HomeMy WebLinkAbout04-14-18 Special Meeting of the La Porte City Council - Budget Retreat
Financial Overview
10 Year History
Property Tax Growth
General Fund Current Tax Collections (O&M)
General Fund
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Lieu of Taxes Trends
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In
10 Years
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General Fund
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Historical Growth
Sales Tax Trends
General Fund
42% of Year Lapsed
Statement of Revenues, Expenditures and Changes in Fund Balances
For the Fifth Month Ended February 28, 2018 with Comparative Data for the Prior Year
General Fund
42% of Year Lapsed
, Legal, Emergency Management, City Council and Golf.
Secr
Statement of Revenues, Expenditures and Changes in Fund Balances
For the Fifth Month Ended February 28, 2018 with Comparative Data for the Prior Year
Includes Admin, HR, MC, IT, City
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General Fund
42% of Year Lapsed
Statement of Revenues, Expenditures and Changes in Fund Balances
For the Fifth Month Ended February 28, 2018 with Comparative Data for the Prior Year
Penny on the Tax Rate
Industry will save $200,044 per penny.
Utility Fund
42% of Year Lapsed
Statement of Revenues, Expenditures and Changes in Fund Balances
For the Fifth Month Ended February 28, 2018 with Comparative Data for the Prior Year
Questions?
REQUEST FOR CITY COUNCIL AGENDA ITEM
Budget
Agenda Date Requested: April 14, 2018
Source of Funds:
Requested By: Councilmember Danny Earp
Account Number:
Department: Administration
Amount Budgeted:
Report: ___ Resolution: _____ Ordinance: _________
Amount Requested:
Exhibit: Penny on the Tax Rate slide
Budgeted Item: YES NO
SUMMARY & RECOMMENDATION
This item has been placed on the agenda at the request of Councilmember Danny Earp.
For the past 30 years, the City Council for the City of La Porte has held the total property tax rate of $71 cents per
$100 of assessed valuation. The City of La Porte tax rate is broken down into two pieces:
1. Maintenance & Operation (M&O) rate, which is $0.605 and provides the funding for personnel costs,
materials & supplies, contracted services and capital for General Fund expenditures. M&O rate is 85% of
the total property tax rate.
2. Interest & Sinking (I&S) rate, which is $0.105 and provides the funding for principal and interest payments
for debt obligations for governmental fund type projects. I&S rate is 15% of the total property tax rate.
It is important to note the IDA payments are based on the Based upon current property assessed
valuations, One Cent on the Tax Rate = $502,812 (both ad valorem taxes and industrial payments in lieu of
taxes. According to Harrris County Appraisal District, the average home value in La Porte is $116,109. Once
the Homestead Exemption of 20% in applied, an average homeowner will be assessed property tax on $92,887.
At the current tax rate of $71 cents per $100
portion of their property tax bill.
Councilmember Danny Earp has requested staff consider a $5 Cent property tax reduction, which would reduce
the total tax rate from $71 Cents to $66 Cents. This $5 Cent reduction would save an average homeowner $46.44
per year in their City taxes. Industrial District Companies (on aggregate) will save $200,044 per penny or $1
million for a $5 Cent tax reduction. In total, a $5 Cent property tax reduction will reduce revenue to the City
approximately $2.5 million fiscal year 2018-19. A property tax reduction of this significance is not sustainable;
therefore, there would need to be discussion about possible General Fund expenditure reductions related to
programs and projects.
Action Required by Council:
Consider the item presented and discussed and provide direction to staff.
Approved for City Council Agenda
Corby D. Alexander Date
REQUEST FOR CITY COUNCIL AGENDA ITEM
Agenda Date Requested: April 14, 2018 Appropriation
Requested By: Councilmember Danny Earp Source of Funds:
Department: CMO Acct Number:
Report: X Resolution: Ordinance: _ Amount Budgeted:
Exhibits: _ ____________ Amount Requested:
_________________________________ Budgeted Item: YES NO
SUMMARY & RECOMMENDATION
This item is requested by Councilmember Danny Earp.
Most of our legal work is done by our Assistant City Attorney, a title which was never officially designated. For his services, the
City pays $95/hour for work done as our prosecutor and $155/hour for City Attorney work. For fiscal year 2016-2017 the City
paid $131,279.90 in total for legal services, this is made up of 490 hours for regular City Attorney work and 582 hours for
Prosecutor services. Also, the City provides health insurance coverage at a cost to the City for the City Attorney and Assistant
City Attorney, which is estimated to cost $20,844 per year.
Staff feels the City has three options:
1. Leave our situation as is.
2. Find a new City Attorney and/or Prosecutor to pay hourly.
3. Find a new City Attorney and bring in house.
Should Council choose to move forward with anything other than status quo, I suggest that staff prepare a RFQ to solicit
response from area attorneys interested in being City Attorney or City Prosecutor or both. Council could then interview and
make final selection. This process would need to be started as soon as possible, so that we could budget for any cost increases.
Action Required by Council:
Discuss the option(s) of which direction staff should take as it relates to the position of City Attorney.
Approved for City Council Agenda
____________________________________ _______________________
Corby D. Alexander, City Manager Date
REQUEST FOR CITY COUNCIL AGENDA ITEM
Budget
Agenda Date Requested: April 14, 2018
Source of Funds:
Requested By: Mayor Louis Rigby
Account Number
Department: Public Works
Amount Budgeted:
Report: ___ Resolution: _____ Ordinance: _________
Amount Requested:
Exhibit: Aerial Photo of PW
Budgeted Item: YES NO
SUMMARY & RECOMMENDATION
This item has been placed on the agenda at the request of Mayor Louis Rigby.
The current Public Works Facility was constructed in 1981. The main building footprint is 17,500 square feet. The
main building houses office space, warehouse, mechanic shop bays, service bays for Solid Waste, Streets, Drainage,
Traffic, and Utilities. A wash bay for vehicles is on the east end of the building. Utilization of current space is
distributed for Administrative Staff, the 4 Service Divisions and Equipment Services. In recent years, the positions
of City Engineer, Engineering Technician, CIP Project Manager and Public Improvement Inspector have been moved
to Public Works. A portion of the original training room and a meeting room were remodeled to accommodate needed
office space. Currently employee meetings are being held at the Fire Training Facility. Currently, there is one shower
at Public Works for over 95 field personnel. Downstairs office space is approximately 1475 square feet. Upstairs
office space is approximately 1150 square feet. A breakdown of staffing is below.
Public Works Main Offices Breakdown & Staffing:
Administration Engineering CIP / Divisional Water Warehouse /
Inspections Superintendents Production Parts Manager
5 4 4 4 2
Public Works Service Bays Breakdown & Staffing:
Equipment Water Distribution / Wastewater Streets Drainage Solid Waste
Services Collection Traffic
9 19 25 20
New Public Works Facility
Witequipment s
repairs. The current equipment services shop is limited in the amount of bay space for the repair of the large trucks
and equipment in the Solid Waste, Streets and Utilities Divisions. Frequently equipment is repaired outdoors and
delays occur due to weather. The current office space has become over crowded with the addition of the Engineering
Division to Public Works. A new public works facility would allow provide for areas where space is currently limited
or non-existent. A new public works facility would need to be hurricane wind rated to allow for Public Works
personnel to stay onsite during an emergency and be readily available to respond immediately to any request for
service.
In order to move forward with this project, a needs assessment would need to be conducted which would include
questionnaires, interviewing key Public Works staff, assessing condition of existing facilities, preparing a space and
site plan and preparing a report with recommendations needed for the new facility. Staff estimates this study would
cost $65,000.
Action Required by Council:
Consider the items presented and discussed and provide direction to staff.
Approved for City Council Agenda
Corby D. Alexander Date
REQUEST FOR CITY COUNCIL AGENDA ITEM
Agenda Date Requested: April 14, 2018 _ __ Appropriation
Requested By: Michael G. Dolby, CPA _ _ ____ Source of Funds: __N/A________ __________
Department: Finance_______ ________ ___ Account Number: __N/A__________________
Report: _X_ Resolution: ___Ordinance: ___ _ Amount Budgeted: __N/A_________________
Exhibits: _CAFR Excerpt _ Amount Requested: __N/A________________
Exhibits: ____________________________________ Budgeted Item: YES NO
Exhibits: ____________________________________
SUMMARY & RECOMMENDATION
The Government Accounting Standards Board (GASB) Statement No. 75, Accounting and Financial Reporting for
Postemployment Benefits Other Than Pensions, will be effective for fiscal year 2018. GASB 75 replaces the
requirements under GASB 45, which required other post employment benefits (OPEB) to be disclosed annually on the
City's financial statements. GASB 75 requires OPEB costs to be reported on the balance sheet
net position or the amount of reserves available
retirement, the benefits are considered a liability of the City. The City provides a future defined benefit to its employees
by paying for health benefits.
To calculate the liability, the City hired an actuary. The present value of all benefits expected to be paid to current plan
members as of December 31, 2016 is $55,233,488. The actuarial accrued liability, which is the portion of
the $55,233,488 attributable to service accrued by plan members as of December 31, 2016, is $40,962,221. This liability
will continue to grow unless steps are in place to lower it. As of December 31, 2016, there is $0 in valuation assets
available to offset the liabilities of the plan. The funded status of the plan, which is the ratio of plan assets to actuarial
accrued liability, as of December 31, 2016 is 0.00%.
Rating agencies may look negatively on financial outlook if steps are not taken to mitigate this liability. Staff is
researching prefunding a trust which would set aside money to pay for retiree health insurance. In addition to setting
aside money for future health cost, the liability will be reduced by interest earnings through investment of the funds,
which thereby reduce future payments. Staff would like to invite consultants to attend a future council meeting and
outline the benefits. The City currently operates under a pay as you go for retirees, which is approximately $822,910
annually; this payment can be placed into the trust with any remaining contributions (to the trust) could be used to
offset future liabilities.
Action Required by Council:
Discuss impacts of GASB 75 and funding options for OPEB.
Approved for City Council Agenda
____________________________________ _______________________
Corby D. Alexander, City Manager Date
REQUEST FOR CITY COUNCIL AGENDA ITEM
Agenda Date Requested: April 14, 2018 Appropriation
Requested By: Councilmember Nancy Ojeda Source of Funds: General Fund
Department: Parks & Recreation Acct Number:
Report: X Resolution: Ordinance: _ Amount Budgeted:
Exhibits: _Aerial of Fairmont Park Project Location Amount Requested:
_Picture of Current Parking Lot_________ Budgeted Item: YES NO
SUMMARY & RECOMMENDATION
This item is requested by Councilmember Nancy Ojeda.
Fairmont Park is located at 3540 Farrington. The parking lot near the splash park and swimming pool is split into two sides. In
2016, the City refinished the larger portion of the parking lot that sits closest to the pool. This section was chosen at the time
because the holes were extremely large. Currently, the smaller section has some cracking that is becoming more noticeable.
The attached exhibits show the location of the parking lot, as well as a picture of the cracking.
Remove Old Asphalt - this includes old curb stops
Replace Asphalt - base shall be prepared using lime slurry & crushed granite
Install new Car Stops
Paint Parking Lines
Action Required by Council:
Discuss the option of replacing the smaller parking lot at Fairmont Park and give staff direction for budgeting purposes.
