Mouse/Keyboard yes FormsDesigner Warranty 3-year limited warranty SOFTWARE (UPGRADE) Surge Suppressor yes Warranty 3-year limited warranty Biometrics/Smart Cards Fire & Intrusion Barco video wall integration Business card / Drivers license / Scalability Path Military ID / Passport scanning Elevator integration Customers utilizing an ADV or PRO system should contact Global Sales Support for an upgrade quote. Intercom Intelligent video (live) Mustering OPC Server / Client Paging ESADVPRO Terminal services support Database segmentation ENTREG ADV Client ADV systems support up to a maximum of ten (10) client workstations Recommended High PerformanceMobile Badging Station Chassis TypeDell OptiPlex 3010 Small Form FactorDell Precision T3600 MinitowerDell Latitude E5520, 15.6" HD (1366x768) Anti-glare LED-backlit CPUIntel Core i3 2120 Processor (3.3GHz, Intel Xeon E5-1620 Quadcore, 3.6GHz, Intel® Core i5-2520M (2.50GHz, 3MB 3MB L3 cache)10MB L3 CacheL3cache) Operating SystemWindows 7 Professional 64-bitWindows 7 Professional 64-bitWindows 7 Professional 64-bit RAM4GB DDR3 Non-ECC SDRAM, 1600MHz, 8GB (4 x 2GB) 1600MHz, DDR3 Non-ECC 4GB (2 x 2GB), DDR3-1333MHz SDRAM (1 DIMM)UDIMM Memory (4 DIMMs) Onboard NICsRJ45 Ethernet portRJ45 Ethernet portRJ45 Ethernet port Wireless NIC--Dell Wireless 1501 802.11b/g/n Half Mini Card Modem--Internal 56K modem Optical Drive8x Slimline DVD+/-RW8X DVD+/-RW8X DVD w/Cyberlink Power DVD Operating System Drive(s)250GB SATA II 3.0Gb/s, 8MB Cache, 256GB SSD 2.5" SATA3250GB SATA II 3.0Gb/s, 8MB Cache, 7200 7200 rpm hard driverpm hard drive Video Graphics Card1GB AMD RADEON HD 7570, LP w/VGA 2.0GB AMD FirePro V7900, Four Monitor, Onboard Intel® HD Graphics 3000 4 DP Serial Port-(1) Serial Port- USB Ports(8) USB 2.0 ports(8) USB 2.0 ports, (2) USB 3.0 ports(4) USB 2.0 ports AudioInternal chassis speakersInternal chassis speakersInternal chassis speakers Power265W635W90W AC Adapter; 6-cell (60WH) Primary, Lithium Ion Battery Mouse/Keyboardyesyes- Warranty3-year limited warranty3-year limited warranty3-year limited warranty Surge Suppressoryesyes- Warranty 3-year limited warranty3-year limited warranty3-year limited warranty System Capacities CategoryStandard LicensingExpansion Capability Cardholders Unlimited*Unlimited* Card Readers 64256 Client Workstations 110 Holidays / Time Zones 255 (per segment, each)255 (per segment, each) Alarm Inputs / Outputs Unlimited*Unlimited* Access Levels 32,000 per segment32,000 per segment Access Levels per Card 128128 ILS Locks-1024 SQL Express yes- SQL 2008 R2 yes- Oracle yes- Redundancy SWS-ADV-REDU- *OnGuard offers you scalability that is only limited by the physical limitations of your system size. OnGuard Client Workstation(s) Security Server Supports up to ten workstations (may be used as a workstation) x10 TCP/IP NETWORK Secondary RS-232/485 TCP/IP Primary LNL-3300 LNL-2210LNL-2220 RS-485 Multi-drop RS-485 Multi-drop LNL-1100LNL-1300 LNL-1320LNL-1200 devices devices ReaderReader Reader ReaderReader Peripheral Hardware and Readers LNL-AL400ULX 12VDC 4A output, 120VAC (1.6 amps) input, con- tinuous supply current with enclosure (18 x 24 x 4.5), lock/tamper Direct Card Printer Support switch, UPS capable (battery optional) OnGuard supports the following printer brands: Zebra, MagiCard, LNL-AL600ULX-4CB6 - 12VDC 6A output, 120VAC (1.6 amps) input, continuous supply current with enclosure (12 x 16 x 4.5), power magnetic stripe encoding. distribution module, lock and tamper switch, UPS capable (battery optional) Lenel USB Image Capture Kit Upgrade Part Number Included is a high resolution CCD (NTSC or PAL) camera with soft- Server UpgradePart #Path a tripod system with a powered base, TWAIN-compliant software, a UPS-64PROADV to PRO USB communication cable and a universal power cable. The camera UPS-64PROIADV to PRO UPS-IDADV+DPROADV to PRO is USB 2.0-compliant, producing high resolution live video for image capture using the OnGuard ID CredentialCenter application (any *no client upgrades required Enclosures and Power Supplies