HomeMy WebLinkAboutAgenda CC 07.29.2014Notice of Meeting of the
Governing Body of the
City of Georgetown, Texas
JULY 299 2014
The Georgetown City Council will meet on JULY 29, 2014 at 4:00 P.M. at the Council Chambers, 101 E. 7th
St., Georgetown, Texas
The City of Georgetown is committed to compliance with the Americans with Disabilities Act (ADA). If you
require assistance in participating at a public meeting due to a disability, as defined under the ADA,
reasonable assistance, adaptations, or accommodations will be provided upon request. Please contact the City
Secretary's Office, least four (4) days prior to the scheduled meeting date, at (512) 930-3652 or City Hall at
113 East 8th Street for additional information; TTY users route through Relay Texas at 711.
Regular Session
(This Regular Session may, at any time, be recessed to convene an Executive Session for any purpose
authorized by the Open Meetings Act, Texas Government Code 551.)
A Call to Order
- A Special Meeting of the City Council
B Consideration and possible action to place adoption of the proposed 2014 tax rate of $0.4350, with
amended component amounts, on a future agenda and to set dates for two public hearings -- Micki
Rundell, Chief Financial Officer
C Review, discussion and possible action regarding the 2014/15 City Manager's Proposed Budget --
Micki Rundell, Chief Financial Officer
D Annual City Council Training including the following topics: Open Meetings Act, Public
Information Act, State Conflict of Interest Laws, City Ethics Ordinance, LGC Chapter 176 Disclosure
and the City Governance Policy -- Bridget Chapman, City Attorney
Adjournment
Certificate of Posting
I, Jessica Brettle, City Secretary for the City of Georgetown, Texas, do hereby certify that this Notice of
Meeting was po4ed at City Hall 113 E. 8th Street, a place readil accessible to the general public at all
times, on the day of �(/( C��f , 2014, at S!tD , and remained so posted for at least
72 c us hours preceding the scheduled time of said meeting.
Je r , City Secretary
r
6Aemo
To: Paul Brandenburg, City Manager
Mayor Ross & City Council
Cc: Micki Rundell, Chief Financial Officer
Wayne Nero, Police Chief
John Sullivan, Fire Chief
From: Tadd Phillips, Human Resources Director
Date: July 25, 2014
Re: Public Safety Compensation Items Version 2
48
)WN
1 Ll%X_iJ
As part of the Council's ongoing budgetary discussion, it was tentatively agreed on Tuesday, July 22 to add
the following Public Safety Salary pay changes to the coming year's budget. These changes are in addition
to the planned step increase for participants in the Public Safety pay plans. What follows is a summary of
the July 22nd plan followed by a second scenario that would make similar changes to Fire.
July 22nd Plan
Description: Increase Police Officer minimum pay by $3,000, followed by a 1% upward
movement of the Police Pay Scale (all ranks). Also increase Fire Pay Scale
(all ranks) by 1%.
Approximate Cost: $224,573 annually recurring
If implemented January 1: $168,430 fiscal year cost; full cost recurs in future years
July 22nd Plan + Same change to Fire
Description: Increase Police Officer & Firefighter minimum pay by $3,000, followed by a
1% upward movement of the Public Safety Pay Scale (all ranks).
Approximate Cost: $315,119 annually recurring
If implemented January 1: $236,339 fiscal year cost; full cost recurs in future years
What does either of these scenarios mean for an individual employee? A step 2 Police Officer currently
earns $51,304. If this plan were implemented October 1, the Police Officer's rate of pay would change to
$54,174 based on the combined change of increasing Police Officer start pay and the 1% range adjustment.
Then on his/her anniversary date, the Officer would move to the new step 3 at $55,759. In this example, the
Officer's annual increase for the coming fiscal year would be 8.7%. In contrast, a currently topped -out
Page 2 of 2
July 25, 2014
Officer in the same scenario would see a 1% increase. The average increase across all Public Safety
employees would be approximately 2.5%.
The following is a visual of the impact of this scenario for the ranks of Police Officer & Firefighter:
„. r ..., ................. Y n:.:,... ................ ....v....... .., ....-.... w... ............ ...................... ......... .... r.,.: r,m..........
n........ ... ... ..
Police Officer j(
_. _.._ ......._. __._._...._.... _..... ._._� __. _.�..... _ ...... _... .....
___ _.... _._........ .
_-. ,...
Ulu IVic
s
a
i• -
$ 55,109
s'
$ 57,011
$ 47,500
$ 49,402
$ 51,304
$ 53,207
$ 58,913 "60,816
62,718
$ 64,620
Wier
_
Entry ;
. - �.. W
. '
a, _ y
$ 57,343
`
1 $ 58,928
1 $ 60,512
$ 51,005
$ 52,590
$ 54,174
$ 55,759
$ 62,097
$ rmr,92
$ 65,266
4 ........_. .. ,..,.. ......... _........ ....... ........ ........_........ .......,,�. ...,, ........,. ___...2._ w..._....... ,........ ............... ............
._..... .............. ...... ........ ..... .. .... ......... ..... .... .... .