Approved for City Council Agenda
____________________________________ _______________________
Corby D. Alexander, City Manager Date
Asphalt Project
Fairmont Additional Parking
FAIRMONT PARKING LOT
REQUEST FOR CITY COUNCIL AGENDA ITEM
Agenda Date Requested: April 14, 2018 Appropriation
Requested By: Councilmember Nancy Ojeda Source of Funds: General Fund
Department: Parks & Recreation Acct Number:
Report: X Resolution: Ordinance: _ Amount Budgeted:
Exhibits: ___________________ _____________ Amount Requested:
_________________________________ Budgeted Item: YES NO
SUMMARY & RECOMMENDATION
This item is requested by Councilmember Nancy Ojeda.
The request is to add security cameras to the library for approximately $10,000 and to add $3,000 for a summer reading
program.
Action Required by Council:
Discuss the option of funding security cameras and a summer reading program at the La Porte Library and give staff
direction for budgeting purposes.
Approved for City Council Agenda
____________________________________ _______________________
Corby D. Alexander, City Manager Date
REQUEST FOR CITY COUNCIL AGENDA ITEM
Agenda Date Requested: April 14, 2018 Appropriation
Requested By: Councilmember Nancy Ojeda Source of Funds: General Fund
Department: Parks & Recreation Acct Number:
Report: X Resolution: Ordinance: _ Amount Budgeted:
Exhibits: _Aerial of Woodfalls Park____________ Amount Requested:
_________________________________ Budgeted Item: YES NO
SUMMARY & RECOMMENDATION
This item is requested by Councilwoman Nancy Ojeda.
Woodfalls Park is located at 3801 Driftwood Drive. The park has a fishing pond, observation deck, waterfall, crushed granite
walking trail in the detention area, 3 picnic tables, 3 trash cans, 3 barbecue pits, and minimal parking. The request was to install
a playground at this park.
The placement of the playground is limited because the large area of open space is in the detention area. Due to flooding that
occurs during and/or after rain events, placing a playground in this area is not recommended because it would sit in water and
the playground fall surface would regularly wash away.
The only area that is out of a flood area is near the parking lot where two picnic tables, two cement pads, and two barbecue
pits are currently located. Staff would need to remove those items, install bollards approximately eight (8) feet apart, and
install the playground. The size of this area is approximately 3,375 square feet. Due to the size, staff would only be able to
install one small play unit. We would not be able to install three (3) pieces to make this a drug free zone.
The cost including playground, borders, fall material, cement, and bollards is $36,369.
Action Required by Council:
Discuss the option of adding a playground at Woodfalls Park and give staff direction for budgeting purposes.
Approved for City Council Agenda
____________________________________ _______________________
Corby D. Alexander, City Manager Date
REQUEST FOR CITY COUNCIL AGENDA ITEM
Budget
Agenda Date Requested: April 14, 2018
Source of Funds:
Requested By: Councilmember Dottie Kaminski
Account Number:
Department: Parks & Recreation
Amount Budgeted:
Report: ___ Resolution: _____ Ordinance: _________
Amount Requested:
Exhibit: 10/1/1978 Agreement with HOA
Budgeted Item: YES NO
Exhibit: Fairmont Park West Park & Pool Aerial
SUMMARY & RECOMMENDATION
This item has been placed on the agenda at the request of Councilmember Dottie Kaminski.
On October 1, 1978, the City entered into a 40 year agreement with Fairmont Park West Community Improvement
Association for the lease/rent of the park & pool property located at Oakmont Dr., Rustic Gate Rd. and Cedarmont
Dr. in the Fairmont Park West subdivision. The HOA paid $40 in advance ($1 per year for the 40 year agreement)
for the right to operate and maintain the park & pool property.
The agreement is set to expire on September 30, 2018. The HOA has been in contact with staff and council
permanent improvements erected on the leased pre
Recently, the HOA has approached the City about the concept of the HOA continuing to maintain and operate the
park & pool, and the City would provide lifeguards at the pool. In order to better understand the costs associated
with multiple options staff has prepared cost estimates.
Option Demo the Pool ($50,000)
$15,000 to demo pool and building (option to lower this $2,000 if City decides to leave pool concrete in
the ground).
$30,000 to backfill pool.
$5,000 contingency and possible Asbestos Abatement (if needed)
Option City Provide Lifeguards ($54,000)
Lifeguard estimates are very hard to estimate. They are scheduled based on pool size, attendance and
required rotations for breaks.
When
coverage based on Parks Department standards. From meeting with the HOA in the past and what they
stated about lifeguards, staff does not believe that their contractor is providing adequate staffing at this
pool.
This budget does not include chemicals or utilities.
This budget would be based on Parks Department current hours of operations as well, which is Monday
to Sunday from noon to 7pm. If the hours are extended beyond this, staff would need to budget more
funds.
Additionally, there is a possibility that the City would need to provide property and liability insurance coverage
too; therefore, staff has estimated this cost to be $300 per year.
Action Required by Council:
Consider the item presented and discussed and provide direction to staff.
Approved for City Council Agenda
Corby D. Alexander Date
FAIRMONT PARK WEST COMMUNITY IMPROVEMENT ASSOCIATION PARK & POOL
REQUEST FOR CITY COUNCIL AGENDA ITEM
Budget
Agenda Date Requested: April 14, 2018
Source of Funds:
Requested By: Councilmember Nancy Ojeda
Account Number:
Department: Public Works
Amount Budgeted:
Report: ___ Resolution: _____ Ordinance: _________
Amount Requested:
Exhibit: Estimated Cost for City Crew Collection
Budgeted Item: YES NO
Exhibit: Waste Management 2017 Proposal
Exhibit:
SUMMARY & RECOMMENDATION
This item has been placed on the agenda at the request of Councilmember Nancy Ojeda. The current City
recycling program includes a recyclable drop-off location at the Public Works yard, and curbside collection of
brush and yard waste for transport by City crews to the Public Works yard where the material is shredded,
composted, and converted to landscaping mulch that is made available free of charge to City residents.
Summary:
The current City recycling program pays for itself. The brush recycling component of the program
saved the rate payers over $80,000 in FY 17. The cost of the recycle drop-off center for materials other
than brush is about $60,000/year. The net savings associated with the program in FY 17 was more than
$20,000 overall.
The anticipated cost of a contracted curbside recycling program is $4.00 - $4.50/month/account. For
10,500 accounts, this translates to approximately $504,000 - $567,000 per year before considering
landfill savings. Landfill savings would be approximately $28,460 per year.
The estimated cost for two-week collection by City crews is $4.75 per month per household. The City
cost to pick up curbside is driven up due to the current tipping fee at recycle facilities and the price paid
for recyclable materials. Startup cost would be approximately $1,194,000. Previous studies estimate that
a curbside collection program would generate approximately 1144 tons/year of recyclables in La Porte
(1000-tons/year more than is now processed at the current Public Works drop off location). Landfill
fees are $28.46/ton currently increasing annually by CPI-U. Current Single Stream Recycle tipping fee
is $25.00 a ton with an additional 35 mile drive over the landfill distance. The recycle fees and revenues
are not particularly stable at this time due to the international market.
The numbers for the sale of recyclables indicate a limited revenue potential in comparison with the
collection cost. As an example, cardboard yields approximately $5/ton baled. The labor cost to bale
makes this cost prohibitive. There is no market for cardboard not baled.
Staff is also considering the feasibility of adding two remote un-manned recycling drop-off locations to
nt recycling service. This will require additional staffing or utilizing contractor-serviced
recycle containers (dumpsters). The location of the remote site(s) is another consideration. It is
estimated that this option would require one additional staff at an annual cost of $55,644.
Options:
Continue the current voluntary program as-is.
Consider adding single stream recycling dumpsters on a trial basis at two remote locations to be
determined.
Seek contractor proposals for a curbside recycling service.
Purchase additional equipment and hire additional personnel to start in-house curbside recycling.
Action Required by Council:
Consider the items presented and discussed and provide direction to staff. Additional investigation and
consultation with other agencies and/or service providers in the industry may be necessary depending on
council direction.
Approved for City Council Agenda
Corby D. Alexander Date
PUBLIC SECTOR SOLUTIONS
Recycling Pickup
City of La Porte
July 27, 2017
Shanna Lopez, Manager, Public Sector Solutions
SMarti10@wm.com | (281) 627-4671
Recycling Pickup
City of La Porte July 27, 2017
Executive Summary
On your website you say: La Porte is a city with a vision. One vision is to be recognized as a top
municipal corporation in the State of Texas. Your Mission Statement says that you that encourage
excellence at all levels, creativity, and innovation to grow progressively with the community.
Selecting Waste Management as your single stream recycling provider is one way to achieve your vision
and mission statement. Like you, we, too have a mission: Ours is to maximize resource value while
minimizing impact in order to further both economic and environmental sustainability for all of our
stakeholders. Transparency is an important part of this mission. Accordingly, we are committed to
consistent public disclosure and discussion of our own progress through the publication of a
sustainability report every two years.
At the core of everything we do is our firm commitment to adhering to ethical business standards and
th
practices; doing what is right in everything we do, every day. For the 11 year, we have been
recognized by the Ethisphere Institute, a global leader in defining and advancing the standards of
ethical business practices, for our ethical business practices. This honor recognizes our use of our
values and culture as key underpinnings to the decisions we make that influence and drive positive
change for our customers, employees, investors and other key stakeholders.
We believe our employees are our greatest assets. If we take care of them,
customers, our communities, our shareholders, our environment and each other.
As a service organization, Waste Management relies upon its reputation for reliable service,
compliance, safety, and sustainable innovation. Among our innovative practices is our early adoption of
single stream recycling, which we will propose to you in great detail within our proposal document.
Waste Management has worked with U.S. and International experts in material separation, image
recognition technology, advanced screen, high-
systems and motor controls, and other separating and cleaning techniques to evolve the Single Stream
approach to recyclables processing. We know what works and use only the best solutions for ongoing
contracts. Single Stream recycling provides benefits in the following areas:
Collection fleet efficiency and automation;
Increased household recyclables yield; and
Market transformation gives the lowest cost recycling collection and processing alternative
available.
Waste Management processes more material that any other recycler in Texas. We have continuously
operated recycling facilities in the region for more than 40 years without service disruption. Waste
Management currently provides processing and marketing services for recyclable materials from more
than 140 facilities in North America, including 10 facilities in Texas.
To reduce expensive contamination at our materials recovery facilities (MRFs), we launched an
innovative education program that helps instruct customers and communities on what is recyclable and
SM
what is not via our Recycle Often. Recycle Right. program. and continue to invest in educating
SM
customers and communities via our Recycle Often. Recycle Right. See addition information on
SM
Recycle Often. Recycle Right. on page 6 of this proposal or on or website: www.rorr.com).
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PUBLIC SECTOR SOLUTIONS
The Best Value
Waste Management provides the best value for the City. financial strength is the
foundation for its commitment to serve its customers, perform its obligations, and protect the
environment in carrying out its broad waste management services. Our Public Sector and Operational
Managers routinely collaborate with our cities and commercial accounts to share best practices from
across the country to ensure our cities are meeting their goals for diversion, sustainability, and cost
containment. We look to bring that excellence in partnership to help the City of La Porte establish a
simply managing costs; it is also identifying and recommending unique solutions for your unique needs.
