HomeMy WebLinkAbout04-16-16 Special Meeting of the La Porte City Council- Budget Retreat
LOUIS RIGBYLOUIS RIGBYDARYL LEONARDDARYL LEONARD
MayorCouncilmember District 3Councilmember District 3
JOHN ZEMANEKJOHN ZEMANEKKRISTIN MARTINKRISTIN MARTIN
Councilmember at Large ACouncilmember at Large ACouncilmember District 4Councilmember District 4
DOTTIE KAMINSKIDOTTIE KAMINSKIJAY MARTINJAY MARTIN
Councilmember at Large BCouncilmember at Large BMayor ProMayor Pro-Tem
Councilmember District 5Councilmember District 5
DANNY EARPDANNY EARP
Councilmember District 1Councilmember District 1
MIKE CLAUSENMIKE CLAUSEN
Councilmember District 6Councilmember District 6
CHUCK ENGELKENCHUCK ENGELKEN
Councilmember District 2 Councilmember District 2
CITY COUNCIL MEETING SPECIAL AGENDACITY COUNCIL MEETING SPECIAL AGENDA
Notice is hereby given of a Special Meeting of the La Porte City Council to be held April 16, 2016, Notice is hereby given of a Special Meeting of the La Porte City Council to be held
April 16, 2016,
beginning at 8:30 AM, in the City Hall Council Chambers, 604 W. Fairmont Parkway, La Porte, beginning at 8:30 AM, in the City Hall Council Chambers, 604 W. Fairmont Parkway, La Porte,
Texas, for the purpose of considering the following agenda items. All agenda items are subject to Texas, for the purpose of considering the following agenda items. All agenda items are
subject to
action.
1. CALL TO ORDER CALL TO ORDER
-- The purpose of this meeting is to discuss and The purpose of this meeting is to discuss and
2. DISCUSSION AND POSSIBLE ACTIONDISCUSSION AND POSSIBLE ACTION
formulate City Council and staff plans, operations, policies, and/or future projects, including the formulate City Council and staff plans, operations, policies, and/or future projects,
including the
following: following:
(a) (a) Financial Overview Financial Overview -- M. Dolby M. Dolby
(b) (b) Capital Improvement Plan Update Capital Improvement Plan Update -- S. Valiante S. Valiante
(c) (c) Park Maintenance Division within the Parks and Recreation Department Park Maintenance Division within the Parks and Recreation Department -- (Councilmember (Councilmember
Engelken) Engelken) -- R. Epting R. Epting
(d) (d) (d) (d) City Wheelchair Ramp/Sidewalk Update City Wheelchair Ramp/Sidewalk Update City Wheelchair Ramp/Sidewalk Update City Wheelchair Ramp/Sidewalk Update ---- (Councilmember
Engelken) (Councilmember Engelken) (Councilmember Engelken) (Councilmember Engelken) ---- S. Valiante S. Valiante S. Valiante S. Valiante
(e) (e) Glen Meadows Park Shade Cover Glen Meadows Park Shade Cover -- (Councilmember Earp) (Councilmember Earp) -- R. Epting R. Epting
(f) (f) Conversion of The Original City Hall Building to a Visitors Center Conversion of The Original City Hall Building to a Visitors Center -- (Councilmember (Councilmember
Zemanek)Zemanek)-- T. Leach T. Leach
(g) (g) City of La Porte Electronic Records Management City of La Porte Electronic Records Management -- (Councilmember Zemanek) (Councilmember Zemanek) -- P. Fogarty P. Fogarty
(h) (h) CityCity--Wide Camera System Wide Camera System -- R. Valdez R. Valdez
(i) CityCity--Wide Pavement Maintenance and Management Program Update Wide Pavement Maintenance and Management Program Update -- S. Valiante S. Valiante
(j) Proposed Concrete Street Program Transition Proposed Concrete Street Program Transition -- S. Valiante S. Valiante
(k) (k) Proposed adjustment to fees related to Zoning/Development Applications and Golf Course Proposed adjustment to fees related to Zoning/Development Applications and Golf Course
Greens/Cart Fees Greens/Cart Fees -- T. Tietjens/T. Leach T. Tietjens/T. Leach
(l) Operations of the La Porte Boys Baseball Association Operations of the La Porte Boys Baseball Association -- R. Epting R. Epting
(m) (m) Comprehensive Compensation Market Study for nonComprehensive Compensation Market Study for non--Civil Service positions Civil Service positions -- M. Hartleib M. Hartleib
(n) (n) Discuss future of the former Texas Parks and Wildlife Building/Property Discuss future of the former Texas Parks and Wildlife Building/Property -- T. Leach T. Leach
(o) (o) Review of Tahoes for General Police Patrol Use Review of Tahoes for General Police Patrol Use -- K. Adcox K. Adcox
--
3.COUNCIL COMMENTSCOUNCIL COMMENTS
Regarding matters appearing on the agenda; recognition of community Regarding matters appearing on the agenda; recognition of community
members, city employees, and upcoming events; inquiry of staff regarding specific factual information or members, city employees, and upcoming events; inquiry of staff regarding specific
factual information or
existing policies existing policies -- Councilmembers Zemanek, Leonard, Engelken, Earp Clausen, J. Martin, K. Martin, Councilmembers Zemanek, Leonard, Engelken, Earp Clausen, J.
Martin, K. Martin,
Kaminski and Mayor Rigby.Kaminski and Mayor Rigby.
4. ADJOURN ADJOURN
The City Council reserves the right to meet in a closed session on any agenda item should the need arise and if applicable 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. pursuant to authorization by Title 5, Chapter 551, of the Texas Government Code.
In compliance with the Americans with Disabilities Act, the City of La Porte will provide for reasonable accommodations In 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 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. meeting. Please contact Patrice Fogarty, City Secretary, at 281.470.5019.
CERTIFICATIONCERTIFICATIONCERTIFICATIONCERTIFICATION
I certify that a copy of the April 16, 2016, agenda of items to be considered by the City Council was posted on the City I certify that a copy of the April 16, 2016, agenda of items
to be considered by the City Council was posted on the City
I certify that a copy of the April 16, 2016, agenda of items to be considered by the City Council was posted on the City I certify that a copy of the April 16, 2016, agenda of items
to be considered by the City Council was posted on the City
Hall bulletin board and website on April 8, 2016.Hall bulletin board and website on April 8, 2016.
Patrice Fogarty, City SecretaryPatrice Fogarty, City Secretary
REQUEST FOR CITY COUNCIL AGENDA ITEMREQUEST FOR CITY COUNCIL AGENDA ITEM
April 16, 2016April 16, 2016AppropriationAppropriation
Agenda Date Requested:Agenda Date Requested:
N/AN/A
Michael DolbyMichael DolbySource of Funds:Source of Funds:
Requested By:Requested By:
Account Number:Account Number:
FinanceFinance
Department:Department:
Amount Budgeted:Amount Budgeted:
Report:Resolution:Resolution:Ordinance:Ordinance:
Amount Requested:Amount Requested:
Other:
Budgeted Item:Budgeted Item:YESYESNONO
AttachmentsAttachments : :
1. Presentation of Financials Presentation of Financials
SUMMARY & RECOMMENDATIONSSUMMARY & RECOMMENDATIONS
As a planning tool at the PreAs a planning tool at the Pre--Budget Retreat staff provides a brief overview of the current financial 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. conditions of the City and a preliminary projection of where current trends may lead. Highlighted
in the Highlighted in the
presentation are the General Fund and the Utility Fund.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. The projections are subject to change as more data becomes available in late spring/early
summer.
Action Required of Council:Action Required of Council:
No action required by Council.No action required by Council.
Approved for City Council AgendaApproved for City Council Agenda
Corby D. Alexander, City ManagerCorby D. Alexander, City ManagerDateDate
REQUEST FOR CITY COUNCIL AGENDA ITEMREQUEST FOR CITY COUNCIL AGENDA ITEM
April 16, 2016April 16, 2016AppropriationAppropriation
Agenda Date Requested:Agenda Date Requested:
Source of Funds:Source of Funds:
Sharon ValianteSharon Valiante
Requested By:Requested By:
Account Number:Account Number:
Public WorksPublic Works
Department:Department:
Amount Budgeted:Amount Budgeted:
Report:Resolution:Resolution:Ordinance:Ordinance:
Amount Requested:Amount Requested:
Other:
Budgeted Item:Budgeted Item:YESYESNONO
AttachmentsAttachments : :
1. Copy FY 16 Updated CIP Budget Copy FY 16 Updated CIP Budget
2. Project Description Prelim Cost Lomax Project Description Prelim Cost Lomax
3. Amendment to TxDot Agreement Amendment to TxDot Agreement -- Airport Airport
4. TxDOT Updated Aviation Project TxDOT Updated Aviation Project
DevelopmentDevelopment
5. Preliminary 5 Year CIP BUdgets (FY 17 Preliminary 5 Year CIP BUdgets (FY 17--21)21)
SUMMARY & RECOMMENDATIONSSUMMARY & RECOMMENDATIONS
The FY 16 plan is being implemented and updated. The proposed draft of the next 5The FY 16 plan is being implemented and updated. The proposed draft of the next 5--year CIP year CIP
preliminary plan is included for reference and will require adjustment over time by City Council as preliminary plan is included for reference and will require adjustment over time by
City Council as
changing priorities and conditions dictate. The 5changing priorities and conditions dictate. The 5--YR CIP includes streets and drainage within the road YR CIP includes streets and
drainage within the road
right-of-way areas, along with City utility and airport projects. way areas, along with City utility and airport projects.
The FY 2016 plan assumptions are as follows: $5.1 M in projects approvedThe FY 2016 plan assumptions are as follows: $5.1 M in projects approved
Sources of funding include $1,000,000/year street tax, $250,000/year from the drainage fee, Sources of funding include $1,000,000/year street tax, $250,000/year from the drainage fee,
$150,000 from the General Fund previously (and still) going toward sidewalk repairs, and $150,000 from the General Fund previously (and still) going toward sidewalk repairs, and $150,000
from the General Fund previously (and still) going toward sidewalk repairs, and $150,000 from the General Fund previously (and still) going toward sidewalk repairs, and
$2,000,000 from bond proceeds. $2,000,000 from bond proceeds.
$2,000,000/year for utility improvements. Including $2,000,000 from bond proceeds. $2,000,000/year for utility improvements. Including $2,000,000 from bond proceeds.
Updates/Notable Changes to the FY 2016 plan:Updates/Notable Changes to the FY 2016 plan:
In March 2015, staff submitted a project package for the Lomax Lift Station Consolidation Project In March 2015, staff submitted a project package for the Lomax Lift Station Consolidation
Project
to the Texas Water Development Board (TWDB) for consideration of funding. City staff are to the Texas Water Development Board (TWDB) for consideration of funding. City staff are
currently completing an application for a loan application for $10.6 M. This loan amount may be currently completing an application for a loan application for $10.6 M. This loan
amount may be
reduced by more than $1reduced by more than $1--million depending on TWDBmillion depending on TWDBs review of the Citys review of the Citys green project s green project
request. request.
The Water Meter Replacement Project is working well with a $90,000 budget.The Water Meter Replacement Project is working well with a $90,000 budget.
TxDOT and the City have now entered into an agreement to perform a Business Plan study. It is TxDOT and the City have now entered into an agreement to perform a Business Plan study.
It is
just now kicking off with a SWOT analysis scheduled for late April 2016. The Cityjust now kicking off with a SWOT analysis scheduled for late April 2016. The Citys share is now s
share is now
at $11,327 (10%). Total project cost is $113,270.at $11,327 (10%). Total project cost is $113,270.
Future/Other Considerations:Future/Other Considerations:
City and Harris County staff have discussed the need for future improvements to Fairmont City and Harris County staff have discussed the need for future improvements to Fairmont
Parkway within La Porte. Harris County submitted an application in January, 2015 to HGAC for Parkway within La Porte. Harris County submitted an application in January, 2015 to HGAC
for
federal funding for improved signal coordination along the Fairmont Parkway corridor. The project federal funding for improved signal coordination along the Fairmont Parkway corridor.
The project
would also include joint county/city participation in intersection capacity improvements. Staff would also include joint county/city participation in intersection capacity improvements.
Staff
anticipates a total City share of up to $1.5 million including the potential for isolated utility anticipates a total City share of up to $1.5 million including the potential for isolated
utility
relocations. The project was scoped for design in late March 2016 to begin the design phase for relocations. The project was scoped for design in late March 2016 to begin the design
phase for
the intersection signal upgrades/rebuilds/new construct. The original timeline that indicated design the intersection signal upgrades/rebuilds/new construct. The original timeline that
indicated design
in early 2016 with construction in late 2016 has changed. Amendments to the project were in early 2016 with construction in late 2016 has changed. Amendments to the project were
submitted to the Transportation Improvement Program (TIP) recently and were just approved in submitted to the Transportation Improvement Program (TIP) recently and were just approved
in
ndndrdrd
March 2016. The time line projections now would show design in 2March 2016. The time line projections now would show design in 2--33 quarter of 2016, with the quarter of 2016, with
the
thth
letting phase most likely in late 4letting phase most likely in late 4 quarter of 2016 or early 2017. An additional phase is planned quarter of 2016 or early 2017. An additional phase
is planned
for the widening of Fairmont Parkway. At this time Harris County does not have a projected for the widening of Fairmont Parkway. At this time Harris County does not have a projected
timeline for the widening. timeline for the widening.
thth
The City will submit a 5The City will submit a 5--year plan in FY 17 (N 6year plan in FY 17 (N 6 Street) for annual funding in the next 5 Street) for annual funding in the next 5--year
year
allocation (FY 18 allocation (FY 18 FY 23) for HUD Community Block Grant Development funding and generate at 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 least $1,100,000 in funding over FY 18 and FY 19 though the actual funding levels will not
be
known until FY 17. known until FY 17.
Identification of FY 18 Identification of FY 18 -- FY 21 street improvements are deferred pending the updated FY 21 street improvements are deferred pending the updated
comprehensive street inspection rating report scheduled for FY 18. comprehensive street inspection rating report scheduled for FY 18.
Staff received a grant from Harris County Transit for a sidewalk project on Park Street. Staff received a grant from Harris County Transit for a sidewalk project on Park Street. The
The
project grant is valued at $357,000. The Cityproject grant is valued at $357,000. The Citys match is $71,400 (20%). Staff approached Harris s match is $71,400 (20%). Staff approached
Harris
County Pct 2 for participation in the project thru the Precincts Safe Route to School program and County Pct 2 for participation in the project thru the Precincts Safe Route to School
program and
have received confirmation of at least $125,000 and could be as much as $200,000 to apply to the have received confirmation of at least $125,000 and could be as much as $200,000 to apply
to the
project for any additional costs that may be incurred/necessary after design and a construction project for any additional costs that may be incurred/necessary after design and a construction
estimate is prepared. estimate is prepared.
The TWDB Lomax Lift Station loan/grant ($10.6M), Harris County/City Fairmont Parkway project The TWDB Lomax Lift Station loan/grant ($10.6M), Harris County/City Fairmont Parkway project
($1.5M), and some Airport improvements ($280,000), may be lining up for nearly $13M in total ($1.5M), and some Airport improvements ($280,000), may be lining up for nearly $13M in total
construction cost in FY 17. Staff will need to see how the grant/loan applications play out and construction cost in FY 17. Staff will need to see how the grant/loan applications play
out and
make adjustments to the project schedules as needed for logistics and project management. make adjustments to the project schedules as needed for logistics and project management.
Staff submitted a project scope request to TxDOT Aviation for consideration of a $2.4 million Staff submitted a project scope request to TxDOT Aviation for consideration of a $2.4 million
airport pavement rehabilitation project. The runways were last resurfaced in 1993. With the airport pavement rehabilitation project. The runways were last resurfaced in 1993. With
the
airport Fund balance leveling off at $350,000, the maximum project value the city could participate airport Fund balance leveling off at $350,000, the maximum project value the city
could participate
in over the next five years is $3M. The total updated list of improvements as outlined by the draft in over the next five years is $3M. The total updated list of improvements as outlined
by the draft
summary from TxDOT is $4.265M. Other concerns relating to airport operations and summary from TxDOT is $4.265M. Other concerns relating to airport operations and
maintenance have prompted a hold on movement of the improvements. maintenance have prompted a hold on movement of the improvements.
Action Required of Council:Action Required of Council:
Consider the items presented and discussed, and provide direction to staff. Consider the items presented and discussed, and provide direction to staff.
Approved for City Council AgendaApproved for City Council Agenda
Corby D. Alexander, City ManagerCorby D. Alexander, City ManagerDateDate
CIP (Streets, Utilities, Drainage)
AIJKLMAF
2015-16
188
189 StreetUtility DrainGrantTotalComments
190 CIPCIPFeeor Bond
191($1000)($1000)($1000)($1000)($1000)
192 FY 2016
193
194
{** Drainage Bond = $200K}. Streets
650650
100200950
195 Construct W D. (S. 6th to S. 3rd); S. 4th (W. B to W. D)
Bond $650K
Construct Handicap Ramp (Where Sidewalk Exists, Full Height Curb, No
Planning and Engineering
150150
Ramps Currently, $50,000), Sidewalk Repairs
196
Construct Asphalt Street Surfacing: Kansas, N. 4th (Main to W. B), West
A, West B, N. Utah, N. Brownell, East K/Montana/East L, Oregon, Bay
Colony (west of Sunrise), McCarty, Browning , N. Lobit, H Street (West
10001000
of H), C St. (San Jacinto to S. Idaho), West Polk/S 18/S 17 (west of S
197 16th). Others TBD Budget Permitting.