UL-Listed Enclosures and Power Supplies LNL-CTX Enclosure with lock and tamper switch, supports up to LNL-CTX-6 - Enclosure with lock and tamper switch, supports up to lenel.com/OnGuard (866) 788-5095 © 2013 Lenel Systems International, Inc. All rights reserved. Lenel and OnGuard are registered trademarks of Lenel Systems International, Inc. All other trademarks and copyrights are the property of their respective owners. OG13_TS_ADV_020113 PHYSICAL ACCESS SOLUTIONS iCLASS SE® Platform HID GLOBALS NEW STANDARD FOR HIGHLY ADAPTABLE, INTEROPERABLE AND SECURE ACCESS CONTROL SOLUTIONS Security State-of-the-art cryptography and a secure messaging protocol for a trust- based communication platform with robust security. Privacy associated to a given card from being divulged or cloned. Adaptability Solutions can be easily upgraded to allow for changes in technology and applications. Simplicity Provides a single, media-independent and mobile-ready solution for all applications and environments, ranging from physical and logical access control to biometrics, cashless vending, customer loyalty programs, transit and many other uses. HID Globals iCLASS SE platform enables HID Globals iCLASS SE platform readers also iCLASS SE Platform Ecosystem customers to future-proof their access support the industry-standard Open Supervised control infrastructures while simplifying how Device Protocol (OSDP), which adds key identities are created, used and managed, capabilities including central management across a broad continuum of application of readers for lower operational costs, as requirements using any combination of smart cards, microprocessor cards and NFC-incorporation of Secure Channel Protocol (SCP) enabled smartphones. With the iCLASS SE into OSDP enables secured reader to panel platform, enterprises and organizations have communications, and the use of transparent the assurance that their investments in todays mode provides a virtual direct connection to technologies can be leveraged in the future. smart cards at the reader. Standards-Based Interoperability: Supports credentials from all leading Based on HID's Secure Identity Object (SIO) iCLASS SE readers support HID Globals manufacturers, as well as HID Globals iCLASS Seos credential, which features a data model and Trusted Identity Platform® (TIP), iCLASS® Seos credentials on both cards and standards-based universal card edge and the iCLASS SE platform reader line includes NFC-enabled smartphones and other mobile is portable for use on NFC smartphones. iCLASS SE and multiCLASS SE readers for devices. iCLASS Seos delivers improved security, The use of open standards fosters a higher security and migration to mobile access privacy and portability, and supports multiple broad range of interoperable iCLASS SE control. iCLASS SE readers are ideal for new and technologies as well as future technologies platform solutions from HID Global and its partners, including a large ecosystem of existing iCLASS installations to provide advanced for maximum interoperability. Additionally, NFC-enabled locks and digital key products security and performance. multiCLASS SE iCLASS Seos also delivers full privacy support and technologies from HID Global parent readers simplify migration projects from legacy for enterprise and government organizations company ASSA ABLOY. technologies, and support the ever-expanding whose identity management policies are driven universe of credential technologies including by regulatory compliance requirements. 