Nearly 50 Years of Service to Texas
Waste Management of Texas, Inc. provides collection, disposal, and recycling services to municipal,
commercial, industrial, and residential customers throughout Texas. Waste Management clearly
understands the services required for recycling services and has the experience, expertise, and
resources to address . As the nation's leading environmental
services provider, we are committed to enhancing the communities we serve, as well as acting as
stewards for the environment. Please see Section 1 for a more detailed description of Waste
2
PUBLIC SECTOR SOLUTIONS
Section 1 - Waste Management Experience and
Capabilities
Waste Management of Texas, Inc., was organized and incorporated in the State of Texas in 1966. We
have been engaged in the present company and servicing municipal, commercial, industrial, and
residential customers with leading comprehensive waste and environmental services for 50 years.
Waste Management of Texas, Inc. is a wholly owned subsidiary of Waste Management Holdings, Inc., a
Delaware corporation, which in turn is wholly owned by Waste Management, Inc., a Delaware
corporation. Waste Management, Inc. is a publicly traded company. Waste Management Holdings, Inc.,
a direct subsidiary of Waste Management, Inc., owns 100 percent of the stock of Waste Management of
Texas, Inc.
3
PUBLIC SECTOR SOLUTIONS
Single Stream Recycling
stream recycling initiatives. We were the first major solid waste company to focus on
residential single stream. The program has greatly increased the recycling rates, recovering
as much as three times the amount of recyclable materials. We currently operate 43 single stream
facilities.
Single stream is made possible through the use of various mechanized screens and optical sorting
technologies. Waste Management continues to advance in the area of single-stream recycling, with
efforts to make these programs easy and cost effective for commercial accounts, as well as residential.
Our recycling programs are perfectly tailored to each property to optimize participation and improve
usability. In fact, we evaluate more than 50 different factors before creating a recycling system for
your organization. We examine everything from the types of containers to proper signage to employee
behavior to create comprehensive, turnkey solutions.
Merely placing recycling bins under a desk does not ensure that they will be used effectively. In order
to maximize your recycling potential, our team of eco-consultants ensures proper visibility and signage
and determines the necessary space requirements, collection and conveyance systems, and placement
to boost ease of use.
The human element of a recycling program is very important. We examine attitudes and behaviors
related to recycling and then create employee training and consumer education programs that boost
excitement and participation in your program, multiplying the benefits of your initiative.
Finally, we use data tracking and reporting to analyze recycling rates to ensure that we are meeting or
exceeding your goals. We give you confidence, knowing materials will be handled correctly. We have
verification procedures put in place to ensure this.
Of all the programs currently in use, none comes close to matching the ease, acceptance, and cost-
effectiveness of single stream recycling. Recent improvements in automated sorting and screening
technologies have made it possible to cleanly separate a wide variety of material streams coming from
a single source. Even fiber products, which previously needed to be manually source-separated from
other recyclables to avoid costly contamination can now be part of a single stream recycling program,
thanks to processing innovations that significantly reduce paper contamination levels. Ongoing
improvements in this technology will provide even more improvement to the economic viability of
single stream recycling programs.
4
PUBLIC SECTOR SOLUTIONS
List of Acceptable Recyclable Materials
The following are materials that Waste Management of Texas, Inc. will accept in the recycling
program. These Recyclables must be loose, not bagged:
Aluminum food and beverage containers - Glass food and beverage containers brown, clear,
empty or green empty
Ferrous (Iron) cans empty PET plastic containers with the symbol #1 with
screw tops only - empty
HDPE natural rigid plastic containers with HDPE pigmented rigid plastic containers with the
the symbol #2 (milk and water bottles) symbol #2 (detergent, shampoo bottles, etc.) -
empty empty
Rigid plastic tubs or containers with symbols Newsprint
#3, #4, #5, #6, #7 empty
Old corrugated containers Magazines, glossy inserts and pamphlets
Catalogs Cereal boxes; detergent, gift and snack boxes
Telephone books Printer paper
Copier paper Mail
All other office paper without wax liners
Any material not listed above is a Non-Recyclable.
Non-Recyclable Materials include but are not limited to:
Bagged materials (even if containing Microwave trays
Recyclables)
Mirrors Window or auto glass
Light Bulbs Ceramics
Porcelain Plastics unnumbered
Plastic bags Coat hangers
Expanded polystyrene or polystyrene foam Films (e.g., plastic grocery bags)
(e.g., foam packing peanuts)
Glass cookware/bake-ware Household items such as cooking pots, toasters, etc.
Flexible packaging and multi-laminated Wet fiber
materials; foam products
Any recyclable materials, or pieces of Fiber containing, or that has been in contact with,
food debris or other contaminating material
any dimension
Materials: (a) that contain chemical or other
properties deleterious, or capable of causing
material damage, to any part of Company's property,
its personnel or the public; and/or (b) that may
materially impair the strength or the durability of
the Company's structures or equipment.
Delivery Specifications for Recyclables
Single Stream Materials shall not contain more than 20% Non-Recyclables. If a load of material does not
meet these specifications, the load may be rejected. Waste Management of Texas, Inc. has the right
to dispose of all residue and contamination resulting from or remaining after processing of the
materials.
5
PUBLIC SECTOR SOLUTIONS
Market Changes
The market for Recyclables continues to evolve and is volatile. As such, Waste Management of Texas,
Inc. cannot make any representations as to the marketability of the Recyclables, and when no
reasonable commercial market exists for a commodity, Waste Management of Texas, Inc. reserves the
right to dispose of that material. Waste Management of Texas, Inc. also reserves the right to add or
delete materials from the list of Recyclables based upon changes in market conditions, uncontrollable
circumstances, governmental restraint, or changes in laws, rules, regulations, or ordinances, and Waste
Management of Texas, Inc. will provide written notice to the City of those changes. The material
processing facility reserves the right to dispose of particular Recyclables when no reasonable
commercial market exists for a commodity. In the event that a change in applicable law or a material
change in market conditions that has the effect of materially altering the terms of this contract or
substantially affects the benefit(s) bargained for by the parties, the parties agree to amend the terms
of the recycling portion of the contract to reflect the current market or legal conditions.
An Innovative Recycling Education
Campaign
Recycle Often. Recycle Right.SM
dependent on public education and outreach to residents.
Without a multifaceted, targeted, and continuously evolving
outreach program, a recycling program will not grow. Waste
Management now has a turnkey public education program
outreach efforts, and continue to move the recycling dial in La
Porte.
The makeup and packaging of products we use every day are
constantly changing, along with the definition of what is
recyclable. La Porte residents want to do the right thing; however, all these changes have led to
confusion over what is acceptable in their curbside bin, resulting in oss in the
and high contamination levels. A simple, fresh approach to recycling is needed to
reduce confusion while still encouraging recycling to ultimately decrease contamination.
Traditional Public Outreach
Traditional outreach methods are still a vital foundation for recycling education. Waste Management
SM
has created Recycle Often. Recycle Right. branded materials to consistently reach residents via
methods they are familiar with:
Posters and handouts
Cart decals
Contamination tags
Newsletter content
Bill inserts
Advertisements
Websites.
La Porteement
can provide recycling articles, tips, and other information to help keep the site fresh and informative.
6
PUBLIC SECTOR SOLUTIONS
We also have created a website, RecycleOftenRecycleRight.com, which residents can visit to make a
recycling promise, download recycling materials, and write in their own recycling questions.
Grassroots Community Outreach
Our experience and research show that face-to-face customer
contact can be an effective method for encouraging recycling
behavior. And, we are most likely to do what the people around us
do. When people can visibly see that more people are recycling,
community on a regular basis is so important. Recycle Often.
SM
Recycle Right. is heavily focused on raising awareness at
community events, and recruiting recycling ambassadors to share
the recycling message organically. Tools include:
Signature Community Event Toolkit. Community events like
Earth Day are invaluable for conducting face-to-face public
outreach with a large number of residents.
MRF Tours. One of the best ways to teach residents about
what is recyclable is to show them the process. Waste
Management will invite community groups, school field
trips, and promote to other interested parties a Materials
Recovery Facility (MRF) tour or presentation that teaches
the key recycling messages while showing residents the
consequences of their actions straight from the source.
We invite you to visit RORR.com for some eye-opening facts, ideas and resources; and join the over 16
thousand others who have pledged to be Recycling Ambassadors!
Watch this short video to learn even more. Waste Management is 100% committed to make our
world a greener place.
https://www.youtube.com/watch?v=ZL7nkzcXZyU&feature=youtu.be
7
PUBLIC SECTOR SOLUTIONS
Recycling Facilities
Waste Management is pleased to offer two material recovery facilities (MRFs) to receive the city of La
available, the Houston Westside site. Following are details about these two facilities.
Gasmer Drive MRF
Owned and operated by WM Recycle America, LLC (a Waste Management company)
Current design capacities are 10,000 to 12,000 tons per month depending on the material and
have more than enough capacity to take on new business.
Waste Management has a world-class maintenance preventative program that dictates how we
maintain equipment and when to replace so that plant has no end life.
Houston Westside
Owned and operated by Greenstar Mid America, LLC (a Waste Management company)
Current design capacities are 10,000 to 12,000 tons per month depending on the material and
have more than enough capacity to take on new business.
Waste Management has a world-class maintenance preventative program that dictates how we
maintain equipment and when to replace so that plant has no end life.
8
PUBLIC SECTOR SOLUTIONS
Section 2 - Scope of Service
Your recyclables will be processed to the highest standards, honestly and responsibly in a state-of-the-
art processing facility, owned and operated by Waste Management. You can rest easy knowing that the
For the City of La Porte, Waste Management recommends using 96 gallon carts for curbside single
stream recycling collection. This type of recycling collection provides several advantages over bins
carts are cleaner than bins and the lids keep recyclables dry, which avoids the possibility of
contaminated loads.
Waste Management proposes an every-other-week recycling pickup service. Of the approximately
10,500 La Porte residential customers, we would divide the town so that 5,250 residents receive
recycling service one week and the other 5,250 the following week.
Vehicles
Waste Management will service the City of La Porte with automated side load (ASL) trucks. All of our
vehicles are equipped with safety devices, which include the following:
Drive-Cam - Monitors driver actions and behavior while operating the truck. Forward facing
camera is invaluable for use in evaluating driver reaction to various traffic conditions and
accident prevention, as well as accident investigation.
Backup Camera - Provides in cab, wide-angle view of the area behind the truck whenever the
truck is placed in reverse gear. Actively reduces potential for backing accidents and enhances
pedestrian safety.
Electric, Heated Rear View Mirrors - Provides fog and frost-free view on both sides of the
tru
view of the sides and rear on the truck. Driver does not have to leave the cab to make
adjustments.
Bus-Boy Mirrors - Angled convex mirrors located on the front of the truck allowing the driver an
unrestricted view of the area immediately in front of the truck. Especially valuable when
children and/or adult pedestrians are present.
Trapezoidal Side Lights - Floodlights located about halfway down the side of the body that
comes on automatically when the truck is shifted to reverse. Bright flood lighting illuminates
both sides of the truck and roadway providing an added margin of safety while backing at
night.
LED Strobe Lights and Flashers - Provides the best possible rear of truck visibility for
approaching motorists. Improves safety for helpers while working at the rear of residential
service trucks.
Sears Air Ride Drivers Seat - Provides added comfort and excellent ergonomics for the driver.
Includes eight-way adjustability including lumbar support to help reduce driver fatigue and
improve overall performance.
Reflective Signage and Striping - Highly reflective rear of vehicle striping and signage to
provide exceptional margin of safety and visibility when approaching trucks from the rear
during nighttime hours.