Asphalt Streets Reclaimed by City Crews:
150150
See Street Repair Materials
198
Concrete Street Repair - Remove/Replace (Small Sections)200
200
199
Concrete Street Repair - Slab Jacking (Small Sections)5050
200
Street Repair Materials (City Crew Construction)
Combined with Asphalt Streets
75 22575 225
Reclaimed by City Crews
201
Design Coupland Drive Improvements/R/O/W acquisition
100 100200
202 Including R/O/W and Acquisition = $50K
Design Pinebluff Subdivision Improvements
807050200
203
Thermoplastic Markings/Reflectors Luella, Thermoplastic Markings
8080
204
Other Locations City wide.
205
206 Utility Only Projects
207
208
Sewer Rehabilitation (SSO Plan)350
350
209
210
Design Replace Hillridge Booster Pumps, Add Pumping Capacity, New
100
Building
211
100
Interior/Exterior Painting _ Fairmont Elevated Water Tank, Exterior
685
Painting Main Street
212$140K Rolled from FY 15. Total $825K.
685
213
Water line replacement In-house 45
45
214 Equipment Replacement Water20
20
Moved to the Division Budget
215 Equipment Replacement Wastewater40
40
Moved to the Division Budget
216
Valve Replacement Program In-house25
25
217
Headworks Improvements at the WWTP300
300
218
Lift Pump Replacement6060
219
Lift Station Improvements35
35
220 Water Meter Replacement
180$90K Residential; $90K Commercial
180
221 Drainage Only Projects
222
300
300 50
223
Construct Mission Estates Storm Sewer Rehabilitation Changed to $50K for Budget
50
224
Drainage Materials for City Crews5050
225 2020
TV Inspection Storm Sewer System
226
85
227 Streets/Drainage Contingency10 95
FY 16 Includes $10K Contingency
228
165
229
146 SB Access Water Main Extension Design & Construction 165
230 Union Pacific RR Relocates 100100
The RR Dropped Project. Not in Budget
Target = 3,000 Streets + 100 Sidewalks +
$250 Drainage Fee
231
232
FY 16 Streets + Draiange Target = $3,350
233 1,89521154706505,1303,350
234 FY 2016 Annual Expenditure Total$2,545$2,000$805$0$5,350
235
236 OtherGeneralAirportLoanGrantTotal
237 Loan Costs - Texas Water Development Board (Lomax Lift Stations)170170
Moved to FY 2017
238 Lomax Lift Station Consolidation Design765195960
Moved to FY 2017
239 Airport Business Study10 1190 102100 113
Amendment to study by TxDOT
240 Airport FY 17 Resurfacing Project Design30170200
Deferred Pending Business Study
6420 5243
241 6,780
242
243
(SSO Plan = City/TCEQ Agreed Project Schedule to Eliminate Sanitary Sewer Overflows)
244
245
3/29/2016
CIP (Streets, Utilities, Drainage)
AIJKLMAF
1
2
3
4
5
2016-17
6
7 StreetUtility DrainGrantTotalComments
8 CIPCIPFeeor Bond
9($1000)($1000)($1000)($1000)($1000)
10 FY 2017
11
103507501110
Construct Coupland Drive ImprovementsPossible drainage easemnt acquisition
12
Construct Pinebluff Subdivision Improvements
7505007502000
Reconstruct Water and Rehab Sanitary.
13
N. 6th at Madison and West Main St Drainage Analysis & Design
50150
100
14
Anticipate FY 18 CDBG Grant (tim)
Design Sommerton Improvements
502575150
15
16
Asphalt Streets Reclaimed/Surfaced: TBD. Utilize FY 17 Streets 700
700
17
Inspection.
Concrete Street Repair - Remove/Replace (Small Sections)200
200
18
Concrete Street Repair - Slab Jacking (Small Sections)40
40
19
Street Repair Materials (City Crew Construction)50
50
20
Sidewalk Replacement & Handicap Ramps,
150150
21
22 2828
Inspect all City Streets (Contract)
23
24
25 Utility Only Projects
26 Sewer Rehabilitation (SSO Plan)350350
27 Bayshore Park Subdivision Water and Service Relocation (incl. design)250250
28 Water line replacement In-house 4545
29 Valve Replacement In house2525
30 Lift Station Improvements3535
31 Design S. Broadway Sanitary Sewer Replacement6060
32 Ras/Was (sludge) Pump Replacement5050
33 Commercial Water Meter Replacement5050
34
Clarifier Drive - WWTP100
100
35 135
Digester Aeration Piping135
36
Utility Contingency4040
37
38
39 Drainage Only Projects
40 Drainage Materials for City Crews5050
41 TV Inspection Storm Sewer System2020
42 Browning & Golden330 Repetitive loss area
105
43
Streets/Drainage Contingency8025
44
45
46
47 FY 2017Annual Expenditure Total$1,248$1,950$1,350$1,675$5,893
48
49 Grant
50 OtherGeneralAirportLoanOtherTotal
51
52 Lomax Lift Station Consolidation 10,63581011,445
53 Airport Runway, Taxiway, Tie-Down Apron Rehabilitation 2802,1202,120Pending Business Study, More Engineering
54
Fairmont Parkway Intersection/Signal Improvements1,500 5,5005,500
55 20,800
56
57
58
59
60
61
62
63(SSO Plan = City/TCEQ Agreed Project Schedule to Eliminate Sanitary Sewer Overflows)
3/29/2016
CIP (Streets, Utilities, Drainage)
AIJKLMAF
64
65
2017-18
66
67 StreetUtility DrainGrantTotalComments
68 CIPCIPFeeor Bond
69($1000)($1000)($1000)($1000)($1000)
70 FY 2018
71
72
May 2018 Ballot Issue - Street Tax Renewal (4-years)
73
74
75
Construct Somerton Drive Improvements (Spencer to south line of
5003009001700
Brookglen Park). 12" Watermain connection from Bandridge WP to
Spencer Hwy and Venture Road Watermain Connection
76
N. 6th at Madison and West Main St Drainage Analysis & Design
4050150240
77
Anticipate FY 18 CDBG Grant (tim)
(Northside)
78 0
Asphalt Streets Reclaimed/Surfaced: TBD. Utilize FY 17 Street
700700
79
Inspection.
80
Concrete Street Repair - Remove/Replace (Small Sections)200200
81
Concrete Street Repair - Slab Jacking (Small Sections)4040
82
Street Repair Materials (City Crew Construction)5050
Sidewalk Replacement & Handicap Ramps,
150150
83
Design Collingswood (Farrington to Hillridge) and Hillridge (Fairmont Park
151570100
Frontage)FY17 Street Inspection to Determine
84
85 0
86 Utility Only Projects0
87 Sewer Rehabilitation (SSO Plan)350350
88 Hillridge Pump Station Construction-Phase 1 535535
89 Valve Replacement {In House}2525
90 Water line replacement In-house 4545
91 RAS/WAS (sludge) Pump Replacement
6060
92 South Broadway Sanitary Sewer Replacement 240240
1.1 million pending TWDB Lift Station
Big Island Slough Force Main
93
0
94 Lift Station Improvements 3535
95 Commercial Water Meter Replacement3030
96 Utility Contingency8585
97
98 Drainage Only Projects
99 Drainage Materials for City Crews5050
100 TV Inspection Storm Sewer System2020
101 0
102 Streets/Drainage Contingency8025105
103
104
105
106
107
108 FY 2018 Annual Expenditure Total$1,220$1,960$460$1,120$4,760
109
110
111* Lomax Lift Station Consolidation $3,150 - $475 loan forgiveness=$2,675
112
113
114
3/29/2016
CIP (Streets, Utilities, Drainage)
AIJKLMAF
115
116
117
118
119
2018-19
120
121 StreetUtility DrainGrantTotalComments
122 CIPCIPFeeor Bond
123($1000)($1000)($1000)($1000)($1000)
124 FY 2019
125
Construct N 6th drainage and pavement replacement Main to Tyler. Main
St drainage improvements. (Northside)
126
200200550950$550K CDBG Grant for Streets/Drainage
Construct Collingswood (Farrington to Hillridge) and Hillridge (Fairmont
127
2251507001075
Park Frontage) Per FY 17 Inspection
Asphalt Streets Reclaimed/Surfaced: TBD. Utilize FY 17 Street
700
128
700
Inspection.
129 200200
Concrete Street Repair - Remove/Replace (Small Sections)
130 4040
Concrete Street Repair - Slab Jacking (Small Sections)
131 5050
Street Repair Materials (City Crew Construction)
132 150150
Sidewalk Replacement & Handicap Ramps,
Design S. Broadway Main to G; A/B/C Streets from Broadway to San
133
10025125
Jacinto. Pending FY 17 Citywide Inspection.
134
135
136 Utility Only Projects
137 Sewer Rehabilitation (SSO Plan)350350
138 Water line replacement In-house 4545
139 Valve Replacement2525
140 Contract Water Main Replacement (TBD)400400
141 Lift Station Improvements3535
142 Paint Interior of Ground Water Tank @ 4th Street6060
143
Commercial Water Meter Replacement3030
144 Hillridge booster Station Improvements240240
145 Utility Contingency5050
146
147 Drainage Only Projects
148 Drainage Materials for City Crews5050
149 TV Inspection Storm Sewer System2020
150
Streets/Drainage Contingency8025105
151 Fairmont Parkway Intersection/Signal Improvements1200150150 1500
152
153
154
155
156
157 FY 2019 Annual Expenditure Total$2,520$1,810$620$1,250$6,200
158
159
160
161
162
163
164
165
166
167
168
169
170
171
172
173
174
175
3/29/2016
CIP (Streets, Utilities, Drainage)
AIJKLMAF
176
177
178
179
180
2019-20
181
182 StreetUtility DrainGrantTotalComments
183 CIPCIPFeeor Bond
184($1000)($1000)($1000)($1000)($1000)
185 FY 2020
186
187
188
189 200200550950$550K CDBG Grant for Streets/Drainage
Contruct N. 6th Phase 2 (West Tyler to Barbours Cut) (Northside)
Asphalt Streets Reclaimed/Surfaced: TBD. Utilize FY 17 Street
190 700
700
Inspection.
191 250250
Concrete Street Repair - Remove/Replace (Small Sections)
192 4040
Concrete Street Repair - Slab Jacking (Small Sections)
193 5050
Street Repair Materials (City Crew Construction)
194 150150
Sidewalk Replacement & Handicap Ramps,
195
196 0
197 0
198 Utility Only Projects0
199
200 Sewer Rehabilitation (SSO Plan)350350
201 Water line replacement In-house 4545
202 4040
203 Contract Water Main Replacement (TBD)400400
204 Valve Replacement2525
205 Paint Lomax Water Tower Interior/Exterior475475
206 Lift Station Improvements3535
207 Hillridge Water Plant Improvements Phase III400400
208 Commercial Water Meter Replacement3030
209 Utility Contingency0
210 0
211 0
212 0
213 Drainage Only Projects0
214
215 Drainage Materials for City Crews5050
216 TV Inspection Storm Sewer System3030
217 0
218 Streets/Drainage Contingency8025105
219
220
221
222
223
224
225 FY 2020 Annual Expenditure Total$1,270$2,000$305$550$4,125
226
227
228
229
230
231
232
233
234
3/29/2016
CIP (Streets, Utilities, Drainage)
AIJKLMAF
235
236
237
238
2020-21
239
240 StreetUtility DrainGrantTotalComments
241 CIPCIPFeeor Bond
242($1000)($1000)($1000)($1000)($1000)
243 FY 2021
244
245
246
Asphalt Streets Reclaimed/Surfaced: TBD. Utilize FY 17 Street
700
247
700
Inspection.
248 200200
Concrete Street Repair - Remove/Replace (Small Sections)
249 4040
Concrete Street Repair - Slab Jacking (Small Sections)
250 5050
Street Repair Materials (City Crew Construction)
251 150150
Sidewalk Replacement & Handicap Ramps,
252
253 0
254 0
255 Utility Only Projects0
256
257 Sewer Rehabilitation (SSO Plan)350350
258 Water line replacement In-house 4545
259 Contract Water Main Replacement (TBD)400400
260 Valve Replacement2525
261 Lift Station Improvements3535
262 Commercial Water Meter Replacement3030
263 Utility Contingency0
264 0
265
0
266 0
267 Drainage Only Projects0
268
269 Drainage Materials for City Crews5050
270 TV Inspection Storm Sewer System3030
271 0
272 Streets/Drainage Contingency8025105
273
274
275
276
277
278
279 FY 2020 Annual Expenditure Total$1,220$885$105$0$2,210
280
3/29/2016
REQUEST FOR CITY COUNCIL AGENDA ITEMREQUEST FOR CITY COUNCIL AGENDA ITEM
April 16, 2016April 16, 2016AppropriationAppropriation
Agenda Date Requested:Agenda Date Requested:
General FundGeneral Fund
Rosalyn EptingRosalyn EptingSource of Funds:Source of Funds:
Requested By:Requested By:
Account Number:Account Number:
Parks & RecreationParks & Recreation
Department:Department:
Amount Budgeted:Amount Budgeted:
Report:Resolution:Resolution:Ordinance:Ordinance:
Amount Requested:Amount Requested:
Other:
Budgeted Item:Budgeted Item:YESYESNONO
AttachmentsAttachments : :
1. Presentation Presentation--Park Maintenance Division Park Maintenance Division
OverviewOverview
2. Grounds Maintenance Duties Grounds Maintenance Duties
3. Completed Mowing Schedule June 2015 Completed Mowing Schedule June 2015
4. Completed Pecan Park Work Log from one Completed Pecan Park Work Log from one
Staff Member 2015Staff Member 2015
5. Completed Custodial Checklist from Week Completed Custodial Checklist from Week
of 2/15/2016of 2/15/2016
6. Recreation Center Cleaning Report Recreation Center Cleaning Report
SUMMARY & RECOMMENDATIONSSUMMARY & RECOMMENDATIONS
This item has been placed on the agenda at the request of Councilman Engelken.This item has been placed on the agenda at the request of Councilman Engelken.
This request is to discuss Parks Maintenance and provide an explanation of how it is managed and the This request is to discuss Parks Maintenance and provide an explanation of how it
is managed and the
cost. Attached are various exhibits that provide information as to the Parks Maintenance activities such cost. Attached are various exhibits that provide information as to the Parks
Maintenance activities such
as mowing schedules, grounds maintenance, field maintenance, and building maintenance. The as mowing schedules, grounds maintenance, field maintenance, and building maintenance. The
exhibits also contain task checklists staff use for various tasks. As you will see in the exhibits, the exhibits also contain task checklists staff use for various tasks. As you will
see in the exhibits, the exhibits also contain task checklists staff use for various tasks. As you will see in the exhibits, the exhibits also contain task checklists staff use for
various tasks. As you will see in the exhibits, the
Parks Maintenance Division does more than just mow grass, pull weeds and fix broken items at parks Parks Maintenance Division does more than just mow grass, pull weeds and fix broken
items at parks
and buildings. Some of the many other tasks they perform would be considered small refresher and buildings. Some of the many other tasks they perform would be considered small refresher
projects like power washing buildings, parks and sidewalks; as well as painting, repairing drywall, etc. projects like power washing buildings, parks and sidewalks; as well as painting,
repairing drywall, etc.
The division consists of 23 full time staff with an additional 2 seasonal staff in the summer. The division consists of 23 full time staff with an additional 2 seasonal staff in the
summer.
In looking at the budget, the entire division is combined. Below is a breakdown of the budget for this In looking at the budget, the entire division is combined. Below is a breakdown
of the budget for this
division:
Personnel ServicesPersonnel Services$1,311,333$1,311,333
Supplies$124,418$124,418
Services & ChargesServices & Charges$817,918$817,918
Capital OutlayCapital Outlay$158,120$158,120
TOTAL PARKS TOTAL PARKS $2,411,789$2,411,789
MAINTENANCE DIVISIONMAINTENANCE DIVISION
Action Required of Council:Action Required of Council:
Discuss the Parks Maintenance Division within the Parks & Recreation Department.Discuss the Parks Maintenance Division within the Parks & Recreation Department.