Firefighter
..try
1,
2'
4
$ 42,502
$ 43,777
$ 45,090
$ 46,443
$ 47,836
$ 49,270
$ 50,750
$ 52,272
$ 53,840 $ 55,455
5,455
Afte r
For the purposes of recruitment, where would we stand against current competitors after the change?
Police Officer
Cedar Park
$
46,000
Killeen
$
40,381
New Braunfels
$
42,908
Round Rock
$
49,596
San Marcos
$
46,247
State of Texas
$
37,576
Temple
$
40,907
Travis County
$
52,302
Williamson Cty
$
52,275
Average
$
45,355
Georgetown
$
51,005
Difference
12.5%
Firefighter
Cedar Park
$
40,985
Killeen
$
37,740
New Braunfels
$
40,841
Round Rock
$
44,585
San Marcos
$
43,377
Temple
$
37,853
Average
$
40,897
Georgetown
$
45,957
%Difference
12.4%
data from 5127114, rates subject to change
Please feel free to contact me at x2504 with any questions.
INSPECTION OF IOOF LODGE FACIILTY
602 N. COLLEGE STREET
City Facilities and Building Inspections Staff met with WBCO representatives to inspect the facility located at
602 N. College on Thursday, July 24, 2014.
Staff determined that the building currently meets the codes under which the facility was built. If WBCO only
does the installation of the sinks that are required by the Health District they should be compliant with all of
the building and fire codes applicable when the building was constructed, with few exceptions.
However, if WBCO proceeds with the Commercial Kitchen Upgrade their costs will be substantially higher
than the estimated costs they were provided with to do the upgrade. The Commercial Kitchen Upgrade will
trigger the 2012 building/fire codes and the facility will not meet the 2012 codes with the proposed upgrade as
it is currently presented. There will be additional costs to tear out the walls (paneling) and ceilings and other
upgrades that will be required to meet the 2012 Building/Fire Codes that are not included in the cost estimates
that WBCO has provided. Any renovation that is not done in a structure that is zoned and used as residential
and governed by the International Residential Code (1 and 2 family dwellings) are governed under the
International Building Code (commercial). An E-Mail Report from Tamera Baird, the City's Chief Plans
Examiner, is attached identifying all of the areas that would need to be addressed with a major renovation.
There will also be additional costs involved to bring the facility into ADA compliance. The ADA consultant is
inspecting the facility on Monday, July 28, 2014. City staff has indicated that based on their inspection there
are ADA compliance issues with the facility. The ADA consultant will be able to vet those deficiencies in more
detail. Our understanding is that in accordance with the City's ADA Transition Plan, once those deficiencies are
identified, the City will need to establish an Action Plan to address the identified deficiencies in the future.
Attached to this memo is a report from our Building Inspections Department outlining the building/fire code
requirements should WBCO pursue the Commercial Kitchen Renovation.
The City staff who inspected the facility told the WBCO representatives that the building is currently in
compliance with the building and fire codes that were in place when the facility was constructed, and that for
the most part, that wouldn't change with the installation of the sinks that are required by the Health District,
except for maybe a couple of issues, as long as the kitchen remains in its current state and the use doesn't
change.
However, they further clarified with the WBCO representatives, while not discussing any specific potential
costs, that if WBCO proceeded with the Commercial Kitchen Upgrade, there are many items not currently
included in their cost estimates that would need to be included in order to meet the triggered requirements of
the 2012 Building/Fire Codes, and that the cost to do that would be substantially higher than their current
bid. The WBCO representatives acknowledged the verbal information they received.
Attachment
Shirley Rinn
From:
Tamera Baird
Sent:
Thursday, July 24, 2014 5:26 PM
To:
Trish Long; Shirley Rinn
Cc:
Keeling Neves; Dave Hall
Subject:
WBCO-Mary Bailey Head Start
First, I would like to clarify that the kitchen, in its current state, does not meet current codes, but has remained in its
original state and meets the codes that it was built under. If there is no renovation done, or the use does not change, it
may continue in its current configuration.
If it is to be upgraded there are several things that will need to be addressed.
1. An asbestos survey would be required prior to any demolition.
2. The existing ceiling will need to be removed. It is an old "popcorn" ceiling and all of the electrical that has been
added is in conduit as per code, but it goes through the ceiling with no fire protection. When it is replaced the
height will have to be not less than 7 feet in height. The ceiling over the food preparation area will need to be a
hard ceiling. If the electrical conduit is going to remain outside the walls fire stopping will be required at all
ceiling penetrations.
3. All finishes will have to comply with the current code, that would necessitate the removal of the wood paneling.
4. Restrooms cannot open up into food preparation areas, therefore a wall creating a hallway would need to be
constructed.
5. The fire alarm system will need to be evaluated to see if any additional devices would be needed.
6. The water heater would need to be upgraded and installed to insure proper venting and combustion air.
7. The grease trap would need to be upgraded and increased in size, to include the associated plumbing and
excavation for placement.