Heavy Duty Disc Brakes - Provide the very best stopping distance for heavy trucks in the
industry. Exceeds all Federal Motor Vehicle Safety Administration requirement s for heavy
motor vehicle stopping distance.
9
PUBLIC SECTOR SOLUTIONS
Four Braid Hydraulic Hoses - P,
doubling the safety margin against high-pressure hydraulic leakage.
Plastic Shovels and Brooms - Plastic shovels and brooms reduce damage to customer property
while cleaning up spillage and prevent hydraulic fluid leaks in our trucks caused by tool scrapes
or dings on hydraulic cylinders and valves during clean out operations at transfer stations and
landfills.
Carts
Waste Management uses Cascade carts in our municipal recycling contracts. Following are photos of
these carts.
Manufacturer
Cascade
Capacity
96 Gallon
Color
Recycling Green body with Yellow Lid
Method of Affixing Public Education and Outreach Information
Custom in-mold graphics on lid for
Recycling Information
Ability to attach information packet to Cart
during delivery
Example of Recycling Cart
10
PUBLIC SECTOR SOLUTIONS
Curbside Recycling every other week
Curbside Recycling Collection every other week with WM Carts
Per home / Month Total: $4.00
11
PUBLIC SECTOR SOLUTIONS
Waste Management believes we are uniquely qualified to be your single stream recycling service
provider. We have many decades of single stream recycling experience and look forward to entering
into a business partnership with La Porte by implementing this proposal. If you need any further
information, please do not hesitate to call Shanna Lopez at (281) 627-4671 or by email at
SMarti10@wm.com.
Thank you for the opportunity to respond to your request for an estimate for curbside singe stream
recycling. We are eager to be your recycling service provider.
12
REQUEST FOR CITY COUNCIL AGENDA ITEM
Budget
Agenda Date Requested:April 14, 2018
Source of Funds:
Requested By:Councilmember
Account Number:
Department:Police-Animal Control
Amount Budgeted:
Report: XResolution:Ordinance:
Amount Requested:
Exhibits:Power Point Presentation-Animal Testing
Budgeted Item:YESNO
Exhibits:
Exhibits
SUMMARY & RECOMMENDATION
This item is requested by Councilmember Ojeda.
Staff was asked to research options for providing basic disease testing for animals offered for
adoption at the City’s Animal Shelter. The attached Power Point presentation provides
information detailing findings and recommendations for City Council’s consideration.
Action Required by Council:
Consider request for funding.
Approved for City Council Agenda
Corby Alexander,City ManagerDate
Corby Alexander, City Manager Date
Animals
Proposal for Testing
nimals are sometimes returned due to common
Adiseases that we do not test for. They are returned due to cost of treatment.This year we had a gentleman adopt a dog and the dog tested positive for heartworms post adoption.
The City of La Porte Adoption Center and Animal Shelter adopted out 457 animals in the year 2017.
History
vaccines as well as
basic
up or become ill while at the Shelter.
worms.
-
The Shelter currently provides treatment for intestinal Working with various community groups, the Shelter treats animals that are pickedIn general, the Shelter performs no testing on
any animals.Citizens adopting animals from the Shelter are advised, in writing, that shelter animals are not tested for disease and that it is highly recommended that adopted animals
be taken to a veterinarian as soon as practical after adoption to have such test performed. Animals can be returned to Shelter.
Current Protocol
all cats.
term treatment that prospective
-
all dogs. Dogs that come back positive
test for
combo test (feline HIV and/or leukemia) for
Heartworm for heartworm would be started on a basic heartworm medication regiment provided for through community donations. This is a longFeline
new owners would have to be willing to continue.As both of these conditions a fatal, cats testing positive would be euthanized.
Proposal
Staff is recommending that the City implement a basic testing protocol for “adoptable” shelter animals, including:
tech under the
-
The recommended tests each give an indication of positive or negative.Tests should be administered, and diagnosis should be made, by a veterinarian or a vetsupervision of a veterinarian.Adopters
would be able to make an informed decision when selecting an animal, making for lasting adoptions.
Proposal cont.
term.
-
an hour a week at no charge for
ll adoptable dogs and cats are tested.
esting is currently done by the Bayport Animal Hospital.
The La Porte Adoption Center Advisory Board has approved $1,500.00 out of the Donation Account to fund a two month study (April/ May).If the City would like to continue the testing protocol,
however, it would have to be funded for the next fiscal year as the donation account cannot sustain funding for testing in the longTTwo vet techs visit the shelter for labor.A
Current Testing Study
)
)
)
$27,640
staff.
Animal Hospital would send a vet tech twice a
visits at $35.00 per visit. ($3,640.00Dog tested at $15.00 per test ($9,000.00
104 600 500 Cats tested at $30.00 per test (15,000.00Total Estimated Annual Cost:
Spencer week and test the animals at the Adoption Center with the assistance of our
First Proposal
the
.
to
Complete
Proposal would take a
(plus staff time, fuel, etc.)
This
19,450
$
)
)
tested at $17.50 per test analysis and $7.00 to
Dogs tested at $5.00 per test kit analysis and $7.00 to Cats
Second Proposal
600 administer it. ($7,200.00500 administer it. ($12,250.00Total Estimated Annual Cost:
Existing Animal Shelter staff would transport all animals Animal Clinic of La Porte to be tested.significantly larger amount of staffing hours to
animals
to have the
for all of
animal.
$7875.00
))
be provided a voucher
shelter.
($4,200.00($3,675.00
tested at $17.50 per test kit analysis and $7.00 to
Dogs tested at $5.00 per test kit analysis and $7.00 to
adopter could of course still keep the
Adopters/Fosters would testing performed.The adopter may return the animal for a refund the money if positive test results.The 350 administer it. 150 Cats administer it. Total Estimated
Annual Cost:
Third Proposal
This proposal would not provide for the testing brought into the
two staff members
$9,150
staff.
)
Animal Hospital would send
2,400.00)
Dogs tested at $4.00 per test their Cats tested at $13.50 per test their
No charge for labor600 cost($500 cost($6750.00Total Estimated Annual Cost:
week and test the animals at the Adoption Center
Fourth Proposal
Bayport a with the assistance of our
$27,640$19,450$ 7,875$ 9,150*
Proposal OneProposal TwoProposal ThreeProposal Four
* The longevity of this price is unknown as the current vendor is doing the test at less than actual cost, more or less as a community service. The recommendation would be to fund at
one of the other proposal levels for next fiscal year.
Annual Pricing
staff time
amount of
Testing allows for the humane treatment of all animals taken into the shelterOn site testing requires the least On site testing carries the least amount of riskTesting allows the public
to make informed decisions on their adoptionsRecommended to fund at Proposal One level.
Conclusion
Questions?
REQUEST FOR CITY COUNCIL AGENDA ITEM
Agenda Date Requested: April 14, 2018 Appropriation
Requested By: Councilmember Jay Martin Source of Funds: General Fund
Department: Parks & Recreation Acct Number:
Report: X Resolution: Ordinance: _ Amount Budgeted:
Exhibits: _Map of Project Location____________ Amount Requested:
_Picture of Current Lighting on Trail___ Budgeted Item: YES NO
_Picture of Light Base_______________
SUMMARY & RECOMMENDATION
This item is requested by Councilmember Jay Martin.
The request is to install decorative lighting on Broadway between Wharton Weems and Dwire. The length of this section is
approximately 4400 linear feet. Lighting, like the ones we currently have on the San Jacinto Trail, would be spaced every 100
feet.
Broadway Street four (4) lanes at some point in the future. In speaking with TxDOT,
they do not have any type of estimate for construction. Also, staff has made a call into a TxDOT Engineer to see if a project like
this would be approved and what submittals would be required.
Staff determined a rough estimate for the project of $480,700 based on the chart below.
44 Lights and installation $380,000
Engineering 10% $ 38,000
CenterPoint Cost 5% $ 19,000
SUB TOTAL $437,000
Contingency 10% $ 43,700
TOTAL $480,700
Action Required by Council:
Discuss the option of installing decorative lighting on Broadway from Wharton Weems to Dwire and give staff direction
for budgeting purposes.
Approved for City Council Agenda
____________________________________ _______________________
Corby D. Alexander, City Manager Date
CURRENT SAN JACINTO TRAIL LIGHT BASE
CURRENT LIGHTING ON SAN JACINTO TRAIL
Project
1
Lighting
Phase
Trail
Limits
City
Weems
Wharton
REQUEST FOR CITY COUNCIL AGENDA ITEM
Agenda Date Requested: April 14, 2018 Appropriation
Requested By: Councilmember Dottie Kaminski Source of Funds: General Fund
Department: Parks & Recreation Acct Number:
Report: X Resolution: Ordinance: _ Amount Budgeted:
Exhibits: __Aerial_____________ _____________ Amount Requested:
_________________________________ Budgeted Item: YES NO
SUMMARY & RECOMMENDATION
This item is requested by Councilmember Dottie Kaminski.
The request is to change Klein Retreat at Bayshore Park on Bayshore Drive into a public beach. Note that this would be a multi-
year project. Staff would need to work with a design firm. Also, the design firm would need to work with the Army Corps of
Engineers as well.
Currently, staff is planning to place bollards along Bayshore, which will prevent criminal mischief from occurring on the
property after rain events. Interior roads will have bollards along Bayshore Drive that will allow the road to be roped off to
prevent access to property and will allow City staff to remove the barrier upon special events that would require road access
-Drive and to front the bollards.
Action Required by Council:
Discuss the option of changing Klein Retreat into a beach and give staff direction for budgeting purposes.
Approved for City Council Agenda
____________________________________ _______________________
Corby D. Alexander, City Manager Date
KLEIN RETREAT AT BAYSHORE PARK
REQUEST FOR CITY COUNCIL AGENDA ITEM
Appropriations
Agenda Date Requested: April 9, 2018
Source of Funds: N/A
Requested By: Councilmember Dottie Kaminski
Account Number: N/A
Department: Planning and Development
Amount Budgeted: N/A
Report: __X __Resolution: _____Ordinance: ____
Amount Requested: N/A
Exhibits:
Budgeted Item: N/A
______________________________________________________________________________
SUMMARY & RECOMMENDATION
This item was requested by Councilmember Dottie Kaminski.
Vehicle Lots Currently there are some existing vehicle storage lots located in the city. To clarify these are
not considered junkyards or junk vehicle lots. These sites are considered storage for vehicles in transition to
another site. Staff determined this would be classified under NAICS Code 493190 Other Warehousing and
Storage which specifically references Automobile Dead Storage. All uses under NAICS 493 Warehousing and
Storage are allowed by right in areas Zoned LI or HI as long with the restriction that the site is adjacent to high
frequency truck roads as shown on the High Frequency Truck Road Map.
This topic was discussed in the Chapter 106 subcommittee as part of the review and one of the
recommendations will be to add a footnote specific to 493190 Other Warehousing and Storage. The note
would be as follows, Automobile dead storage must be fully contained within an enclosed building. Use must
be located adjacent to high frequency truck roads as shown on High Frequency Truck Road Map.
Vehicles/Boat/Trailer Storage Currently the city has no restrictions on the number of vehicles (automobiles
and boats on trailers) that may be stored on site.