Approved for City Council AgendaApproved for City Council Agenda
Corby D. Alexander, City ManagerCorby D. Alexander, City ManagerDateDate
ADDITIONAL GROUNDS MAINTENANCE DUTIES
OUTSIDE OF EVERYDAY MOWING AND WEED EATING SCHEDULE
Competed Competed
Tasks Outside of Mowing and Completed by Special Tasks Outside of Mowing and Completed by Special
Edgingby MowersProjectsEdgingby MowersProjects
Flag Pole RepairsXArbor Day Tree HandoutX
Lowering Flags/ReplacementsXFertilize Lawns and TreesX
Hanging Banners on Fairmont,
Main, Fire Station II, 5 Points,
and San JacintoXHaul Dirt and Mulch for ProjectsX
Playground ConstructionXHaul Ice to City FunctionsX
Playground Inspections & Move Equipment for P & R
RepairsXDepartmentX
Irrigation Repairs @ Parks & Trail Maintenance (trees, mud,
FacilitiesXreplace gravel)X
Table and Chair SetupsXPlant SodXX
Weed Eat County & State
Property (when needed and
Setup Stage for Special they do not respond, RR
Events/Rentals (Rotary, overpass @ Fairmont &
Chamber, Juneteenth, BBQ Spencer; 146 underpass at
cookoff) XFairmont & Main)X
Festivals & Special Event Repair Soccer Goals (weld and
Setup/Work/CleanupXXpaint)X
Christmas Decorations (outside
and deliver from storage for Show Buildings & Facilities to
other departments)XXPotential Renters when no StaffX
Pressure WashingXHOA Joint Venture ProjectsX
Help PW with Garbage Bag
Handout (1 man for 1 month)XTreat for Ants, Bees, and WaspsX
Summer Weekend Trash (1 man
off Mon & Tues, he does trash Pier and Nature Trail Boardwalk
only Sat & Sun)XRepairsX
Equipment Repairs (weed Setup and Wash Pool Furniture
eaters, blowers, mowers)X(store at end of season)X
Fence & Gate RepairsXGraffiti Removal and Cover UpX
Bucket Truck Work for Other
Ballfield electrical/lighting Departments when Needed (PD
repair supportXcameras, EMS/Fire lighting)X
Assist Building Maintenance
Moving & Rearranging Office Projects when Needed (golf
FurnitureXcourse, RFC, EMS)X
Haul and Store Records for
CourtsXTree Trimming & RemovalXX
ADDITIONAL GROUNDS MAINTENANCE DUTIES
OUTSIDE OF EVERYDAY MOWING AND WEED EATING SCHEDULE
COMPLETED MOWING SCHEDULE FOR JUNE 2015
Parks Mowing Schedule7 Day RotationJune 2015
PARKSWK 1WK 2WK 3Wk 4WK 5
M - Brookglen TuMMM
M - Fairmont PoolTOOMMMTu
M - SpenwickWETTuMMM
M - CreekmontTOTuMTuM
M - GlenmeadowsMOWWTuTu
M - 14th StreetTuTROPICALTuWET
T - Northwest PoolMSTORMThTu
T - Wave PoolFThBILLWWET
T - Lomax - Big Island SloughWETMTu/WTu
W - OhioThWHEAVYThW 7/1
W - Tom BrownFThRAINThWET
W - PfeifferThWThWET
W - Bay OaksWWThWET
W - Pine BluffWWThW 7/1
W- Nature Trail EntranceWThThW 7/1
W - Pete GilliamWThThWET
Th - Fitness Center/ SportTuThFFW 7/1
Th - 5 PointsThThFFTh 7/2
F - NorthsideFFHEAVYMHOLIDAY
F - Central/ Evelyn KennedyWTh/FRAINFHOLIDAY
F - San Jacinto PoolWM/FFHOLIDAY
Additional Properties - As needed
Bay ColonyF
Northwest Hill
Main StreetMW
146, Main & Fairmont overpasses
Parks and Wildlife FieldThThFFTh 7/2
Spencer RR Bridge
Fairmont RR bridge
Dunham CrossingM
Traci CornerTh
Notes:
WK 1 Wet Conditions from May floods
Wk 2 Lomax on Mon for Boy Scout rental
Wk 3 Tropical Storm Bill Heavy Rain
Wk 4 Juneteenth at J. Riley Mon., Main on Wed
Wk 5 Mon. Move furniture at RFC Senior's, Tue, Wed. rain Fri. Holiday
CompletedCompleted
3³ ¥¥ )¨³¨ «Ȁ
Check and Clean Refrigerator
%°´¨¯¬¤³
+¨³¢§¤
Check and Wipe Monitors
#¨³¸ /¥ , 0®±³¤ 0 ±ª² £ 2¤¢±¤ ³¨® $¤¯ ±³¬¤³
Organize Video Games
Clean Ping Pong Table
Check and Clean Oven
Sweep and Mop Floor
Clean Flat Panel TVs
Clean Foosball Table
Empty Trash Bins
Clean Pool Tables
Recreation Center Cleaning Report
Clean Microwave
Wipe Counters
CLEANING REPORT Clean Sink
CompletedCompleted
#¤³¤±Ȁ
'¤¤± « #«¤ ¨¦
2¤²³±®®¬²
Cleaning Supplies Needed
Refill Soap Dispensers
Repairs Neeed
Clean Toilets & Urinals
Sweep and Mop Floors
Restock Paper TowelsSweep and Mop Floor
Clean Water Fountain
Restock Toilet Paper
Clean Window Seals
Empty Trash BinsEmpty Trash Bins
Clean Door Glass
Clean Windows
Clean Air Vents
Wipe Counters
Wipe Mirrors
Wax Floor
$ ³¤Ȁ
REQUEST FOR CITY COUNCIL AGENDA ITEMREQUEST FOR CITY COUNCIL AGENDA ITEM
April 16, 2016April 16, 2016AppropriationAppropriation
Agenda Date Requested:Agenda Date Requested:
Street TaxStreet Tax
Sharon ValianteSharon ValianteSource of Funds:Source of Funds:
Requested By:Requested By:
Account Number:Account Number:
Public WorksPublic Works
Department:Department:
$150,000 FY 2016$150,000 FY 2016
Amount Budgeted:Amount Budgeted:
Report:Resolution:Resolution:Ordinance:Ordinance:
Amount Requested:Amount Requested:
Other:
Budgeted Item:Budgeted Item:YESYESNONO
AttachmentsAttachments : :
1. Project 927 City Wheelchair Project 927 City Wheelchair
Ramp/Sidewalk UpdateRamp/Sidewalk Update
2. Map of Sidewalk Repairs Map of Sidewalk Repairs
3. 2015 2015--2016 Sidewalk Project List2016 Sidewalk Project List
4. Sidewalk Replacement Criteria Sidewalk Replacement Criteria
SUMMARY & RECOMMENDATIONSSUMMARY & RECOMMENDATIONS
This item has been placed on the agenda at the request of Councilman Engelken. This item has been placed on the agenda at the request of Councilman Engelken.
The purpose of this item is to provide a brief update regarding the CityThe purpose of this item is to provide a brief update regarding the Citys Sidewalk Replacement s Sidewalk Replacement
Program. In 1994, City Council authorized and allocated funding to address problematic sidewalks. Program. In 1994, City Council authorized and allocated funding to address problematic
sidewalks.
There are a number of tools in the tool box to address sidewalk issues, the most common and most There are a number of tools in the tool box to address sidewalk issues, the most common
and most
costly is to completely remove and replace the sidewalk. Other methods include to use a formulated costly is to completely remove and replace the sidewalk. Other methods include to
use a formulated
pressure grout mixture of various materials to adjust the elevation of an existing sidewalk and a slicing pressure grout mixture of various materials to adjust the elevation of an existing
sidewalk and a slicing
method to remove minor elevation issues that are concentrated or localized within a run of sidewalk. method to remove minor elevation issues that are concentrated or localized within
a run of sidewalk.
In March of 2014, a City wide inspection of all sidewalks was conducted to provide City Council an In March of 2014, a City wide inspection of all sidewalks was conducted to provide
City Council an In March of 2014, a City wide inspection of all sidewalks was conducted to provide City Council an In March of 2014, a City wide inspection of all sidewalks was conducted
to provide City Council an
overall accounting of problematic sidewalks that still existed. The survey identified 3,950 linear feet of overall accounting of problematic sidewalks that still existed. The survey
identified 3,950 linear feet of
sidewalk as replacement candidates and 4,190 linear feet of sidewalk were identified as candidates for sidewalk as replacement candidates and 4,190 linear feet of sidewalk were identified
as candidates for
the pressure grouting repair. In the following years, staff have compiled a running listing of requests the pressure grouting repair. In the following years, staff have compiled a
running listing of requests
(mostly complaint based) that are investigated and placed on a list to be addressed as funding is (mostly complaint based) that are investigated and placed on a list to be addressed
as funding is
available. The FY 15 project list identified 3,198 LF of eligible sidewalk for repair. The FY 16 list has yet available. The FY 15 project list identified 3,198 LF of eligible sidewalk
for repair. The FY 16 list has yet
to be investigated for footages to be determined, but based on an average of about 32 LF per location, to be investigated for footages to be determined, but based on an average of about
32 LF per location,
the estimated footage is about 7,500 LF. And because of ground movement, aging infrastructure, and the estimated footage is about 7,500 LF. And because of ground movement, aging infrastructure,
and
vegetative growth, staff fully expect to see more locations come in for site investigations. Therefore, vegetative growth, staff fully expect to see more locations come in for site
investigations. Therefore,
since the survey was performed, about 13,000 LF of sidewalk has been identified as needing some since the survey was performed, about 13,000 LF of sidewalk has been identified as needing
some
form of repair. form of repair.
Since the survey, staff have completed 6,162 LF of sidewalk repair by contractor. Due to vacancies Since the survey, staff have completed 6,162 LF of sidewalk repair by contractor.
Due to vacancies
within the Planning Departmentwithin the Planning Departments Engineering Division, FY 16 has had a slow start. To facilitate the s Engineering Division, FY 16 has had a slow start.
To facilitate the
program, the Public Works Department has taken on the responsibility for administering the program as program, the Public Works Department has taken on the responsibility for administering
the program as
part of its infrastructure management, and is gearing up to put the project out for bid. Purchasing is in part of its infrastructure management, and is gearing up to put the project
out for bid. Purchasing is in
the final stages of preparing the contract for bid. Locations are being identified from the 2015the final stages of preparing the contract for bid. Locations are being identified from
the 2015--2016 2016
listing for the available funding that remains ($100,136). Based on historical bids, approximately 5,000 listing for the available funding that remains ($100,136). Based on historical
bids, approximately 5,000
LF of sidewalk can be repaired. Public Works inLF of sidewalk can be repaired. Public Works in--house crews are also performing repairs on some of house crews are also performing
repairs on some of
the localized/isolated areas within the City. the localized/isolated areas within the City.
In FY 17, there should be a sidewalk survey performed again to give Council an upIn FY 17, there should be a sidewalk survey performed again to give Council an up--toto--date look at
the date look at the
extent of the issues related to the Cityextent of the issues related to the Citys sidewalk program. For the FY17 program staff is proposing to s sidewalk program. For the FY17 program
staff is proposing to
budget at least $150,000, which would net approximately 7,500 LF of sidewalk repair. And, if Council budget at least $150,000, which would net approximately 7,500 LF of sidewalk repair.
And, if Council
desires to see an increase in the amount of sidewalk concerns addressed, staff would recommend an desires to see an increase in the amount of sidewalk concerns addressed, staff would
recommend an
increase in the amount. To accomplish this, staff would propose to bid the repair contract out as a increase in the amount. To accomplish this, staff would propose to bid the repair
contract out as a
general repair, with a minimum amount of footage to be addressed, with the option to add more, and to general repair, with a minimum amount of footage to be addressed, with the option
to add more, and to
include an option to renew the contract for successive years up to 3include an option to renew the contract for successive years up to 3--5 total. Purchasing is aware of the 5 total.
Purchasing is aware of the
desire and offers no objections to the procurement process.desire and offers no objections to the procurement process.
Action Required of Council:Action Required of Council:
Discussion regarding program, possible funding increase is recommended @ $300,000 or more. The Discussion regarding program, possible funding increase is recommended @ $300,000 or more.
The
additional funding would also address the intersection locations where there are no ramps that currently additional funding would also address the intersection locations where there
are no ramps that currently
exist.
Approved for City Council AgendaApproved for City Council Agenda
Corby D. Alexander, City ManagerCorby D. Alexander, City ManagerDateDate
Project 927 City Wheelchair Ramp/Sidewalk
Account Number: 033-9892-927Budget
Funding:BudgetExpendituresEncumbrancesRemaining
Fiscal Year 15-16$ 150,000 $ 49,864$ -
Total$ 150,000 $ 49,864$ -$ 100,136
Note: This project does not roll forward each year. A new amount is budgeted each year.
PD
ROJECT ESCRIPTION
This project is to continue an initiative that began FY13 to install new handicap accessible ramps throughout the City
where the existing sidewalk does not currently have a ramp at intersection with roadways.
Future Operating Impact: No additional operational impacts identified.
FQFY15-16
IRST UARTER
The program was complaint based for this period. A small contract letting occurred for those complaints on the
list with 14-15 funds. The program is now being retooled to become part of the overall infrastructure
maintenance program of Public Works. A larger project letting is anticipated this summer/fall with remaining 14-
15 funds as well as current 15-16 funds.
TCEJORP TNEMECALPER KLAWEDIS
TCEJORP TNEMECALPER KLAWEDIS
ETROP AL FO YTIC
ETROP AL FO YTIC
EVA TIBOL N
DNAL AES
ELSILRAC
TS F
SIVAD
S
HTUO
RD YAW
YB
AEV
NATNOMA RENNOB
TS D
TS C
EVA NOGERO
TS B
AXETTS A
TS S
641 YWH DLO
TS YAWDAORB N
.RD NOORT
TS TS TS1 S
TS1 N
FAEL
NEERGRD BULC YRTNUOC
TS DN2 NTS DN2 S
RD U
OYAB
TS DR3 N
TS DR3 S
TS HT4 N
TS HT4 S
TS HT5 N
S HT5 S
T
TS HT6 S
TS HT6 S
TS HT6 N
T
S HT6 N
TS HT7 NTS HT7 S
E
VA ERTNEC
HT8 S
TS
N641 HS N
641 HS
641 HS S
641 HS S
TS HT11 S
TS HT11 N
TS HT21 S
TS HT21 N
TS HT31 S
TS HT31 N
DR GNARTS
TS HT41 N
TS HT41 STS HT41 S
TS HT51 S
TS HT61 SDR LLEWOP
TS HT61 N
71 S
TS HT
TS DR32 N
TS
HT52 S
DR SNES
RD NOISSIM
NL NOMELGNIDNAL RECNEPS E
NL ARUAL
GNIDNAL RECNEPS W
YELRIHS
RD AYNAT
RD ACISSEJ
TTEYOB
EVA DOOWMLE
WEIV YELLAV
DVLB TROPRIA
RIC FAEL ELPAM
RD XAMOL
ENAUD
RD
RD DOOWTFIRD
NANAHCUB
RD NEPSA
OP
KRAP RELIART TS
RD DOOWTEELF
RD YVLA
RD DOOWKAET
DR KRAPYAB
YSAE
TS
DR NOS
NIBOR
RD NOTGNIRRAF
LOO
HCS XAM
OL
DR LOOHCS XAMOL
RD DNALPUOC
RD SWODAEMNELG
NL YRAM
ORB
GNINW
WEIVWOLLIW
NL KRAL WODAEM
RIC OHCUAG
RD WODAEM KOORB
R
D KRAP WODAEM
RIBGNIKCOM
D
RD TNOMRADEC
NL YMMAC
RD RATS GNIZALB
NL AM
OL COL
RD EVOLGXOF
D
R DOOWR
EDNU
DDR OOWREDNU DLO
RD TRESED E
D
D NUR TRESE
R
NL WATCOHC
DLEIFEG
DIR
NL GNISSORC NACEP
ELLIVSKRALC
REYAB
DRAN
REB
ANAC
DR AD
ARAT
NL ENYWDALG
RD KCOR NREF
NL NOTHSA
NL NOTHSA
NL SSOM HCTOCS
DVLB ALLEUL
Sidewalk Program 2015-2016
DistrictDate RecievedComplaint?Severe?Completed?