8. The dishwasher would need to be replaced an upgraded. This would necessitate some new plumbing and a
Type II hood.
9. One male and one female restroom are required and cannot be eliminated to create a "janitor's closet". This is
what is planned to meet the County's mop sink requirement.
10. 1 understand that they would like to upgrade and increase the size of the stove/oven. This would necessitate
the upgrade of the Type I hood and ANSUL system.
These are the "big ticket" items that I identified during our site visit.
Tamera Baird
Chief Plans Examiner
City of Georgetown
(512)930-2549 office
(512)931-7705 fax
Tamera. Baird@georgetown.org
FST.1848
GEORGETOWN
TEXAS
MEMORANDUM
DATE: July 24, 2014
TO: Mayor Ross & City Council
Paul Brandenburg, City Manager
Micki Rundell, CFO
FROM: Susan Morgan, Finance Director
SUBJECT: Salary Savings and Vacancy Factor - Analysis Results
Summary Findings.
The current Fiscal and Budgetary Policy (Section Vl. B. 1. Vacancy Factor) requires a 1 % Vacancy
Factor in the General Fund to take into account normal and expected salary savings. This amount
appears adequate and reflective of actual experience. Below summarizes the projected actual
salary savings included in the projections used to prepare the City Manager's proposed 2014/15
budget.
Current Year 2013/14 - General Fund
Total Personnel - Budget $ 26,989,805
Total Personnel - Projected Actual
Projected Salary Savings
Less:
Temp Agency Contracts
True Net Salary Savings
(26, 684,106)
305,699
(77, 374)
228,325
Less: Vacancy Factor at 1% (214,270)
Unbudgeted Personnel Cost Savings $ 14,055
The calculation summary above takes into account the overtime and temporary employee costs
incurred to cover services during the vacancy, as well as, the actual cost of benefit payouts for
retiring and departing employees. The temporary agency contracts are payments to Evins and
Labor Finders used by Municipal Court and Streets to procure temporary labor to cover staffing
requirements in those departments during position vacancies that are not accounted for in the
Personnel cost line items. A brief analysis of 2012/13, the prior fiscal year, produced similar
results.
L:\Division\finance\budget\14_15\Workbook\FOLLOW-UP FROM WORKSHOPS\Salary Savings Analysis Memo.dou
Ratios and Factors.
The recent discussion of higher factors was based on turnover ratios. Turnover ratios indicate the
number of positions that become vacant during a given time period, but do not necessarily
produce vacancy rates that result in a comparable percentage of net salary savings. A
vacancy factor is the number of open positions at any given time. The Fiscal and Budgetary Policy
should be more appropriately termed vacancy factor salary savings.
Minimum Staffing Requirements.
Most City departments have minimum staffing requirements to meet public safety and customer
service needs. Police and Fire have very specific operating staffing requirements that are filled by
paying overtime to other trained, certified staff within those departments. Upon review, only a
small percentage of salary and benefits from vacant positions are realized as savings due to the
high cost of paying time and a half and higher class pay that is usually required to cover those
vacancies.
Departments such a Municipal Court, Library, Parks and Recreation, have similar minimum staffing
requirements to meet operating hours, classes, customer windows/service desks, telephone
coverage and maintenance levels. The Streets department has expected maintenance projects
that are scheduled and expected to be completed within certain timeframes. Depending on the
department's operations and staffing levels, varying methods are used to maintain those service
requirements. Parks, Streets and Municipal Court use outside temporary employment agencies;
while Library and Recreation usually rely on overtime and adding hours to part time and seasonal
staff.
Management Control of Realized Salary Savings.
The use of realized salary savings is tightly controlled by the Fiscal & Budgetary Policy. Per
Section IV. E. Control and Accountability, the Division Director must have City Manager approval
prior to moving those budgeted funds for other uses.
IV. OPERATING BUDGET
E. Control and Accountability — Each Division Director, appointed by the City Manager, will be
responsible for the administration of his/her departmental budget. This includes accomplishing
the Goals and Objectives adopted as part of the budget and monitoring each department
budget for compliance with spending limitations. Division Directors may transfer funds up to
$20,000 within the operations and maintenance or capital line items within a departmental
budget category without additional approval. All transfers within the Personnel line items
require approval of the Chief Financial Officer and City Manager. All other transfers of
appropriation or budget amendments require either City Council or City Manager approval as
outlined in Section IV.I and Section VI.13.4.
In practice, this policy is managed by Finance. Finance reviews division requests and prepares an
analysis to determine that the funds are truly available above and beyond the vacancy factor
required by policy. If funds are available, a preprinted form with appropriate justification attached is
signed by the appropriate Division Director. That form is then submitted to the City Manager for
approval. These requests have occurred and been approved, but are unusual.
Conclusion
Based on operating requirements and the current fiscal analysis, increasing the vacancy factor
salary savings in the General Fund budget would not produce additional savings without impairing
the City's ability to meet service requirements within each department.
L:\Division\finance\budget\14_15\Workbook\FOLLOW-UP FROM WORKSHOPS\Salary Savings Analysis Memo.dou