Chapter 106-773 reads as follows:
- In residential zones, all materials and equipment shall be stored within a building or fully screened so
as not to be visible from adjoining properties and any public right-of-way, except for the following:
o (3) Off-street parking of passenger vehicles and light trucks, as defined in this chapter
Chapter 106-837 (6) reads as follows:
- In the case of single-family, two-family, and townhouse dwellings, parking shall be prohibited in any
portion of the front yard except designated driveways or one open, surfaced space located on the side
of a driveway, away from the principal use. Such extra space shall be surfaced with concrete or
bituminous material, with the exception of those properties in the Large Lot District which may be
unpaved.
the code and in fact
states that is to be screened. When taking into account section 837, if the vehicle is located in
the front yard then it must be on a driveway or other paved area.
Action Required by Council:
Provide direction on any additional restrictions or regulations that Council would like to see researched or
considered for the subject topics.
Approved for City Council Agenda
_______________________________ _______________________
Corby D. Alexander, City Manager Date
REQUEST FOR CITY COUNCIL AGENDA ITEM
Agenda Date Requested: April 14, 2018 Appropriation
Requested By: Councilmember Dottie Kaminski Source of Funds: General Fund
Department: Parks & Recreation Acct Number:
Report: X Resolution: Ordinance: _ Amount Budgeted:
Exhibits: ___________________ _____________ Amount Requested:
_________________________________ Budgeted Item: YES NO
SUMMARY & RECOMMENDATION
This item is requested by Councilmember Dottie Kaminski.
The request is to place flagpoles at the entryway sign on State Highway 146 that are visible when driving from Baytown towards
La Porte. The flagpoles would be 40 feet tall (5 feet of which would be in the ground)
Option 1 Two (2) Flagpoles: $6,102
These poles would have the option of holding two flags on each pole. It would be a similar to the set-up at City Hall. Currently,
we have lighting that can be used for this, so there is no additional lighting expense.
Option 2 Three (3) Flagpoles: $9,568
These poles would have one flag on each pole (US, Texas, and City). If three poles were chosen, one solar light would need to
be added.
Action Required by Council:
Discuss the option of installing two (2) or three (3) flagpoles and give staff direction for budgeting purposes.
Approved for City Council Agenda
____________________________________ _______________________
Corby D. Alexander, City Manager Date
REQUEST FOR CITY COUNCIL AGENDA ITEM
Agenda Date Requested: April 14, 2018 Appropriation
Requested By: Councilmember Dottie Kaminski Source of Funds: General Fund
Department: Public Works Acct Number:
Report: X Resolution: Ordinance: _ Amount Budgeted:
Exhibits: Location Map Amount Requested:
Construction Cost Estimate
Budgeted Item: YES NO
SUMMARY & RECOMMENDATION
This item has been placed on the agenda at the request of Councilmember Dottie Kaminski.
The City adopted a trail masterplan in 2003 that outlined a plan to improve the connectivity of pedestrian and bicycle traffic
adoption, the City has made great progress implementing and constructing portions of
the trail system.
While the plan does improve mobility throughout many areas of the City there are locations not in the plan that should be
considered. One such area that is not included as a site for a trail per the plan is along East Main Street from South Broadway
to the eastern city limit line.
The proposed trail would be installed beginning at Five Points and extend to S. Blackwell, a length of approximately 4,000
linear feet. The trail would be 6 foot wide and installed on the south side of the street and be buffered by a slotted curb similar
to that along S. Broadway. At locations where the proposed trail interfaces with existing drives and intersections, the drives
will be replaced and ADA ramps will be installed as required at intersection.
Construction cost is estimated at $370,000. Survey and Design services costs are estimated at 16% or $60,000. Total estimated
cost is $430,000.
Action Required by Council:
Provide direction regarding installation of a trail along E. Main Street from S. Broadway to S. Blackwell Street.
Approved for City Council Agenda
____________________________________ _______________________
Corby D. Alexander, City Manager Date
EL
QSPQPTFE7
GPPUTJEFXBML
Legend
Parcels
Streets
City Limits
Railroad
Drainage Channels
Disclaimer: This product is for informational purposes and may not have been prepared for or be suitable for legal, engineering, or surveying purposes. It does not represent an on-the-ground
survey and represents
only the approximate relative location of property boundaries. Gov. C. §2501.102. The user is encouraged to independently verify all information contained in this product. The City of
La Porte makes no representation
or warranty as to the accuracy of this product or to its fitness for a particular purpose. The user: (1) accepts the product AS IS, WITH ALL FAULTS; (2) assumes all responsibility for
the use thereof; and (3) releases
the City of La Porte from any damage, loss, or liability arising from such use.
1 " = 786 '
City of La Porte
604 W. Fairmont Parkway
La Porte, TX 77571
La Porte GIS Mapping
(281) 471-5020
I
www.laportetx.gov
$888.89$975.00$400.00
$2,000.00$1,564.44$5,400.00$1,600.00$3,000.00$5,000.00$5,000.00
$15,295.75$15,000.00$27,200.00$26,400.00$16,320.00$25,500.00$11,333.33$25,000.00$10,000.00$10,000.00$48,181.61
$113,333.33$321,210.75$369,392.36
AMOUNT
$8.00$8.00$7.50$5.00
$50.00$75.00$60.00$40.00$90.00$10.00
$200.00$200.00$200.00
$1,200.00$5,000.00$5,000.00
$15,295.75$15,000.00$25,000.00$10,000.00$10,000.00
UNIT PRICE
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2210133960
111272300
2267340034002267
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UNIT
BID ITEM DESCRIPTION
Mobilization (LIMIT TO 5% OF TOTAL)Preparation of Right of WayRemove Existing Concrete Sidewalk and CurbConcrete Sidewalk (6' Wide) Including Cement Stablized Sand Concrete Slotted CurbCurb
Ramp (Type 7)Adjust Valve Boxes to GradeConcrete Driveway Replacement Commerical StrengthConcrete Driveway ReplacementRoadside ditch RegradingBlock Sodding (16" wide Sod)Asphalt Pavement
RepairPedestrian RailRelocate Existing Mail Boxes Relocate Existing Roadway Signs Storm Box AdjustmentsReflectorized Pavement Markings for Crosswalks and Stop Bars (Type 1) (24" White)Installation
and Maintance of Traffic Control DevicesTree Protection SWPPP Requirements (Silt Fence, Inlet Protection, Construction Entrances)Site Restoration
--
13
562105105105108109110162340450500500550660671501560
109.1
SPEC. NO.
12345689
10111214151617192021222324
ITEM NO.
BASE BID
REQUEST FOR CITY COUNCIL AGENDA ITEM
Budget
Agenda Date Requested: April 14, 2018
Source of Funds:
Requested By: Councilmember Chuck Engelken
Account Number:
Department: Administration
Amount Budgeted:
Report: ___ Resolution: _____ Ordinance: _________
Amount Requested:
Exhibit:
Budgeted Item: YES NO
Exhibit:
SUMMARY & RECOMMENDATION
This item has been placed on the agenda at the request of Councilmember Chuck Engelken.
The City of La Porte nine council members are provided office space within City Hall. Mayor Louis Rigby and
Kaminski, John Zemanek, Nancy Ojeda and Kristin Martin have offices along the hallway directly behind Council
Chambers. Councilman Chuck Engelken has an office within the City Secretaries Office, while Councilman Daryl
ce in the Human Resources hallway.
Action Required by Council:
Consider the item presented and discussed and provide direction to staff.
Approved for City Council Agenda
Corby D. Alexander Date
REQUEST FOR CITY COUNCIL AGENDA ITEM
Budget
Agenda Date Requested: 04-14-18
Source of Funds: Insurance Fund
Requested By: Matt Hartleib
Account Number: 014-6144-515
Department: Admin Human Resources
Amount Budgeted: $7,634,287
Report: X Resolution: Ordinance:
Amount Requested:
Exhibits: 2017 Year End Plan Review
Budgeted Item: YES NO
Exhibits: Plan change update
SUMMARY & RECOMMENDATION
Effective 1/1/2018, approved plan design and
plan. Based on data for the first two months of 2018, these changes are on track and being implemented as planned.
Additional plan data in the coming months will provide a more accurate pict
which projections can be made for the 2019 plan year.