1005 Garden Walk 51/1/2014
1007 Garden Walk51/1/2014
10102 Carlow31/1/2015Y
10107-10111 Rustic Rock31/1/2014
1018 Hackberry51/1/2014
1018 Hackberry Ave.51/1/2015Y
10211 Catlett Ln.61/1/2015Y
10235 Catlett Ln.61/1/2015Y
10238 Catlett Ln61/1/2014
10238 Catlett Ln.61/1/2015Y
10306 Carlow Ln61/1/2014
10306 Catlett Ln61/1/2014
10318 Carlow Ln61/1/2014
10322 Carlow Ln61/1/2014
10323-10327 Catlett Ln61/1/2014
10330 Catlett Ln61/1/2014
1034 Oakleaf 51/1/2014
10343 Shellrock 61/1/2014
10407 Carlow61/1/2014
10413 Spencer Landing South41/1/2014
10419 Shellrock31/1/2015Y
10505 Spencer Landing North41/1/2014
10526 Spencer Landing North41/1/2014
10533 Spencer Landing North41/1/2014
10538 Spencer Landing N41/1/2015Y
10808 Birch Dr. 61/1/2014
10808-10810 Birch 61/1/2014
10810 Collingwood61/1/2014
10816-10818 Birch 61/1/2014
10820 Idlewood 61/1/2014
10822 Collingwood 61/1/2014
10827 Birch61/1/2014
10840 Linwood61/1/2015Y
10846 Spruce Dr.61/1/2015Y
10901 Spruce North 61/1/2014
10902-10900 Spruce NorthD 61/1/2014
10903 Pecan Dr. 61/1/2014
10903 Spruce North 61/1/2014
10905 Spruce North 61/1/2014
10910 Spruce North 61/1/2014
10922 Spruce North 61/1/2014
10925 Spruce North 61/1/2014
10927 Rosewood Crt61/1/2014
10928-10926 Graywood Dr 61/1/2014
10928-10926 Rosewood Crt 61/1/2014
10929 Fairwood Dr51/1/2014
10931 Fairwood Dr51/1/2014
10933 Fairwood Dr.51/1/2014
10934 Rosewood Crt61/1/2014
10934 Rosewood Ct.61/1/2014
10935 Fairwood Dr51/1/2014
10935-10937 Rosewood Crt61/1/2014
10937 Dogwood Dr 61/1/2014
10937-10933 Spruce North 61/1/2014
10942 Spruce North 61/1/2014
109911 Spruce Dr. N51/1/2015Y
11001 Fairwood Dr51/1/2014
11001 Pinewood Crt51/1/2014
11002 Oakwood Dr51/1/2014
11003 Collingswood Dr. 51/1/2014
11004 Oakwood Dr51/1/2014
11015 Fairwood Dr51/1/2014
1102 Glencrest11/1/2014
1103 Oakleaf51/1/2014
114 Erin41/1/2014
11706 Crockett Dr 11/1/2014
11711 Alamo Dr11/1/2014
11723 Alamo Dr. 11/1/2014
11723-11727 Bexar11/1/2014
11728-11722 Bexar11/1/2014
11730-11728 Bexar11/1/2014
118 Tanya41/1/2014
1501 Hwy 146 51/1/2014
1509 Hwy 146 51/1/2014
209 Spencer Landing41/1/2015Y
222 Spencer Landing West41/1/2014
305 Spencer Landing West41/1/2014
3102 Woodland51/1/2014
3110 Silver Springs51/1/2014
3118 Silver Springs51/1/2015Y
3119 Silver Springs51/1/2014
3202 Valley Brook612/31/2015Y
3211 Fernrock21/1/2014
327 Spencer Landing East41/1/2014
3407 Gladwyne 21/1/2014
3411 Brookwood 21/1/2014
3411 Brookwood Dr 21/1/2014
3411 Brookwood Dr 21/1/2014
3415 Brookwood Dr 21/1/2014
3415-3419 Brookwood21/1/2014
3419 Brookwood Dr 21/1/2014
3427 Brookwood Dr21/1/2014
3431 Brookwood Dr 21/1/2014
3437 Brookwood Dr 21/1/2014
346 Joshway41/1/2014
3518 Brookwood Dr.21/1/2015Y
3522 Brookwood Dr.21/1/2015Y
353 Joshway41/1/2014
3534 Brookwood Dr 21/1/2014
3602 Brookwood Dr21/1/2014
3618 Desert Run21/1/2014
3626 Desert Run21/1/2014
3631-3635 Gladwyne Dr21/1/2014
37011 Gladwyne Dr21/1/2014
3703-3707 Gladwyne Dr21/1/2014
3718 Brookwood Dr21/1/2014
3718-3714 Brookwood Dr21/1/2014
3722 Brookwood Dr 21/1/2014
3730 Brookwood Dr 21/1/2014
3802 Brookwood Dr21/1/2014
3810 Teakwood Dr.61/1/2014
3811 Somerton21/1/2014
3814 Brookwind Dr21/1/2014
3814 Pecan Cir61/1/2014
3815 Teakwood 61/1/2014
3815 Teakwood Dr 61/1/2014
3826 Brookwood Dr21/1/2014
3827 Youpon St61/1/2014
3830 Brookwood Dr21/1/2014
3835 Redbud Dr61/1/2014
3835 Teakwood Dr.61/1/2014
3838 Brookwood Dr21/1/2014
3839 Fairbrook Ln21/1/2014
3839-3843 Somerton 21/1/2014
3843-3526 Somerton 21/1/2014
3849 Teakwood Dr. 61/1/2014
3902 Brookwood Dr21/1/2014
4818 Glenpark11/1/2014
4907-4909 Creekview61/1/2014
4921 Parkcrest Dr11/1/2014
4926 Archway 11/1/2014
4926 Glenview Dr11/1/2014
4933-5003 Glenview Dr11/1/2014
5001 Creekview 61/1/2014
5001-5005 Meadow Place Dr1 & 61/1/2014
5002 Glenview 11/1/2014
5002 Glenview Dr11/1/2014
5006 Glenview11/1/2014
5006-5010 Glenview Dr11/1/2014
5009 Glenview11/1/2014
5009 Glenview Dr11/1/2014
5018 Glenview11/1/2014
5033 Glenview11/1/2014
5034 Glenview11/1/2014
5034-5030 Glenview Dr11/1/2014
5117 Glenview11/1/2014
5118 Glenview11/1/2014
5118 Glenview11/1/2014
5122 Glenview11/1/2014
5122-5221 Crestway Dr11/1/2014
5202 Valley Brook Ct.11/1/2014
5206 Ridgecrest11/1/2015Y
5209 Valley View Dr.112/31/2015Y
5501-5505 Heathersprings (?)31/1/2014
5521-5525 Rock Springs31/1/2014
5526 Sugar Creek Dr31/1/2014
5811-8507 Bandridge (?)1/1/2014
8407 Fairbrook Ln21/1/2014
8411 Fairbrook Ln 21/1/2014
8414 Fairbrook Ln 21/1/2014
8416 Fairbrook Ln21/1/2014
8416 Lazy Brook Ln21/1/2014
8423 Lazy Brook Ln21/1/2014
8503 Lazy Brook Ln21/1/2014
8503 Lazy Brook Ln21/1/2014
8514 Beech Haven21/1/2014
8518 Fairbrook Ln 21/1/2014
8518 Somerton21/1/2014
8519 Bandridge 21/1/2014
8522 Fairbrook Ln 21/1/2014
8522-8518 Somerton21/1/2014
8703 Fairbrook 21/1/2014
8707 Brookwind & Fairbrook21/1/2014
8707 Colliningsdale21/1/2014
8707 Somerton 21/1/2014
8711 Bandridge21/1/2014
8711 Colliningsdale 21/1/2014
8764 Beech Haven (?)1/1/2014
8802 Hedgestone Ct.21/1/2015Y
8807 Kensington Ct21/1/2014
8811 Kensington Ct.21/1/2015Y
8815 Venture21/1/2014
8827 Huntersfield 21/1/2014
903 Oakleaf51/1/2014
907 W. Main St.41/1/2015Y
917-913 Willow Creek 31/1/2014
919 Oakleaf51/1/2014
922 Oakleaf51/1/2014
9426 Rustic Gate21/1/2014
9501 Dry Desert21/1/2014
9505 Old Desert21/1/2014
9508 Dry Springs21/1/2014
9530 Rustic Gate21/1/2014
9602 Rustic Gate21/1/2014
9629 Dry Springs21/1/2014
9802 Brookside Dr.11/1/2014
9906 Brookview Dr51/1/2014
9907 Brookview Dr11/1/2014
Cottonwood61/7/2016
East "E" 4 &51/1/2014
East "E" Alley4 & 51/1/2014
Fernrock21/7/2016
Huntersfield & Venture 21/1/2014
Kensington & Brookwood 21/1/2014
Kensington & Huntersfield Ln21/1/2014
Lazybrook & Fairbrook 21/1/2014
North "D" St.41/1/2014
Venture & Orchard 21/1/2014
W. Fairmont & Bay Area1/1/2015
5013 Creek View Dr.62/26/2016
REQUEST FOR CITY COUNCIL AGENDA ITEMREQUEST FOR CITY COUNCIL AGENDA ITEM
April 16, 2016April 16, 2016AppropriationAppropriation
Agenda Date Requested:Agenda Date Requested:
General FundGeneral Fund
Rosalyn EptingRosalyn EptingSource of Funds:Source of Funds:
Requested By:Requested By:
Account Number:Account Number:
Parks & RecreationParks & Recreation
Department:Department:
Amount Budgeted:Amount Budgeted:
Report:Resolution:Resolution:Ordinance:Ordinance:
Amount Requested:Amount Requested:
Other:
Budgeted Item:Budgeted Item:YESYESNONO
AttachmentsAttachments : :
1. Aerial View of Glen Meadows Park Aerial View of Glen Meadows Park
2. Image of a Canvas Shade Structure Image of a Canvas Shade Structure
SUMMARY & RECOMMENDATIONSSUMMARY & RECOMMENDATIONS
This item has been placed on the agenda at the request by Councilman Earp. This item has been placed on the agenda at the request by Councilman Earp.
This request is for a 30This request is for a 30x 30x 30gathering/picnic area with a shade structure at Glen Meadows Park. The gathering/picnic area with a shade structure at Glen
Meadows Park. The
gathering area would have a cement pad and a fabric shade structure. The City would add 4 picnic gathering area would have a cement pad and a fabric shade structure. The City would
add 4 picnic
tables (1 of which is wheelchair accessible), two garbage cans, and one grill to the location. The cost tables (1 of which is wheelchair accessible), two garbage cans, and one grill
to the location. The cost
breakdown would be as follows: breakdown would be as follows:
Cement Pad $ 6,000Cement Pad $ 6,000
Shade Structure $12,500Shade Structure $12,500
4 picnic tables $ 2,8004 picnic tables $ 2,800
2 garbage cans $ 5002 garbage cans $ 500
1 deluxe grill $ 3501 deluxe grill $ 350
TOTAL $22,150TOTAL $22,150
Options for placement are seen on the attached aerial shot of Glen Meadows Park.Options for placement are seen on the attached aerial shot of Glen Meadows Park.
Action Required of Council:Action Required of Council:
Provide input on the budget request for a gathering/picnic area at Glen Meadows Park for $22,150, Provide input on the budget request for a gathering/picnic area at Glen Meadows Park
for $22,150,
including directing staff as to which location is preferred.including directing staff as to which location is preferred.
Approved for City Council AgendaApproved for City Council Agenda
Corby D. Alexander, City ManagerCorby D. Alexander, City ManagerDateDate
IMAGE OF A CANVAS SHADE STRUCTURE
ŷźƭ ƭŷğķĻ ƭƷƩǒĭƷǒƩĻ źƭ ĭǒƩƩĻƓƷƌǤ ƌƚĭğƷĻķ ğƷ ƷŷĻ .ƩƚƚƉŭƌĻƓ {Ʀƌğƭŷ tğƩƉ͵ LƷ źƭ ЋЉ ǣ ЍЉ͵ ŷĻ ƦƩƚƦƚƭĻķ ƭŷğķĻ ƭƷƩǒĭƷǒƩĻ ğƷ
DƌĻƓ aĻğķƚǞƭ tğƩƉ Ǟƚǒƌķ ĬĻ ЌЉ ǣ ЌЉ͵
REQUEST FOR CITY COUNCIL AGENDA ITEMREQUEST FOR CITY COUNCIL AGENDA ITEM
April 16, 2016April 16, 2016AppropriationAppropriation
Agenda Date Requested:Agenda Date Requested:
Fund 037Fund 037
Traci E. LeachTraci E. LeachSource of Funds:Source of Funds:
Requested By:Requested By:
Account Number:Account Number:
AdministrationAdministration
Department:Department:
Amount Budgeted:Amount Budgeted:
Report:Resolution:Resolution:Ordinance:Ordinance:
$93,000$93,000
Amount Requested:Amount Requested:
Other:
Budgeted Item:Budgeted Item:YESYESNONO
AttachmentsAttachments : :
SUMMARY & RECOMMENDATIONSSUMMARY & RECOMMENDATIONS
This item has been placed on the agenda at the request of Councilman Zemanek. This item has been placed on the agenda at the request of Councilman Zemanek.
ndnd
The original City Hall building is located at 111 S. 2The original City Hall building is located at 111 S. 2 Street. Currently, the building is sparsely utilized: Street. Currently,
the building is sparsely utilized:
by the City for meetings with the Main Street business owners and as staging/staff area for some by the City for meetings with the Main Street business owners and as staging/staff area
for some
special events; by the American Legion (although membership has dwindled to the point where special events; by the American Legion (although membership has dwindled to the point where
meetings are no longer being held); and the Chamber for the Christmas on Main reception. meetings are no longer being held); and the Chamber for the Christmas on Main reception.
Staff was asked to identify what would be necessary to convert this building to a Visitors Center. This Staff was asked to identify what would be necessary to convert this building
to a Visitors Center. This
agenda item will address proposed utilization, proposed staffing and operation, proposed layout, and agenda item will address proposed utilization, proposed staffing and operation, proposed
layout, and
proposed cost estimates. proposed cost estimates.
Utilization and Purpose: The purpose of the Visitors Center would be to provide a resource for travelers Utilization and Purpose: The purpose of the Visitors Center would be to provide
a resource for travelers
in La Porte to get information about attractions, activities, and hotels. Additionally, this center would be in La Porte to get information about attractions, activities, and hotels.
Additionally, this center would be
used as a location to display pieces of La Porteused as a location to display pieces of La Portes history that are currently not on display at the Depot s history that are currently
not on display at the Depot
Museum due to space constraints and would be a location that could be utilized for small group Museum due to space constraints and would be a location that could be utilized for small
group
presentations, such as with the Main Street business owners. presentations, such as with the Main Street business owners.
Staffing and Operation: It is proposed that the Marketing/PR Specialist office from this location. The Staffing and Operation: It is proposed that the Marketing/PR Specialist office
from this location. The
primary hours of operation would include regular hours of operation consistent with current City hours, 8 primary hours of operation would include regular hours of operation consistent
with current City hours, 8
am to 5 pm Monday through Friday. Since some visitors are traveling during the weekend, there will be am to 5 pm Monday through Friday. Since some visitors are traveling during the weekend,
there will be
an expectation that the center be open for limited hours on weekends and evenings as well. There are an expectation that the center be open for limited hours on weekends and evenings
as well. There are
two proposals to accommodate the evening/weekend hours coverage for the Visitors Center. Both two proposals to accommodate the evening/weekend hours coverage for the Visitors Center.
Both
include hiring a partinclude hiring a part--time attendant to fill those hours:time attendant to fill those hours:
Mirror the Hours of Antique Shops: Most of the antique shops have evening hours from Mirror the Hours of Antique Shops: Most of the antique shops have evening hours from
Wednesday through Sunday. Staff is proposing that a partWednesday through Sunday. Staff is proposing that a part--time position be considered to mirror time position be considered
to mirror
the evening operating hours of the antique shops. Under this option, the partthe evening operating hours of the antique shops. Under this option, the part--time position is time position
is
programmed for approximately three hours per day Wednesday through Friday and 5 hours per programmed for approximately three hours per day Wednesday through Friday and 5 hours per
day on Saturday and Sunday, for a total of 19 hours per week. There would be no evening hours day on Saturday and Sunday, for a total of 19 hours per week. There would be no evening
hours
on Monday and Tuesday. Additionally, staff would monitor and log visitors by hour and if utilization on Monday and Tuesday. Additionally, staff would monitor and log visitors by hour
and if utilization
warranted modification in hours, those changes could be made.warranted modification in hours, those changes could be made.
Operate Hours Consistent with TXDOT Regulations to Get Visitor Center signage on Existing Operate Hours Consistent with TXDOT Regulations to Get Visitor Center signage on Existing
Blue Highway Sign: Under this proposal, TXDOT has a Visitors Center sign that the City would be Blue Highway Sign: Under this proposal, TXDOT has a Visitors Center sign that the City
would be
eligible to receive if the Visitor Center had hours of operation 7 days per week, 8 hours per day. eligible to receive if the Visitor Center had hours of operation 7 days per week,
8 hours per day.
Under this scenario, staff proposes operating the Visitors Center from 10 am to 6 pm on Saturday Under this scenario, staff proposes operating the Visitors Center from 10 am to 6 pm
on Saturday
and Sunday for a total of 16 hours per week. and Sunday for a total of 16 hours per week.
Proposed Layout and Scope of Improvements: Proposed Layout and Scope of Improvements:
Interior Infrastructure: Interior building improvements that would need to be made include: Interior Infrastructure: Interior building improvements that would need to be made include:
sanding and refinishing the wood floor, installing additional lighting, replacing some door fixtures to sanding and refinishing the wood floor, installing additional lighting, replacing
some door fixtures to
improve security, renovation/reconfiguration of the storage closet area as the closed office space improve security, renovation/reconfiguration of the storage closet area as the closed
office space
(including reconfiguration of HVAC in that area), and renovate restroom entry area. (including reconfiguration of HVAC in that area), and renovate restroom entry area.
Interior Furniture and Fixture: The interior of the Visitors Center would include display cases and Interior Furniture and Fixture: The interior of the Visitors Center would include
display cases and
areas for La areas for La Porte historical items, an office space for the Marketing/PR Specialist, an open office Porte historical items, an office space for the Marketing/PR Specialist,
an open office
area for the PT staff person (likely just a desk and chair), refreshment area, and area for area for the PT staff person (likely just a desk and chair), refreshment area, and area for
TV/projector display. For the furniture and display cases, staff wanted to keep the original feel of TV/projector display. For the furniture and display cases, staff wanted to keep
the original feel of
the original City Hall instead of purchasing contemporary office/display furniture and accessories. the original City Hall instead of purchasing contemporary office/display furniture
and accessories.
Staff has completed a preliminary review of furniture and display cases in La Porte antique shops Staff has completed a preliminary review of furniture and display cases in La Porte
antique shops
and anticipates being able to purchase most, if not all, interior furniture, fixtures, and display and anticipates being able to purchase most, if not all, interior furniture, fixtures,
and display
cabinets from La Porte businesses. cabinets from La Porte businesses.