125 kHz HID Prox®, Indala®, AWID and EM4102. hidglobal.com SPECIFICATIONS iCLASS SE® Platform Features LegacyiCLASS SESeospivCLASS iCLASS SE® MIFARE MIFARE iCLASS SE MIFARE®MIFARE®StandardiCLASS Seos Mobile pivCLASS® Reader Line HID Prox®CLASSIC DESFire EV1 iCLASS SE Reader Linefor MobileDESFire® EV1 iCLASS®Seos Card Device Card Capabilitiesw/SEw/ SE Media Independence Mobile Ready Privacy Support Leverage Standards for Security Layered Security Beyond Card Multi-application Capacity Options Upgradable Portable FIPS 140-2, Common Criteria Micro Processor Feature fully supported on both reader and credential. Risk Based Authentication Secures against cards that are... Counterfeit Copied Loaned Authentication Media and Data security Authentication PlatformsDescriptionsRevokedLost or Stolen or Alteredor Clonedor Shared Factors None Prox, Magstripe, Wiegand, BFCard number (prox, mag, other) 1 Prox, Magstripe, Wiegand, BFCard number (prox, mag, other) PIN on PACS Card number and Picture or Visual 1 Obscurity+VISProx, Magstripe, Wiegand, BF, Security elements * * 1 Media SecurityiCLASS SR, MIFARE, DESFire EV1Smart card technology iCLASS SR, MIFARE, DESFire EV1, Smart card/media 2 Media and Data security JCOP, MULTOS, CIVwith SIO data model iCLASS SR, MIFARE, DESFire EV1, Smart card/media with SIO 2 Media and Data security JCOP, MULTOS, CIVdata model and secure PIN Media and Data security with data iCLASS SE, MIFARE, DESFire EV1, Smart card/media with Something 3 bound attributes (Tags: see tag table JCOP, MULTOS, CIVyou are and something you know and SO builder) Portable Data Security with data Seos - Smart card with Something 3 Seos Smart Card bound attributesyou are, something you know Seos - Smart media with Portable Data Security with data 5 Smart Device - (Smart phone)Something you are, something bound attributes you know, location and time * Dependant on media North America: +1 949 732 2000 Toll Free: 1 800 237 7769 Europe, Middle East, Africa: +44 1440 714 850 An ASSA ABLOY Group brand © 2012-2013 HID Global Corporation/ASSA ABLOY AB. All rights reserved. HID, HID Global, the HID Blue Brick logo, the Chain Design and Latin America: +52 55 5081 1650 iCLASS SE, iCLASS, Secure Identity Object and Seos are trademarks or registered trademarks of HID Global or its licensor(s)/supplier(s) in the US and other countries and may not be used without permission. All other trademarks, service marks, and product or service names are trademarks or registered trademarks of their respective owners. hidglobal.com 2012-09-06-iclass-se-platform-ds-en PHYSICAL ACCESS SOLUTIONS iCLASS SE® Card Next-Generation High-Frequency Contactless Smart Card Multi-layered security beyond the card technology, providing added protection to identity data. Provides trusted identity within a secure ecosystem of interoperable products. iCLASS® 13.56 MHz read/write contactless smart card future growth. Available in 2k bit, 16k bit or 32k bit with ability to add a magnetic stripe/barcode and anti-counterfeiting features (custom artwork and photo ID). radio frequency data transmission between iCLASS standard for 13.56 MHz contactlessthe credential and reader using a secure smart card technology, HID Globals newalgorithm. iCLASS SE extends this technology access control platform goes beyond the that can support any piece of data, authentication, encryption and portability including data for access control, biometrics, PC logon, and many other standards-based, technology-independentfor advanced security and performance. applications. on Secure Identity Object (SIO), a newHIDs iCLASS SE 13.56 MHz read/write HID portable credential methodology.contactless smart card technology can be used for diverse applications such as iCLASS SIO-Enabled (iCLASS SE) smartphysical access control, PC logon, biometric cards are part of the next-generation iCLASS SE access control platform and openvending, public transportation, airline ecosystem based on HIDs Trusted Identityticketing and customer loyalty programs.. Platform (TIP) architecture for advanced applications, mobility and heightened security. access control more powerful, more versatile, and more secure, with encryption for all hidglobal.com ICLASS SE® SMART CARD TECHNOLOGY FEATURES HIGHER SECURITY 13.56 MHz read/write contactless smart card technology for Trusted Identity Platform (TIP) Enabled Provides trusted identity high-speed, reliable communications with high data integrity.within a secure ecosystem of interoperable products. Meets ISO 15693/14443B for contactless