Action Required by Council:
Approved for City Council Agenda
Corby Alexander, City Manager Date
2018
27,
February
(214) 443-2400 Toll-Free: (800) 366-4779
Analyst
Sharhan
Rasha
Benefits
Dallas, Texas 75231-2313
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Corporate Benefits ConsultingInsurance Planning ServicesRetirement Plan Consulting
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Where Experience and Independence Matter
www.ipsadvisors.com
BrentPrincipal
City of La Porte2017 Plan Year Review Meeting
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Financial
II.5
4.9%5.1%
CostsCosts
$16,356$17,183
$537,722$638,831$682,078$509,595$446,491$543,733$564,777$634,529$393,671$588,154$541,790$471,838$546,697$532,878$491,520$503,504$538,659$439,862$417,857$484,635$393,213$550,671$765,241
$6,553,209$1,207,114$6,871,851
PlanPlan
$9675.3%$9185.1%
$32,711$32,480$32,539$32,855$32,812$33,073$33,116$31,657$31,587$31,501$31,400$31,848$30,727$30,699$30,782$30,754$30,507$30,328$30,342$30,438$30,438$30,685$30,576$30,754
LossLoss
$387,578$367,030
PremiumTotalPremiumTotal
StopStop
$495$430
13.3%13.1%
FeesFees
$16,822$16,660$16,660$16,902$16,862$16,943$16,983$16,217$16,096$16,016$15,976$16,177$14,365$14,295$14,367$14,438$14,370$14,265$14,232$14,268$14,269$14,342$14,343$14,448
$198,314$172,001
($26,313)($20,548)$318,642
$14,893$15,835
ClaimsAdminClaimsAdmin
$488,190$589,690$632,879$459,837$396,817$493,718$514,679$586,654$345,987$540,637$494,415$423,813$501,606$487,884$446,372$458,311$493,782$395,268$373,283$439,929$348,506$505,644$720,039$365,503
$5,967,317$1,162,196$6,332,820
$7,741$6,114$9,068$2,142$3,656
$16,619$35,299$24,873$13,337$15,857$11,013$20,574$30,565$21,345$17,095$15,850$10,501
ClaimsTotalClaimsTotal
$0$0
$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0
50.7%1.6%6.1%51.0%1.8%6.3%
($425)$356($641)$363
($63,341)$3,497($48,434)$4,044($21,390)$2,720($36,955)$1,675($26,885)$1,926($32,960)$7,675
LossLoss
($170,120)$142,790($196,565)$4,719($256,409)$145,116
StopStop
ReimbursementsHRAReimbursementsHRA
Financials
15.0%14.8%
$4,909$4,183
$159,846$147,664
$172,224$176,497$206,033$161,677$138,125$171,235$164,699$162,292$134,602$172,176$144,488$116,433$157,735$130,007$127,992$147,299$125,408$119,357$137,130$155,409$133,859$177,656
($294,298)($86,289)$2,326
$1,967,070$1,672,773
ClaimsClaims
2017
ClaimsRxClaimsRx
408$299,346404$377,894404$401,973410$284,823409$221,114411$347,852412$337,330393$410,942390$243,539388$450,425387$365,421392$286,917401$336,544399$340,886401$267,292403$311,209401$349,940398$237,4683
97$238,807398$318,430398$207,720400$375,194400$1,053,621403$734,229
Plan
Year18.7%
(PEPY)$10,052201618.5%(PEPY)$11,931Prior
2016$743,764
CostCost
fromfrom
from
1617
1617
1617
1617
1617
161616171717
1617
1617
1617
CapitaCapita
1617
ChangeChange
Change
MonthSubscribersMedicalJanFebMarAprMayJunJulAugSepOctNovDecTotal401$4,027,577PerMonthSubscribersMedicalJanFebMarAprMayJunJulAugSepOctNovDecTotal400$4,771,340$%Per%
Health
6
Claims
Maximum
of
96%77%91%73%85%68%88%70%96%77%78%62%74%59%88%70%69%56%
Expected
101%80%231%185%142%114%
103%83%
Claims%
ACCUMULATION
of
%
1
Point
$627,287$626,842$628,461$627,732$622,593$618,992$619,356$621,339$621,339$626,478$624,131$627,732
$1,561.22
$7,492,282
Attachment
Claims
$481,032$457,319$425,027$441,216$477,932$384,767$364,215$437,787$344,850
Aggregate
YTD
Pt
Loss
$0$0$0$0$0$0$0$0$0
Specific
($53.43)$1,289.37
Stop
($26,885)$503,718($32,960)$1,154,521
($196,565)$715,320($256,409)$6,187,704
Attachment
$481,032$457,319$425,027$441,216$477,932$384,767$364,215$437,787$344,850$530,603$911,885
$1,342.80
$1,187,480$6,444,113
DATAAGGREGATE
YTD
1500Total
$25,427$20,550$33,236$36,012$27,690$22,539$34,895$24,817$31,071$40,650$47,614$24,235$556.16
$368,736
Claims
1000AHF
Report
$39,874$31,896$33,790$37,015$934.98
$127,505$122,312$104,162$108,551$103,293$137,368$622,728$260,283
$1,728,777
Aggregate
$279,989$452,938$517,138$627,367
$328,100$314,457$287,629$296,653$346,949$224,860$289,446$381,074
$1,900.57
401399401403401398397398398400400403400
$0
1500TotalPPOAHF
606061
515151555454545557
$8,000,000$7,000,000$6,000,000$5,000,000$4,000,000$3,000,000$2,000,000$1,000,000
1000AHF
Aggregate
ENROLLMENTCLAIMS
19115455
011981520219715103196154041951530519215506191153071891540818815509187154101851551118415612185157
Total2,2871,8496634,799$4,346,600
MonthPPOAHF
2017
2017201720172017
20172017201720172017201720172017
Avg/PEPM
7
Loss
$256,409
Stop
from
Due
Total
1500Employee$13,4871000Employee1000Employee1000Employee1000Spouse1000Spouse1000Employee
PPOSpouse$146,463PPOEmployee$96,459PPOEmployeePPOChildPPOChildPPOEmployeePPOSpousePPOSpousePPOEmployeePPOEmployeePPOSpousePPOEmployeePPOChildPPOEmployeePPOEmployeePPOSpousePPOEmployee
AHFAHFAHFAHFAHFAHFAHF
ISLPlanRelationship
ЌБ͵Аі
Under
/
$96,459$13,487
$146,463
($12,261)($31,975)($45,976)($59,520)($63,428)($68,055)($71,913)($80,699)($83,933)($85,141)($87,396)($93,015)($93,207)($94,474)($99,217)
($101,039)($101,703)($109,833)($110,371)($114,337)($114,892)
Claimants
PaidOver
$96,945$93,087$84,301$81,067$79,859$77,604$71,985$71,793$70,526$65,783$63,961$63,297$55,167$54,629$50,663$50,108
$311,463$261,459$178,487$152,739$133,025$119,024$105,480$101,572
123456789
Large 101112131415161718192021222324
Total$2,494,023
ClaimantTotal
2017
8
Claimants
Large
2017
9
Premium
Reimbursements
$256,409
SpecificCollected
$367,030
Claims
Specific
ReimbursementsCollected PremiumLoss Ratio
20162017
Loss
$387,578$170,120
$165,000 $170,120 $387,578 44%$165,000 $256,409 $367,030 70%
Specific Deductible
Stop
$0
$50,000
$450,000$400,000$350,000$300,000$250,000$200,000$150,000$100,000
20162017
Individual
10
$11,931
n/a
14.5%
15.1%18.7%
$10,052
Claims
$8,730
YearMedical%
2014$10,2082015$8,7302016$10,0522017$11,931
Medical
2014201520162017
$10,208
Capita
$0
$8,000$6,000$4,000$2,000
$14,000$12,000$10,000
Per
11
$4,183
n/a
14.8%
24.9%24.3%
$4,909
$3,950
Claims
YearRx%
2014$3,1642015$3,9502016$4,9092017$4,183
Rx
2014201520162017
$3,164
Capita
$0
Per
$6,000$5,000$4,000$3,000$2,000$1,000
12
TotalMedicalRx
$4,183
$11,931
$16,114
n/a
5.2%
7.7%
18.0%
$4,909
$10,052
$14,962
Claims%
$3,950
Claims
$8,730
$12,680
YearTotal
2017$16,114
2014$13,3722015$12,6802016$14,962
Capita
$3,164
2014201520162017
$10,208
Per
$13,372
$0
$8,000$6,000$4,000$2,000
$18,000$16,000$14,000$12,000$10,000
Total
13
2014201520162017
400
401
395
419
5.7%0.2%
55
47
1500Total
1500TotalChange
47
53
1000AHF
154
147
1000AHF
158
Plan
170
By
201419617053419NA2015191158473952016206147474011.4%201719115455400
EnrollmentPPOAHF
191
206
PPOAHF
191
196
0
50
450400350300250200150100
Enrollment
14
2014201520162017
NA
6.2%2.9%9.4%
$25,143$26,708$27,493$30,069
1500Total
1500TotalChange
$2,910$9,605$6,483$4,839
1000AHF
$7,916$8,341
$9,032
$10,348
Plan
1000AHF
By
2014$13,2022015$9,1872016$10,6632017$16,889
MedicalPPOAHF
PPOAHF
Claims
$0
$5,000
$35,000$30,000$25,000$20,000$15,000$10,000
Medical
15
2014201520162017
NA
12.9%
15.0%17.8%
$9,009
$10,359$12,207$10,631
1500Total
1500TotalChange
$2,617
$2,120$2,175$1,835
Plan
1000AHF
$2,531$3,326$3,445$2,879
By
1000AHF
PPOAHF
Claims
Rx
2014$3,8602015$4,9132016$6,5872017$5,918
PPOAHF
$0
$8,000$6,000$4,000$2,000
$14,000$12,000$10,000
Prescription 16
2014201520162017
NA
8.5%7.1%2.5%
$34,152
$37,067$39,700$40,701
1500Total
1500TotalChange
$5,527$8,658$6,674
$11,724
1000AHF
$11,563$11,243$13,793$11,220
1000AHF
Plan
PlanPPOAHF
By
By
2014$17,0622015$14,1002016$17,2502017$22,807
Total
PPOAHF
Claims
$0
$5,000
$45,000$40,000$35,000$30,000$25,000$20,000$15,000$10,000
Total 17
Review
Utilization
Plan
III.18
2017
Paid
Claims
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2018 29
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($)($)($)
Monthly
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TotalTotalTotal
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93.9%$55.2279.7%$221.0672.4%$199.8884.9%$260.2096.5%$22.7186.2%$161.4681.3%$146.0689.3%$199.3597.7%$14.6588.1%$90.3584.0%$80.6091.2%$106.03
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ContributionContributionContributionContribution
CostCity
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Medical
MedicalMedicalMedical
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3$757.53$667.187$505.02$424.42
37$1,087.25$866.1924$724.83$524.9568$1,721.49$1,461.2920$781.10$673.4617$520.74$423.3734$1,236.73$1,103.8345$631.27$616.6214$1,199.42$1,093.39
TimeTimeTimeTime
169$906.05$850.83134$650.91$628.20
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Contributions134$102,500Contributions45$34,500
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SpouseChild(ren)FamilySpouseChild(ren)FamilySpouseChild(ren)Family
+++++++++
EmployeePremiumEmployeePremiumHRATotalEmployeePremiumHRATotalTotalContributions
2018 31
(%)
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0.0%
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Total
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$35.97$24.79$55.81
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1/1/2018
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97.7%$14.6585.3%$111.6782.0%$90.7487.7%$147.19
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($)City($)City
$40,500
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RateCity
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Total
3$757.53$645.868$505.02$414.28
53$631.27$616.6217$1,199.42$1,052.23
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Contributions53$40,500
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+++
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2018 32
Recommendations
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2019
39
$143,104
-
two months of 2018, network utilization has
st
on track.
–
No out of network benefits extended since 1/1/2018. Although some expenses that occurred in 2017 are still being processed.Over 1increased from 76.7% to 83.4%
Move from PPO to EPO (removed out of network benefits). Expected savings Status
Plan design changes
pay.
-
$39,224
-
on track
–
insurance to the existing $150 co
Billing is working as intendedStill seeing higher than desired usage of free standing ER facilities. We will continue to educate employees
-
ER Copay change for the PPO plan. Added deductible and coExpected savings Status
Plan design changes
Generic usage has increased
–
$34,531
-
TBD
–
The mandatory aspect kicks in after 2 refills at the retail point of sail
Mandatory Mail Maintenance DrugsExpected savings Status Unrelated but noteworthy by 3% over the first two months of 2018
Plan design changes
Monthly
-
Employee
Employee Employee
$14.65
$55.22$22.71$95.25
$165.75$155.16$185.32$130.35$120.08$155.61$105.00$120.68
Total
TotalTotal
Contribution ($)
Contribution ($)Contribution ($)
Total Costs
($)($)
($)($)
n n
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(%)(%)
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$55.22$22.71
$14.65$95.25
$276.28$255.10$315.42$184.17$168.77$222.06
$105.00$120.68
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Total Employee
Total Employee
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,
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50.17%
Employee
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$271
$812,968$812,968
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96.5%79.3%72.0%83.9%89.9%90.4%
97.7%
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City
City
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-
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($)($)
$850.83$866.19$524.95$628.20$619.64$374.68
$616.62$667.18$424.42$39,000
$118,000
$652,065$691,065
$1,461.29$1,037.38
$1,093.39
$4,009,799$1,907,349$2,025,349
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3.88%
-
($271,585)
$6,569,213$6,726,213
City ContributionCity Contribution
City ContributionCity Contribution
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2 Cost
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Total Medical
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SpouseChild(ren)FamilyDifference over
Difference over
+++
+++
++
+
Employee PremiumEmployee PremiumHRATotal
Employee PremiumHRATotalTotalContributions with$ %
($)
$14.65
$126.32$105.39$161.84
Total Employee
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$0$0
N/A
$14.65$90.74
$111.67$147.19
Employee Contribution
Contribution
N/AN/AN/A
97.7%85.3%82.0%87.7%
La Porte
$0$0$0
Family
$1,000
$616.62$645.86$414.28
La Porte
$1,052.23
Contribution
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$0$0$0
$500
$631.27$757.53$505.02
$1,199.42
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Health Fund
Contributions
Contributions
Contributions
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+++
Employee Only
PremiumHRATotal
caveats
-
We have only two months of data at the time of preparing this reportWe experienced an issue on the pharmacy side that we feel is likely skewing the dataWe have seen an increase in ER
utilization, hospital confinements, and hospital days compared to the first two months of 2017
Claims data
Costs
$310,724
$614,672
$775,627
Total Plan
$1,390,299
$8,635
$35,116
$70,061
$34,945
Stop Loss Premium
$1,143
Fees
$14,937
$14,866
$29,803
Admin
$725,816
$564,619
$300,945
$1,290,435
Total Claims
$30,125$12,556
$33,570
$63,695
HRA Claims
$0$0$0$0
Stop Loss
Payments
$128,737
$225,126
$164,532
$389,658
RX Claims
$366,517
$159,652
Claims
$837,082
$470,565
Medical
411
410
409
Subscribers
18
18
-
-
2018 claims data Jan & Feb
Month
JanFebTotalIncrease over Jan & Feb 2017
Compared to the first two months of 2017, we are seeing a 15% increase in medical claims and 22% increase in total plan costs.We will have a more reliable picture in June after receiving
more data and clarifying how Aetna’s pharmacy billing error impact Rx claims numbers.For 2019, IPS is projecting a 7.8% increase in Medical cost trend
Takeaways
Questions?