Exterior improvements: Exterior improvements proposed include: installation of accessible ramp Exterior improvements: Exterior improvements proposed include: installation of accessible
ramp
at the front steps, exterior lighting and signage, reat the front steps, exterior lighting and signage, re--painting, roof replacement or repainting, roof replacement or re--coating
of coating of
existing, and landscaping. existing, and landscaping.
Cost Estimate: Staff worked with one local contractor to get an idea as to the estimated magnitude of Cost Estimate: Staff worked with one local contractor to get an idea as to the
estimated magnitude of
cost. The proposed cost for the renovations as outlined above is approximately $78,000. However, cost. The proposed cost for the renovations as outlined above is approximately $78,000.
However, cost. The proposed cost for the renovations as outlined above is approximately $78,000. However, cost. The proposed cost for the renovations as outlined above is approximately
$78,000. However,
should the Council like to move forward, staff is proposing to include $50,000 in the proposed FY17 should the Council like to move forward, staff is proposing to include $50,000 in
the proposed FY17
budget, with the following caveats as it relates to this cost estimate:budget, with the following caveats as it relates to this cost estimate:
This is a single, informal cost estimate provided by one contractor. Should the Council like to This is a single, informal cost estimate provided by one contractor. Should the Council
like to
move forward with the Visitors Center, a more formal procurement process would be conducted move forward with the Visitors Center, a more formal procurement process would be conducted
to ensure that the City obtains the best pricing possible for the scope of work. to ensure that the City obtains the best pricing possible for the scope of work.
While staff proposes the Hotel Fund as the primary funding source for this project, there is an HWhile staff proposes the Hotel Fund as the primary funding source for this project, there
is an H-
GAC Grant Program called the Downtown Public Spaces Improvements Program that provides GAC Grant Program called the Downtown Public Spaces Improvements Program that provides
grant funding for eligible projects that improve public spaces within downtown areas. Preliminary grant funding for eligible projects that improve public spaces within downtown areas.
Preliminary
discussions with the Program Director have indicated that the Visitors Center project meets discussions with the Program Director have indicated that the Visitors Center project meets
program eligibility requirements for consideration of the matching grant. The maximum grant program eligibility requirements for consideration of the matching grant. The maximum grant
amount that can be awarded is $25,000. Staff would apply for this grant to assist in offsetting the amount that can be awarded is $25,000. Staff would apply for this grant to assist
in offsetting the
cost of renovation. Projects are considered as applications are received. cost of renovation. Projects are considered as applications are received.
In addition to the capital costs to renovate the facility, the estimated staff costs for the partIn addition to the capital costs to renovate the facility, the estimated staff costs
for the part--time time
attendant is approximately $15,000 to $18,000 depending on number of hours worked. This attendant is approximately $15,000 to $18,000 depending on number of hours worked. This
estimate is based on hiring one partestimate is based on hiring one part--time attendant to fill the required number of hours. time attendant to fill the required number of hours.
Action Required of Council:Action Required of Council:
Provide direction regarding proposed conversion of Original City Hall to a Visitors Center.Provide direction regarding proposed conversion of Original City Hall to a Visitors Center.
Approved for City Council AgendaApproved for City Council Agenda
Corby D. Alexander, City ManagerCorby D. Alexander, City ManagerDateDate
REQUEST FOR CITY COUNCIL AGENDA ITEMREQUEST FOR CITY COUNCIL AGENDA ITEM
April 16, 2016April 16, 2016AppropriationAppropriation
Agenda Date Requested:Agenda Date Requested:
Source of Funds:Source of Funds:
Patrice FogartyPatrice Fogarty
Requested By:Requested By:
Account Number:Account Number:
City Secretary's OfficeCity Secretary's Office
Department:Department:
Amount Budgeted:Amount Budgeted:
Report:Resolution:Resolution:Ordinance:Ordinance:
Amount Requested:Amount Requested:
Other:
Budgeted Item:Budgeted Item:YESYESNONO
AttachmentsAttachments : :
SUMMARY & RECOMMENDATIONSSUMMARY & RECOMMENDATIONS
This item has been placed on the agenda at the request of Councilman Zemanek.This item has been placed on the agenda at the request of Councilman Zemanek.
As a topic for the Budget Retreat, staff requests input from Council to determine if this budget year is As a topic for the Budget Retreat, staff requests input from Council to determine
if this budget year is
the time to enhance departmental participation in the Citythe time to enhance departmental participation in the Citys electronic records management program. s electronic records
management program.
In 1990, Ordinance 1675 was passed appointing the City Secretary as the City Records Management In 1990, Ordinance 1675 was passed appointing the City Secretary as the City Records Management
Officer responsible for directing and coordinating all records management operations for City offices Officer responsible for directing and coordinating all records management operations
for City offices
and departments. In its infancy stage, the Cityand departments. In its infancy stage, the Citys program of electronic records management mainly s program of electronic records management
mainly
addressed permanent documents. The City bought Laserfiche software, which is a DoD certified addressed permanent documents. The City bought Laserfiche software, which is a DoD certified
search and retrieval software. Mostly just permanent documents were scanned in, and that search and retrieval software. Mostly just permanent documents were scanned in, and that
accomplished two things. It made the records easily accessible and searchable and also safe from the accomplished two things. It made the records easily accessible and searchable and
also safe from the accomplished two things. It made the records easily accessible and searchable and also safe from the accomplished two things. It made the records easily accessible
and searchable and also safe from the
destructive elements of time, temperature, insects and natural disasters. destructive elements of time, temperature, insects and natural disasters.
Expanding the program to encompass the scanning needs of other City departmentsExpanding the program to encompass the scanning needs of other City departmentsrecords, even records,
even
nonâpermanent records, would greatly enhance the ability to easily locate records which are currently permanent records, would greatly enhance the ability to easily locate records
which are currently
in boxes in the records center and also make them accessible to staff at their fingertips without the need in boxes in the records center and also make them accessible to staff at their
fingertips without the need
to go offsite to try to locate them. In addition to enhanced location of documents for end users, it to go offsite to try to locate them. In addition to enhanced location of documents
for end users, it
ensures the State of Texas required retention of documents. Additionally, the Texas State Library and ensures the State of Texas required retention of documents. Additionally, the Texas
State Library and
Archives Commission permits the scanned copy to be the original copy for records management and Archives Commission permits the scanned copy to be the original copy for records management
and
retention purposes. retention purposes.
One central strategy of costOne central strategy of cost--effective records management is the separation of active from effective records management is the separation of active from
semiâactive or inactive records and the removal of the latter from the active office space in each active or inactive records and the removal of the latter from the active office space
in each
department of the local government to a centralized records storage area. Scanning active records into department of the local government to a centralized records storage area. Scanning
active records into
Laserfiche accomplishes this strategy. After scanning active records and checking for quality control, Laserfiche accomplishes this strategy. After scanning active records and checking
for quality control,
the paper copies can be destroyed. After reaching the desired level of active records scanned into the the paper copies can be destroyed. After reaching the desired level of active records
scanned into the
system, inactive but valuable records need to be reviewed for retention and scanning. system, inactive but valuable records need to be reviewed for retention and scanning.
In order to ensure success on expanding the CityIn order to ensure success on expanding the City--wide records management program, a position wide records management program, a position
dedicated to scanning is recommended. This position would be under the City Secretarydedicated to scanning is recommended. This position would be under the City Secretarys Office.
A s Office. A
document scanner would not need to be purchased if this position could utilize the document scanner in document scanner would not need to be purchased if this position could utilize
the document scanner in
the Finance office. Annual cost for a position, including benefits, would be approximately $41,422.00 the Finance office. Annual cost for a position, including benefits, would be approximately
$41,422.00
($25,000 salary + 24% ($6k) for FICA, Medicare & Retirement + $10,422 for insurance).($25,000 salary + 24% ($6k) for FICA, Medicare & Retirement + $10,422 for insurance).
Action Required of Council:Action Required of Council:
Provide direction regarding expanding the electronic records management program.Provide direction regarding expanding the electronic records management program.
Approved for City Council AgendaApproved for City Council Agenda
Corby D. Alexander, City ManagerCorby D. Alexander, City ManagerDateDate
REQUEST FOR CITY COUNCIL AGENDA ITEMREQUEST FOR CITY COUNCIL AGENDA ITEM
April 16, 2016April 16, 2016AppropriationAppropriation
Agenda Date Requested:Agenda Date Requested:
Source of Funds:Source of Funds:
Rene ValdezRene Valdez
Requested By:Requested By:
Account Number:Account Number:
Information TechnologyInformation Technology
Department:Department:
Amount Budgeted:Amount Budgeted:
Report:Resolution:Resolution:Ordinance:Ordinance:
Amount Requested:Amount Requested:
Other:
Budgeted Item:Budgeted Item:YESYESNONO
AttachmentsAttachments : :
1. Datavox Quote Datavox Quote
SUMMARY & RECOMMENDATIONSSUMMARY & RECOMMENDATIONS
The City currently operates approximately 25 traffic cameras, located at key intersections throughout The City currently operates approximately 25 traffic cameras, located at key intersections
throughout
the City. When operational, the system has proven to be useful for law enforcement purposes to the City. When operational, the system has proven to be useful for law enforcement purposes
to
identify vehicles driven by those suspected of committing crime within La Porte. Unfortunately, the identify vehicles driven by those suspected of committing crime within La Porte.
Unfortunately, the
cameras were not designed for law enforcement applications. Additionally, City facilities, some of which cameras were not designed for law enforcement applications. Additionally, City
facilities, some of which
have video and some which do not, are largely unmonitored. Recent thefts this past year highlighted the have video and some which do not, are largely unmonitored. Recent thefts this
past year highlighted the
need for video cameras at City facilities that are frequented by the public or have strategic importance, need for video cameras at City facilities that are frequented by the public
or have strategic importance,
such as City Hall. Adding additional video systems at locations would enhance security to better protect such as City Hall. Adding additional video systems at locations would enhance
security to better protect
the citizens and employees should there be an emergency incident or in instances where overall the citizens and employees should there be an emergency incident or in instances where
overall
security is a concern like special events (Christmas on Main, Mardi Gras, etc). security is a concern like special events (Christmas on Main, Mardi Gras, etc).
There are currently many different video systems in the City and these cannot be managed by one There are currently many different video systems in the City and these cannot be managed
by one There are currently many different video systems in the City and these cannot be managed by one There are currently many different video systems in the City and these cannot
be managed by one
system or one department. This poses both a security concern for the City, as there is no single system or one department. This poses both a security concern for the City, as there
is no single
software system that law enforcement can use to sift through video footage, and a budgetary concern, software system that law enforcement can use to sift through video footage, and a
budgetary concern,
as it is more expensive to maintain multiple systems than a single, consolidated one. as it is more expensive to maintain multiple systems than a single, consolidated one.
For Council Retreat discussion this year, staff would like to discuss consolidating all City buildings For Council Retreat discussion this year, staff would like to discuss consolidating
all City buildings
under one video system, incorporating the existing video systems and integrating the existing card under one video system, incorporating the existing video systems and integrating the
existing card
access system into a single software backbone. The proposed system has several advantages:access system into a single software backbone. The proposed system has several advantages:
It will allow the IT department to meet the video needs for all departments and allow the City to It will allow the IT department to meet the video needs for all departments and allow
the City to
leverage current assets into a new, upgraded system. leverage current assets into a new, upgraded system.
It will enhance the Police DepartmentIt will enhance the Police Departments ability to cull through video surveillance footage to identify s ability to cull through video surveillance
footage to identify
exactly what is needed, whether that is a time stamp, specific color vehicle, or setting exactly what is needed, whether that is a time stamp, specific color vehicle, or setting
parameters to trigger video footage (such as a city parks after hours).parameters to trigger video footage (such as a city parks after hours).
It will tie all security systems together into a single database, which will eliminate the need to It will tie all security systems together into a single database, which will eliminate
the need to
review card access reports and then switch to a different system to review the video footage for review card access reports and then switch to a different system to review the video
footage for
that time stamp. It would all be included as a single, searchable system.that time stamp. It would all be included as a single, searchable system.
The cameras can be customized to fit the needs for each location. One of the primary The cameras can be customized to fit the needs for each location. One of the primary
challenges the City faces today is lack of clarity in existing video footage (iechallenges the City faces today is lack of clarity in existing video footage (ie-- faces and license
faces and license
plates). While new cameras wonplates). While new cameras wont correct 100% of the issues with camera clarity, there are t correct 100% of the issues with camera clarity, there are
upgrades and configurations that can absolutely improve the video quality. upgrades and configurations that can absolutely improve the video quality.
Should the Council like to move forward, staff proposes a phased approach to assist with affordability Should the Council like to move forward, staff proposes a phased approach to assist
with affordability
and provide the most needed tools quickly. and provide the most needed tools quickly.
Phase One would consist installation of the software backbones (Genetec and Agent VI), integration into Phase One would consist installation of the software backbones (Genetec and Agent
VI), integration into
Dispatch, and camera installation at the following locations:Dispatch, and camera installation at the following locations:
Exterior of City HallExterior of City Hall
Exterior of Recreation CenterExterior of Recreation Center
Exterior of the Golf Course Clubhouse/Maintenance BarnExterior of the Golf Course Clubhouse/Maintenance Barn
Exterior of all Community Buildings (Evelyn Kennedy, Jennie Riley, Brookglen)Exterior of all Community Buildings (Evelyn Kennedy, Jennie Riley, Brookglen)
City Parks with restroom facilities or concessionCity Parks with restroom facilities or concession--type buildings (Little Cedar Bayou Park, Pecan type buildings (Little Cedar Bayou
Park, Pecan
Park, Fairmont Park, MLK Park, Seabreeze Park, Northwest Park, Lomax Park)Park, Fairmont Park, MLK Park, Seabreeze Park, Northwest Park, Lomax Park)
Integration of current building card access system Integration of current building card access system
The City proposes utilizing the Cooperative Purchasing Network (TCPN) contract for security services The City proposes utilizing the Cooperative Purchasing Network (TCPN) contract for
security services
to procure this new system through Datavox. Purchasing items through TCPN contracts enables the to procure this new system through Datavox. Purchasing items through TCPN contracts
enables the
TCPN to leverage the purchasing power of all agencies when negotiating contracts with the vendor TCPN to leverage the purchasing power of all agencies when negotiating contracts with
the vendor
community. Utilizing TCPN contracts can provide for reduced information technology costs, decreased community. Utilizing TCPN contracts can provide for reduced information technology
costs, decreased
administrative costs, and common IT procurement processes. The cost for Phase One is estimated to administrative costs, and common IT procurement processes. The cost for Phase One
is estimated to
be $467,000, which includes the Datavox base price, a $25,000 for costs that will be incurred by the be $467,000, which includes the Datavox base price, a $25,000 for costs that will
be incurred by the
Citys IT Department ( cabling, electrical drops, etc), and a 10% contingency amount. s IT Department ( cabling, electrical drops, etc), and a 10% contingency amount.
On-going annual maintenance for Phase 1 would be approximately $10,800 per year. The first year of going annual maintenance for Phase 1 would be approximately $10,800 per year. The
first year of
maintenance is included in the base Datavox price.maintenance is included in the base Datavox price.
Action Required of Council:Action Required of Council:
Discussion regarding consolidating all City buildings under one video system.Discussion regarding consolidating all City buildings under one video system.
Approved for City Council AgendaApproved for City Council Agenda
Corby D. Alexander, City ManagerCorby D. Alexander, City ManagerDateDate
cost excludes shipping and sales tax
REQUEST FOR CITY COUNCIL AGENDA ITEMREQUEST FOR CITY COUNCIL AGENDA ITEM
April 16, 2016April 16, 2016AppropriationAppropriation
Agenda Date Requested:Agenda Date Requested:
Street TaxStreet Tax
Sharon ValianteSharon ValianteSource of Funds:Source of Funds:
Requested By:Requested By:
033033
Public WorksPublic WorksAccount Number:Account Number:
Department:Department:
$50,000$50,000--RaisingRaising
Report:Resolution:Resolution:Ordinance:Ordinance:
$305,000$305,000--Various Various
Other:
Concrete Street Concrete Street
Repairs Repairs
Amount Budgeted:Amount Budgeted:
AttachmentsAttachments : :
$1,000,000 Asphalt $1,000,000 Asphalt
-- $200,000 Small $200,000 Small
Conc RprsConc Rprs
1. Asphalt Project List 2015 Asphalt Project List 2015--20162016
2. Project Updates from Quarterly CIP Project Updates from Quarterly CIP
Amount Requested:Amount Requested:
Budgeted Item:Budgeted Item:YESYESNONO
SUMMARY & RECOMMENDATIONSSUMMARY & RECOMMENDATIONS
The purpose of this item is to provide a brief update of the CityThe purpose of this item is to provide a brief update of the Citys Pavement Maintenance and s Pavement Maintenance
and
Management Program. In March 2013, Public Works Staff contracted with HDR to perform a Street Management Program. In March 2013, Public Works Staff contracted with HDR to perform a
Street
Condition Assessment for the streets maintained by the City. The purpose of the street condition Condition Assessment for the streets maintained by the City. The purpose of the street
condition
assessment was to provide the City with pertinent information in order to develop a citywide paving assessment was to provide the City with pertinent information in order to develop
a citywide paving
improvement program that would include new construction, rehabilitation, and/or maintenance to improvement program that would include new construction, rehabilitation, and/or maintenance
to
optimize available resources. To understand the program, it is important to know some particulars optimize available resources. To understand the program, it is important to know
some particulars
about the Cityabout the Citys pavement infrastructure. The Public Works Department is responsible for managing s pavement infrastructure. The Public Works Department is responsible
for managing
approximately 127 miles of roadway. This could easily equate to 250+ lane miles of roadway using a approximately 127 miles of roadway. This could easily equate to 250+ lane miles of
roadway using a
two lane crosstwo lane cross--section as a basis for calculating. For ease of classification the Citysection as a basis for calculating. For ease of classification the Citys pavement
s pavement
infrastructure is made up of concrete and asphalt, at a ratio of 62% concrete and 38% infrastructure is made up of concrete and asphalt, at a ratio of 62% concrete and 38% infrastructure
is made up of concrete and asphalt, at a ratio of 62% concrete and 38% infrastructure is made up of concrete and asphalt, at a ratio of 62% concrete and 38%
asphalt.