communications. Multi-Layered Security Ensures data authenticity and privacy through the multi-layered security of HIDs SIO. by body shielding or variable environmental conditions. SIO Data Binding Inhibits data cloning by binding an object Multiple securely separated application areas are each protected Mutual authentication, encrypted data transfer, and 64-bit applications and provide for future expansion. Durability Passive, no-battery design allows for an estimated Expanded iCLASS Elite Program Extends private security by protecting uniquely keyed credentials, SIOs and programming cracking and breaking.update keys. Ordering Options Magnetic stripe, external card numbering, custom artwork and contact smart chip module. Photo ID Compatible Print directly to the card with a direct image or thermal transfer printer. SPECIFICATIONS PVCTechnology 300030502k bit (256 Bytes) card 3001305116k bit (2k Bytes) card with 2 application areas Base Part Number 3002305216k bit (2k Bytes) card with 16 application areas 32k bit (4k Bytes) 16k/2+16k/1 30033053 32k bit (4k Bytes) 16k/16 + 16k/1 30043054 Configurations Thin, flexible polyvinyl chloride (PVC) laminate, and Composite PVC/PET *Card Construction Dimensions 2.127" x 3.375" x 0.033" max. (5.40 x 8.57 x 0.084 cm) Weight 0.20oz (5.7 g) 300X PVC Cards: -40 to 122°F (-40 to 50°C) 305X Composite Cards: -40 to 158°F (-40 to 70°C) 5-95% non-condensing 13.56 MHz Transaction Time<100 ms typical Baud Rate 14443 B2 mode - 212 kbps 15693 mode - 26 kbps EEPROM, read/write 2k bit (256 Bytes) card 1 application area 16k bit (2k Bytes) card 2 or 16 application areas Write Endurance Min. 100,000 cycles Data Retention 10 years Range Dependent upon installation conditions Magnetic stripe External card numbering (inkjet or laser engraving) An ASSA ABLOY Group brand © 2012 HID Global Corporation. All rights reserved. HID, the HID logo, iCLASS SE, iCLASS, Secure Identity Object Any reader that can read iCLASS® SE technology and iCLASS Elite are trademarks or registered trademarks of HID Global in the U.S. and/or other countries. All other Lifetime warranty. See complete warranty policy for details Warranty trademarks, service marks, and product or service names are trademarks or registered trademarks of their respective owners. 2012-04-27-iclass-se-cards-ds-en North America: +1 949 732 2000 Toll Free: 1 800 237 7769 Europe, Middle East, Africa: +44 1440 714 850 Latin America: +52 55 5081 1650 hidglobal.com 1651 Wilkening Road, Schaumburg, IL 60173 phone 847-620-5000 fax 847-229-9437 www.convergint.com Convergint Technologies Develops Formal North American Safety Program Challenge To consistently meet or exceed the highest standards of safety, on customer sites, while continuing to maintain quality installations and professional services that are both on-schedule and within budget. Challenge Convergint Solution A high profile customer needed to ensure Convergint Technologies is committed to completing all projects and service calls all personnel who accessed their facilities with zero incidents or injuries. In order to achieve this goal, the safety and health of have fulfilled mandated drug testing all personnel, whether they are customer, contractor, client employees or members requirements. Convergint was asked to of the general public, receives primary consideration in all phases of the project, leverage the existing access control including planning, scheduling and execution of the work. Convergint Technologies system to reduce the manpower required has a dedicated Safety Coordinator, in each office location, who is under the to accomplish this. direction of the Corporate Safety Officer. Each Safety Coordinator and the Convergint Solution Maintaining a safe and injury free Understand the specific customer · work environment is no accident. It needs and requirements. takes a commitment from all levels of Investigate the customers enterprise · the organization, and dedication of drug testing database and access colleagues with safety expertise to control platform. ensure