REQUEST FOR CITY COUNCIL AGENDA ITEM
Budget
Agenda Date Requested: April 14, 2018
Source of Funds: N/A
Requested By: Councilmember Danny Earp
Account Number
Department: Public Works
Amount Budgeted:
Report: ___ Resolution: _____ Ordinance: _________
Amount Requested: N/A
Exhibit: Aerial of F216 from Sens to RR
Budgeted Item: YES NO
SUMMARY & RECOMMENDATION
This item has been placed on the agenda at the request of Councilmember Danny Earp.
The F216-00-00 drainage channel system conveys stormwater, within the Little Cedar Bayou Watershed Harris,
to its ultimate outfall point within Galveston Bay. The first phase of channel improvements have been complete
along the F216 channel between W Main and State Highway 146; Phase II of the channel improvements (from
nd
W Main to W Madison) has been awarded to a contractor, with construction scheduled to begin in the 2 quarter
of 2018. Future upstream improvements are yet to be designed.
The most upstream segment of the F216 channel, which is maintained by Harris County Flood Control (HCFCD),
remains unimproved, thus, requiring routine maintenance to allow for proper conveyance of the stormwater within
this segment of the channel (from Sens Rd., east to Barbours Cut, south to W Madison).
Harris County Flood Control staff has informed Public Works staff that survey data has been collected on this
most upstream section. Construction drawings are being prepared in-house, by HCFCD staff, to provide direction
on clearing overgrowth, trees, and obstructions; minor erosion control and slope stabilization; and desilting.
thst
Construction is projected to begin late 4 quarter 2018 or early 1 quarter 2019 (calendar year).
Action Required by Council:
Consider the items presented and discussed and provide direction to staff.
Approved for City Council Agenda
Corby D. Alexander Date
gnippaM SIG etroP aL
G327.11.11
REQUEST FOR CITY COUNCIL AGENDA ITEM
Budget
Agenda Date Requested: April 14, 2018
Source of Funds: N/A
Requested By: Councilmember Danny Earp
Account Number
Department: Public Works
Amount Budgeted:
Report: ___ Resolution: _____ Ordinance: _________
Amount Requested: $225,000
Exhibit: Harris County Bid Tabulation
Budgeted Item: YES NO
Exhibit: Harris County Specifications
SUMMARY & RECOMMENDATION
This item has been placed on the agenda at the request of Councilmember Danny Earp.
City of La Porte Street Drainage Division is currently assigned to cleaning and reshaping ditch line in the
Lomax Area City of La Porte right of way. Recently, City staff have cleaned approximately 13,000 linear feet
(2.46 miles) of ditch along Elizabeth, Alvy, Lomax Drive, Elmwood, Willow View and Robinson Rd. in
Lomax.
There are approximately 85,500 linear feet of drainage ditch in the Lomax area that is in the Harris County
right-of-way. The Harris County right-of-way ditches are the major trunks of the system running to the Harris
County Flood Control Ditches. The estimated cost for the City to contract ditch re-grading the Harris County
right of way ditches is $225,000 at $2.00 per foot, loose spoil haul off 2000 yard at $8.00 per yard, and $38,000
contingency.
Harris County Precinct 2 Operations Director and Road and Bridge Superintendent have advised City staff that
North H Street, North L Street and North P Street will be desilted and regraded with the contract they recently
bid. They also indicated that survey for the work will start before the date of the Council Retreat. Lomax School
Road was not in the plans at this time. Public Works staff will monitor progress and address Lomax School
Road with the County as needed.
Action Required by Council:
Consider the items presented and discussed and provide direction to staff.
Approved for City Council Agenda
Corby D. Alexander Date
SCOPE OF WORK
This Project consistsof aterm contract estimated at$500,000.00 for ditch
regrading and reshaping at various locations in Harris County, Precinct 2.
TheContractor shall provide the necessary equipment, labor and other items to
remove excess materials from ditches, including but not limited to debris and silt,
in order to regrade the ditches to provide for drainage and reshape the ditches to
maintain proper slope stability. This work shall apply to the ditches and in and
around any fixtures, features or utilities located within the ditch.
This work is to be on an “as-needed” basis in various locations in Harris County
Precinct 2. Ditches are located withinroadway right-of-ways, drainage
easements, and parks.
GENERALNOTICETOCONTRACTORS
Inaccordance with House Bill 1059, a minimum of 25% of the work to be performed onthis project
shall be performed by the Bidder.
SpecialNotice: By law,the original price on firmfixed price contracts may not be increasedby more
than 25%.The original price may not be decreased by 18% or more without the consent of the
contractor. Please monitor additions to your contract - additions inexcess of 25% will not be paid
under any circumstances.
On publicworksprojects,all contractors shall supply a listof all suppliers and subcontractors with
addressesand phone numbers, prior to work commencing.
At the time of the scheduledpreconstruction meeting, the successfulbiddershall supply to the County a list
of representatives signedby an Officer of the Company who are authorized to sign official
documents, i.e., Purchase Orders, Change Orders, FinalEstimates, etc.
In determining whois a responsible bidder, Harris County may take into account thepast performance of
thebidderonHarrisCountyprojects. Commissioners' Court adoptedawrittendefinitionand
criteriafor determining the performance of a contractor whichmay be consideredin determining the
responsibility of a bidder.
Harris County is using internet-based software "Capital ProjectsManagement and Tracking System
(CAPTRAC)” tomaintainconsistentadministrative and technical control forits projects throughout the
County. The Contractor is required touseCAPTRAC on this project inaccordance with procedures
provided (the User’s Guide and QuickReference Guide in Construct-It underHelp link) by the County.
CAPTRAC stores electronic project correspondence and related project documents such as RFI's
(requests for information) and submittals. CAPTRAC provides the ability toviewcontractbid
items/payestimatestatus,submittalstatus,RFIstatus, and change order history, etc.
At no costto the Contractor, the County will provide systemlogin account(s) and provide training for
Contractor personnel. The Contractor must update CAPTRAC with any new or changed information
within 24 hours of that information becoming known toContractor.
Therefore, the Contractor musthaveaccessto a computer with internet accessanda scannertouse
CAPTRAC.
CONSTRUCTION NOTES
Scope of Work Included:
This Contractor shall provide the necessary equipment, labor and other items to remove excess
materials from ditches, including but not limited to debris and silt, in order to regrade the ditches to
provide for drainage and reshape the ditches to maintain proper slope stability. This work shall apply
to the ditches and in and around any fixtures, features or utilities located within the ditch.
This work is to be on an “as-needed” basisin various locations in Harris County Precinct 2.Ditches
are located with roadway right-of-ways, drainage easements, and parks.
1.At the pre-construction conference, the Contractor will be provided with a list of initial sites
where ditches are to be re-graded/re-shapedin Precinct 2, which will be grouped in a general
work area.
2.The Precinct will periodically give the contractor written authorization to perform these tasks on
one (1) or several right of ways, roads and/or parks. The contractor must be prepared to work
on multiple projects and areas at one time.
3.The respective Camp Superintendent will notify the Contractor about additional sites on an on-
call basis.
4.The Contractor shall complete the work in one area to the satisfaction of the Harris County
Representative before proceeding on to other areas.
5.The Contractor will have (ten) 10 working days to begin work atsites from the time the County
Representative or Superintendent gives notice. This time may be adjusted based on inclement
weather.
6.The typical workhours are Monday to Friday 7:00 AM to 4:00 PM. The Contractor shall
coordinate with residents or other individuals not to impede traffic during “rush hours”, trash
pickup, mail delivery, school bus pick up/drop off or other events.
7.In the computation of contract time, Saturdays, Sundays, and Holidays are included. Should the
Contractor propose any work on Saturdays, Sundays, and Holidays, this request must be
approved 48 hours in advance by the County and there is no additional cost to be incurred to
thecontract.
8.Documentation –The Contractor should document the existing conditions of the work areas
prior to commencing with their work to establish any existing damage to items in the right-of-
way.
9.Limits and Grades -Harris County will provide the limits and grades of the ditches and the
Contractor will coordinate with the County’s surveyors,and notifythe County if proposed grades
do not appear to be correct or adequate.
10.Coordination -The Contractoris required to provide coordination with Harris County Precinct 2
Road and Bridge staff, utility operators, residents and other individuals when the work is being
done.
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11.Equipment –The Contractor will provide a hydraulic excavator with rubber tire/track, a
retractable telescoping, and rotatable boom attached to an interchangeable excavating or
grading bucket at least 36 in widethat will allow for a smooth/rounded ditch bottom. The entire
excavating mechanism must be mounted on a platform that rotates on a turntable assembly.
12.Traffic Control -Traffic Control is required while the work is proceeding and shall be in
conformance with the Texas MUTCD, including flaggers, signage, cones and other traffic control
devices, which is incidental to the Work.
13.Utilities -Prior to beginning work in an area, the Contractor shall notify all utility operators
including but not limited to telephone, cable, power, sanitary sewer, storm sewer, pipelines, both
underground and aerial, and have these items marked/located/flagged.
14.Utility Damage and Conflicts -During the prosecution of the work, should the Contractor expose
or damage any underground or aerial utilities, they are responsible for contacting the utility to
notify them of the conditions. Should the location of the utility and grade conflict, the Contractor
shall notify the Harris County Utility Coordinator to determine if the utility will need to be
adjusted, relocated or otherwise altered to allow for the grading.
15.Disposal of Soils and Debris –The Contractor is responsible for the disposal of the excavated
materials from the ditch and disposal shall be at a designated landfill and not placed in any
right-of-ways, flood plains or floodways. The Contractor shall notify the County of where the
materials are disposed of.
16.Clean Up and Spillage –The Contractor is responsible for conveying the excavated materials
into suitable haul off vehicles and will not be permitted to stockpile soils on roadways or right-of-
ways. Following work in an area the Contractor shall provide sufficient clean up so that soils are
not tracked and that liquids from the excavations are not spilled on the pavement.
17.Acceptance –Prior to moving operations from a work area, the Contractor shall meet with the
Harris County Representative and if any of the ditch sections hold water or work items have not
been completed, the Contractor shall remedy any deficiencies within seven (7) working days.
18.Damage to Paving –The Contractor shall provide the necessary equipment or means of
protecting the existing paving to prevent gouging, tracking ordestruction of pavement markings.
Should paving be marred or rutted, the Contractor shall notify the Precinct immediately.
19.Mailboxes and Signs –Should the Contractor damage mailboxes or signs within the right of
way, they will be responsible to repairing the damage or replacement of the item.