The goal of a street assessment is to determine which streets will require repair and maintenance and The goal of a street assessment is to determine which streets will require repair
and maintenance and
when. A schedule of repair and maintenance are determined by the following: when. A schedule of repair and maintenance are determined by the following:
Pavement Condition Rating Proposed ImprovementsPavement Condition Rating Proposed Improvements
9 None 9 None
8 None 8 None
7 Minor crack sealing 7 Minor crack sealing
6 Major crack sealing 6 Major crack sealing
5 Asphalt 5 Asphalt 1010--20% partial base
repair & overlay20% partial base repair & overlay
Concrete Concrete 1010--20% minor concrete
point repair20% minor concrete point repair
4 Asphalt 4 Asphalt 2020--30% major base repair
& overlay30% major base repair & overlay
Concrete Concrete 2020--30% major concrete
point repair30% major concrete point repair
3 Asphalt 3 Asphalt 3030--40% major base repair
& overlay40% major base repair & overlay
Concrete Concrete 3030--40% major concrete
point repair40% major concrete point repair
2 Asphalt 2 Asphalt Full depth reclamation/stabilize
& overlayFull depth reclamation/stabilize & overlay
Concrete Concrete Remove and replaceRemove
and replace
1 Asphalt 1 Asphalt Full depth reclamation/stabilize
& overlayFull depth reclamation/stabilize & overlay
Concrete Concrete Remove and replace Remove
and replace
As time goes by and the soil expands and contracts, the aging roadway sections will begin to show As time goes by and the soil expands and contracts, the aging roadway sections will
begin to show
signs of deterioration, settlement and movement. Staff would expect to receive requests from residents signs of deterioration, settlement and movement. Staff would expect to receive
requests from residents
for services to repair/replace those aging roadways as well. for services to repair/replace those aging roadways as well.
The initial survey indicated that about $30M worth of pavement repair is needed to address those The initial survey indicated that about $30M worth of pavement repair is needed to address
those
roadways with a rating of 5 or below and about $2M to address those with a 6 or above. From the date roadways with a rating of 5 or below and about $2M to address those with a 6 or
above. From the date
of the survey in FY 14, until now, the Department has performed the following maintenance and repairs: of the survey in FY 14, until now, the Department has performed the following maintenance
and repairs:
Asphalt Overlays/Repairs: $1,015,000 (FY 16 is scheduled)Asphalt Overlays/Repairs: $1,015,000 (FY 16 is scheduled)
Concrete Street repairs: $ 581,000 (FY 16 = $342,000)Concrete Street repairs: $ 581,000 (FY 16 = $342,000)
Totaling: $1,596,000 Totaling: $1,596,000 Totaling: $1,596,000 Totaling: $1,596,000
For FY 16, the Concrete Street Repair program is complete. Currently the Public Works Department is For FY 16, the Concrete Street Repair program is complete. Currently the Public Works
Department is
working with Purchasing preparing the contract for bid for the Asphalt Overlay and Small Asphalt Repair working with Purchasing preparing the contract for bid for the Asphalt Overlay
and Small Asphalt Repair
thth
projects. Locations identified for the Asphalt Overlay contract include: Kansas, South 4projects. Locations identified for the Asphalt Overlay contract include: Kansas, South 4, West
A, West , West A, West
B, North Utah, East K, East L, Montana and the Alleyway, Oregon, West H, East C, West Polk, North B, North Utah, East K, East L, Montana and the Alleyway, Oregon, West H, East C, West
Polk, North
ththth
18, North 17, North 17, S. Carroll, and Texas. The projected cost associated with this project is approximately , S. Carroll, and Texas. The projected cost associated with this project
is approximately
$530,000 (approximately 18,150 LF or 3.4 miles) $530,000 (approximately 18,150 LF or 3.4 miles)
Note: minor repair and maintenance including patching is ongoing; Staff will be recommending an Note: minor repair and maintenance including patching is ongoing; Staff will be recommending
an
updated pavement condition assessment in early FY 18.updated pavement condition assessment in early FY 18.
Action Required of Council:Action Required of Council:
Receive updateReceive update
Approved for City Council AgendaApproved for City Council Agenda
Corby D. Alexander, City ManagerCorby D. Alexander, City ManagerDateDate
REQUEST FOR CITY COUNCIL AGENDA ITEM
Budget
Agenda Date Requested: April 16, 2016
Source of Funds: Fleet Replacement
Requested By: Sharon Valiante
Account Number:
Department: Public Works
Amount Budgeted: 0
Report: X Resolution: Ordinance:
Amount Requested: $225,000
Exhibits: 2-Dorsett Bros Proposal for Ready Mix Concrete
Budgeted Item: YES NO
Exhibits: 3- T&T Bid Sheet
Exhibits 4-Freightliner of Austin BuyBoard Quote
Exhibits: 5-Cementech Silo Quote
SUMMARY & RECOMMENDATION
Historically, the City has solicited proposals from Ready Mix Companies to provide concrete by
the cubic yard (CY) for the concrete work that Public Works performs in-house for various
infrastructure repairs/construction for streets, drainage, and sidewalk. In the past, two bid
opportunities, the City had a no bid and then a single bidder, T&T Concrete, at $145/CY. Prior
to that, Dorsett Brothers Concrete, dba, Alamo, has supplied the City with ready mix in the past
@ $112/CY or $150/CY if under 6 yard delivery. Dorsett’s current quote is $137/CY or
$150/CY if less than 6 CY.
Typically a 3-5 day wait at a minimum was expected for delivery. There was rarely ever a
morning delivery available and many times the afternoon deliveries would be late, causing crews
to work overtime. And many times, concrete placements were rescheduled, postponed and even
cancelled because concrete availability was pushed out days/weeks at a time.
With this in mind, staff looked at ways of becoming more efficient and getting more work done.
Knowing that the City of Baytown opted to start an in-house operation approximately 3 years
ago and is adding another truck to the operation this year, staff looked to Baytown for some
information. In addition, staff contacted a Buy-Board vendor for information on the cost to
purchase a Concrete Truck, Mixing Unit (quoted at about $197,000) and a Cement Silo (quoted
at about $28,000)
The purchase of the concrete equipment will allow the City’s in-house crews to mix their own
concrete in whatever yardage increment is needed. The materials will be purchased and stored
on-site with an estimated cost of $71 to make a cubic yard of concrete (includes labor,
equipment, and fuel costs). The material purchases can be bought through an interlocal
agreement with Baytown, as Baytown had already competitively bid the necessary materials for
batching concrete (Sand $24.50 a ton, Aggregate ¾ limestone $32.50 a ton, Cement $120.00 a
ton). This would require each City to prepare a standard agreement for purchases, which would
require Council approval by both cities.
Based on current conditions and an estimated 8 year service life (very conservative), using the
current CY bid price of $145/CY it would require mixing approximately 3,041 CY in an 8 year
period to break even on a $225,000 investment ($145 - $71 = $74 x 3,041 = $225,000) Using this
as a foundation, the breakdown is estimated at 380 CY per year or about 7.3 CY per week, (or
most likely 11.3 CY per week with maintenance and overhead cost.) Staff believe that on an
average this is a reasonable assumption and would most likely mix this amount at a minimum.
In addition to street, drainage and sidewalk repair an in-house concrete mixer operation would
allow “on the spot” blocking pours and driveway replacement for utilities after emergency
repairs without delays and would have a minimal impact to the current projected overtime rate.
Staff is proposing to gear up and perform the operations with as follows:
Concrete Crew – Supervisor + 8 FTE’s
JobDescriptionNo.of
Employees
Ditching,setculverts,cleanculvertsanddirthauling(yearround)4
Concreterepair,streets,driveway,curbandsidewalk(yearround)4
As with any new program, at initial implementation one would expect a learning curve and/or
time delays for full implementation. For the concrete unit and silo, there will be lead time
necessary to order and receive the concrete unit and silo, time to install the silo and time to train
personnel on the operation and maintenance of concrete unit. In addition, however, many
benefits can be realized as well; ability to address more project ready tasks, to address
emergency concrete repairs in a more timely manner, job-site efficiency, less inconvenience to
citizens/customers, less traffic delay, and more autonomy for staff.
This proposed change in the Public Works concrete operation also includes a change in the way
asphalt street maintenance is handled, as well. Ideally, staff believes it is in the City’s best
interest to eliminate the chip seal program and use a thin hot mix asphalt overlay for the streets
that are currently in the chip seal program. Historically, staff have contracted for hot mix
asphalt overlays and have begun to concentrate Street Division personnel on preparation of
streets for the hot mix asphalt overlay, preparing to move away from chip seal. Currently, the
cost to perform a road mile of chip seal is $58,330. The current cost to provide a thin overlay per
road mile is about $91,600. Diverting the chip seal costs to the thin overlay program will allow
the City to add an additional 3,350 LF or about 6 city blocks of thin overlay per year to the
asphalt street maintenance program.
Chip seal equipment is up for replacement and/or auction this coming year, so this is a good time
to make this move. At this time the City does not see a need to keep the asphalt distributer or
chip rock spreader, thus eliminating the lease fees ($23,000) and selling at auction (estimated
value $92,750). Staff does recommend keeping the reclaimer/mixer until it has a major
mechanical failure but eliminate the replacement fees of approximately $25,000 a year for this
unit as well. (FYI: Rental units are available for reclaim and stabilization projects as well as
contracting the work.)
Implementation of the change in operations would not require a reduction in staffing levels.
Additionally, little to no time delay is expected during this transition, except for the bid process.
Staff is gearing up to transition the change in operations as follows:
Asphalt Crew – Supervisor + 7 FTE’s
(Includes filling an unfunded vacant position)
JobDescriptionNo.of
Employees
Crackseal(4monthsoutoftheyear)3
AsphaltPatching(allyearround)4
StormSewerProjectsЊЎͼtoЍБͼpipeandditching(6monthsoutoftheyear)45
A change in the asphalt operations should provide benefits. Some of the related benefits from
the change include: Reduced/eliminated maintenance/operational costs at about $300/year net
(new concrete equipment replacing the recommended asphalt equipment that we would not
replace), reduced life cycle costs and longer service life for the roads in the asphalt program;
handles heavy traffic better, provides a smooth surface, seals the surface, eliminates loose stones,
minimizes dust and traffic delays, doesn’t require curing time, provides for low noise generation,
is easy to maintain, and is recyclable.
In summary, the change in the operating philosophy for both programs will help the Department
become more efficient and focus on a more concentrated effort for providing ditch maintenance,
culvert cleaning, and pavement preventative maintenance measures.
Action Required by Council:
Staff is seeking Council consideration to include funding for two initiatives in the FY 17 budget:
1.To transition to an in-house concrete street program, which includes the purchase of
Cement Mixer Unit: $197,000 and a Cement Silo: $28,000.
To transition to thin hot mix asphalt overlay program and eliminate the chip seal
2.
program, which includes the auction of Asphalt Distributer (estimated sale value of
$52,600) and Chip Rock Spreader (estimated sale value of $ 40,150) and filling the
unfunded position of Operator I (estimated $46,100 including benefits)
Approved for City Council Budget Agenda
REQUEST FOR CITY COUNCIL AGENDA ITEM
Agenda Date RequestedApril 16, 2016 Appropriation:
:
Requested By: Tim Tietjens and Traci Leach Source of Funds: N/A
Department: Planning and Development and Golf Account Number: N/A
Report: __X __Resolution: _____Ordinance: _ ___Amount Budgeted: N/A
Exhibits: Amount Requested: N/A
Zoning and Development FeeComparison Table Budgeted Item: N/A
Golf Course Survey
_____________________________________________________________________________________
SUMMARY & RECOMMENDATION
There are two sets of fee schedules that have not been adjusted in many years- City fees related to
zoning and development applications and golf course greens and cart fees.
Zoning and Development Fees:
The Planning Division of the Planning and Development Department is presenting a discussion on
adjusting the City’s fees related to zoning and development applications for City Council
consideration. The City’s fees for the various development applications are currently found in two
different locations:
1.Appendix A of the City’s Code of Ordinances, which includes zoning related fees for
applications within Chapter 106 (Zone Changes, Special Conditional Use Permits, Zoning
Variances, Special Exceptions, and Appeals) and Chapter 62 (Streets, Sidewalks, and Other
Public Places).
2.Ordinance 1444 Development Ordinance, which includes development applications outlined
in the city’s Development Ordinance (Platting, Site Development Plans, General Plans, and
Development Regulation Variances). The last time these fees were modified was in October
2003.
The intent of the fees are to off-set some of the administrative costs associated with the various
applications. The fees in no way cover all personnel and administration costs for processing the
various applications.
Staff contacted many of the various municipalities in the area as a means of comparing their fees
with those of the City of La Porte (see table included as exhibit). The table also includes
recommended modifications to the fees for consideration. The intent of the modifications are to bring
the City’s fees more in line with those of the surrounding communities and the changing
administrative costs associated with those applications.
The following table is intended to provide a comparison of the various applications processed during
the 2015 calendar year comparing the revenue generated from the current fee schedule versus that
proposed with these modifications.
Planning Application # Processed in 2015 Revenue – Based on Revenue – Based on
Current Fee Schedule Proposed Fee Schedule
Preliminary Plat (Non-0 $0 $0
Residential)
Preliminary Plat 1 $200 $200
(Residential)
Final Plat (Non-0 $0 $0
Residential)
Final Plat (Residential) 1 $200 $200
Administrative Plat 14 $2,100 $4,900
(Non-Residential)
1 $150 $250
Administrative Plat
(Residential)
Replat (Non-0 $0 $0
Residential)
0 $0 $0
Replat (Residential)
Amending Plat (Non-1 $100 $250
Residential)
Amending Plat 0 $0 $0
(Residential)
General Plan 1 $100 $250
Special Conditional Use 7 $2,100 $2,800
Permit
4 $1,200 $1,600
Zone Change
Site Plan – Minor 42 $4,215 $8,415
Site Plan – Major 3 $595 $1,045
Special Exception 1 $150 $250
Variance (Development 0 $0 $0
Regulations)
Variance (Zoning) 15 (10 commercial) $2,250 $3,250
Appeal of 0 $0 $0
Administrative
(Enforcement Officer)
Decision
Vacation (R-O-W 8 (w/ application fee) $6,000 $2,400
Abandonment)
TOTAL: $18,235 $25,810
Golf Course Fees:
The cart and greens fees for the Golf Course have not been adjusted since 2008 and 2009,
respectively. The Golf Course Manager conducted a survey of surrounding courses to compare
current green and cart fees to determine if an adjustment was warranted. A total of nine courses
(five of these were municipal courses) were contacted. Bay Forest Golf is the second lowest
priced course in the area and there is room to adjust rates without negatively impacting rounds
non-resident
played. Staff is recommending increasing the rack rates for green and cart fees,
which would result in an increase of approximately $43,820, assuming an equivalent number of
rounds played. No changes are proposed for resident rates.
Rate Class Frequency CurrentProposedRevenue Differential
RateRatebased on Proposed Fee
Schedule
Friday Non-Resident Senior 640 $27.50 $34.00 $ 4,160.00
Friday Non-Resident Weekday 1,020 $33.00 $40.00 $ 7,140.00
(open until 11 am)
Friday Non-Resident Weekend 780 $43.00 $45.00 $ 1,560.00
(11 am to close)
Non-Resident Weekend 5,430 $43.00 $45.00 $10,860.00
Tournament Weekday 1,400 $32.00 $37.00 $ 7,000.00
Tournament Weekend 1,400 $43.00 $49.00 $ 8,400.00
Non-Resident Memberships 47 $1,300.00$1,400.00$ 4,700.00
Total Revenue Differential $43,820.00
A
ction Required by Council:
Provide direction on proposed adjustment to the city’s fees related to zoning and development
applications and the golf course greens/cart fees.