a safe environment is main- Develop a custom software tained at all times. · application allowing two disparate databases to share information. Corporate Safety Officer continuously evaluate the health, safety and The access control system · environmental ("HSE") aspects of our products, installations and services. automatically connects to the drug testing database and checks the Convergints strong belief in the Health and Safety program is supported by the status of each individuals record. If following: the drug testing is not up-to-date Written safety & health programs · 1) their access card is deactivated, Management is committed and expects adherence to the program · 2) an alarm is generated in the access system and 3) an email is Employee participation · automatically sent to appropriate Providing resources needed to meet safety & health requirements · management personnel. Hazard recognition and control · Results Meeting contractor requirements of the OSHA Process Safety Management of · Improved productivity of employee · Highly Hazardous Chemicals and contractor screening Substance abuse program including pre-employment and random testing · Enhanced security and safety · graded and non-graded background checks compliance Weekly safety meetings for field supervisors and colleagues · Increased personnel throughput at · entry points Results Convergint Technologies is currently qualified with exceptional ratings through Corporate Safety Officer compliance management services including ISNetworld, Pacific Industrial Michael Gross (832) 327-3700 · Contractor Screening, National Compliance Management Service and DISA drug testing consortium. USA: Atlanta Austin Chicago DC Dallas Denver Houston Los Angeles Minneapolis Nashville New Orleans NY/NJ Portland Richmond San Francisco Seattle Tulsa Virginia Beach CANADA: Calgary Edmonton Fort McMurray Lethbridge Lloydminster Vancouver The Cooperative Purchasing Network Official Contract Holder Helps the Public Sector make easy Security choices with TCPN Top Security Integration Firm ACCESS CONTROL - Frost & Sullivan Customer l, Lene Hirsch Service Leadership Award AMAG - SDM Magazines Intergrator of S2 the year and more Official TCPN Contract Holder 5167 - Security Systems Contract # Contract # 5193 - Facility Integration VIDEO MANAGEMENT Easy To Purchase Security Products Salient and Services Milestone ONSSI, Verint Competative Requirements Already and more Fulfilled Local Sales and Support SURVEILLANCE CAMERAS Best of Breed Products is Ax i IQInvision TCPN is a national governmental purchasing cooperative able to leverage one of the largest pools of purchasing potential. TCPN competitively bids and awards contracts to national vendors in accordance with Bosch purchasing procedures mandated by state procurement laws and regulations. This means equal pricing for the Honeywell smallest entities and the largest buyers. TCPN contracts are available for use and benefit all entities that must comply with state purchasing laws (public and private schools, colleges and universities, cities, counties, Panasonic non-profits, and all governmental entities). and more. Participation in TCPN will provide your entity the legally required competition for contracts on commonly purchased products and services. FIRE SYSTEMS We award contracts based on quality, proven EST performance, and most importantly, pricing. Silent Knight TCPN was established under state law to help Bosch other governmental entities operate efficiently and economically, and this is our only mission. Utilizing a TCPN contract means you deal CONVERGINT TECHNOLOGIES directly with the vendor, as you would normally, using the TCPN contract as your own. Weve already done the Michael Huffman hard part, and well be with you every step of the way to help increase your efficiency, shorten your delivery time, and stretch your tax dollars. 