20.Blocked Culverts –Should the Contractor encounter blocked culverts or other drainage
impediments during the execution of the work, they shall notify the Precinct who is responsible
for resolving these issues.
21.Right of Entry –The work is to be within the existing roadway right-of-way or drainage
easements. Should existing conditions require work outside of these limits or require a right-of-
entry, the Contractor shall notify the County and coordinate access as required.
22.Storage of Equipment –The Contractor shall be allowed to temporarily park their equipment and
vehicles within the roadway right-of-way, if required, but the County shall be notified of the
location(s) and the storage does not constitute blockingtraffic or causing any site restrictions.
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23.Soil Characterization -Should the Contractor encounter anymaterials in the roadside ditches, or
areas to be excavated, that appears to have contamination, they should notify the County and
proceed with other work in the area. Harris County, if necessary will provide for testing of any
questionable materials.
The following specifications drawings are attached.
Special Specification 8265 Regrading and Reshaping Ditches
TCP-SWTRAFFIC CONTROL PLAN (SHOULDER WORK)
TCP-12ONE LANE, TWO-WAY OPERATION)
TCP-LL(LEFT LANE CLOSURE)
TCP-RL(RIGHTLANE CLOSURE)
Detail 1ROADSIDE DITCH REGRADING (SECTION)
Detail 2ROADSIDE DITCH REGRADING (PLAN)
Precinct 2 Boundaries
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SPECIALNOTES
Thebidquantitiesprovidedareforbidevaluationonly.Thesequantities
representtheexpectednumberofeachitemtobeusedduringtheone(1)year
periodandtheCountyreservestherighttoadjustbiditemsandquantitiesas
needed.TheContractallowsforfour(4)renewalsandbiditems/quantitiesmay
beadjustedtimetotimebymeansofaChangeinContract.
Thecontract willbeineffectforaperiodof twelve(12)monthsstartingfromthe
dateagreedtointhepre-constructionmeeting.
HarrisCountyreservestherighttoannuallyextendthecontracttwelve(12)
monthsatatimeforanadditionalfour(4)years.Thedecisiontoextendthe
contractshallbemadewiththemutualconsentoftheContractorandHarris
County.
Thetimeforrenewalshallbetwelve(12)monthsaftercontractcommencement
date.Ifthepartiescannotagreeontheunitpricesfortherenewalperiod,the
currentcontractshallterminateattheendofthecurrentcontractyear.
Clean Up: refer to Harris County Specification Item 560. Uncleaned areas are
unsightly and potentially hazardous, and require the use of County facilities and
employee time in responding to citizen complaints. Contractor is required to
remove from the jobsite all trash and excess materials accumulated as a result
of this work, daily and prior to beginning work at the next jobsite
.
.
NOTICE OF SPECIFICATIONS
For the construction of this project, the Contractor shall use the attached Special
Provisions, Special Specifications, and the Specification Book -SPECIFICATIONS FOR
THE CONSTRUCTION OF ROADS AND BRIDGES WITHIN HARRIS COUNTY, TEXAS,
dated April 1988, with revisions through September 1, 2017.
The current specifications may be found at the Harris County EngineeringDepartment
(HCED) website www.eng.hctx.net.
When applicable, the Contractor shall use the Harris County Flood Control District (HCFCD)
2005 Standard Specifications Book.The current HCFCD specifications may befound at
the HCFCD website:https://www.hcfcd.org/media/1311/hcfcd_2005_specifications.pdf.
When applicable, the Contractor shall also use the Texas Department of Transportation
(TxDOT)2014Standard Specifications Book. The current TxDOTspecifications may be
found at the TxDOTwebsite ftp://ftp.dot.state.tx.us/pub/txdot-info/des/spec-book-1114.pdf
Whenapplicable, theContractorshallalso use theCity ofHouston’s Standard
Specifications.Thecurrent specificationsmaybefoundatthe CityofHoustonwebsite
http://edocs.publicworks.houstontx.gov/engineering-and-construction/specifications.html
Special Provision to the Harris County Standard Specification Item 560
SP 560
Maintenance and Clean Up of Site
Remove Paragraph 560.2 and Replace with the following:
560.2 General Requirements. The Contractor is required to remove from the
job site and dispose of all trash, waste, debris, excavated materials,
vegetation, soils, excess materials, etc, accumulated as a result of
and during this work in compliance with current local, State and
Federal Regulations.
On a daily basis or as directed by the Engineer, the Contractor shall
remove any debris, trash or excess material off the site. They shall
make every effort to keep the site and roads in a neat, safe,
presentable condition, at all times.
Where stockpiling is allowed, the stockpiles shall be within the roadway
right-of-way, easement and/or park property. Stockpiles are to be
protected to prevent materials from eroding and being deposited in
recently excavated areas or on to adjacent areas. The stockpiles should
be removed on a weekly basis or
In addition, at the end of each week, the entire work area shall be
generally cleaned and all trash and other materials over the length
of the site shall be removed off site to the complete satisfaction of the
Engineer.
FOR PROJECTS INITIATED
AFTER MAY 1, 2014
REVISION 2
ITEM 560
MAINTENANCE AND CLEANUP OF THE PROJECT SITE
560.1 Description. This Item shall govern for the maintenance and cleanup of
the jobsite both during the term of the construction and at the end of
construction.
560.2 General Requirements. The Contractor is required to remove from the job
site and dispose of all trash, excess materials, etc., accumulated as a
result of and during this work in compliance with current local, State and
Federal Regulations.
At such time (daily or weekly) as directed by the Engineer, the Contractor
shall remove any debris, trash or excess material off the site. He shall
make every effort to keep the site in a neat, presentable condition, at all
times.
In addition, at the end of each month, the entire construction site shall be
generally cleaned and all trash and material over the length of the site
shall be removed off site to the complete satisfaction of the Engineer.
The Contractor will mow, trim and edge the right-of-way and medians on
the project for the entire project duration. The mowing schedule shall be
as follows:
April October: Once per month
November March: Once every six weeks
After the construction work has been completed, the Contractor shall
remove all debris, trash, excess materials, forms, stakes, empty sacks etc.
from the site and leave the site with a neat appearance. All excavation
shall be backfilled and all excess excavated material shall be disposed of
off the site of the work.
560.3 Measurement and Payment. There shall be no separate payment for this
Item.
There are no line code(s), description(s), or unit(s) for this Item.
END OF ITEM 560
SPECIAL SPECIFICATION
ITEM 8265
REGRADING AND RESHAPING DITCHES
8265.1Description. This item shall govern for the regrading and reshaping of
ditcheslocated within roadway right-of-ways, drainage easements, and
parks.
8265.2Work Methods.Excavate and remove excess material from ditches and
from around fixtures within the limits of the excavation as approved.
Regrade and reshape ditches in conformance with the lines, grades, and
typical cross-sections shown on the plans, or as directed. Dispose of
excess material in accordance with applicable federal, state, and local
regulations, or place on right of way, as directed. Maintain ditch drainage
during cleaning and reshaping work.
8265.3Measurement.Measurement will be as follows:
A.Foot. By the foot, measured along the centerline of the ditch.
B.Cubic Yard in Place. By the cubic yard in its original position
computed by the method of average end areas.
C.Loose Cubic Yard in Vehicle. By the cubic yard in vehicles
measured at the point of excavation.
8265.4Payment.The work performed in accordance with this Item and
measured as provided under “Measurement” will be paid for at the unit
price bid for “Ditch Reshaping (Foot),” “Ditch Cleaning and Reshaping
(Cubic Yard in Place),” or “Ditch Cleaning and Reshaping (Cubic Yard in
Vehicle).” This price is full compensation for excavation, disposal of
removed materials, regrading, reshaping, traffic control, coordination,
equipment, labor, tools, and incidentals.
END OF ITEM 8265
REQUEST FOR CITY COUNCIL AGENDA ITEM
Agenda Date Requested: April 14, 2018 Appropriation
Requested By: Councilmember Dany Earp Source of Funds: General Fund
Department: Parks & Recreation Acct Number:
Report: X Resolution: Ordinance: _ Amount Budgeted:
Exhibits: _Northwest Park Trail Aerial__________ Amount Requested:
_________________________________ Budgeted Item: YES NO
SUMMARY & RECOMMENDATION
This item is requested by Councilmember Earp.
During the budget process for Fiscal Year 2018, a walking trail at Northwest Park was approved by Council. It will be 6 feet
wide and just over ½ mile in length, composed of crushed granite with a limestone base. We have $25,000 budgeted for the
trail in the current fiscal year Park Zone Fund. An aerial of the layout that was discussed with Council last year is
attached. We do not anticipate the trail to interfere with other usage of the park. From looking at the aerial it is hard to
tell, but there will be plenty of space at the south end near the small soccer field. We will also curve the edges and move
as close to the trees as possible in any questionable area. The project will be completed in house and is on the schedule
for work to begin this summer.
Action Required by Council:
Discuss the walking trail plans and give staff direction on any changes for budgeting purposes.
Approved for City Council Agenda
____________________________________ _______________________
Corby D. Alexander, City Manager Date
NW Park Trail
REQUEST FOR CITY COUNCIL AGENDA ITEM
Agenda Date Requested: April 14, 2018 Appropriation
Requested By: Councilmember Dottie Kaminski Source of Funds:
Department: CMO Acct Number:
Report: X Resolution: Ordinance: _ Amount Budgeted:
Exhibits: _ ____________ Amount Requested:
_________________________________ Budgeted Item: YES NO
SUMMARY & RECOMMENDATION
This item is requested by Councilwoman Dottie Kaminski.
The concept of revitalizing Main Street has been discussed and implemented to varying degrees for years while the need for
a focus on Broadway has come to the forefront relatively recently. This should be the first step in a dialogue about what tools
the City can use on top of our existing local level tax abatements, TIRZ, PIDs and Chapter 380 agreements. For this discussion
staff is talking about W. Main from SH 146 to Broadway and Broadway from Main to about N. Forrest Ave. but that area can
easily be expanded.
Main Street/Broadway Incentive Program Ideas
o Retail Zone A TIRZ like district in which money spent on sales tax or property tax is captured and can
only be spent in that district.
o Brewery (Or Wine) Incentive A creative, branded program to lure in an alcohol producer, one which
offers sales to the public.
o Main/Broadway Corridor Plan A plan investigating the current status and possible direction of the area
laid out. May mean redoing zoning, etc.
o Fee Free Zone An area where there are no predevelopment fees, discounts could be taken as far as
Council wants.
o Building Maintenance Award (City Wide) A public recognition of businesses that maintain and improve
their grounds as well as building.
Plaque, name on City Hall marquee
o Wayfinding Signs Guiding people towards certain areas of town
SH
rd
Main Street Parking on 3
o Main Street/Broadway Branding
residents and visitors
o Purchase Empty Building Giving the City ultimate control over a building in order to bring in a true
catalyst, giving us room to experiment as well.
Start up space
Brewery
Tech
Restaurant
Maker
o Public/Private Partnerships City combining with private industry in order to share the
cost/infrastructure responsibility of putting a project together
City constructing a parking lot for an incoming business or building rehabilitation.
Action Required by Council:
Discuss the option(s) of how to revitalize Main and Broadway and give staff direction for budgeting purposes.
Approved for City Council Agenda
____________________________________ _______________________
Corby D. Alexander, City Manager Date