Approved for City Council Agenda
___________________________________ _______________________
Corby D. Alexander, City Manager Date
Sugar Land
Pearland
Missouri City
Baytown
Pasadena
Deer Park
Seabrook
(proposed)
La Porte
La Porte
Applications
Planning
Note: Tornament fees are not listed in the Code of Ordinance Fee Schedule. Amending
Tourn. Weekend
Shotgun
$49$60$62$55$70
NoNo
$43
2016 Current Rack Rate and Tournament Fees Survey
Tourn. Weekday
Tues. Only $15
Shotgun
$38$39$45$46$45$60
$32
these fees does not require inclusion in fee ordinance
Weekend Rack Rate
with 1/2 Cart
Note: Green indicates municipal course
$38$49$49$53$60$62$65$79
$43
Bayou Golf Course Memorial The Battleground
Southwyck Eagle Point Timber Creek
The Wilderness Moody Gardens
Bay Forest
Facility
REQUESTFORCITYCOUNCILAGENDAITEM
AgendaDateRequested:April16,2016Appropriation
RequestedBy:RosalynEptingSourceofFunds:GeneralFund
Department:Parks&RecreationAcctNumber:
Report:XResolution:Ordinance:_AmountBudgeted:
Exhibits:PreliminaryAuditAmountRequested:
BudgetedItem:YESNO
SUMMARY&RECOMMENDATION
ThisrequestistodiscusstheLaPorteBoysBaseballAssociation(LPBBA)operationsandthepossibilityofthe
Cityrunningalloperationsnextfiscalyear.InJune2015,theCityreceivedapreliminarydraftoftheaudit
thatwascompletedontheLPBBAfinances.Theauditraisedmultiplequestionsandconcernsregarding
documentationandinternalcontrols.TheCityhasnotyetreceivedareportfromtheAssociationregarding
theextenttowhichtheserecommendationshavebeenimplemented.
Basedonthefindingsoftheaudit,theCitymayeithercontinuetohaveLPBBAruntheleaguewithrequired
cashcontrolsoralternativelyhavetheParks&RecreationDepartmentrunalloperationsofthebaseball
league.Iftheleaguewasoperatedinhouse,staffwouldneedthefollowingexpensesandrevenuesadded
tothebudget.PleasenotethatallnumbersareestimatedbasedonpriortaxformsfromLPBBA.Thereare
manyassumptionsmadeduetothelackofbackupthatwasgiventotheauditorsfromLPBBA.
Revenues
Registration,FundRaisers,&Tournaments(removedconcessionsestimate)$215,000
Concession($800x10months)$8,000
Expenses
1FullTimeAthleticCoordinator($19.287/hr+benefits)$60,168
1FullTimeParkMaintenanceWorker($11.139/hr+benefits)$39,164
3PartTimeAssistantAthleticCoordinators($14/hrx29hrs/wkx3staff+benefits)$65,079
ContractualUmpires$25,000
OtherExpensesNotDetailedforreddirt,uniforms,teamequipment,chalk,etc.$225,000
(removedconcessionsestimate)ThisinonlyaguessbasedonIRSfilingsfromLPBBA
andmaynotbereflectiveofactualcost,butshouldbeviewedastheworstcase
scenario.
TOTALESTIMATEDLOSS$191,411
Therearemultiplefactorsthatneedtobelookedatwhenevaluatingthesenumbers:
LPBBAdidnothavethecoordinatorexpensesabovebecausethepositionswerefilledbyvolunteer
parents.
AlltournamentsweredoneoutsideofLPBBAandthetournamentwouldgivetheAssociationincome
fortheuseofthefields,howeverthereisnotavalidpapertrailofrevenues.Notethattournaments
wereamainsourceofincome.TheCitywouldhavethepossibilityofcontractingwithsomeoneto
providetournamentsortheCitycouldrentthefieldsoutfortournamentplay.
Thereisnorecordofhowmuchwaspaidforcontractualumpires,thisnumberisanestimatebased
onavailabledocumentation.
BoysBaseballpaidindividualstoworkontheinfields,butthereisnorecordofhowmuchthese
individualswerepaidorhowmanyhourstheyworked,thereforestaffhasnocomparisontoestimate
costaccurately.
Itisnotthe/źƷǤƭintenttooperateconcessionastheassociationdid.TheCitywouldhaveathird
partyrunitthroughacontract,ifpossible.
TheexpenseslistedaboveareinadditiontowhattheCityalreadyspendsatPecanParkfortwoPark
MaintenanceWorkers,equipmentandsupplies.
Thisestimatedoesnotincludeanyequipmentpurchases.StaffwouldaskthatanyequipmentLPBBA
ownedbeturnedovertotheCityforoperations.
Althoughthe/źƷǤƭbottomlineshowsasignificantloss,thisisabestguesscasewithoutsufficient
documentationtoguideus.
ActionRequiredbyCouncil:
Givestaffdirectiononhowtoproceedwithregardstoboysbaseball.
ApprovedforCityCouncilAgenda
___________________________________________________________
CorbyD.Alexander,CityManagerDate
INDEPENDENT ACCOUNTANT’S REPORT
To the City Manager and
Members of the City Council
City of La Porte, Texas
We have performed the procedures enumerated below, which were agreed to by the City of La Porte (the
“City’), solely to assist you with an evaluation of the La Porte Boy’s Baseball Association (the
“Association”), related to its accounting and internal controls. The City’s management is responsible for
the City’s accounting records and the Association is responsible for the Association’s accounting records.
This agreed-upon procedures engagement was conducted in accordance with attestation standards
ted in accordance with attestation standards
established by the American Institute of Certified Public Accountants. The sufficiency of these
ied Public Accountants. The sufficiency of these
procedures is solely the responsibility of those parties specified in the report. Consequently, we make no
specified in the report. Consequently, we make no
representation regarding the sufficiency of the procedures described below either for the purpose for
cedures described below either for the purpose for
cedures described below either for the purpose for
which this report has been requested or for any other purpose.
which this report has been requested or for any other purpose.
Background
The City of La Porte and the La Porte Boy’s Baseball Association entered into an agreement dated
The City of La Porte and the La Porte Boy’s Baseball Association entered into an agreement dated all Association entered into an agreement dated
August 2014 by which the City agreed to provide limited use of the fields and certain facilities located at
August 2014 by which the City agreed to provide limited use of the fields and certain facilities located at August 2014 by which the City agreed to provide limited use of the fields
and certain facilities located at
August 2014 by which the City agreed to provide limited use of the fields and certain facilities located at August 2014 by which the City agreed to provide limited use of the fields
and certain facilities located at
Pecan Park and Fairmont Park. Per the agreement, the Association shall have the exclusive right and
Pecan Park and Fairmont Park. Per the agreement, Pecan Park and Fairmont Park. Per the agreement, the Association shall have the exclusive right and
responsibility for scheduling, organizing and conducting youth baseball league games, practice games,
responsibility for scheduling, organizing and conducting youth baseball league games, practice games,
league/team practices, tournament games, and league playoff games at the specified facilities. The City
league/team practices, tournament games, and league plleague/team practices, tournament games, and league pl
league/team practices, tournament games, and league pl
league/team practices, tournament games, and league plleague/team practices, tournament games, and league pl
reserves the right to close the fields for field maintenance purposes, for inclement weather, or other
reserves the right to close the fields for field mareserves the right to close the fields for field maintenance purposes, for inclement weather, or other
reserves the right to close the fields for field ma
reasonable cause. The Association will schedule no more than four tournaments annually that utilize the
reasonable cause. The Association will schedule no more than four tournaments annually that utilize the reasonable cause. The Association will schedule no more than four tournaments
annually that utilize the
practice fields at Fairmont Park.
Additionally, according to the Agreement, the Association shall maintain a favorable financial position
ement, the Association shall maintain a favorable financial position
during the term of the Agreement. The Association will provide an official annual report on the
during the term of the Agreement. The Association will provide an official annual report on the
Association’s fiscal condition to the City comprised of a combined expense statement/balance sheet as
approved by the City’s Controller and mutually agreed to by the City and the Association along with
supporting documentation. The City reserves the right to review the internal financial control structure of
the Association and to perform other audit steps as necessary to protect its interests. The annual report on
the Association’s fiscal condition will be due to the City sixty (60) days after the end of each fiscal year.
Failure to provide requested financial information within the prescribed time limit will prompt a formal
notification from the City to the Association that the agreement is in danger of default and a request for
satisfaction of the requirement within an additional fifteen (15) days from the date of official notification.
If the requirement for financial statement submission is not met by that time, or arrangements to submit
not made to the City’s satisfaction within that time, the agreement will be considered in default.
The Agreement shall be in force for a period of five (5) years, beginning with the date of its execution.
To the Members of City Council Page 2
and the City Manager
Procedures
In our engagement letter dated December 3, 2014, we agreed to perform the following procedures:
Identify the Association’s primary and secondary lines of business
Assess the Association’s accounting system
Review the Association’s internal controls over cash receipts and disbursements
Determine the number of tournaments held and the fees charged to tournament participants
during 2013 and 2014
Perform analytical procedures and tests of transactions on entry fees and expenses
Perform analytical procedures and test of transactions on concession revenue and expenses
Lines of Business
While the Association’s primarily line of business is player registration, it also receives income from
While the Association’s primarily line of business is player registration, it also receives income from
tournaments that are held at the fields, candy fund raisers, other fundraisers, concession sales, and
tournaments that are held at the fields, candy fund raisers, other fundraisers, concession sales, and
sponsorships.
Accounting System
The Association uses QuickBooks accounting software to account for its financial activity. For purposes
account for its financial activity. For purposes account for its financial activity. For purposes
The Association uses QuickBooks accounting software to
of our procedures, the Association provided general ledger detail on a fiscal year ending November 30. It
of our procedures, the Association provided general ledger detail on a fiscal year ending November 30. It
of our procedures, the Association provided general ledger detail on a fiscal year ending November 30. It
st
was noted that the Association files its IRS Form 990 on a fiscal year ending October 31.
was noted that the Association files its IRS Form 990 on a fiscal year ending October 31was noted that the Association files its IRS Form 990 on a fiscal year ending October 31
Internal Control of Cash Receipts and Disbursements
Internal Control of Cash Receipts and Disbursements
Internal Control of Cash Receipts and Disbursements Internal Control of Cash Receipts and Disbursements
Player Registration
Player registration fees are collected at the time of registration, along with candy fundraiser money or
Player registration fees are collected at the time of Player registration fees are collected at the time of Player registration fees are collected at the time of
buy-out money. The Association offers scholarships to players on a discretionary basis as needed. The
buy-out money. The Association offers scholarships buy-out money. The Association offers scholarships
association accepts registration payments by check or credit card. Checks are electronically deposited to
association accepts registration payments by check orassociation accepts registration payments by check or
the Association’s operations bank account. The income associated with player registration, including fall
the Association’s operations bank account. The income as
and spring registration, candy sales, candy buy-out, and late fees, is accounted for separately in
and spring registration, candy sales, candy buy-out, and late fees, is accounted for separately in
QuickBooks. Additionally, income for sponsorships, cap and shirt sales, and other fund raisers, such as
QuickBooks. Additionally, income for sponsorships, cap
silent auction, is also accounted for separately in QuickBooks. For purposes of our analysis over player
registration, we were not given access to the player registration forms. In addition, the accounting records
were only updated through July 2014, and therefore our report over the completeness and accuracy of
player registration is inconclusive.
Tournaments
In 2013, the Association utilized the Tournaments bank account for all income and expenses related to
tournaments they hosted. In 2014, the income received by the Association for tournaments was solely for
allowing use of the fields by select teams, and therefore the Association was no longer responsible for
certain expenses related to the tournaments. In 2014, all tournament income received for use of the fields
was deposited to the operations account. The Association maintains copies of the checks received for use
of the fields. In January 2014, a transfer of $52,716.70 was made from the tournament account to the
operations account, leaving a balance of $100 in the tournament account and the decision was made by
To the Members of City Council Page 3
and the City Manager
the Association to use the tournament account like a savings account going forward. In August 2014, a
$70,000 transfer was made from the operations bank account to the tournament bank account. An
additional transfer of $2,135.25 was made in November 2014 and the ending balance in the tournament
bank account as of December 31, 2014 was $72,235.25. The purpose of using the tournament bank
account as a savings account is so the Association can save for the purchase of equipment.
Concessions
The concession stands are operated by two members of the Association, who are paid from the concession
bank account. Cash registers are not utilized to record the concession sales, and as such, there are no
records of the actual sales. Cash is the only method of payment accepted for concession sales. The
concession workers are responsible for depositing the cash at the bank. Based on information obtained
from the concession bank statements, deposits are made every one to two weeks, based on the frequency
of events held at the fields. The following is a summarized comparison of concession income as recorded
in the Association’s account records compared to cash deposits per the bank statements for the specified
time periods:
Dec. 1, 2012 - Dec. 1, 2013 -
Dec. 1, 2012 -
Nov. 30, 2013July 31, 2014*
Nov. 30, 2013
Income per accounting records 67,856.65$ 76,298.62$
$ 76,298.62
Income per accounting records 67,856.65
Income per accounting records 67,856.65
Income per accounting records 67,856.65Income per accounting records 67,856.65
Cash deposits per bank statements63,858.25 76,298.62
Cash deposits per bank statements63,858.25Cash deposits per bank statements63,858.25
Cash deposits per bank statements63,858.25Cash deposits per bank statements63,858.25
Variance3,998.40$ -$
$ -$ -$ -
Variance3,998.40
Variance3,998.40
*Accounting records not available for August - November 2014
*Accounting records not available for August - November 2014
*Accounting records not available for August - November 2014
The following illustrates income and expenses related to concession activity for the specified time periods:
to concession activity for the specified time periods: to concession activity for the specified time periods:
Dec. 1, 2012 - Dec. 1, 2013 -
Nov. 30, 2013July 31, 2014*
Concession Income67,856.65$ 76,298.62$
Concession Income67,856.65Concession Income67,856.65
Concession Expense:
Bank Fee3.60 40.80
Bank Fee3.60
Equipment Purchase540.62 882.42
Cost of items sold34,085.13 39,927.51
Labor11,630.50 19,500.00
Mileage421.10 30.28
Paper Products/Materials2,082.28 501.01
Other Expenses- 227.09
61,109.1148,763.23
Concession Net Income19,093.42 15,189.51
*Accounting records not available for August - November 2014
To the Members of City Council Page 4
and the City Manager
Disbursements are for the operations and concessions accounts are primarily made by check, electronic
check or ACH. We were not provided copies of supporting documentation such as invoices or receipts
for concessions expenses.
Observations
1.While analyzing the activity in the accounting records, we noted an account for “reconciliation
discrepancies”. For the year ending November 31, 2013, this account was used to reconcile the
operations bank account, increasing the bank balance by a total of $26,458.78. For the eight months
ending July 31, 2014, this account was used to reconcile the operations account by decreasing the
bank balance by $3,000.
2.We noted a bank transfer dated 1/27/2014, in the amount of $14,104.39 from the concessions bank
account to the operations bank account that was not recorded in the Association’s accounting records.
While it appears transactions were being cleared in the accounting system, we were unable to
determine if bank reconciliations were being performed and reviewed for each of the Association’s
bank accounts on a monthly basis.
3.There is no system by which cash receipts for concessions transactions are captured. Concession
There is no system by which cash receipts for concessions transactions are captured. Concession
income is recorded based on cash deposits, and is not reconciled to any other source document. While
not reconciled to any ot
deposits are made one to two times per week based on events, the entries into the accounting system
on events, the entries into the accounting system
are made based on the total deposited for the month.
4.Checks for concession labor are recorded in the accounting system as transactions to “Capital One
Checks for concession labor are recorded in the accounting system as transactions to “Capital One Checks for concession labor are recorded in the accounting system as transactions to
“Capital One
Bank”. It appears that checks for concession labor are cashed, and the workers are being paid in cash.
are cashed, and the workers are cashed, and the workers
We were unable to determine if the Association issues an IRS form1099 to concession workers whose
issues an IRS form1099 to concession workers whose
issues an IRS form1099 to concession workers whose
compensation exceeds the required reporting threshold.
compensation exceeds the required reporting threshold.
5.In our analysis of tournament income, we noted what appeared to be a duplicate deposit in the amount
In our analysis of tournament income, we noted what appeared to be a duplicate deposit in the amount In our analysis of tournament income, we noted what appeared to be a duplicate deposit
in the amount
In our analysis of tournament income, we noted what appeared to be a duplicate deposit in the amount In our analysis of tournament income, we noted what appeared to be a duplicate deposit
in the amount
of $11,450 in the account records. The transaction in question was recorded both as a “sales receipt”
of $11,450 in the account records. The transaction of $11,450 in the account records. The transaction of $11,450 in the account records. The transaction
in question was recorded both as a “sales receipt”
and a “deposit” in the accounting records in May 2014, however, we noted only one deposit for this
and a “deposit” in the accounting records in May 20and a “deposit” in the accounting records in May 20
amount in the operations bank statement.
amount in the operations bank statement.
6.Check numbers and ACH reference numbers per the accounting software in numerous instances do
Check numbers and ACH reference numbers per the accounting software in numerous instances do Check numbers and ACH reference numbers per the accounting software in numerous instances
do Check numbers and ACH reference numbers per the accounting software in numerous instances do
not agree to the check numbers and ACH reference numbers per the operations bank statement.
not agree to the check numbers and ACH referenot agree to the check numbers and ACH refere
not agree to the check numbers and ACH refere
7.Disbursements to Bay Area Umpire Association are made in cash. In the accounting system,
Disbursements to Bay Area Umpire Association
disbursements recorded to Bay Area Umpire Association are for checks made payable to cash. The
disbursements recorded to Bay Area Umpire Asso
Treasurer sends an email to the bank requesting certain denominations of cash based on the number
Treasurer sends an email to the bank requesting
of games scheduled, and takes a check to the bank to cash for disbursement to the umpires.
According to the accounting records, Bay Area Umpire Association was paid cash in the amount of
$38,693 for the year ended 11/30/2013 and $34,589 for the period of 12/01/2013 through 6/28/2014.