1420 N. SAM HOUSTON PKWY E. STE 190 Governmental entities working together, saving the soft costs associated with the competitive bid process, 2 HOUSTON, TEXAS 7703 reaping the benefits of nationally leveraged pricing, and it's free of charge no dues, no fees, nothing . . .thats working smart! OFF. 281.327.3700 FAX. 832.327.4499 michael.huffman @CONVERGINT.COM * NY USA: Atlanta Austin Chicago DC Dallas Denver Houston Los Angeles Minneapolis Nashville New Orleans Portland WWW.CONVERGINT.COM Richmond San Francisco Seattle CANADA: Calgary Edmonton Ft. McMurray Lethbridge Vancouver REQUEST FOR CITY COUNCIL AGENDA ITEM Budget Agenda Date Requested:4/12 – Council Retreat Source of Funds: Requested By:Jeff Suggs Account Number: Department:OEM Amount Budgeted: Report: Resolution: Ordinance: Amount Requested:$225,000.00 Exhibits:Quote Budgeted Item:YESNO Exhibits: Product Brochures Exhibits SUMMARY & RECOMMENDATION In September 2012, the Office of Emergency Management presented an overview of the City’s hurricane operations to City Council. The presentation identified several mitigation opportunities to improve the City’s response and recovery capabilities, such asinstallation of additional generators, a cell site at the Police Department and installation of permanent protective window coverings atCity Hall. OnJanuary 28, 2013, Council authorized funding for the additional generators. An additional $1.3 million was authorized in the FY 14 budget package, which included $250,000 to fund the cell site, screening for the City Hall generator and the protective window coveringsat City Hall. The window coverings at City Hall will be presented to City Council for review and approval at the April 14, 2014 meeting. While this effort increasesprotection of the City’scritical infrastructure, theoriginal project does not cover all City buildings.In order to expand the project and ensure greater protection for other key facilities, the City proposes adding protective window coveringsto additional buildings in FY 2014-2015. The following is aproposed list of additional public safety buildings that could be included in this project. The City received an initial quote from Exeter Architectural Products in the amount of $225,222.00 to cover all of the proposed buildings. Funding for these additional window coverings could come from potential savings with the current generator project. Thisadditional window project would be a continued effort by the City to implement mitigation efforts to reduce potential damages from a hurricane or other emergency event. Police Department$21,104.00 Court$19,812.00 EMS$28,172.00 Fire Station 2$19,156.00 Fire Station 3$29,189.00 Fire Station 4$17,341.00 Library$90,448.00 TOTAL$225,222.00 Action Required by Council: Consider approval or other action for installation of permanent window coverings at additional City buildings. Approved for City Council Agenda Corby D. Alexander, City Manager Date - -- March 19, 2014 Mr. Jeff Suggs Emergency Management Coordinator City of La Porte, TX RE: Hurricane Barriers Mr. Suggs: We propose to furnish and install EXETER Hurricane Storm Barriers on the following building. Police Department$21,104.00 Court$19,812.00 EMS$28,172.00 Fire Station 2$19,156.00 Fire Station 3$29,189.00 Fire Station 4$17,341.00 Library$90,448.00 TOTAL$225,222.00 Frame Color: To match existing Screen Color: Bronze Screen: 14ga. Galv. Regards Warren Green – Regardingmatters appearing on the agenda; recognition of community members, city employees, and upcoming events; inquiry of staff regarding specific factual information or existing policies– Councilmembers Clausen, Martin, Moser, Kaminski, Zemanek, Leonard, Engelken, Mosteit and Mayor Rigby. I n compliance with the Americans with Disabilities Act, the City of La Porte will provide for reasonable accommodations for persons attending public meetings. To better serve attendees, requests should be received 24 hours prior to the meeting. Please contact Patrice Fogarty, City Secretary, at 281.470.5019. I certify that a copy of the April 12, 2014, agenda of items to be considered by the City Council was posted on the City Hall bulletin board on April 4, 2014.