Recommendations:
Accounting transactions should be entered into the QuickBooks accounting software in a timely manner,
and bank reconciliations should be performed on a monthly basis, by someone other than the person who
performs the cash receipts and cash disbursements function. In order to assure the accuracy and
usefulness of financial information being reported monthly to the Association’s Board, the accounting
information entered in the accounting system must be current and bank statements must be reconciled
timely.
To the Members of City Council Page 5
and the City Manager
Internal controls over concessions cash receipts should be implemented, such as:
1)Cash drawers should not be shared by multiple people working the concession stands;
2)Daily cash worksheets should be completed when cash is counted;
3)Daily cash worksheets should be reviewed by someone other than the cashier, and signed or
initialed as evidence of the review;
4)The concession stands should utilize a system by which sales can be recorded, and properly
reconciled to cash receipts; and
5)The sales receipts should be reconciled by someone other than those who are receipting cash.
In order to keep adequate records of amounts paid to concessions or any other workers, the Association
should pay the workers directly by check or direct deposit, and the amounts should be reported in
accordance with the Internal Revenue Code. Additionally, workers should not be paid directly from cash
proceeds.
When tournament income is received by the Association either by hosting tournaments or for use of the
on either by hosting tournaments or for use of the
fields by other organizations, a subsidiary ledger should be maintained in order to track the income
should be maintained in order to track the income
received for this purpose. The number of tournaments and a fee schedule should be documented in order
s and a fee schedule should
to support the amount of tournament income recorded in the accounting system.
me recorded in the accounting system.
me recorded in the accounting system.
All vendors should be paid by check or ACH. While it is not illegal to pay vendors in cash, it is not
All vendors should be paid by check or ACH. While it is not illegal to pay vendors in cash, it is not All vendors should be paid by check or ACH. While it is not illegal to pay vendors
in cash, it is not
considered a best practice.
Per the Association’s agreement with the City, annual financial statements should be provided to the City
financial statements should be provided to the City financial statements should be provided to the City
within sixty (60) days after fiscal year end.
We were not engaged to, and did not conduct an audit, the objective of which would be the expression of
conduct an audit, the objective of conduct an audit, the objective of
an opinion on the accounting records. Accordingly, we do not express such an opinion. Had we
s. Accordingly, we do not exprs. Accordingly, we do not expr
s. Accordingly, we do not expr
s. Accordingly, we do not exprs. Accordingly, we do not expr
performed additional procedures, other matters might have come to our attention that would have been
performed additional procedures, other matters might haperformed additional procedures, other matters might haperformed additional procedures, other matters might ha
reported to you.
This report is intended solely for the information and use of the Members of City Council and the City
This report is intended solely for the information and use of the Members of City Council and the City
Manager, and is not intended to be and should not be used by anyone other than those specified parties.
and should not be used by anyone other than those specified parties.
Houston, Texas
May 4, 2015
REQUEST FOR CITY COUNCIL AGENDA ITEMREQUEST FOR CITY COUNCIL AGENDA ITEM
April 16, 2016April 16, 2016AppropriationAppropriation
Agenda Date Requested:Agenda Date Requested:
Source of Funds:Source of Funds:
Matt HartleibMatt Hartleib
Requested By:Requested By:
Account Number:Account Number:
Human ResourcesHuman Resources
Department:Department:
$40,000.00$40,000.00
Amount Budgeted:Amount Budgeted:
Report:Resolution:Resolution:Ordinance:Ordinance:
Amount Requested:Amount Requested:
Other:
Budgeted Item:Budgeted Item:YESYESNONO
AttachmentsAttachments : :
SUMMARY & RECOMMENDATIONSSUMMARY & RECOMMENDATIONS
It has been several years since the City of La Porte has performed a comprehensive compensation It has been several years since the City of La Porte has performed a comprehensive compensation
market study for nonmarket study for non--Civil Service positions. As a result, most departments feel that at least some Civil Service positions. As a result, most departments feel that
at least some
positions are not currently placed in a competitive pay range. This concern has been somewhat positions are not currently placed in a competitive pay range. This concern has been somewhat
addressed by piecemeal market surveys of specific positions. While this approach can identify addressed by piecemeal market surveys of specific positions. While this approach can identify
problematic position pricing, it can also lead to inconsistencies in the overall pay structure for the problematic position pricing, it can also lead to inconsistencies in the overall
pay structure for the
organization. organization.
A comprehensive review of all job descriptions and market analysis performed by a third party will A comprehensive review of all job descriptions and market analysis performed by a third
party will
provide a clear and complete picture of how the Cityprovide a clear and complete picture of how the Citys pay structure compares to the market. City staff s pay structure compares
to the market. City staff
would then use that information to make informed recommendations on any adjustments needed to would then use that information to make informed recommendations on any adjustments needed
to
ensure the City is attracting and retaining the best people for all positions. ensure the City is attracting and retaining the best people for all positions. ensure the City
is attracting and retaining the best people for all positions. ensure the City is attracting and retaining the best people for all positions.
This estimate is based on a similar survey that was completed for City of Baytown several years ago. This estimate is based on a similar survey that was completed for City of Baytown
several years ago.
While not completely apples to apples, it does provide a magnitude of cost for Council consideration. While not completely apples to apples, it does provide a magnitude of cost for
Council consideration.
The larger employee count of Baytown may be offset from a pricing perspective by the fact that inflation The larger employee count of Baytown may be offset from a pricing perspective
by the fact that inflation
has likely impacted the cost of these surveys for smaller sized cities. has likely impacted the cost of these surveys for smaller sized cities.
Should the Council like to move forward with a salary survey, a formal procurement process would be Should the Council like to move forward with a salary survey, a formal procurement
process would be
initiated after the start of the next fiscal year. At this time, staff is seeking Council input and direction initiated after the start of the next fiscal year. At this time, staff
is seeking Council input and direction
regarding moving forward with a comprehensive review of all job descriptions and compensation market regarding moving forward with a comprehensive review of all job descriptions and
compensation market
analysis.
Action Required of Council:Action Required of Council:
Direction regarding proposed third party job description and compensation market analysis.Direction regarding proposed third party job description and compensation market analysis.
Approved for City Council AgendaApproved for City Council Agenda
Corby D. Alexander, City ManagerCorby D. Alexander, City ManagerDateDate
REQUEST FOR CITY COUNCIL AGENDA ITEMREQUEST FOR CITY COUNCIL AGENDA ITEM
April 16, 2016April 16, 2016AppropriationAppropriation
Agenda Date Requested:Agenda Date Requested:
Source of Funds:Source of Funds:
Traci LeachTraci Leach
Requested By:Requested By:
Account Number:Account Number:
AdministrationAdministration
Department:Department:
Amount Budgeted:Amount Budgeted:
Report:Resolution:Resolution:Ordinance:Ordinance:
Amount Requested:Amount Requested:
Other:
Budgeted Item:Budgeted Item:YESYESNONO
AttachmentsAttachments : :
SUMMARY & RECOMMENDATIONSSUMMARY & RECOMMENDATIONS
The former Texas Parks and Wildlife Building is located at 105 San Jacinto Street. It currently consists The former Texas Parks and Wildlife Building is located at 105 San Jacinto Street.
It currently consists
of the 5,000 square foot building and adjoining parking lot. of the 5,000 square foot building and adjoining parking lot.
The City purchased the building, parking lot and adjoining vacant lot in 2008 for $453,430. The City The City purchased the building, parking lot and adjoining vacant lot in 2008 for
$453,430. The City
upgraded the restrooms in 2011 for $18,852. In 2013, the City engaged Main Properties to sell the upgraded the restrooms in 2011 for $18,852. In 2013, the City engaged Main Properties
to sell the
property and adjoining vacant land and set a minimum sales price of approximately $375,000. Since property and adjoining vacant land and set a minimum sales price of approximately $375,000.
Since
that time, there have been many interested parties and a few offers, but none that were close to the that time, there have been many interested parties and a few offers, but none that
were close to the
asking price. The property has some challenges associated with renovations that have hindered many asking price. The property has some challenges associated with renovations that have
hindered many
potential sales of the property. One of the more recent inquiries on the building resulted in an estimate potential sales of the property. One of the more recent inquiries on the building
resulted in an estimate
by the contractor of approximately $250,000 by the contractor of approximately $250,000 -- $280,000 to renovate the building and make it suitable for $280,000 to renovate the building
and make it suitable for
office use. office use.
At this time, the building roof is in dire need of repair; it is leaking and causing additional interior damage At this time, the building roof is in dire need of repair; it is leaking
and causing additional interior damage
to the building. Staff obtained estimates to repair the roof and the low estimate was approximately to the building. Staff obtained estimates to repair the roof and the low estimate
was approximately
$35,000. No repair work has been completed to the building, as staff wanted to clarify Council$35,000. No repair work has been completed to the building, as staff wanted to clarify
Councils position s position
regarding the buildingregarding the buildings future. The building has been taken off the active s future. The building has been taken off the active for salefor salemarket. market.
Staff is seeking additional direction from the Council regarding the future of the facility. There are a few Staff is seeking additional direction from the Council regarding the future
of the facility. There are a few
primary considerations that should be discussed: primary considerations that should be discussed:
: The first issue is to determine whether the Council is interested in salvaging : The first issue is to determine whether the Council is interested in salvaging
Renovate or RazeRenovate or Raze
the building or razing the facility and converting the property to green field development. An the building or razing the facility and converting the property to green field development.
An
asbestos survey was completed in 2014 and did confirm that asbestos abatement would be asbestos survey was completed in 2014 and did confirm that asbestos abatement would be
required. Razing the building would include full asbestos remediation, tear down, concrete required. Razing the building would include full asbestos remediation, tear down, concrete
removal, grading, and sod/seed at a cost of approximately $37,000. removal, grading, and sod/seed at a cost of approximately $37,000.
: The building is currently being utilized as storage for Parks equipment : The building is currently being utilized as storage for Parks equipment
City-Use or Private UseUse or Private Use
used for special events. At one time, Christmas decorations were stored at this facility, but were used for special events. At one time, Christmas decorations were stored at this facility,
but were
relocated to allow showings of the building. If continued Cityrelocated to allow showings of the building. If continued City--use is desired, the building could use is desired, the
building could
continue to be used as storage or could be converted to office space for use by the Citycontinue to be used as storage or could be converted to office space for use by the Citys IT
s IT
Division. These employees are currently spread out throughout the City at three different Division. These employees are currently spread out throughout the City at three different
locations. Consolidation would allow the City to eliminate the rented space at the School District.locations. Consolidation would allow the City to eliminate the rented space at the
School District.
: If the direction is to salvage the building to sell it (not for City : If the direction is to salvage the building to sell it (not for City
Level of Renovations/ImprovementsLevel of Renovations/Improvements
use), the third issue is to determine to what level, if any, the Council is interested in making use), the third issue is to determine to what level, if any, the Council is interested
in making
repairs and improvements to the facility. The spectrum of possibilities ranges from doing nothing repairs and improvements to the facility. The spectrum of possibilities ranges from
doing nothing
at all to minimize the investment into the building to making just those repairs necessary to at all to minimize the investment into the building to making just those repairs necessary
to
prevent damage to the facility to bring the facility to a prevent damage to the facility to bring the facility to a white box,white box,which would allow a variety of which would
allow a variety of
users to move in with minimal tenant improvements. Past discussions have proposed a users to move in with minimal tenant improvements. Past discussions have proposed a
cooperative effort with the La Porte Development Corporation to fund improvements. Such cooperative effort with the La Porte Development Corporation to fund improvements. Such
improvements would be eligible expenditures for the Development Corporation. As part of the due improvements would be eligible expenditures for the Development Corporation. As part
of the due
diligence for this course of action, staff would recommend obtaining an updated appraisal. The diligence for this course of action, staff would recommend obtaining an updated appraisal.
The
most recent appraisal is several years old and would need to be updated prior to setting any sort most recent appraisal is several years old and would need to be updated prior to setting
any sort
of price point. of price point. The direction regarding the interior improvements to the building will directly impact The direction regarding the interior improvements to the building
will directly impact
the results of the appraisal. the results of the appraisal.
Action Required of Council:Action Required of Council:
Provide direction regarding the future of the former Texas Parks and Wildlife building/property.Provide direction regarding the future of the former Texas Parks and Wildlife building/property.
Approved for City Council AgendaApproved for City Council Agenda
Corby D. Alexander, City ManagerCorby D. Alexander, City ManagerDateDate
REQUEST FOR CITY COUNCIL AGENDA ITEMREQUEST FOR CITY COUNCIL AGENDA ITEM
April 16, 2016April 16, 2016AppropriationAppropriation
Agenda Date Requested:Agenda Date Requested:
Source of Funds:Source of Funds:
Kenith AdcoxKenith Adcox
Requested By:Requested By:
Account Number:Account Number:
PolicePolice
Department:Department:
Amount Budgeted:Amount Budgeted:
Report:Resolution:Resolution:Ordinance:Ordinance:
Amount Requested:Amount Requested:
Other:
Budgeted Item:Budgeted Item:YESYESNONO
AttachmentsAttachments : :
1. Presentation Presentation -- Tahoes vs. Chargers Tahoes vs. Chargers
SUMMARY & RECOMMENDATIONSSUMMARY & RECOMMENDATIONS
During the 2014 Budget Retreat, staff was asked to explore the feasibility of transitioning the police During the 2014 Budget Retreat, staff was asked to explore the feasibility of transitioning
the police
departments general patrol fleet (currently 32 vehicles) from Chargers to Tahoes. At the conclusion of s general patrol fleet (currently 32 vehicles) from Chargers to Tahoes. At the
conclusion of
the presentation, staff was directed to purchase Tahoethe presentation, staff was directed to purchase Tahoes for general patrol use beginning with three s for general patrol use beginning
with three
patrol vehicles that were scheduled for replacement in Fiscal Year 2015. The performance and general patrol vehicles that were scheduled for replacement in Fiscal Year 2015. The performance
and general
cost-effectiveness of these Tahoes was to be assessed over a 1 year period and the finding presented effectiveness of these Tahoes was to be assessed over a 1 year period and the finding
presented
to Council for further consideration following the yearto Council for further consideration following the year--long assessment. This first series of Tahoes long assessment. This first
series of Tahoes
have now been deployed in patrol for just over 1 year, with the following findings: have now been deployed in patrol for just over 1 year, with the following findings:
The price of a new Tahoe has increased since the time the City made its initial Tahoe purchases. The price of a new Tahoe has increased since the time the City made its initial Tahoe
purchases.
This is likely due to an ever increasing demand for police pursuit TahoeThis is likely due to an ever increasing demand for police pursuit Tahoes by police agencies s by police agencies
nationwide. New Tahoe now cost approximately $8,900 more, per unit, than a new Charger. nationwide. New Tahoe now cost approximately $8,900 more, per unit, than a new Charger. nationwide.
New Tahoe now cost approximately $8,900 more, per unit, than a new Charger. nationwide. New Tahoe now cost approximately $8,900 more, per unit, than a new Charger.
Based on actual figures from La Porte Fleet Services, the gas mileage of Tahoes and Chargers Based on actual figures from La Porte Fleet Services, the gas mileage of Tahoes and Chargers
are comparable, with the Tahoes getting approximately 1 more mile to the gallon than Chargers. are comparable, with the Tahoes getting approximately 1 more mile to the gallon than Chargers.
This equates to a savings of $192 each year per Tahoe, or approximately $1,000 over the 5 year This equates to a savings of $192 each year per Tahoe, or approximately $1,000 over the
5 year
estimated patrol life of the vehicle.estimated patrol life of the vehicle.
The Maintenance costs for Tahoes and Chargers are comparable, with the maintenance costs of The Maintenance costs for Tahoes and Chargers are comparable, with the maintenance costs of
both vehicles, during their first year of service, being very minimal.both vehicles, during their first year of service, being very minimal.
According to Kelly Blue Book, the estimated resale for a Tahoe at the end of life is expected to be According to Kelly Blue Book, the estimated resale for a Tahoe at the end of life
is expected to be
substantially more than a Charger, just over $3,100.substantially more than a Charger, just over $3,100.
The above considerations bring the The above considerations bring the adjustedadjustedlifelife--time cost difference between a Tahoe and a time cost difference between a Tahoe and
a
Charger to approximately $4,800 more for the Tahoe. Charger to approximately $4,800 more for the Tahoe.
All patrol officers operating the Tahoe have expressed a strong preference for the vehicle, due to All patrol officers operating the Tahoe have expressed a strong preference for the
vehicle, due to
its enhanced safety elements and increased utility. its enhanced safety elements and increased utility.
As such, staff is recommending that the City continue to purchase Tahoes instead of police As such, staff is recommending that the City continue to purchase Tahoes instead of police
sedans, recognizing that the increase cost, particularly over the life of the vehicle, is outweighed sedans, recognizing that the increase cost, particularly over the life of the vehicle,
is outweighed
by the improved utility of the larger vehicle.by the improved utility of the larger vehicle.
Action Required of Council:Action Required of Council:
Receive input/approval from Council on the continued purchase of Tahoes for general police patrol use.Receive input/approval from Council on the continued purchase of Tahoes for general
police patrol use.
Approved for City Council AgendaApproved for City Council Agenda
Corby D. Alexander, City ManagerCorby D. Alexander, City ManagerDateDate